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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, D.C. 20549



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FORM 10-K



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(Mark One)

|x | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ------------------------------------------------------------------------------------

For the fiscal year ended December 31, 2006

OR



| ̈ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ----------------------------------------------------------------------------------------

For the transition period from  to

Commission File Number: 333-87202



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CIRCUS AND
ELDORADO JOINT VENTURE

SILVER LEGACY CAPITAL CORP.

(Exact name of registrants as specified in their charters)



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|                                                               |  |                                     
|-------------------------------------------------------------- |  | ------------------------------------
|Nevada                                                         |  | 88-0310787                          
|                                                               | 
|Nevada                                                         |  | 71-0868362                          
|(State or other jurisdiction of incorporation or organization) |  | (I.R.S. Employer Identification No.)
|                                                               | 
|407 North Virginia Street, Reno, Nevada                        |  | 89501                               
|(Address of principal executive offices)                       |  | (Zip Code)                          

Registrants telephone number, including area code:

800-687-7733

Securities registered
pursuant to Section 12(b) of the Act:

None

Securities registered pursuant to Section 12(g) of the Act:

None



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Indicate by check mark if the
registrants are well-known seasoned issuers, as defined in Rule 405 of the Securities Act.     Yes ̈No  x

Indicate by check mark if the registrants are not
required to file reports pursuant to Section 13 or Section 15(d) of the Act.     Yes ̈No  x

Indicate by check mark whether the registrants
(1) have filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrants were required to file such reports), and
(2) have been subject to such filing requirements for the past 90 days.     Yes  x     No ̈

Indicate by check mark if disclosure of delinquent filers pursuant to
Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of the registrants knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any
amendment to this Form 10-K.  x

Indicate by check mark whether the registrants are large
accelerated filers, accelerated filers, or non-accelerated filers. See definition of accelerated filer and large accelerated filer in Rule 12b-2 of the Exchange Act.

(Check one): Large accelerated filers ̈Accelerated
filers ̈Non-accelerated filers  x

Indicate by check mark whether either of the registrants is a shell company (as defined in Rule 12b-2 of the Exchange Act).

Circus and Eldorado Joint Venture     Yes ̈No  x

Silver Legacy Capital Corp.
               Yes  x   No ̈

State the aggregate market value of the voting and non-voting common equity held by non-affiliates. None.

The number of shares of Silver Legacy Capital Corp.s common stock outstanding at March 30, 2007 was 2,500. All of these shares are owned by
Circus and Eldorado Joint Venture.

DOCUMENTS INCORPORATED BY REFERENCE

None.



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##### Table of Contents

PART I



|Item 1. | Business.
|------- | ---------

Overview

Circus and Eldorado Joint Venture, a Nevada general partnership which is a joint venture between Eldorado Limited Liability Company and Galleon, Inc.,
owns and operates the Silver Legacy Resort Casino, a nineteenth century silver mining themed hotel-casino and entertainment complex in Reno, Nevada. Eldorado Limited Liability Company is a 96% owned subsidiary of Eldorado Resorts LLC, which owns the
Eldorado Hotel & Casino, one of the two hotel casinos connected to Silver Legacy, and Galleon, Inc., the managing partner of Circus and Eldorado Joint Venture, is a wholly owned subsidiary of MGM MIRAGE, which owns Circus Circus Hotel and
Casino, the other hotel casino which is connected to Silver Legacy.

On April 25, 2005, a wholly owned subsidiary of MGM MIRAGE was
merged with and into Mandalay Resort Group, a Nevada corporation (Mandalay), which owns all of the issued and outstanding common stock of Galleon, Inc. As a result of the merger, Mandalay became a wholly owned subsidiary of MGM MIRAGE.

The terms we, our and us, as used in this
annual report, refer to Circus and Eldorado Joint Venture and Silver Legacy Capital Corp. as a combined entity, except where it is clear that the terms mean only Circus and Eldorado Joint Venture or Silver Legacy Capital Corp. When we use the term
Partnership it refers only to Circus and Eldorado Joint Venture, and when we use the term Capital it refers only to Silver Legacy Capital Corp. Capital was established solely for the purpose of serving as a co-issuer of $160
million principal amount 101/8% mortgage notes due 2012 issued by the Partnership and Capital and, as such,
Capital does not have any operations, assets, or revenues. The term Silver Legacy refers to the Silver Legacy Resort Casino. References to the Circus Circus Hotel and Casino refer to the hotel-casino by that name located in Reno, Nevada.
When we use the term Reno market we are referring to the Reno and Sparks areas as delineated by the Nevada Gaming Control Board.

Silver
Legacy

We own and operate the Silver Legacy Resort Casino, a premier nineteenth century silver mining themed hotel-casino and
entertainment complex in Reno, Nevada. Silver Legacy is among the largest hotel-casinos in the Reno market. Silver Legacy offers a dynamic gaming environment and a wide variety of amenities delivered with special attention to personal service to
appeal to our multiple customer segments, including preferred casino players.

Silver Legacy opened in July 1995, with a capital investment
of over $360 million, and is strategically located on two city blocks in downtown Reno directly off Interstate 80, the principal highway connecting Reno with San Francisco, Sacramento and other cities in northern California. The casino and
entertainment areas at Silver Legacy are seamlessly connected to the Eldorado Hotel & Casino and the Circus Circus Hotel and Casino by approximately 200-foot wide skyway corridors. Together the three properties comprise the heart of
Renos gaming area and room base.

Silver Legacy has approximately 87,300
square feet of gaming space situated on two levels. At December 31, 2006, Silver Legacy featured 1,677 slot machines and 68 table games, including blackjack, craps, roulette, Pai Gow Poker, Let It Ride®, Baccarat and Pai Gow, in addition to keno and a race and sportsbook. Club Legacy, Silver Legacys players
club, offers customers exciting special events and tournaments and convenient ways of earning complimentaries.

Silver Legacys hotel,
the tallest building in northern Nevada, is a Y-shaped structure with three wings, consisting of 37-, 34- and 31-floor tiers. An enclosed, climate controlled skywalk over North Sierra Street links the hotel to the main casino,
restaurants and additional public areas on the mezzanine level. The hotel currently offers 1,710 guest rooms, including 141 player spa suites, eight penthouse suites, and seven hospitality suites.

Silver Legacys dining options are offered in six venues:



| |  |  | Sterlings Seafood Steakhouse, which has a seating capacity of approximately 170, offering the finest in steaks and seafood along with an extensive wine list,
tableside desserts and an extravagant Sunday Brunch;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Flavors! The Buffet, which was remodeled and renamed in December 2006, and has a seating capacity of approximately 500;
| | - |  | -----------------------------------------------------------------------------------------------------------------------



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| |  |  | Fairchilds Oyster Bar, which has a seating capacity of approximately 55, offering a comfortable drink and specialized seafood dining;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Café Sedona, which was remodeled and renamed in December 2006, and has a seating capacity of approximately 330, offering an extensive menu that includes
American classics and Chinese cuisine 24-hours a day;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Fresh Express Food Court, which has a seating capacity of approximately 110, offering a range of options including a deli and grill, authentic Asian cuisine and
American classics; and
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Sips Coffee House, situated in the hotel lobby, offering gourmet coffee and teas.
| | - |  | ---------------------------------------------------------------------------------

Silver Legacy is downtown Renos leading convention destination, currently offering approximately 50,000 square feet of in-house exhibit and
convention space. Our convention and meeting space includes an approximately 20,000 square-foot divisible ballroom and approximately 30,000 square feet of space for additional breakout rooms, all located within the casino complex. We believe the
additional hotel capacity and meeting space available at the adjoining Eldorado and Circus properties enhance our ability to attract conventions larger than those that can be serviced by the Silver Legacy alone. See Adjoining Properties
below.

In addition to our in-house exhibit and convention space, we had since 1999 utilized an additional 40,000 square feet of space in
the City Center Pavilion, which was located across North Virginia Street from Silver Legacy on a special events plaza which was owned by our affiliates. The City Center Pavilion was removed in January 2007 to allow for the construction of a new
city-owned ballroom facility on the plaza site which will be operated and managed by Silver Legacy, together with Eldorado and Circus. The new 50,000 square-foot facility will complement the existing Reno Events Center and provide an elegant venue
for large dinner functions and convention meeting space. The construction period is estimated to be approximately one year. We do not anticipate that the absence of the City Center Pavilion during the construction period will have a material impact
on our operations, based on our ability to utilize the Reno Events Center located across the street from the City Center Pavilion.

Silver
Legacys amenities also include retail shops, exercise and spa facilities, a beauty salon, and an outdoor swimming pool and sundeck. Silver Legacys 10-story parking facility is capable of accommodating approximately 1,800 vehicles.

We carefully target our marketing programs to five segments of the gaming market:



| |  |  | free and independent travelers,
| | - |  | -------------------------------



| |  |  | preferred casino customers,
| | - |  | ---------------------------



| |  |  | convention groups,
| | - |  | ------------------



| |  |  | local patrons, and
| | - |  | ------------------



| |  |  | wholesale/specialty and Internet groups.
| | - |  | ----------------------------------------

We attract
our target customers through newspaper, radio, television, Internet and direct mail campaigns locally and in northern California, the Pacific northwest and other regional travel markets. Silver Legacy utilizes a broad special events calendar, along
with our guest development program, including selective casino credit, to attract and retain our target customers. In addition, we utilize our hotel rooms, restaurants and other amenities to offer complimentaries to a broad spectrum of established
casino guests. Club Legacy, Silver Legacys players club, offers customers exciting special events and tournaments and convenient ways of earning complimentaries. Enhancements to Club Legacy, which were promoted as Comp
Yourself, were implemented in January 2005. The revised club format is more user-friendly and enables casino players in our database to redeem their complimentaries directly at our restaurants, bars and retail outlets and upon hotel check-out.
The convention groups and wholesale/specialty market segments contribute to our hotel occupancy during slower mid-week periods. For the twelve months ended December 31, 2006 our average occupancy rate was 82.6% compared to 76.6 % for the
Reno market.

The primary source of our revenues is the casino, although the hotel, restaurants, bars, shops and other services are an
important adjunct to the casino. The following table sets forth the respective contributions to our net revenues on a dollar and percentage basis of our major activities at the Silver Legacy for each of the three most recent fiscal years.



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|                          |  |                        |         |  |       |   |  |      |         |  |       |   |  |   |         |  |       |  
|------------------------- |  | ---------------------- | ------- |  | ----- | - |  | ---- | ------- |  | ----- | - |  | - | ------- |  | ----- | -
|                          |  | 2006                   |         |  | 2005  |   |  | 2004 |        
|                          |  | (dollars in thousands) |        
|Revenues:                 |  |                        |         |  |       |   |  |      |         |  |       |   |  |   |         |  |       |  
|Casino(1)                 |  | $                      | 87,211  |  | 54.8  | % |  | $    | 83,191  |  | 55.7  | % |  | $ | 85,543  |  | 55.6  | %
|Hotel(2)                  |  |                        | 41,334  |  | 25.9  | % |  |      | 37,176  |  | 24.9  | % |  |   | 38,553  |  | 25.1  | %
|Food and beverage(2)      |  |                        | 36,185  |  | 22.7  | % |  |      | 35,238  |  | 23.6  | % |  |   | 35,387  |  | 23.0  | %
|Other(2)                  |  |                        | 8,559   |  | 5.4   | % |  |      | 8,827   |  | 5.9   | % |  |   | 8,562   |  | 5.6   | %
|                          |  |                        |         |  |       |   |  |      |         |  |       |   |  |   |         |  |       |  
|                          |  |                        | 173,289 |  | 108.8 | % |  |      | 164,432 |  | 110.1 | % |  |   | 168,045 |  | 109.3 | %
|                          |  |                        |         |  |       |  
|Less:                     |  |                        |         |  |       |   |  |      |         |  |       |   |  |   |         |  |       |  
|Promotional allowances(2) |  |                        | 14,092  |  | 8.8   | % |  |      | 15,122  |  | 10.1  | % |  |   | 14,290  |  | 9.3   | %
|                          |  |                        |         |  |       |   |  |      |         |  |       |   |  |   |         |  |       |  
|Net revenues              |  | $                      | 159,197 |  | 100.0 | % |  | $    | 149,310 |  | 100.0 | % |  | $ | 153,755 |  | 100.0 | %
|                          |  |                        |         |  |       |   |  |      |         |  |       |   |  |   |         |  |       |  

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|(1) | Casino revenues are the net difference between the sums received as winnings and the sums paid as losses, less cash incentives provided to customers.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Hotel, food and beverage and other include the retail value of services which are provided to casino customers and others on a complimentary basis. Such amounts are then deducted as
promotional allowances to arrive at net revenue.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Methods of Competition

Silver Legacy competes for customers by offering our guests a fully integrated gaming, lodging, dining and entertainment experience in a convenient
downtown Reno location. We believe the quality of our amenities, Silver Legacys overall atmosphere and competitive pricing enable us to attract multiple customer segments from the local area, northern California, the Pacific northwest and
other regional travel markets.

Premier Must See Attraction. We believe Silver Legacy is a must see
attraction for Reno visitors and residents. The propertys design is inspired by Nevadas rich mining heritage and the legend of Sam Fairchild, a fictitious silver baron who struck it rich on the site of the casino. Silver
Legacys interior showcases a casino built around Sam Fairchilds famed 120-foot tall mining rig. The rig is situated beneath a 180-foot diameter dome, which is a distinctive landmark on the Reno skyline. The interior surface of the dome
features dynamic sound and laser light shows, providing visitors with a unique experience when they enter the casino.

Center of
Three-Property Destination Resort. Silver Legacy, together with the Eldorado and Circus properties, comprises the heart of the Reno markets prime gaming area and room base, providing the most extensive variety of gaming, lodging,
dining and entertainment amenities in the Reno area. As of December 31, 2006, the three-property complex offered 4,097 rooms, 20 restaurants, 4,358 slot machines, 170 table games and parking to accommodate over approximately 6,000 vehicles,
representing approximately 28.5% of the Reno markets total room base, 23.7% of the Reno markets total slot machines, and 32.3% of the Reno markets total table games. We believe that the centralized location and critical mass of
these three properties, together with the seamless connections between the facilities, provide Silver Legacy with significant advantages over other freestanding hotel-casinos in the Reno market.

Headliner Entertainment and Premium Dining. Our customers are attracted to Silver Legacys entertainment and award-winning cuisine. For
the year ended December 31, 2006, approximately 50 nights of headliner entertainment were scheduled in our 1,600-seat Grande Exposition Hall making Silver Legacy a leading headliner entertainment venue in the Reno market. Entertainers who
appeared at Silver Legacy during 2006 include Joe Cocker, Johnny Mathis and Bill Cosby. Silver Legacy also features Catch a Rising Star, a 220-seat, nationally recognized comedy club. Throughout 2006, we also utilized the Reno Events Center, which
opened in December 2004 and is owned by the City of Reno, as a venue for approximately 10 nights of entertainment which we co-sponsored with one or more other downtown properties. We were able to take advantage of this facilitys larger seating
capacity and attract popular headliner acts including Mary J. Blige, Brooks & Dunn, and The Blue Man Group.

Quality Personal
Service. We are committed to providing our customers with a high level of personal service, which we believe is an integral part of fostering customer loyalty and generating repeat business. We continually strive to instill in each employee
a dedication to superior service designed to exceed our guests expectations.

Experienced Management Team. Silver Legacy
has an experienced management team with an average of more than 25 years each of experience in the Reno gaming market. All of our senior management have been with Silver Legacy since it opened in July 1995. We have also benefited from the expertise
of our joint venture partners and the leadership they have provided through our executive committee, which has included senior executives from Eldorado Resorts LLC, Mandalay and MGM MIRAGE.



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Adjoining Properties

Enclosed, climate controlled corridors connect Silver Legacy with the Circus Circus Hotel and Casino and the Eldorado Hotel & Casino, each of which is owned and independently operated by an affiliate of one
of the Partnerships partners.

Circus Circus Hotel and Casino. The Circus Circus Hotel and Casino features 1,572
guestrooms and a 60,000 square-foot casino, which, as of December 31, 2006, featured 1,246 slot machines and 47 table games. The property offers its guests a variety of circus acts performed daily, free of charge, under a Big Top
above the casino. A mezzanine area has a circus midway with carnival-style games and an arcade that offers a variety of amusement and electronic games. The property features two specialty restaurants, The Steakhouse at Circus and Kokopellis
Sushi Bar, in addition to a 464-seat buffet, pizzeria, coffee shop, deli/bakery, fast food snack bar, cocktail lounges, gift shop, specialty shops, parking facilities for approximately 3,100 vehicles, and approximately 37,000 square feet of
convention space.

Eldorado Hotel & Casino. This property is a luxurious hotel-casino offering approximately 76,500
square feet of gaming space. Its three hotel towers have a total of 815 guestrooms, including 18 specialty suites, 93 Eldorado Players Spa Suites with bedside spas and 26 one or two bedroom suites. As of December 31, 2006,
this propertys casino featured 1,435 slot machines and 55 table games, as well as poker, keno and a race and sports book. The property is renowned for its eight restaurants, including Bistro Roxy, La Strada and a 600-seat buffet. Additional
amenities include a casino cabaret, bars and lounges, parking facilities for approximately 1,200 vehicles, and approximately 12,400 square feet of convention space.

Reno Market

Reno is the second largest metropolitan area in Nevada, with a population of
approximately 409,100 according to the most recently available census data, and is located at the base of the Sierra Nevada Mountains along Interstate 80, approximately 135 miles east of Sacramento, California and 225 miles east of San Francisco,
California. Reno is a destination resort market that primarily attracts drive-in visitors by offering gaming as well as numerous other summer and winter recreational activities. Management believes that approximately two-thirds of
visitors to the Reno market arrive by some form of ground transportation. Popular special events include the National Championship Air Races, the Reno-Tahoe Open PGA tour event and Hot August Nights, a vintage car event. In addition, the National
Bowling Stadium, located one block from Silver Legacy, is one of the largest bowling complexes in North America and has been selected to host multi-month tournaments in Reno two out of every three years through 2018.

A public works project has been underway in the downtown area of Reno which lowered the train tracks that traverse Renos downtown district and
separate the Silver Legacy and the two adjoining properties from the rest of the downtown gaming facilities. Construction on this project began in 2003. Although the majority of this project has been completed, there continues to be related
construction which is expected to be completed in 2008. To date, the impact of this project on our operations has been minimal; however, we cannot determine its impact on our future operations.

According to the Nevada Commission on Tourism and the Reno-Sparks Convention & Visitors Authority, the greater Reno area attracted an estimated
4.9 million and 4.8 million visitors during the twelve months ended June 30, 2006 and 2005, respectively. The following table sets forth certain statistical information for the Reno market for the years 2002 through 2006 as reported
by the Reno-Sparks Convention & Visitors Authority, the Nevada Commission on Tourism and the Nevada State Gaming Control Board.



|                                |  |      |           |   |      |   |           |      |  |   |           |   |  |      |           |   |  |   |           |  
|------------------------------- |  | ---- | --------- | - | ---- | - | --------- | ---- |  | - | --------- | - |  | ---- | --------- | - |  | - | --------- | -
|                                |  | 2002 |           |   | 2003 |   |           | 2004 |  |   | 2005      |   |  | 2006 |          
|Gaming Revenues(000s)(1)       |  | $    | 917,005   |   |      | $ | 895,991   |      |  | $ | 903,567   |   |  | $    | 920,722   |   |  | $ | 940,315   |  
|Gaming Positions(2)(3)          |  |      | 27,872    |   |      |   | 25,242    |      |  |   | 24,086    |   |  |      | 23,666    |   |  |   | 21,794    |  
|Hotel Rooms(2)                  |  |      | 16,049    |   |      |   | 16,193    |      |  |   | 15,654    |   |  |      | 14,620    |   |  |   | 14,393    |  
|Average Hotel Occupancy Rate(1) |  |      | 75.2      | % |      |   | 74.3      | %    |  |   | 77.8      | % |  |      | 75.6      | % |  |   | 76.6      | %
|Visitors(4)                     |  |      | 4,885,510 |   |      |   | 4,681,535 |      |  |   | 4,997,295 |   |  |      | 4,765,737 |   |  |   | 4,925,358 |  

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|(1) | For the twelve months ended December 31 for each period shown.
|--- | --------------------------------------------------------------

|(2) | As of December 31 for each period shown.
|--- | ----------------------------------------

|(3) | Calculated from information provided by the Nevada State Gaming Control Board.
|--- | ------------------------------------------------------------------------------

|(4) | For the twelve months ended June 30 for each period shown.
|--- | ----------------------------------------------------------



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Marketing Strategy

We target the following customer segments of the Reno gaming market: free and independent travelers, preferred casino customers, convention groups, local patrons, wholesale/specialty and Internet groups.

Free and Independent Travelers. This customer segment consists of persons who are not affiliated with travel groups and who make
arrangements for their accommodations directly or through independent travel agents. For Reno, free and independent travelers consist principally of persons who typically travel on weekends from northern California, Oregon, Washington and western
Canada. Silver Legacy targets this segment through advertising efforts, including television and newsprint exposure, emphasizing the exciting atmosphere and high level of relative value offered at Silver Legacy. Advertising efforts are directed
principally to existing Reno gaming customers, as well as to experienced gaming customers of Las Vegas and other markets. Additionally, utilizing the unique theming of Silver Legacy, the variety, quality, and attractive pricing of its food and
beverage outlets, and its close proximity to other hotel casinos in downtown Reno (including its connection with the Circus Circus Hotel and Casino and Eldorado Hotel & Casino), we target walk-in customers for Silver Legacy.

Preferred Casino Customers. Management targets valued gaming customers through an aggressive development program. This program
utilizes independent sales representatives to engage in one-on-one sales activities and marketing personnel trained to identify and target these individuals while they patronize Silver Legacy. We also use television advertisements featuring the
elegant image and exciting atmosphere at Silver Legacy to target preferred gaming customers. In addition, through specialized entertainment programs and special events, including boxing matches, and by highlighting Silver Legacys 141 player
spa suites, eight penthouse suites (which have been designed specifically to cater to the needs of high end gaming customers), seven hospitality suites, and the propertys entertainment facilities, amenities and unique attractions, we seek to
capture a significant portion of Renos valued gaming business. Our marketing efforts for gaming customers include the provision of complimentary rooms, food and beverages, air transportation and the extension of credit to qualified persons.
Club Legacy, Silver Legacys players club, offers customers exciting special events and tournaments and convenient ways of earning complimentaries.

Convention Groups. Conventioneers and attendees of Reno area events are targeted by Silver Legacy, depending on managements view of their relative propensity for gaming and the timing of the specific
events or conventions relative to the historic seasonality of the gaming business in Reno. In so doing, we seek to increase Silver Legacys mid-week occupancies and mitigate the effects of seasonality on our operations. For example, Silver
Legacy targets competitors at the National Bowling Stadium in Reno and their guests. Other special events groups, generally consisting of between 1,000 and 1,500 persons, are also targeted by Silver Legacy by invitations to concerts, shows, theme
parties, boxing matches and other events.

Local Patrons. We seek to attract and retain local customers through frequent
promotions that highlight our quality gaming and dining experience, as well as being an active supporter of numerous Reno market events and organizations.

Wholesale/Specialty and Internet Groups. The wholesale/specialty segment consists of customers who utilize packages to reduce the cost of travel, lodging and entertainment. These packages are
produced by wholesalers (such as major airlines) and travel agents, and emphasize mid-week stays. Packages including Silver Legacy are marketed by wholesalers and travel agents principally to customers in Oregon, Washington and western Canada. This
market segment allows us to utilize our rooms during slower mid-week periods. In addition, Internet customers, which are encompassed in this segment, continues to be a growing group as more customers utilize this option for its convenience and in an
effort to obtain the most competitive rate.

Competition

The gaming industry includes land-based casinos, dockside casinos, riverboat casinos, casinos located on Native American reservations and other forms of legalized gaming. There is intense competition among companies
in the gaming industry, many of which have significantly greater resources than we do. Certain states have legalized casino gaming and other states may legalize gaming in the future. Legalized casino gaming in these states and on Native American
reservations near our markets or changes to gaming laws in states surrounding Nevada could increase competition and could adversely affect our operations. We also compete, to a lesser extent, with gaming facilities in other jurisdictions with
dockside gaming facilities, state-sponsored lotteries, on-and-off track pari-mutuel wagering, Internet gaming, card clubs, riverboat casinos and other forms of legalized gambling.

Of the 33 casinos currently operating in the Reno market, we compete principally with the seven other hotel-casinos that, like Silver Legacy, each
generate at least $36 million in annual gaming revenues, including the Circus Circus Hotel and



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Casino and the Eldorado Hotel & Casino. An existing hotel-casino, located outside of the downtown Reno district, is under going construction on an
expansion project which will increase their number of hotel rooms and casino square footage along with other amenities including additional parking and restaurants. In addition, there have been several other announcements of pending expansion and/or
new projects within the Reno market. At this time, we cannot predict the extent to which new and proposed projects will be undertaken or the extent to which current hotel and/or casino space may be expanded. We expect that any additional rooms added
in the Reno market will increase competition for visitor revenue. There can be no assurance that any growth in Renos current room base or gaming capacity will not adversely affect our financial condition or results of operations.

We also compete with hotel-casinos located in the nearby Lake Tahoe region as well as those in other areas of Nevada, including Las Vegas. A
substantial number of customers travel to both Reno and the Lake Tahoe area during their visits. Consequently, we believe that Silver Legacys success is influenced to some degree by the success of the Lake Tahoe market. While we do not
anticipate a decline in the popularity of either Reno or Lake Tahoe as tourist destination areas in the foreseeable future, any such decline could adversely affect our operations.

Land-based, riverboat or dockside casino gaming (other than that conducted on Native American-owned land) is currently legal in 11 states and tribal
gaming on Native American-owned land is legal in a number of states, including California, Washington, and Oregon. Management believes the Reno market draws over 50% of its visitors from California. In addition to gaming on Native American-owned
land, California allows other non-casino style gaming, including pari-mutuel wagering, a state-sponsored lottery, card clubs, bingo, and off-track betting.

On March 7, 2000, California voters approved Proposition 1A which amended the California constitution and legalized Nevada-style gaming on Native American reservations. The passage of this amendment
has allowed the expansion of existing Native American gaming operations, as well as the opening of new Native American gaming facilities in California. Additionally, numerous tribes have announced that they intend to open gaming facilities.
According to the California Gambling Control Commission, there are currently approximately 105 federally recognized Native American tribes in California of which approximately 66 have entered into compacts with the State of California. Presently, we
believe there are 56 Native American casinos in operation in California. Under their original compacts, most Native American tribes in California could operate up to 2,000 slot machines, and up to two gaming facilities on any one reservation. The
number of machines the tribes are allowed to operate may increase as a result of any new or amended compacts the tribes may enter into with the State of California that receive requisite approvals, such as has been the case with respect to a number
of new or amended compacts executed and approved. Under action taken by the National Indian Gaming Commission, gaming devices similar in appearance to slot machines, but which are deemed to be technological enhancements to bingo style gaming, are
not subject to such limits and may be used by tribes without state permission.

Many existing Native American gaming facilities in northern
California are modest compared to Reno market casinos. However, there are several more significant Native American casinos which currently compete with the Reno market, including (1) the Cache Creek Indian Bingo & Casino in Brooks,
California, approximately 58 miles northwest of Sacramento, (2) the Jackson Rancheria Casino, Hotel and Conference Center in Jackson, California, approximately 59 miles southeast of Sacramento, and (3) Thunder Valley Casino in Auburn,
California, approximately 21 miles northeast of Sacramento. In addition to existing gaming facilities, several Native American tribes have announced that they are in the process of developing or are considering establishing large-scale hotel and
gaming facilities in northern California. Other tribes are at various stages of planning new or expanded facilities in northern California, including facilities within a one-hour drive of San Francisco or Sacramento.

The competitive impact on Nevada gaming establishments, in general, and our operations, in particular, from the continued growth of gaming outside Nevada
cannot be determined at this time. We believe that the expansion of casino gaming on Native American lands in California, and to a lesser extent in Washington and Oregon, could have a material adverse affect on our operations depending on the
nature, location, and scope of those operations.

Seasonality

Silver Legacys hotel-casino operations are subject to seasonal variation, with the strongest operating results generally occurring in the third quarter of each year and the weakest results generally occurring
during the period from November through February. Variations occur when weather conditions make travel to Reno by visitors from northern California and the Pacific Northwest difficult. The following table shows our percentage of gross revenues by
quarter for each of 2004, 2005 and 2006.



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|               |  |       |   |  |       |   |  |       |  
|-------------- |  | ----- | - |  | ----- | - |  | ----- | -
|               |  | 2004  |   |  | 2005  |   |  | 2006  |  
|First quarter  |  | 23.3  | % |  | 21.0  | % |  | 21.6  | %
|Second quarter |  | 27.1  | % |  | 24.6  | % |  | 26.3  | %
|Third quarter  |  | 27.6  | % |  | 29.5  | % |  | 29.1  | %
|Fourth quarter |  | 22.0  | % |  | 24.9  | % |  | 23.0  | %
|               |  |       |   |  |       |   |  |       |  
|Total          |  | 100.0 | % |  | 100.0 | % |  | 100.0 | %
|               |  |       |   |  |       |   |  |       |  

Employees

As of December 31, 2006, Silver Legacy employed approximately 2,175 persons, most of whom were full-time. Currently, none of our employees are employed pursuant to a collective bargaining agreement. The number of
people employed at any time is subject to seasonal fluctuation. We believe that our employee relations are excellent.

Environmental Matters

As is the case with any owner or operator of real property, we are subject to a variety of federal, state and local governmental
regulations relating to the use, storage, discharge, emission, and disposal of hazardous materials. Federal, state and local environmental laws and regulations also impose liability on potentially responsible parties, including the owners or
operators of real property, to clean up, or contribute to the cost of cleaning up, sites at which hazardous wastes or materials were disposed of or released. We do not have environmental liability insurance to cover these events.

During the excavation for construction of Silver Legacy, petroleum contamination of soil and groundwater was discovered on the property. The apparent
sources of this contamination were a former gasoline station and numerous abandoned heating oil tanks. Our contractors removed and disposed of contaminated soils, and we were successful in obtaining reimbursement and indemnification from Chevron
Company USA. In addition, we received reimbursement from the State of Nevada Petroleum Fund, which was established to reimburse parties for costs incurred in cleaning up contamination from certain underground storage tanks. With the consent of the
relevant county agency, the cleanup was completed leaving some contaminated soils in place (under structures and roads, for example), so that some additional soil contamination is known to remain in place. The Nevada Division of Environmental
Protection has not, however, required us to conduct any further investigation or remediation.

Groundwater in the vicinity of the Silver
Legacy property is also contaminated by a chlorinated solvent known as tetrachloroethene or PCE. This contaminant is widespread in the Reno/Sparks area. The Central Truckee Meadows Remediation District, encompassing much of the cities of
Reno and Sparks, was established pursuant to state legislation to address this contamination. The Central Truckee Meadows Remediation District is managed by Washoe County under the direction of the Nevada Division of Environmental Protection, and is
currently conducting investigations and developing a remediation plan. Funding for the Central Truckee Meadows Remediation District is provided through assessments to water customers which are calculated on the basis of water use. The annual
assessment to Silver Legacy is currently $215, plus an additional sum based on the amount of water used, which in our most recent annual assessment amounted to $32,657. Such amounts incurred in the prior year were $326 and $29,842, respectively. It
is possible that additional assessments may be made against properties that receive special benefits from the Central Truckee Meadows Remediation District, such as clean-up of contamination affecting a specific parcel. The legislation implementing
this program exempts property owners who did not cause or contribute to the contamination from civil and criminal liability for the cost of remediation and any related damages, except to the extent of unpaid assessments. We do not believe that we
have contributed to this solvent contamination, however, we expect that we will be required to allow the Central Truckee Meadows Remediation District access to our property for continued investigation, including access to monitoring wells.

The possibility exists that additional contamination, as yet unknown, may exist at the Silver Legacy property. In all cases, however, we
believe that any such contamination would have arisen from activities of prior owners or occupants, or from offsite sources and not as a result of any of our actions or operations. We do not believe that our expenditures for environmental
investigations or remediation will have a material adverse effect on our financial condition or results of operations. Aside from the assessments discussed in the preceding paragraph, we did not incur any costs in connection with environmental
matters during the years ended December 31, 2006 and 2005.

Regulation And Licensing

Silver Legacy, the partners of Circus and Eldorado Joint Venture, and their parent entities are subject to extensive regulation under laws, rules and
supervisory procedures primarily in the jurisdictions where their facilities are located or



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##### Table of Contents

docked. Some jurisdictions, including Nevada, empower their regulators to investigate participation by licensees in gaming outside their jurisdiction and
require access to and periodic reports respecting those gaming activities. Violations of laws in one jurisdiction could result in disciplinary action in other jurisdictions.

Under provisions of gaming laws in jurisdictions in which we, our partners or their parent entities have operations and under our organizational
documents certain of our securities are subject to restrictions on ownership which may be imposed by specified governmental authorities. The restrictions may require a holder of our securities to dispose of the securities or, if the holder refuses,
or is unable, to dispose of the securities, we may be required to repurchase the securities.

The indenture governing our 101/8% mortgage notes due 2012 (the Notes) provides that each
holder and beneficial owner of the Notes, by accepting or otherwise acquiring an interest in any of the Notes, will be deemed to have agreed that if the gaming authority of any jurisdiction in which we or either of the Partnerships partners or
their respective parents or other affiliated entities currently or in the future conduct or propose to conduct gaming requires that a person who is a holder or beneficial owner must be licensed, qualified or found suitable under applicable gaming
laws, the holder or beneficial owner will apply for a license, qualification or finding of suitability within the required time period. If the person fails to apply or become licensed or qualified or is found unsuitable, we will have the right, at
our option:



| |  |  | to require the person to dispose of his or her Notes or beneficial interest in the Notes within 30 days of receipt of notice of our election or any earlier date
that the relevant gaming authority may request or prescribe; or
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | to redeem the Notes (possibly within less than 30 days following the notice of redemption if requested or prescribed by the gaming authority) at a redemption price
equal to the lesser of:
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the persons cost;
| | - |  | ------------------



| |  |  | 100% of the principal amount, plus accrued and unpaid interest to the redemption date or the date of the finding of unsuitability, whichever is earlier; and
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | any other amount required by applicable law or by order of any gaming authority.
| | - |  | --------------------------------------------------------------------------------

We will not be responsible for any costs or expenses any holder or beneficial owner may incur in connection with its application for a license, qualification or finding of suitability.

Nevada Gaming Laws

The ownership and operation of
casino gaming facilities in the State of Nevada are subject to the Nevada Gaming Control Act and the regulations promulgated under this Act and various local regulations. Silver Legacys operations are subject to the licensing and regulatory
control of the Nevada Gaming Commission, the Nevada State Gaming Control Board and the City of Reno, which we refer to collectively as the Nevada Gaming Authorities.

The laws, regulations and supervisory procedures of the Nevada Gaming Authorities are based upon declarations of public policy that are concerned with,
among other things:



| |  |  | the prevention of unsavory or unsuitable persons from having a direct or indirect involvement with gaming at any time or in any capacity;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the establishment and maintenance of responsible accounting practices and procedures;
| | - |  | -------------------------------------------------------------------------------------



| |  |  | the maintenance of effective controls over the financial practices of licensees, including the establishment of minimum procedures for internal fiscal affairs and
the safeguarding of assets and revenues, providing reliable record keeping and requiring the filing of periodic reports with the Nevada Gaming Authorities;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the prevention of cheating and fraudulent practices; and
| | - |  | --------------------------------------------------------



| |  |  | providing a source of state and local revenues through taxation and licensing fees.
| | - |  | -----------------------------------------------------------------------------------

Changes in these laws, regulations and procedures could have an adverse effect on our gaming operations.



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Circus and Eldorado Joint Venture holds all licenses and approvals required to conduct its present gaming
operations. The gaming license requires the periodic payment of fees and taxes and is not transferable. The parent entities of Circus and Eldorado Joint Ventures partners, Eldorado Resorts LLC and MGM MIRAGE, are required to be registered by
the Nevada Gaming Commission as, respectively, a privately owned holding company and as a publicly traded corporation, and are required periodically to submit detailed financial and operating reports to the Nevada Gaming Commission and to furnish
any other information that the Nevada Gaming Commission may require. No person may become a stockholder of, or receive any percentage of profits from, a licensed entity such as Circus and Eldorado Joint Venture without first obtaining licenses and
approvals from the Nevada Gaming Authorities. Circus and Eldorado Joint Venture and its parent entities have obtained from the Nevada Gaming Authorities the various registrations, findings of suitability, approvals, permits and licenses required in
order to engage in gaming activities in Nevada.

The Nevada Gaming Authorities may investigate any individual who has a material
relationship to, or material involvement with us in order to determine whether the individual is suitable or should be licensed as a business associate of a gaming licensee. We and our officers, directors and key employees must file applications
with the Nevada Gaming Authorities and may be required to be licensed or found suitable by the Nevada Gaming Authorities. The Nevada Gaming Authorities may deny an application for licensing for any cause which they deem reasonable. A finding of
suitability is comparable to licensing, and both require submission of detailed personal and financial information followed by a thorough investigation. An applicant for licensing or an applicant for a finding of suitability must pay for all the
costs of the investigation. Changes in licensed positions must be reported to the Nevada Gaming Authorities and, in addition to their authority to deny an application for a finding of suitability or licensing, the Nevada Gaming Authorities have the
jurisdiction to disapprove a change in a corporate position.

If the Nevada Gaming Authorities were to find an officer, director or key
employee unsuitable for licensing or unsuitable to continue having a relationship with us, we would have to sever all relationships with that person. In addition, the Nevada Gaming Commission may require us to terminate the employment of any person
who refuses to file appropriate applications. Determinations of suitability or questions pertaining to licensing are not subject to judicial review in Nevada.

We are required to submit detailed financial and operating reports to the Nevada Gaming Commission. Substantially all material loans, leases, sales of securities and similar financing transactions must be reported to,
or approved by, the Nevada Gaming Commission.

If the Nevada Gaming Commission determined that we violated the Nevada Gaming Control Act or
any of its regulations, it could limit, condition, suspend or revoke our gaming licenses. In addition, we and the persons involved could be subject to substantial fines for each separate violation of the Nevada Gaming Control Act or of the
regulations of the Nevada Gaming Commission at the discretion of the Nevada Gaming Commission. Further, a supervisor could be appointed by the Nevada Gaming Commission to operate Silver Legacy and, under specified circumstances, earnings generated
during the supervisors appointment (except for the reasonable rental value of the premises) could be forfeited to the State of Nevada. Limitation, conditioning or suspension of any of our gaming licenses and the appointment of a supervisor
could, or revocation of any gaming license would, have a material adverse effect on our gaming operations.

Any beneficial holder of an
interest in Circus and Eldorado Joint Venture or of any of the equity securities of any partner of Circus and Eldorado Joint Venture, or of any interest in the parent entities of Circus and Eldorado Joint Ventures members, regardless of the
amount of interest owned or the number of shares held, may be required to file an application, be investigated, and have that persons suitability as a beneficial holder of an equity interest determined if the Nevada Gaming Commission has
reason to believe that the ownership would otherwise be inconsistent with the declared policies of the State of Nevada. The applicant must pay all costs of the investigation incurred by the Nevada Gaming Authorities in conducting any investigation.

The partners of Circus and Eldorado Joint Venture are required to obtain the prior approval of the Nevada Gaming Commission prior to their
pledge of their interests in Circus and Eldorado Joint Venture as collateral for payment of any of our indebtedness. Eldorado Limited Liability Company and Galleon, Inc., the partners of Circus and Eldorado Joint Venture, obtained the required
approvals of the Nevada Gaming Commission to pledge their interests in Circus and Eldorado Joint Venture as collateral for payment of the Notes. However, further approvals of the Nevada Gaming Commission must be obtained by any person, including the
trustee under the Indenture relating to the Notes, before any execution on or transfer of the pledged interests may occur.

Nevada law
requires any licensed gaming entity, such as Circus and Eldorado Joint Venture which has one or more classes of securities registered with the Securities and Exchange Commission pursuant to the provisions of the Securities Act of 1933, as amended,
to additionally register with the Nevada Gaming Commission as a publicly traded corporation. Pursuant to the applicable provisions of Nevada gaming law, we received the requisite approvals of the Nevada Gaming Commission to be registered
as a publicly traded corporation and to make our public offering of the Notes.



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##### Table of Contents

If the beneficial holder of an interest in Circus and Eldorado Joint Venture or in the equity securities
of any of Circus and Eldorado Joint Ventures partners, or of any interest in one of the parent entities who must be found suitable is a corporation, partnership, limited partnership, limited liability company or trust, it must submit detailed
business and financial information including a list of beneficial owners. The applicant is required to pay all costs of investigation.

Any
person who fails or refuses to apply for a finding of suitability or a license within 30 days after being ordered to do so by the Nevada Gaming Commission or by the Chairman of the Nevada State Gaming Control Board, or who refuses or fails to pay
the investigative costs incurred by the gaming authorities in connection with the investigation of its application, may be found unsuitable. The same restrictions apply to a record owner if the record owner, after request, fails to identify the
beneficial owner. Any person found unsuitable and who holds, directly or indirectly, any beneficial ownership of an interest in Circus and Eldorado Joint Venture or in the voting securities of any of Circus and Eldorado Joint Ventures partners
or of the parent entities beyond the period of time as may be prescribed by the Nevada Gaming Commission may be guilty of a criminal offense. We will be subject to disciplinary action if, after we receive notice that a person is unsuitable to hold
an equity interest or to have any other relationship with us, we:



| |  |  | pay that person any dividend or interest upon any partnership interest or other equity interest;
| | - |  | ------------------------------------------------------------------------------------------------



| |  |  | allow that person to exercise, directly or indirectly, any voting right held by that person relating to Silver Legacy;
| | - |  | ----------------------------------------------------------------------------------------------------------------------



| |  |  | pay remuneration in any form to that person for services rendered or otherwise; or
| | - |  | ----------------------------------------------------------------------------------



| |  |  | fail to pursue all lawful efforts to require the unsuitable person to relinquish his interest in Circus and Eldorado Joint Venture or in its voting securities
including, if necessary, the immediate purchase of the interest or voting securities for cash at fair market value.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The
Nevada Gaming Commission may, in its discretion, require the holder of any debt security of a licensee or registered corporation to file applications, be investigated, and be found suitable to own the debt security of the licensee or registered
corporation. If a holder of the Notes is required by the Nevada Gaming Commission to be found suitable, the burden of proving qualification to be found suitable as a holder of the Notes is at all times on the applicant and requires a determination
by the Nevada Gaming Commission that the applicant is a person of good character, honesty and integrity. When making this determination, the Nevada Gaming Commission must be satisfied that the applicant is a person whose prior activities, criminal
record (if any), reputation, habits and associations do not pose a threat to the interests of the State of Nevada, or to the effective regulation and control of gaming, or create or enhance the dangers of unsuitable, unfair, or illegal practices. If
the Nevada Gaming Commission determines that a person is unsuitable to own the security, then under the Nevada Gaming Control Act, the licensee or registered corporation can be sanctioned, including the loss of its approvals, if without the prior
approval of the Nevada Gaming Commission, it:



| |  |  | pays to the unsuitable person any dividend, interest or any distribution whatsoever;
| | - |  | ------------------------------------------------------------------------------------



| |  |  | recognizes any voting right by the unsuitable person in connection with the securities;
| | - |  | ---------------------------------------------------------------------------------------



| |  |  | pays the unsuitable person remuneration in any form; or
| | - |  | -------------------------------------------------------



| |  |  | makes any payment to the unsuitable person by way of principal, redemption, conversion, exchange, liquidation or similar transaction.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------

Our partners and their parent entities are required to maintain current stock ledgers in Nevada which may be examined by the Nevada Gaming Authorities
at any time. If any securities are held in trust by an agent or by a nominee, the record holder may be required to disclose the identity of the beneficial owner to the Nevada Gaming Authorities. A failure to make the disclosure may be grounds for
finding the record holder unsuitable. We are also required to render maximum assistance in determining the identity of the beneficial owner of any of our voting securities. The Nevada Gaming Commission has the power to require the stock certificates
of any registered corporation to bear a legend indicating that the securities are subject to the Nevada Gaming Control Act.

We may not
make a public offering of our securities without the prior approval of the Nevada Gaming Commission if we intend to use the securities or the proceeds from the offering to construct, acquire or finance gaming facilities in Nevada, or to retire or
extend obligations incurred for those purposes or for similar transactions.



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##### Table of Contents

We must obtain prior approval of the Nevada Gaming Commission with respect to a change in control
through:



| |  |  | merger;
| | - |  | -------



| |  |  | consolidation;
| | - |  | --------------



| |  |  | stock or asset acquisitions;
| | - |  | ----------------------------



| |  |  | management or consulting agreements; or
| | - |  | ---------------------------------------



| |  |  | any act or conduct by a person whereby the person obtains control of us.
| | - |  | ------------------------------------------------------------------------

Entities seeking to acquire control of a registered corporation must satisfy the Nevada State Gaming Control Board and Nevada Gaming Commission with
respect to a variety of stringent standards before assuming control of the registered corporation. The Nevada Gaming Commission may also require controlling stockholders, officers, directors and other persons having a material relationship or
involvement with the entity proposing to acquire control to be investigated and licensed as part of the approval process relating to the transaction.

The Nevada legislature has declared that some corporate acquisitions opposed by management, repurchase of voting securities and corporate defense tactics affecting Nevada gaming licenses, and registered corporations
that are affiliated with those operations, may be injurious to stable and productive corporate gaming. The Nevada Gaming Commission has established a regulatory scheme to ameliorate the potentially adverse effects of these business practices upon
Nevadas gaming industry and to further Nevadas policy to:



| |  |  | assure the financial stability of corporate gaming operators and their affiliates;
| | - |  | ----------------------------------------------------------------------------------



| |  |  | preserve the beneficial aspects of conducting business in the corporate form; and
| | - |  | ---------------------------------------------------------------------------------



| |  |  | promote a neutral environment for the orderly governance of corporate affairs.
| | - |  | ------------------------------------------------------------------------------

Approvals may be required from the Nevada Gaming Commission before we can make exceptional repurchases of voting securities above their current market
price and before a corporate acquisition opposed by management can be consummated. The Nevada Gaming Control Act also requires prior approval of a plan of recapitalization proposed by a registered corporations board of directors in response to
a tender offer made directly to its stockholders for the purpose of acquiring control.

License fees and taxes, computed in various ways
depending on the type of gaming or activity involved, are payable to the State of Nevada and to the counties and cities in which the licensed subsidiaries respective operations are conducted. Depending upon the particular fee or tax involved,
these fees and taxes are payable either monthly, quarterly or annually and are based upon either:



| |  |  | a percentage of the gross revenues received;
| | - |  | --------------------------------------------



| |  |  | the number of gaming devices operated; or
| | - |  | -----------------------------------------



| |  |  | the number of table games operated.
| | - |  | -----------------------------------

A live entertainment tax is also paid by casino operations where entertainment is furnished in connection with the selling or serving of food or refreshments or the selling of merchandise.

Any person who is licensed, required to be licensed, registered, required to be registered, or is under common control with those persons (collectively,
licensees), and who proposes to become involved in a gaming venture outside of Nevada, is required to deposit with the Nevada State Gaming Control Board, and thereafter maintain, a revolving fund in the amount of $10,000 to pay the
expenses of investigation of the Nevada State Gaming Control Board of the licensees participation in such foreign gaming. The revolving fund is subject to increase or decrease in the discretion of the Nevada Gaming Commission. Thereafter,
licensees are required to comply with the reporting requirements imposed by the Nevada Gaming Control Act. A licensee is also subject to disciplinary action by the Nevada Gaming Commission if it:



| |  |  | knowingly violates any laws of the foreign jurisdiction pertaining to the foreign gaming operation;
| | - |  | ---------------------------------------------------------------------------------------------------



| |  |  | fails to conduct the foreign gaming operation in accordance with the standards of honesty and integrity required of Nevada gaming operations;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------



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##### Table of Contents

| |  |  | engages in activities or enters into associations that are harmful to the State of Nevada or its ability to collect gaming taxes and fees; or
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | employs, contracts with or associates with a person in the foreign operation who has been denied a license or finding of suitability in Nevada on the ground of
personal unsuitability.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Internal Revenue Service Regulations

The Internal Revenue Service requires operators of casinos located in the United States to file information returns for U.S. citizens, including names and
addresses of winners, for keno, bingo and slot machine winnings in excess of stipulated amounts. The Internal Revenue Service also requires operators to withhold taxes on some keno, bingo and slot machine winnings of nonresident aliens. We are
unable to predict the extent to which these requirements, if extended, might impede or otherwise adversely affect operations of, and/or income from, the other games.

Regulations adopted by the Financial Crimes Enforcement Network of the Treasury Department and the Nevada gaming regulatory authorities require the reporting of currency transactions in excess of $10,000 occurring
within a gaming day, including identification of the patron by name and social security number. This reporting obligation began in May 1985 and may have resulted in the loss of gaming revenues to jurisdictions outside the United States which are
exempt from the ambit of these regulations.

Other Laws And Regulations

The sale of alcoholic beverages at Silver Legacy is subject to licensing, control and regulation by applicable local regulatory agencies. All licenses are
revocable and are not transferable. The agencies involved have full power to limit, condition, suspend or revoke any license, and any disciplinary action could, and revocation would, have a material adverse effect upon our operations.

The Silver Legacy Resort Casino is subject to extensive state and local regulations and, on a periodic basis, must obtain various licenses and permits,
including those required to sell alcoholic beverages. We believe that we have obtained all required licenses and permits and that our business is conducted in substantial compliance with applicable laws.

Factors that May Affect Our Future Results

(Cautionary Statements
Under the Private Securities Litigation Reform Act of 1995)

Certain information included in this annual report and other materials filed or
to be filed by us with the Securities and Exchange Commission (as well as information included in oral statements or other written statements made or to be made by us) contains or may contain forward-looking statements within the meaning of
Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These statements can be identified by the fact that they do not relate strictly to historical or current facts. We
have based these forward-looking statements on our current expectations about future events. These forward-looking statements include statements with respect to our beliefs, plans, objectives, goals, expectations, anticipations, intentions,
financial condition, results of operations, future performance and business, including:



| |  |  | current and future operations; and
| | - |  | ----------------------------------



| |  |  | statements that include the words may, could, should, would, believe, expect,
anticipate, estimate, intend, plan or similar expressions.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------

Such
statements include information relating to capital spending, financing sources and the effects of regulation (including gaming and tax regulation) and competition. From time to time forward-looking statements are also included in our periodic
reports on Forms 10-Q and 8-K, press releases and other materials released to the public.

Any or all of the forward-looking statements in
this annual report and in any other public statements we make may turn out to be wrong. This can occur as a result of inaccurate assumptions or as a consequence of known or unknown risks and uncertainties. Many factors discussed in this annual
report, such as government regulation and the competitive environment, will be important in determining our future performance. Consequently, actual results may differ materially from those that might be anticipated from our forward-looking
statements.



13



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##### Table of Contents

We undertake no obligation to publicly update any forward-looking statements, whether as a result of new
information, future events or otherwise. However, any further disclosures we make on related subjects in our subsequent reports on Forms 10-K, 10-Q and 8-K should be consulted. The following risks, uncertainties and possible inaccurate assumptions
relevant to our business include factors we believe could cause our actual results to differ materially from expected and historical results. Other factors beyond those listed below could also adversely affect us. This discussion is provided as
permitted by the Private Securities Litigation Reform Act of 1995.



| |  |  | As described under Competition, in this Item 1, we operate in a very competitive environment. The growth in the number of hotel rooms and/or casino
capacity in Reno or the spread of legalized gaming in other jurisdictions, including the growth of Native American gaming in northern California and the northwestern United States, could negatively affect future operating results.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | As discussed under Nevada Gaming Laws in this Item 1, Silver Legacys gaming operations are highly regulated by governmental authorities in
Nevada, and our future operations may be significantly impacted by this regulation.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Changes in applicable gaming, tax or other laws or regulations could have a significant effect on our operations.
| | - |  | -----------------------------------------------------------------------------------------------------------------



| |  |  | Our operations are affected by changes in general economic and market conditions nationally as well as the general economic and market conditions in the Reno area
where our operations are conducted and in those areas where our customers live, including California.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Security concerns or terrorist activity, including any future security alerts and/or terrorist attacks similar to those that occurred on September 11, 2001,
could adversely affect our operations.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The highway between Reno and northern California, where a large number of Silver Legacys customers reside, experience winter weather conditions from time to
time that limit the number of customers who visit Reno during such periods.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Because all of our operations are in Reno, we are subject to greater risk than a gaming company that is geographically diversified. Any economic, weather or other
conditions that adversely impact gaming operations in the Reno area will impact Silver Legacy where all of our operations are conducted.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Construction relating to a current public works project in the downtown Reno area to lower the train tracks could disrupt the downtown area during construction and
impact our future operations.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The gaming industry represents a significant source of tax revenues to the state, county and local jurisdictions in which gaming is conducted and, in 2003, Nevada
increased the state taxes we pay. From time to time, Nevada and federal legislators and officials have proposed a variety of changes in tax laws, or in the administration of the laws that could impact our operations, including proposals for a
federal gaming tax.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | From time to time, the interest rate on a portion of our debt may be subject to fluctuation based on changes in short-term interest rates. Interest expense could
increase as a result of this factor.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Claims have been brought against us from time to time in various legal proceedings, and additional legal and tax claims arise from time to time. While we believe
that the ultimate disposition of current matters will not have a material impact on our financial condition or results of operations, it is possible that our cash flows and results of operations could be affected from time to time by the resolution
of one or more of these contingencies.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | There is intense competition to attract and retain management and key employees in the gaming industry. Our business could be adversely affected in the event of our
inability to recruit or retain key personnel.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|Item 1A. | Risk Factors.
|-------- | -------------

The following is a discussion of
certain factors that currently impact or may impact our business, operating results and/or financial condition.



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##### Table of Contents

Risks Related to our Business

We face substantial competition in the hotel and casino industry.

The hotel and casino industry is very competitive. We
compete for customers primarily on the basis of location, range and pricing of amenities and overall atmosphere. Of the 33 casinos currently operating in the Reno market, we compete principally with the seven other hotel-casinos that, like the
Silver Legacy Resort Casino, each generate at least $36 million in annual gaining revenues, including the Circus Circus Hotel and Casino and the Eldorado Hotel & Casino.

According to statistics published by the Reno-Sparks Convention & Visitors Authority, there were approximately 14,400 hotel rooms in the Reno
area at December 31, 2006. An existing hotel-casino, located outside of the downtown Reno district, is under going construction on an expansion project which will increase their number of hotel rooms and casino square footage along with other
amenities including additional parking and restaurants. In addition, there have been several other announcements of pending expansion and/or new projects within the Reno market. At this time, we cannot predict the extent to which new and proposed
projects will be undertaken or the extent to which current hotel and/or casino space may be expanded in the future. There can be no assurance that any growth in Renos room base or gaming capacity will not adversely affect our financial
condition or results of operations. See Competition in Item 1.

A substantial number of customers travel to both Reno and
Lake Tahoe during their visits. Consequently, we believe that the Reno markets visitation is influenced, to some degree, by the visitation of the Lake Tahoe market. While we do not anticipate a decline in the popularity of either Reno or Lake
Tahoe as tourist destination areas in the foreseeable future, any such decline could adversely affect our operations.

Reno casinos,
including our own, also compete with Native American gaming in California and the northwestern United States. We also compete with hotel-casinos located in Las Vegas, Nevada and the Lake Tahoe area. To a lesser extent, we compete with hotel-casinos
in other parts of the United States and with dockside gaming facilities, riverboat casinos, state-sponsored lotteries, on-and-off track pari-mutuel wagering, Internet gaming, card clubs, riverboat casinos and other forms of legalized gaming.
Land-based, dockside or riverboat casino gaming, other than that conducted on Native American-owned land, is currently legal in 11 states and gaming on Native American-owned land is legal in a number of states, including California, Washington and
Oregon.

Management believes the Reno market draws over 50% of its visitors from California. California allows other non-casino style
gaming, including pari-mutuel wagering, a state-sponsored lottery, card clubs, bingo and off-track betting. Certain constituencies have proposed ballot initiatives which are currently pending in California that would legalize casino-style gaming
generally. As a result, there can be no assurance that casino-style gaming in California will not be expanded beyond the currently legal Native American gaming. Any such expansion could have a material adverse effect on our operations.

The competitive impact on Nevada gaming establishments, in general, and our operations, in particular, from the continued growth of gaming outside
Nevada cannot be determined at this time. We believe that the further expansion of casino gaming in markets close to Nevada, such as California, and to a lesser extent Washington and Oregon, could have a material adverse affect on our operations
depending on the nature, location and scope of those operations.

Native American gaming in California could have a material adverse effect on the Reno
market, in general, and on our operations, in particular.

On March 7, 2000, California voters approved Proposition 1A which
amended the California constitution and legalized Nevada-style gaming on Native American reservations. The passage of this amendment has allowed the expansion of existing Native American gaming operations, as well as the opening of new
Native American gaming facilities in California. Additionally, several tribes have announced that they intend to open gaming facilities. According to the California Gambling Control Commission, there are currently approximately 105 federally
recognized Native American tribes in California of which approximately 66 have entered into compacts with the State of California. Presently, we believe there are 56 Native American casinos in operation in California. Under their original compacts,
most Native American tribes in California could operate up to 2,000 slot machines, and up to two gaming facilities on any one reservation. The number of machines the tribes are allowed to operate may increase as a result of any new or amended
compacts the tribes may enter into with the State of California that receive requisite approvals, such as has been the case with respect to a number of new or amended compacts recently executed and approved. Under action taken by the National Indian
Gaming Commission, gaming devices similar in appearance to slot machines, but which are deemed to be technological enhancements to bingo style gaming, are not subject to such limits and may be used by tribes without state permission.



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Many existing Native American gaming facilities in northern California are modest compared to Reno market
casinos. However, there are several more significant Native American casinos which currently compete with the Reno market, including (1) the Cache Creek Indian Bingo & Casino in Brooks, California, approximately 58 miles northwest of
Sacramento, (2) the Jackson Rancheria Casino, Hotel and Conference Center in Jackson, California, approximately 59 miles southeast of Sacramento, and (3) Thunder Valley Casino in Auburn, California, approximately 21 miles northeast of
Sacramento. In addition to existing gaming facilities, several Native American tribes have announced that they are in the process of developing or are considering establishing large-scale hotel and gaming facilities in northern California. Other
tribes are at various stages of planning new or expanded facilities in northern California, including facilities within a one-hour drive of San Francisco or Sacramento.

Our operations have been adversely impacted by the growth in Native American gaming in California that has occurred to date. The competitive impact on the Reno market, in general, and our operations, in particular,
from the continued growth of gaming establishments in northern California remains uncertain. There can be no assurances as to the extent of any new or expanded facilities that may commence operations. We believe, however, that the continued
expansion of Native American gaming in northern California could have a material adverse impact on the Reno gaming market and our gaming operations.

The terrorist attacks of September 11, 2001 adversely impacted our operations and any security alerts and/or similar attacks that may occur in the future could have a material adverse effect on our future operations.

The terrorist attacks on the World Trade Center in New York City and the Pentagon outside Washington, D.C. which occurred on September 11, 2001
had a pronounced impact on our operating results during the weeks immediately following the attacks. Silver Legacys hotel occupancy, gaming volume and customer traffic declined significantly during the post-September 11 portion of our third
quarter compared with the levels we experienced prior to September 11 in 2001. Because our operations during the fourth quarter of 2001 were impacted by a number of factors, including an economy that was already weakening before
September 11 and increased competition from Native American casinos in northern California, we cannot measure the precise impact the September 11 attacks had on our fourth quarter results of operations, although we believe the negative
effect the attacks had on the economy magnified market downtrends we experienced throughout 2001 and continued to depress gaming volume and hotel occupancy during the remainder of 2001. We cannot predict the extent to which any future security
alerts and/or additional terrorist attacks such as those that occurred on September 11 might impact our future operations.

Our substantial indebtedness could adversely affect our financial results and prevent us from fulfilling our obligations, including our obligations under our 101/8% mortgage notes.

We have a
significant amount of indebtedness. The amount of our total indebtedness at December 31, 2006 was $160.0 million.

Our significant
indebtedness could have important consequences, such as:



| |  |  | limiting our ability to satisfy our obligations, including our obligations under our 101/8% mortgage notes;
| | - |  | -----------------------------------------------------------------------------------------------------------



| |  |  | limiting our ability to obtain additional financing to fund our working capital requirements, capital expenditures, debt service, general corporate or other
obligations;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | limiting our ability to use operating cash flow in other areas of our business because we must dedicate a significant portion of these funds to make principal
and/or interest payments on our indebtedness;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | increasing our interest expense if there is a rise in interest rates, because a portion of our borrowings, if any, outstanding under our senior secured credit
facility has interest rate periods with short-term durations (typically 30 to 180 days) that require ongoing refunding at the then current rates of interest;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | causing our failure to comply with the financial and restrictive covenants contained in the indenture covering our
101/8% mortgage notes and our senior secured revolving credit facility which could cause a default under those
instruments and which, if not cured or waived, could have a material adverse effect on us;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | placing us at a competitive disadvantage to our competitors who are not as highly leveraged; and
| | - |  | ------------------------------------------------------------------------------------------------



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| |  |  | increasing our vulnerability and limiting our ability to react to changing market conditions, changes in our industry and economic downturns.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------

In addition, we have the capacity to issue additional
indebtedness, including the ability to incur additional indebtedness under our senior secured credit facility, subject to the limitations imposed by the covenants in the senior secured credit facility and the indenture governing our 101/8% mortgage notes. Moreover, we may be able to incur additional debt in the future. The indenture governing our
101/8% mortgage notes and our senior secured credit facility contain financial and other restrictive
covenants, but do not fully prohibit us from incurring additional debt. If new debt is added to our current level of indebtedness, related risks that we face could increase.

If we do not generate sufficient cash from our operations to make scheduled payments on our
101/8% mortgage notes or to meet our other obligations, we will need to take one or more actions including the
refinancing of our debt, obtaining additional financing, selling assets, obtaining additional equity capital, or reducing or delaying capital expenditures and our ability to take one or more of these actions may be limited by the financial and other
restrictive covenants contained in the agreement and indenture governing our indebtedness. We cannot assure that our business will continue to generate cash flow or that we will be able to obtain funding sufficient to satisfy our debt service
requirements.

Our senior secured credit facility and the indenture governing the notes contain covenants that restrict our ability to engage in certain
transactions.

Our senior secured credit facility and the indenture governing our
101/8% mortgage notes impose operating and financial restrictions on us. The restrictions imposed under the
senior secured credit facility and/or the indenture include, among other things, limitations on our ability to:



| |  |  | incur additional debt;
| | - |  | ----------------------



| |  |  | create liens or other encumbrances;
| | - |  | -----------------------------------



| |  |  | pay dividends or make other restricted payments;
| | - |  | ------------------------------------------------



| |  |  | prepay subordinated indebtedness;
| | - |  | ---------------------------------



| |  |  | make investments, loans or other guarantees;
| | - |  | --------------------------------------------



| |  |  | sell or otherwise dispose of a portion of our assets; or
| | - |  | --------------------------------------------------------



| |  |  | make acquisitions or merge or consolidate with another entity.
| | - |  | --------------------------------------------------------------

In addition, under our senior secured credit facility, we are required to satisfy certain financial covenants, including maintaining certain debt to earnings and earnings to fixed charges ratios. Our ability to comply
with these provisions may be affected by general economic conditions, industry conditions and other events beyond our control. We cannot assure that we will be able to comply with these covenants. If we fail to comply with a financial covenant or
other restriction contained in our senior secured credit facility, the indenture or any future financing agreements, an event of default could occur. An event of default could result in acceleration of some or all of our indebtedness and the
inability to borrow additional funds under the senior secured credit facility. We would not have, and are not certain we would be able to obtain, sufficient funds to repay our indebtedness if it is accelerated, including our payments on the notes.
See the discussion under the caption Senior Secured Credit Facility in the Liquidity and Capital Resources section of our Managements Discussion and Analysis of Financial Condition and Results of Operations
in Item 7 of this annual report for information regarding the waiver obtained to maintain our compliance under these financial covenants and certain limitations on our ability to borrow under the credit facility.

Servicing our debt requires a significant amount of cash, and our ability to generate sufficient cash depends on many factors, some of which are beyond our control.

Our ability to make payments on and refinance our indebtedness and to fund our capital expenditures depends upon our ability to
generate cash flow and secure financing in the future. Our ability to generate future cash flow depends upon:



| |  |  | our future operating performance;
| | - |  | ---------------------------------



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| |  |  | the demand for services we provide;
| | - |  | -----------------------------------



| |  |  | general economic conditions;
| | - |  | ----------------------------



| |  |  | competition; and
| | - |  | ----------------



| |  |  | legislative and regulatory factors affecting our operations and business.
| | - |  | -------------------------------------------------------------------------

Some of these factors are beyond our control. In addition, the ability to borrow funds under our senior secured credit facility in the future depends on
our meeting the financial covenants in the senior secured credit facility. See the discussion under the caption Senior Secured Credit Facility in the Liquidity and Capital Resources section of our Managements
Discussion and Analysis of Financial Condition and Results of Operations in Item 7 of this annual report for information regarding the waiver obtained to maintain our compliance under these financial covenants and certain limitations on
our ability to borrow under the credit facility.

We cannot assure that our business
will generate cash flow from operations or that future borrowings will be available to us under our senior secured credit facility or otherwise in an amount sufficient to enable us to pay our indebtedness, including our 101/8% mortgage notes, or to fund other liquidity needs. As a result, we may need to refinance all or a portion of our
indebtedness, including our 101/8% mortgage notes, on or before maturity. We cannot assure that we will be
able to refinance any of our indebtedness on favorable terms, or at all. Any inability to generate sufficient cash flow or refinance our indebtedness on favorable terms could have a material adverse effect on our financial condition.

Because we are entirely dependent upon the Silver Legacy Resort Casino for all of our cash flow, we are subject to greater risks than a gaming company that is
geographically or otherwise diversified.

We are entirely dependent upon the Silver Legacy Resort Casino for all of our cash flow.
Therefore, we are subject to greater degrees of risk than a gaming company that is geographically or otherwise diverse. The risks to which we have a greater degree of exposure include the following:



| |  |  | local economic and competitive conditions;
| | - |  | ------------------------------------------



| |  |  | inaccessibility due to weather conditions, road construction or closure of primary access routes;
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | changes in local and state governmental laws and regulations, including gaming laws and regulations;
| | - |  | ----------------------------------------------------------------------------------------------------



| |  |  | natural and other disasters;
| | - |  | ----------------------------



| |  |  | a decline in the number of residents near, or visitors to, the Silver Legacy Resort Casino; and
| | - |  | -----------------------------------------------------------------------------------------------



| |  |  | a decrease in gaming activities at the Silver Legacy Resort Casino.
| | - |  | -------------------------------------------------------------------

Any of the factors outlined above could adversely affect our ability to generate sufficient cash
flow to make payments on our 101/8% mortgage notes or with respect to our other debt.

Our operations may be
negatively affected by general economic conditions.

Any adverse change in general economic conditions can adversely affect consumer
spending, which can have a negative impact on our ability to generate revenues from our operations. Increases in gasoline prices can adversely affect our operations because most of our patrons travel to Reno by car or on airlines that may pass on
increases in fuel costs to their passengers in the form of higher ticket prices. We are a large consumer of electricity. Consequently, an increase in the cost of electric power increases our operating costs and, depending on the extent of any
increase, could adversely affect our results of operations. We cannot be sure that any or all of these factors will not have an adverse impact on our results of operations in the future.

The hotel-casinos in the Reno market are highly dependent on surrounding market areas.

Management
believes that visitors from California, Washington and Oregon account for approximately two thirds of the visitors to the Reno market. We are primarily dependent upon the gaming activities of customers visiting the Reno market



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from these areas for our revenues. A decline in the economies of any one or more of these areas, or a decline in the number of gaming customers traveling to
Reno from these areas for any reason, including increased competition, such as Native American gaming in California, Washington and Oregon, could have a material adverse effect on our results of operations.

The hotel-casinos in the Reno market have been subject to seasonal variations and quarterly fluctuations in operating results.

Historically, hotel-casino operations in the Reno market have been subject to seasonal variations. Traditionally, the strongest operating results have
occurred in the third quarter and the weakest results have occurred during the period from November through February when weather conditions have adversely affected operating results. Excessive snowfall during the winter months can make travel to
the Reno area more difficult. This often results in significant declines in traffic on major highways, particularly on routes to and from northern California, and causes a downturn in customer volume. Furthermore, management believes that
approximately two-thirds of visitors to the Reno market arrive by some form of ground transportation. Therefore, even normal winter weather may cause our revenues and cash flows to be adversely affected.

We expect the highest level of customer visits to occur during the summer months, because of the more favorable weather conditions. A poor summer season,
due to any reason, including events outside our control, would adversely affect our business. Congestion on the roads leading to Reno, common during the peak summer season, holidays and other times, may discourage potential customers from traveling
to our hotel-casino, particularly if road construction is in process. See Seasonality in Item 1.

Significant conflicts of interest may
arise in the performance of the duties of the members of our executive committee and our executive officers.

The Silver Legacy Resort
Casino is situated between the Circus Circus Hotel and Casino, which is wholly owned by MGM MIRAGE, and the Eldorado Hotel & Casino, which is wholly owned by Eldorado Resorts LLC. Our partners are a wholly owned subsidiary of MGM MIRAGE and
a 96%-owned subsidiary of Eldorado Resorts LLC, and their respective personnel who participate in decisions that affect the Silver Legacy Resort Casino may be deemed to be in a conflict of interest position, to the extent they participate in
decisions relating to the Silver Legacy Resort Casino that affect, or may be perceived to affect, the Circus Circus Hotel and Casino and/or the Eldorado Hotel & Casino. The potential for these conflicts of interest may be exacerbated by the
design of the Silver Legacy Resort Casino, which connects its casino and core entertainment center with the Circus and Eldorado properties by enclosed skyways.

Each member of the executive committee of Circus and Eldorado Joint Venture is currently an employee of, and/or holds an executive position with, MGM MIRAGE or Eldorado Resorts LLC or one of their affiliates, and each
of our executive officers had a similar relationship before assuming his present position with Circus and Eldorado Joint Venture. Accordingly, these individuals may be deemed to be in a conflict of interest position with respect to business
decisions they make that affect, or may be perceived to affect, the Circus or Eldorado properties. Furthermore, a conflict of interest may be deemed to exist by reason of the access any of these individuals has to information or business
opportunities that may be useful to the Eldorado or Circus properties. No specific procedures for resolving these conflicts of interest have been developed and there can be no assurance that effective procedures for addressing these matters can be
developed. See Directors and Executive Officers of the Registrants in Item 10 and Compensation Committee Interlocks and Insider Participation in Item 11.

Our partnership agreement contains a buy-sell provision which, if exercised by either of our partners, could adversely affect our management and operations.

Our partnership agreement contains a buy-sell provision pursuant to which either of our partners may elect to offer to purchase the
entire interest of our other partner. If either partner makes such an offer, our partnership agreement requires the other partner to either sell its partnership interest or purchase the partnership interest of the offering partner, in each case at
the price proposed by the offering partner. An election by either of our partners to exercise its buy-sell right, which would result in the buy-out of one of our partners, could adversely effect the continuity of our management as well as any
existing affiliate arrangements and agreements with the partner who had been bought out.

We are subject to extensive state and local regulation, and
licensing and gaming authorities have significant control over our operations, which could have an adverse effect on our business.

The
ownership and operation of casino gaming facilities are subject to extensive state and local regulation. Circus and Eldorado Joint Venture currently holds all state and local licenses and related approvals necessary to conduct its present



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gaming operations. Circus and Eldorado Joint Venture is required by the State of Nevada, as well as the applicable local authorities, to comply with all
applicable gaming laws and regulations and to maintain its various licenses and registrations, findings of suitability, permits and approvals in good standing. The gaming authorities in Nevada may deny, limit, condition, suspend or revoke a gaming
license or related approval for violations of applicable gaming laws and regulations and may impose substantial fines and take other actions, any one of which could have a significant adverse effect on our business, financial condition, and results
of operations. If additional gaming laws or regulations are adopted, these regulations could impose restrictions or costs that could have a significant adverse effect on us. See Regulation and Licensing in Item 1.

The Nevada Gaming Commission may, in its discretion, require the holder of any securities that we
issue, including our 101/8% mortgage notes, to file applications, be investigated, and be found suitable to
own our securities if it has reason to believe that the security ownership would be inconsistent with the declared policies of the State of Nevada. Further, the costs of any investigation conducted by the Nevada Gaming Commission under these
circumstances must be paid by the applicant and refusal or failure to pay these charges may constitute grounds for a finding that the applicant is unsuitable to own the securities. If the Nevada Gaming Commission determines that a person is
unsuitable to own our securities, then, under the Nevada Gaming Control Act and the regulations promulgated under this Act, we can be sanctioned, including the loss of our approvals, if, without the prior approval of the Nevada Gaming Commission,
we:



| |  |  | pay to the unsuitable person any dividend, interest or any distribution whatsoever;
| | - |  | -----------------------------------------------------------------------------------



| |  |  | recognize any voting right by the unsuitable person in connection with the securities;
| | - |  | --------------------------------------------------------------------------------------



| |  |  | pay the unsuitable person remuneration in any form; or
| | - |  | ------------------------------------------------------



| |  |  | make any payment to the unsuitable person including any principal, redemption, conversion, exchange, liquidation or similar payment.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------

We may not make a public offering of our securities without prior approval of the Nevada Gaming Commission if we intend to use the securities or
proceeds from the offering to:



| |  |  | construct, acquire or finance gaming properties in Nevada; or
| | - |  | -------------------------------------------------------------



| |  |  | retire or extend obligations incurred for these purposes or for similar transactions.
| | - |  | -------------------------------------------------------------------------------------

If the Nevada gaming authorities were to find an officer, director or key employee unsuitable for licensing or unsuitable to continue having a
relationship with us, we would have to sever all relationships with that person. Furthermore, the Nevada Gaming Commission may require us to terminate the employment of any person who refuses to file appropriate applications. Either result could
materially adversely affect our gaming operations.

Because we own real property, we are subject to extensive environmental regulation, which creates
uncertainty regarding future environmental expenditures and liabilities.

We have incurred and may continue to incur costs to comply
with environmental requirements, such as those relating to discharges into the air, water and land, the handling and disposal of solid and hazardous waste, and the cleanup of properties affected by hazardous substances. Under these and other
environmental requirements, we, as an owner of the property on which the Silver Legacy Resort Casino is situated, may be required to investigate and clean up hazardous or toxic substances or chemical releases at that property. As an owner or
operator, we could also be held responsible to a governmental entity or third parties for property damage, personal injury and for investigation and cleanup costs incurred by them in connection with the contamination. These laws typically impose
cleanup responsibility and liability without regard to whether the owner or operator knew of or caused the presence of the contaminants and the liability under those laws has been interpreted to be joint and several unless the harm is divisible and
there is a reasonable basis for allocation of the responsibility. The costs of investigation, remediation or removal of those substances may be substantial, and the presence of those substances, or the failure to remediate a property properly, may
adversely affect our ability to rent or otherwise utilize our property. In addition, environmental requirements address the impacts of development on wetlands.

Petroleum and chlorinated solvent contamination of soil and groundwater is known to exist at and in the vicinity of the Silver Legacy Resort Casino. No action in regard to these contaminants is currently required of
us, however we are required to pay assessments averaging approximately $30,000 annually in contribution to a Washoe County special assessment district which is undertaking community wide remediation of groundwater solvent contamination. These
assessments may increase



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in the future. State law exempts property owners who did not cause or contribute to the solvent contamination from civil and criminal liability for the cost
of remediation and any related damages, except to the extent of unpaid assessments. This provision would not be effective to shield us from liability under federal laws.

The Silver Legacy Resort Casino site was previously required to be cleaned up under environmental laws to address petroleum contamination from leaking underground storage tanks and other sources. At the conclusion of
that cleanup, with the permission of the relevant regulatory county authority, certain contaminated soils were permitted to remain in place. The Washoe County District Health Department issued a no further action letter with respect to
that cleanup on February 20, 1996. The possibility exists that additional contamination, as yet unknown, may exist on the Silver Legacy Resort Casino site. Although we believe that any remaining contamination arose from activities of prior
owners or occupants, or from offsite sources and not as a result of any of our actions or operations, we cannot make any assurances that we will not incur expenditures for environmental investigations or remediation in the future. See
Environmental Matters in Item 1.

An earthquake could adversely affect our business.

The Reno area has been, and may in the future be, subject to earthquakes. Depending upon its magnitude, an earthquake could severely damage the Silver
Legacy Resort Casino, which could adversely affect our business and operations. We currently maintain earthquake insurance for the Silver Legacy Resort Casino and the resulting business interruption. However, there is no assurance that our coverage
will be sufficient if there is a major earthquake. In addition, upon the expiration of our current policies, which expire in July of 2007, we cannot assure that adequate coverage will be available at economically justifiable rates, if at all.

We rely on our key personnel.

Our
future success will depend upon, among other things, our ability to keep our senior executives and highly qualified employees. We compete with other potential employers for employees, and we may not succeed in hiring or retaining the executives and
other employees that we need. We do not have employment contracts with any of our senior executives and we do not maintain key-man insurance policies for any of our executives. A sudden loss of or inability to replace key employees could have a
material adverse effect on our financial condition and results of operation.

We may face difficulties in attracting and retaining qualified employees
for our casino.

The operation of our business requires qualified executives, managers and skilled employees with gaming industry
experience and qualifications who are able to obtain the requisite licenses and approval from the Nevada Gaming Commission. Currently, there is a shortage of skilled labor in the Reno area and the continued growth of Native American gaming in
northern California may make it more difficult for us to attract qualified individuals in the future. While we believe that the Silver Legacy Resort Casino will continue to be able to attract and retain qualified employees, shortages of skilled
labor will make it increasingly difficult and expensive to attract and retain the services of a satisfactory number of qualified employees, and we may incur higher costs than expected as a result.



|Item 1B. | Unresolved Staff Comments.
|-------- | --------------------------

Not Applicable.



|Item 2. | Properties.
|------- | -----------

The Silver Legacy Resort Casino is located on two neighboring parcels of land, located at 407 North Virginia Street and 411 North Sierra Street in Reno, Nevada. We own both parcels, comprising 118,167 and 119,927
square feet, respectively. As of December 31, 2006 both parcels and the improvements located thereon were encumbered by liens securing the indebtedness incurred under our senior credit facility and the indebtedness evidenced by our 101/8% mortgage notes. At December 31, 2006, the aggregate principal amount of the indebtedness secured by these liens totaled
$160.0 million. For information concerning the Silver Legacy Resort Casino, reference is made to the discussion under the caption Silver Legacy in Item 1 of this annual report, which is incorporated herein by this reference.



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|Item 3. | Legal Proceedings.
|------- | ------------------

We are from time to time
involved in litigation arising in the ordinary course of our business. We do not believe that any litigation to which the Partnership or Capital is a party or of which any of our property is the subject will, individually or in the aggregate, have a
material adverse effect on our financial position or the results of our operations.



|Item 4. | Submission of Matters to a Vote of Security Holders.
|------- | ----------------------------------------------------

Not applicable.

PART II



|Item 5. | Market for Registrants Common Equity and Related Stockholder Matters and Issuer Purchases of Equity Securities.
|------- | ----------------------------------------------------------------------------------------------------------------

Capital is a wholly-owned subsidiary of the Partnership, which is owned 50% by Galleon, Inc. and 50% by Eldorado Limited Liability Company. Accordingly,
there is no established public trading in the equity securities of Capital or the Partnership.

The Partnerships partnership
agreement, as currently in effect, provides that, subject to any contractual restrictions to which the Partnership is subject, including the indenture relating to the Notes, and prior to the occurrence of a Liquidating Event, the
Partnership will be required to make distributions to its partners as follows:

(i) The estimated taxable income of the
Partnership allocable to each partner multiplied by the greater of the maximum marginal federal income tax rate applicable to individuals for such period or the maximum marginal federal income tax rate applicable to corporations for such period (as
of the date hereof both rates were 35%); provided, however, that if the State of Nevada enacts an income tax (including any franchise tax based on income), the applicable tax rate for any tax distributions subsequent to the effective date of such
income tax shall be increased by the higher of the maximum marginal individual tax rate or corporate income tax rate imposed by such tax (after reduction for the federal tax benefit for the deduction of state taxes, using the maximum marginal
federal individual or corporate rate, respectively).

(ii) Annual distributions of remaining Net Cash From
Operations in proportion to the percentage interests of the partners.

(iii) Distributions of Net Cash From
Operations in amounts or at times that differ from those described in (i) and (ii) above, provided in each case that both partners agree in writing to the distribution in advance thereof.

As defined in the partnership agreement, the term Net Cash From Operations means the gross cash proceeds received by the Partnership, less
the following amounts: (i) cash operating expenses and payments of other expenses and obligations of the Partnership, including interest and scheduled principal payments on Partnership indebtedness, including indebtedness owed to the partners,
if any, (ii) all capital expenditures made by the Partnership, and (iii) such reasonable reserves as the partners deem necessary in good faith and in the best interests of the Partnership to meet its anticipated future obligations and
liabilities (less any release of reserves previously established, as similarly determined).

As a general partnership, the Partnership is
not subject to Federal income tax liability. Consequently, the holders of the partnership interests in the Partnership are required to include their respective shares of the Partnerships taxable income in their own income tax returns. The
Partnership has, in the past, made distributions to its partners to cover such tax liabilities in accordance with its partnership agreement. The tax distributions of the Partnership to its partners aggregated $3.2 million and $1.5 million in 2006
and 2005, respectively. The 2006 tax distributions included a distribution of $1.6 million each to ELLC and Galleon representing fiscal year 2006 tax distributions. The 2005 tax distributions included a distribution of $769,000 each to ELLC and
Galleon representing fiscal year 2005 tax distributions. A tax distribution for the fourth quarter of 2006 has not been paid to date and we do not anticipate a material additional distribution based on our expected final 2006 tax return.



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During the fiscal quarter ended December 31, 2006 neither the Partnership nor Capital issued any
equity securities and, during such period, neither the Partnership nor Capital, nor any affiliated purchaser (as defined in Rule 10b-18(a)(3) under the Securities Exchange Act of 1934) purchased any of the equity securities of the
Partnership or Capital.



|Item 6. | Selected Financial Data.
|------- | ------------------------



|                          |  |                                  |         |      |   |         |  |      |         |      |   |         |  |   |        
|------------------------- |  | -------------------------------- | ------- | ---- | - | ------- |  | ---- | ------- | ---- | - | ------- |  | - | -------
|                          |  | For the years ended December 31,
|                          |  | 2006                             |         | 2005 |   | 2004    |  | 2003 |         | 2002
|                          |  | (in thousands)                  
|Operating Results:        |  |                                  |         |      |   |         |  |      |         |      |   |         |  |   |        
|Net operating revenues    |  | $                                | 159,197 |      | $ | 149,310 |  | $    | 153,755 |      | $ | 151,955 |  | $ | 159,432
|Operating income          |  |                                  | 25,133  |      |   | 19,782  |  |      | 27,595  |      |   | 25,504  |  |   | 30,308 
|Net income(1)             |  |                                  | 9,322   |      |   | 3,378   |  |      | 10,710  |      |   | 9,496   |  |   | 16,766 
|                          |  |                                  |         |      |  
|Balance Sheet Data:       |  |                                  |         |      |   |         |  |      |         |      |   |         |  |   |        
|Cash and cash equivalents |  | $                                | 47,179  |      | $ | 35,142  |  | $    | 30,239  |      | $ | 19,405  |  | $ | 14,913 
|Total assets              |  |                                  | 323,329 |      |   | 314,172 |  |      | 309,332 |      |   | 302,386 |  |   | 304,536
|Long-term debt            |  |                                  | 159,679 |      |   | 159,616 |  |      | 159,554 |      |   | 159,492 |  |   | 168,430
|Partners equity          |  |                                  | 135,596 |      |   | 129,628 |  |      | 127,788 |      |   | 122,512 |  |   | 117,066

---

|(1) | The Partnership is not subject to income taxes and the partners include their respective shares of partnership taxable income in their income tax returns. Therefore, a provision for
income taxes is not included in our selected financial information. The partnership agreement requires the Partnership to make distributions to its partners in an amount equal to the maximum marginal federal income tax rate applicable to any partner
multiplied by the income of the Partnership for the applicable period. See Item 5 of this annual report for additional information concerning this provision of the Partnership agreement.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|Item 7. | Managements Discussion and Analysis of Financial Condition and Results of Operations.
|------- | --------------------------------------------------------------------------------------

Overview

Effective March 1, 1994,
Eldorado Limited Liability Company (ELLC), a Nevada limited liability company owned and controlled by Eldorado Resorts LLC, and Galleon, Inc. (Galleon), a Nevada corporation now owned and controlled by MGM MIRAGE, entered
into a joint venture agreement to establish the Partnership for the purpose of constructing, owning and operating Silver Legacy. Capital, a wholly owned subsidiary of the Partnership, was incorporated for the sole purpose of serving as a co-issuer
of the $160 million principal amount of 101/8% mortgage notes due 2012 issued by the Partnership and Capital
(the Notes), and does not have any operations, assets or revenues.

On July 28, 1995, Silver Legacy commenced operations
as a hotel-casino in downtown Reno, Nevada. Silver Legacy is a leader within the Reno market, offering the largest number of table games and the second largest number of slot machines and hotel rooms of any property in the Reno market. Silver
Legacys net operating revenues and income are derived largely from our gaming activities. In an effort to enhance our gaming revenues, we attempt to maximize the use of our gaming facilities at Silver Legacy by providing a well-balanced casino
environment that contains a mix of games attractive to multiple market segments. Rooms, food and beverage also contribute a large portion of our net revenues.

Our operating results are highly dependent on the volume of customers visiting and staying at our resort, which in turn impacts the price we can charge for our hotel rooms and other amenities. Key volume indicators
include table games drop and slot handle, which refer to amounts wagered by our customers. The amount of volume we retain, which is not fully controllable by us, is recognized as casino revenues and is referred to as our win or hold. In addition,
hotel occupancy and price per room designated by average daily rate (ADR) are key indicators for our hotel business.

Significant Factors
Affecting Results of Operations

Expansion of Native American Gaming

A significant portion of Silver Legacys revenues and operating income are generated from patrons who are residents of northern California, and as
such, our results of operations have been adversely impacted by the growth in Native American gaming in northern California. Many existing Native American gaming facilities in northern California are modest compared



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##### Table of Contents

to Silver Legacy. However, some Native American tribes have established large-scale gaming facilities in California and several Native American tribes have
announced that they are in the process of expanding, developing, or are considering establishing large-scale hotel and gaming facilities in northern California. In particular, a significant Native American casino located approximately 21 miles
northeast of Sacramento opened in June 2003. While this casino does not currently have hotel rooms, it presently has approximately 2,700 slot machines and 100 table games which exceeds the number of gaming units at Silver Legacy. As this facility
and other northern California Native American gaming operations have expanded, we believe the increasing competition generated by these gaming operations has negatively impacted drive-in, day trip visitor traffic from our main feeder markets in
northern California.

Under their current compacts, most Native American tribes in California may operate up to 2,000 slot machines, and up
to two gaming facilities may be operated on any one reservation. However, under action taken by the National Indian Gaming Commission, gaming devices similar in appearance to slot machines, but which are deemed to be technological enhancements to
bingo style gaming, are not subject to such limits and may be used by tribes without state permission. The number of machines the tribes are allowed to operate may increase as a result of any new or amended compacts the tribes may enter into with
the State of California that receive the requisite approvals, such as has been the case with respect to a number of new or amended compacts which have been executed and approved, including the aforementioned Sacramento-area casino which received
approval of amendments to its compact in September 2004 allowing for an increase in the number of slot machines at this property to approximately 2,700.

We believe the continued growth of Native American gaming establishments could continue to place additional competitive pressure on our operations. While we cannot predict the extent of any future impact, it could be
significant.

Severe Weather

Silver
Legacys operations are subject to seasonal variation, with the weakest results generally occurring during the winter months. Variations occur when weather conditions make travel to Reno by visitors from northern California, our main feeder
market, difficult. From January through April of 2005, our region experienced extremely poor weather, including 100-year record snowfall. In addition, our New Years Eve, which historically generates significant revenues, was negatively
impacted by highway road closures due to flooding during the last week in December of 2005. As a result, there was a significant adverse affect on our hotel occupancy and slots, table games, and restaurant volume during these months. During
2006, March was the only month in which we were impacted by extremely poor weather while January and February benefited from unseasonably mild weather.

Bowling Tournaments Within the Reno Market

The National Bowling Stadium, located one block from Silver Legacy, is one of
the largest bowling complexes in North America and has been selected to host multi-month tournaments in Reno two of every three years through 2018. Historically, these bowling tournaments have attracted a significant number of visitors to the Reno
market and have benefited the downtown area. In 2006, the United States Bowling Congress Womens Bowling Tournament (USBC Tournament) took place from mid-March through the first week of July and attracted approximately 50,000
bowlers to the Reno market during the tournament period. The absence of a major bowling tournament in 2005 negatively impacted our non-gaming revenues, and to a lesser extent our casino revenues, throughout the months of February through June. In
2004, the American Bowling Congress Tournament (ABC Tournament) brought approximately 80,000 bowlers to the downtown Reno area over the period from mid-February through June.

Results of Operations

The following table highlights the results of our operations (dollars in
thousands):



|                   |  |                              |         |                |       |   |                              |   |                |  |       |                              |  |   |        
|------------------ |  | ---------------------------- | ------- | -------------- | ----- | - | ---------------------------- | - | -------------- |  | ----- | ---------------------------- |  | - | -------
|                   |  | Year ended December 31, 2006 |         | Percent Change |       |   | Year ended December 31, 2005 |   | Percent Change |  |       | Year ended December 31, 2004
|Net revenues       |  | $                            | 159,197 |                | 6.6   | % |                              | $ | 149,310        |  | (2.9  | )%                           |  | $ | 153,755
|Operating expenses |  |                              | 134,064 |                | 3.5   |   |                              |   | 129,528        |  | 2.7   |                              |  |   | 126,160
|Operating income   |  |                              | 25,133  |                | 27.0  |   |                              |   | 19,782         |  | (28.3 | )                            |  |   | 27,595 
|Net income         |  |                              | 9,322   |                | 176.0 |   |                              |   | 3,378          |  | (68.5 | )                            |  |   | 10,710 

Net Revenues. During 2006 compared to 2005, net revenues rose mainly due to growth in
rooms revenues combined with increased casino and food and beverage revenues. Increased convention business along with incremental visitation to the downtown Reno area generated by the USBC Tournament were the main drivers of the revenue increases
during the current year. In addition, higher hold percentages in both table games and slots resulted in increased casino revenues in 2006 over 2005.



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##### Table of Contents

Net revenues declined during 2005 compared to the prior year primarily due to decreases in casino, rooms,
and to a lesser extent, food and beverage revenues. We believe the main contributors to these decreases were the previously discussed factors impacting the first six months of 2005 which included increased competition generated by growth in Native
American gaming, severe weather conditions, and the lack of a major bowling tournament in 2005. However, this downward trend reversed during the second half of 2005 as evidenced by growth in our net revenues compared to the same six-month period in
2004, and partially offset the decreases experienced during the first half of 2005. In addition, lower hold percentages in both table games and slots contributed to the declines in net revenues during 2005 compared to 2004.

Operating Income and Net Income. Operating income increased in 2006 compared to 2005 due to increased departmental revenues, attributable in
part to higher casino hold percentages, combined with operational efficiencies which produced improved margins in both the casino and rooms departments. As a result, our overall operating margin increased to 15.8% in 2006 from 13.2% in 2005. These
factors also contributed to the increase in net income during the current year. Moreover, increased interest income earned on increased invested cash reserves produced a higher percentage increase in net income in 2006 over 2005.

During 2005 compared to the prior year, operating income and net income declined as a result of lower departmental revenues along with increased casino
promotional expenses, higher selling, general and administrative expenditures, and increased group health insurance costs. These increases were partially offset by decreases in direct payroll, which is our largest expense, both as a percentage of
revenues and in absolute dollars. Depreciation expense increased in 2005 compared to 2004 which also contributed to the percentage decreases in operating income and net income, and a decline in our operating margin to 13.2% in 2005 from 17.9% in
2004.

Revenues

The following table
highlights our sources of net operating revenues (dollars in thousands):



|                       |  |                              |        |                |      |   |                              |   |                |  |      |                              |  |   |       
|---------------------- |  | ---------------------------- | ------ | -------------- | ---- | - | ---------------------------- | - | -------------- |  | ---- | ---------------------------- |  | - | ------
|                       |  | Year ended December 31, 2006 |        | Percent Change |      |   | Year ended December 31, 2005 |   | Percent Change |  |      | Year ended December 31, 2004
|Casino                 |  | $                            | 87,211 |                | 4.8  | % |                              | $ | 83,191         |  | (2.7 | )%                           |  | $ | 85,543
|Rooms                  |  |                              | 41,334 |                | 11.2 |   |                              |   | 37,176         |  | (3.6 | )                            |  |   | 38,553
|Food and beverage      |  |                              | 36,185 |                | 2.7  |   |                              |   | 35,238         |  | (0.4 | )                            |  |   | 35,387
|Other                  |  |                              | 8,559  |                | (3.0 | ) |                              |   | 8,827          |  | 3.1  |                              |  |   | 8,562 
|Promotional allowances |  |                              | 14,092 |                | (6.8 | ) |                              |   | 15,122         |  | 5.8  |                              |  |   | 14,290

Casino Revenues.Higher hold percentages in both table games and slots resulted in
increased casino revenues in 2006 compared to 2005. However, table games drop declined 3.8% in 2006 compared to 2005 while slot handle remained flat for both periods. While aggressive casino promotions and direct mail programs along with the USBC
Tournament benefited the casino departments during the first seven months of 2006, these programs were reduced during the latter half of the year as a result of increased convention business which lessened the number of rooms available for casino
offers. As a result, increases in casino volume experienced during the first seven months of 2006 were offset by declines in casino volume during the latter portion of the year as compared to the same prior year periods.

The factors affecting net revenues during the first half of 2005 were the primary contributors to the decrease in casino revenues with the majority of
the impact occurring during the period from January through April 2005. Lower hold percentages in both table games and slots also contributed to the decline in casino revenues during 2005 compared to 2004. Despite the significant decline in casino
volume during the first half of 2005, table games drop and slot handle rose 0.3% and 0.7%, respectively, during 2005 compared to 2004. Moreover, table games credit play and tracked slot handle generated by players within our casino database
benefited from our casino promotions and increased in 2005 compared to 2004.

Room Revenues. Throughout 2006, room revenues
experienced strong growth compared to 2005 due to higher ADR and occupancy. Our ADR and occupancy percentage were $73.19 and 82.6%, respectively, in 2006 compared to $68.17 and 79.5%, respectively, in 2005. These increases in ADR and occupancy were
driven by growth in our convention segment attributable to the USBC Tournament and several large convention group bookings, both of which enabled the hotel to attain a higher ADR across all room segments throughout 2006. Additional factors
negatively impacting 2005 also enabled the hotel department to achieve improved results in 2006 over 2005.



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##### Table of Contents

Room revenues decreased in 2005 compared to 2004 as a result of declines in our ADR and occupancy
percentage which were $68.17 and 79.5%, respectively, in 2005 compared to $68.60 and 82.1%, respectively in 2004. These declines in ADR and occupancy were mainly due to decreases in our convention and wholesale segments which were adversely affected
by the lack of a major bowling tournament in the Reno market during the first half of 2005. Additional factors included severe winter weather during January through April of 2005 and our hotel room renovation project which removed from service
approximately 100 rooms per day throughout the first half of 2005 and the majority of November and December in 2005, including holidays and weekends when we generally would have otherwise achieved an occupancy level at or near 100%.

Food and Beverage Revenues. Food and beverage revenues grew in 2006 compared to 2005 due to increased visitors to our property in connection
with the USBC Tournament, higher banquet revenues associated with incremental convention business, and an increase in our average restaurant check. Additionally, cash beverage sales have continued to rise as a result of the growing popularity of our
Rum Bullions Island Bar.

During 2005 compared to 2004, food and beverage revenues decreased due to reduced guest counts attributable
to the previously discussed factors affecting overall revenues, specifically during the first six months of 2005. The majority of the decrease resulted from declines in our buffet and coffee shop revenues during 2005 compared to 2004. These
decreases in food revenues were partially offset by the continued growth in our beverage sales which were driven by the increasing popularity of our Rum Bullions Island Bar.

Other Revenues. Other revenues are comprised of revenues generated by our retail outlets, arcade, entertainment, events pavilion and other
miscellaneous items. Retail revenues grew in 2006 compared to 2005 resulting from the addition of two new retail outlets, Bijoux Terner, an international accessory store which opened in February 2006, and Tradewinds, a casual menswear store which
opened in August 2006. However, this increase in retail revenues was offset by a decrease in entertainment revenues resulting from 12 fewer concerts produced by Silver Legacy, in partnership with other downtown area casinos, at the downtown Reno
Events Center during 2006. In addition, our arcade was permanently closed in December of 2005 and replaced by the aforementioned new retail outlets in addition to Harley Davidson, which is a retail outlet operated under a lease to a third party.

Other revenues increased in 2005 compared to 2004 due to increases in retail and entertainment revenues. During 2005, Silver Legacy, in
partnership with other downtown area casinos, produced or promoted 22 concerts in the Reno Events Center which opened in December 2004. This facility offers a larger seating capacity than was previously available within the downtown Reno area, and
the opportunity to produce concerts with headliner acts that command higher professional entertainer fees. The growth in retail revenues was mainly due to increases in complimentary retail revenues associated with our Club Legacy players club
program which was improved in January 2005. These increases in retail and entertainment revenues were partially offset by decreased revenues generated by our events pavilion which declined due to the absence of several large convention banquets held
in this facility in 2004.

Promotional Allowances. Promotional allowances, expressed as a percentage of gross revenues,
declined to 8.1% in 2006 compared to 9.2% in 2005. This decrease was primarily due to lower rooms and food complimentaries resulting from a decline in direct mail promotional offers, and to a lesser extent, fewer complimentary concert tickets
associated with a reduction in the number of concert dates during 2006 compared to 2005.

Promotional allowances, expressed as a percentage
of gross revenues, increased to 9.2% in 2005 compared to 8.5% in 2004. This increase was principally due to increased complimentary rooms, food and retail merchandise offered in association with an enhanced Club Legacy players club which was
implemented in January 2005. The new club format became more user-friendly and enabled casino players in our database to redeem their complimentaries directly at our restaurants, bars and retail outlets upon hotel check-out.

Operating Expenses

The following table highlights
our operating expenses (dollars in thousands):



|                                    |  |                              |        |                |      |    |                              |   |                |  |      |                              |  |   |       
|----------------------------------- |  | ---------------------------- | ------ | -------------- | ---- | -- | ---------------------------- | - | -------------- |  | ---- | ---------------------------- |  | - | ------
|                                    |  | Year ended December 31, 2006 |        | Percent Change |      |    | Year ended December 31, 2005 |   | Percent Change |  |      | Year ended December 31, 2004
|Casino                              |  | $                            | 43,573 |                | (0.3 | )% |                              | $ | 43,695         |  | 3.2  | %                            |  | $ | 42,326
|Rooms                               |  |                              | 12,604 |                | 6.7  |    |                              |   | 11,810         |  | (0.6 | )                            |  |   | 11,881
|Food and beverage                   |  |                              | 25,684 |                | 5.9  |    |                              |   | 24,255         |  | (0.9 | )                            |  |   | 24,476
|Other                               |  |                              | 6,593  |                | (6.9 | )  |                              |   | 7,077          |  | 4.1  |                              |  |   | 6,800 
|Selling, general and administrative |  |                              | 32,901 |                | 6.4  |    |                              |   | 30,933         |  | 3.0  |                              |  |   | 30,041
|Depreciation                        |  |                              | 12,656 |                | 7.7  |    |                              |   | 11,754         |  | 10.7 |                              |  |   | 10,622



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##### Table of Contents

Casino Expenses.Despite growth in casino revenues, casino expenses remained flat in 2006 compared
to 2005. Savings in slots departmental payroll, both as a percentage of casino revenues and absolute dollars, and other variable casino expenses such as bad debt and supplies, were offset by an increase in the expense recorded for unredeemed
complimentaries associated with our players club program.

During 2005 compared to 2004, casino expenses rose as a result of
increases in direct mail, promotion and special events costs in addition to an expense recorded for unredeemed complimentaries associated with our players club program put into operation in January 2005. These increases were partially offset
by decreases in casino payroll and gaming taxes in 2005 compared to 2004.

Room Expenses. During 2006, room expenses increased
over 2005 as a result of higher occupancy levels in 2006. The increase in our ADR in 2006, combined with additional expenses charged during the prior year associated with our hotel remodel project, resulted in an increased hotel profit margin in
2006 compared to 2005.

Room expenses decreased in 2005 compared to 2004 primarily due to lower occupancy levels in 2005. Additional costs,
including housekeeping labor, amenity supplies and laundry expense, were incurred with each newly renovated hotel room placed in service during the first half of 2005 and November and December of 2005, which adversely affected departmental profit in
2005 compared to 2004.

Food and Beverage Expenses. Food and beverage expenses increased in association with the increase in
food and beverage revenues. However, efforts to improve guest service provided by our restaurants and bars through increased staffing coverage resulted in increases in food and beverage labor, as a percentage of revenues, which produced a slightly
lower profit margin in 2006 compared to 2005.

Food and beverage expenses decreased during 2005 compared to 2004 due to declines in guest
counts along with decreases in food cost of sales, both in absolute dollars and as a percentage of revenues.

Other Operating
Expenses. Other operating expenses are comprised of expenses associated with the operation of our retail outlets, arcade and events pavilion along with the entertainment departments production costs and professional entertainer fees.
Other operating expenses declined in 2006 compared to 2005 mainly due to a decrease in entertainment expenses, principally professional entertainer fees, as a result of the decline in the number of concert dates in 2006 compared to 2005.

Higher entertainment expenses, including professional entertainer fees and incentive costs associated with concerts at the Reno Events Center,
resulted in higher overall other expenses in 2005 compared to 2004. In addition, increases in retail cost of sales in conjunction with the previously discussed growth in retail revenues also contributed to the increase in 2005.

Selling, General and Administrative Expenses. During 2006, selling general and administrative expenses increased primarily due to higher
facilities costs including utilities, payroll, and building repairs and maintenance. In addition, advertising costs increased during 2006 compared to 2005 due to increased advertising production and professional services associated with marketing
consulting fees. Additional administration expenses also contributed to the increases in 2006 as a result of increased credit card discounts associated with higher hotel sales volume, professional services fees, and equipment rental and maintenance
contracts related to our computer information systems.

Selling, general and administrative expenses increased in 2005 compared to 2004
primarily due to higher advertising media expenditures, which were increased in an effort to increase awareness in our feeder markets and counteract the escalation of Native American gaming competition. In addition, administrative costs grew during
2005 due to increases in professional services, human resources employee programs, and equipment rental associated with a new AS400 computer lease. These increases were partially offset by declines in building repairs and maintenance and property
insurance premiums.



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##### Table of Contents

Depreciation Expense. Depreciation expense increased during 2006 and 2005 compared to the
same prior year periods primarily due to depreciation associated with new capital purchases.

Other (Income) Expense

Other (income) expense is comprised of net interest expense, interest income and other. Net interest expense remained flat during 2006, 2005 and 2004
while interest income continued to increase due to the steady growth in our invested cash reserves. Other, in all three years, was related to the change in market value of the funded portion of our supplemental executive retirement plan.

Liquidity and Capital Resources

During 2006, we
generated cash flows from operating activities of $26.3 million compared to $17.2 million in the prior year. The increase in cash provided by operations was primarily due to the $5.9 million increase in net income which was partially offset by
various changes in balance sheet accounts. The changes in these balance sheet accounts represented changes which occurred in the normal course of business. As of December 31, 2006, cash and cash equivalents were $47.2 million, sufficient for
normal operating requirements.

Cash used in investing activities for 2006 was $11.0 million compared to $10.8 million for 2005, and
related primarily to capital expenditures for various renovation projects and equipment purchases. In future years, we expect to make capital expenditures to the extent necessary to continue to maintain an attractive property and a competitive
position in our marketplace. Our executive committee has approved $12.1 million in capital expenditures for 2007. In addition, our executive committee has approved up to an additional $3.2 million for equipment purchases for a city-owned ballroom
facility currently under construction. The new ballroom will be located across from Silver Legacy on a special events plaza which was previously owned by our affiliates and donated to the City of Reno in January 2007.

Cash used in financing activities were $3.2 million and $1.5 million 2006 and 2005, respectively, representing tax distributions to our partners.

In July 2006, we renewed our general and liability insurance policies. Under these policies, the Partnership and the owner of the adjacent
property, Eldorado Resorts LLC (which is an affiliate of ELLC), have combined earthquake coverage of $350 million and combined flood coverage of $225 million. In the event that an earthquake causes damage only to the Partnerships property, the
Partnership is eligible to receive up to $350 million in coverage depending on the replacement cost. However, in the event that both properties are damaged, the Partnership is entitled to receive, to the extent of any replacement cost incurred, up
to $220 million of the coverage amount (based on our percentage of the earthquake coverage) and up to the portion of the other $130 million, if any, remaining after satisfaction of a claim of Eldorado Resorts LLC with respect to its adjoining
property. In the event that a flood causes damage only to the Partnerships property, the Partnership is eligible to receive up to $225 million in coverage depending on the replacement cost. However, in the event that both properties are
damaged, the Partnership is entitled to receive, to the extent of any replacement cost incurred, up to $220 million of the coverage amount (based on our percentage of the flood coverage) and up to the portion of the other $5 million, if any,
remaining after satisfaction of a claim of Eldorado Resorts LLC with respect to its adjoining property.

Our insurance policy also includes
combined terrorism coverage up to $450 million for a certified act of terrorism and up to $250 million for a non-certified act of terrorism. In the event that a certified, or a non-certified, act of terrorism causes damage only to the
Partnerships property, the Partnership is eligible to receive up to $450 million, or $250 million, respectively, in coverage depending on the replacement cost. However, in the event that both properties are damaged, the Partnership is entitled
to receive, to the extent of any replacement cost incurred, up to $238.5 million for a certified act, or up to $132.5 million for a non-certified act, of the coverage amount (based on our percentage of the total property value) and up to the portion
of the other $211.5 million, or $117.5 million, respectively, if any, remaining after satisfaction of a claim of Eldorado Resorts LLC with respect to its adjoining property. This new policy also covers an additional property located in Shreveport,
LA which was recently acquired by Eldorado Resorts LLC. In the event that a certified, or a non-certified, act of terrorism causes damage to all three properties, the Partnership is entitled to receive, to the extent of any replacement cost
incurred, up to $193.5 million for a certified act, or up to $107.5 million for a non-certified act, of the coverage amount (based on our percentage of the total property value) and up to the portion of the other $256.5 million, or $142.5 million,
respectively, if any, remaining after satisfaction of the claims with respect to the other two properties.



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##### Table of Contents

The Partnerships partnership agreement, as currently in effect, provides that, subject to any
contractual restrictions to which the Partnership is subject, including the indenture relating to the Notes, and prior to the occurrence of a Liquidating Event, the Partnership will be required to make distributions to its partners as
follows:

(i) The estimated taxable income of the Partnership allocable to each partner multiplied by the greater of
the maximum marginal federal income tax rate applicable to individuals for such period or the maximum marginal federal income tax rate applicable to corporations for such period (as of the date hereof both rates were 35%); provided, however, that if
the State of Nevada enacts an income tax (including any franchise tax based on income), the applicable tax rate for any tax distributions subsequent to the effective date of such income tax shall be increased by the higher of the maximum marginal
individual tax rate or corporate income tax rate imposed by such tax (after reduction for the federal tax benefit for the deduction of state taxes, using the maximum marginal federal individual or corporate rate, respectively).

(ii) Annual distributions of remaining Net Cash From Operations in proportion to the percentage interests of the
partners.

(iii) Distributions of Net Cash From Operations in amounts or at times that differ from those
described in (i) and (ii) above, provided in each case that both partners agree in writing to the distribution in advance thereof.

As defined in the partnership agreement, the term Net Cash From Operations means the gross cash proceeds received by the Partnership, less the following amounts: (i) cash operating expenses and payments of other expenses
and obligations of the Partnership, including interest and scheduled principal payments on Partnership indebtedness, including indebtedness owed to the partners, if any, (ii) all capital expenditures made by the Partnership, and (iii) such
reasonable reserves as the partners deem necessary in good faith and in the best interests of the Partnership to meet its anticipated future obligations and liabilities (less any release of reserves previously established, as similarly determined).

The Partnerships partnership agreement provides that the partners shall not be permitted or required to contribute additional
capital to the Partnership without the consent of the partners, which consent may be given or withheld in each partners sole and absolute discretion.

We believe we have sufficient capital resources to meet all of our obligations. These obligations include existing cash obligations, funding of capital commitments and servicing our debt. Our future sources of
liquidity are anticipated to be from our operating cash flow and borrowings available under our senior secured credit facility. See Senior Secured Credit Facility below.

Contractual Obligations and Commitments

The following table summarizes our contractual obligations
and commitments to make future payments under certain contracts, including long-term debt obligations and operating leases, as of December 31, 2006 (in thousands):



|                                    |  |      |        |      |   |        |  |      |        |      |   |            |  |   |        |  |   |        
|----------------------------------- |  | ---- | ------ | ---- | - | ------ |  | ---- | ------ | ---- | - | ---------- |  | - | ------ |  | - | -------
|Description                         |  | 2007 |        | 2008 |   | 2009   |  | 2010 |        | 2011 |   | Thereafter
|Long-term debt                      |  | $    |       |      | $ |       |  | $    |       |      | $ |           |  | $ |       |  | $ | 159,679
|Interest payments on long-term debt |  |      | 16,200 |      |   | 16,200 |  |      | 16,200 |      |   | 16,200     |  |   | 16,200 |  |   | 16,200 
|Operating leases                    |  |      | 225    |      |   | 112    |  |      | 57     |      |   | 5          |  |   | 4      |  |   |        
|                                    |  |      |        |      |   |        |  |      |        |      |   |            |  |   |        |  |   |        
|Total                               |  | $    | 16,425 |      | $ | 16,312 |  | $    | 16,257 |      | $ | 16,205     |  | $ | 16,204 |  | $ | 175,879
|                                    |  |      |        |      |   |        |  |      |        |      |   |            |  |   |        |  |   |        

The repayment of our long-term debt, which consists of our indebtedness under the Credit Facility
and the indebtedness evidenced by the Notes, is subject to acceleration upon the occurrence of an event of default under the Credit Facility or the indenture relating to the Notes.

We made cash interest payments of $16.3 million during the years ended December 31, 2006, 2005 and 2004, respectively. We anticipate that cash
payments for interest in 2007 will be consistent with 2006 due to similar average outstanding borrowings.



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The Notes

On March 5, 2002, the Partnership and Capital issued $160,000,000 principal amount of senior
secured mortgage notes due 2012 (Notes). The Notes are senior secured obligations which rank equally with all of the Partnerships outstanding senior debt and senior to any subordinated debt. The Notes are secured by a security
interest in the Issuers existing and future assets, which is junior to a security interest in such assets securing the Partnerships obligations under its credit facility and any refinancings of such facility that are permitted pursuant
to the terms of the Notes. Each of the Partners executed a pledge of all of its partnership interests in the Partnership to secure the Notes, which is junior to a pledge of such partnership interests to secure the Partnerships obligations on
the credit facility and any refinancings of such facility that are permitted pursuant to the terms of the Notes. The Notes mature on March 1, 2012 and bear interest at the rate of 101/8% per annum, payable semi-annually in arrears on March 1 and September 1 of each year, commencing on September 1, 2002. At
December 31, 2006, we were in compliance with all of the covenants in the indenture related to the Notes.

Senior Secured Credit Facility

We have a credit facility (as amended, the Credit Facility) which provides a $10.0 million revolving facility. Under the
Credit Facility, as currently in effect, we must maintain a maximum ratio of total debt to EBITDA of 4.75 to 1.00 and are also required to maintain a minimum ratio of EBITDA to fixed charges of 1.10 to 1.00 at all times. The Credit Facility is
secured by a first priority security interest in substantially all of our existing and future assets, other than certain licenses which may not be pledged under applicable law, and a first priority pledge of and security interest in all of the
partnership interests in the Partnership held by its partners. The Credit Facility ranks equal in right of payment to our existing and future senior indebtedness, including the Notes, but the security interests securing our obligations under the
Credit Facility are senior to the security interests securing our obligations on the Notes. The Credit Facility contains customary events of default and covenants, including covenants that limit or restrict our ability to incur additional debt;
create liens or other encumbrances; pay dividends or make other restricted payments; prepay subordinated indebtedness; make investments, loans or other guarantees; sell or otherwise dispose of a portion of our assets; or make acquisitions or merge
or consolidate with another entity.

On June 15, 2005, we executed an amendment to the Credit Facility to provide a conditional waiver
of the facilitys financial covenants in respect of the quarter ended June 30, 2005, and each subsequent quarter through and including December 31, 2005, provided that no additional credit was extended under the Credit Facility during
a quarter for which a waiver was relied upon. In addition, as a condition precedent to any draw on the Credit Facility subsequent to June 15, 2005, we must be in compliance with the Credit Facilitys financial covenants as to the then most
recent fiscal quarter in respect of which we are required to deliver financial statements pursuant to the Credit Facility.

On
March 2, 2006, the Partnership executed a further amendment to the Credit Facility which extended the previously granted waiver for any defaults under the Credit Facilitys covenants to cover the fiscal quarter ended March 31, 2006
and each subsequent fiscal quarter through and including December 31, 2006, provided that no additional credit was extended under the Credit Facility during such quarters. The March 2, 2006 amendment also waived for 2005 the covenant in
Section 7.8 of the Credit Facility which then limited capital expenditures to $10.0 million within a calendar year, which the Partnership exceeded for the year ended December 31, 2005. In addition, the amendment raised the capital
expenditure limit to $12.5 million for future calendar years. There was no debt outstanding under the Credit Facility at December 31, 2006. As of such date, the Partnership was in compliance with all of the covenants in the Credit Facility and
had the ability to borrow on a revolving basis all of the $10.0 million available under the Credit Facility.

On March 28, 2007, an
additional amendment was executed to extend the Credit Facilitys original maturity date of March 31, 2007 for an additional year to March 31, 2008. This amendment also reduced the minimum ratio of EBITDA to fixed charges to 1.10 to
1.00 and raised the capital expenditure limit to an aggregate of $15.0 million in any twelve-month period. Furthermore, this amendment revised in its entirety Section 7.16 of the Credit Facility to allow for prepayments of the Notes provided
certain conditions precedent are satisfied.

Critical Accounting Policies

Our discussion and analysis of our results of operations and financial condition above are based upon our consolidated financial statements, which have
been prepared in accordance with accounting principles generally accepted in the United



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States of America. The preparation of these financial statements requires that we apply significant judgment in defining the appropriate assumptions for
calculating financial estimates. By their nature, these judgments are subject to an inherent degree of uncertainty. Our judgments are based on our historical experience, terms of existing contracts, our observance of trends in the industry,
information provided by our customers and information available from other outside sources, as appropriate. Because of the uncertainty inherent in these matters, there is no assurance that actual results will not differ from our estimates used in
applying the following critical accounting policies.

Gross Revenues and Promotional Allowances

In accordance with industry practice, we recognize as casino revenues the net win from gaming activities, which is the difference between gaming wins and
losses. The retail value of food, beverage, rooms and other services furnished to customers on a complimentary basis is included in gross revenues and then is deducted as promotional allowances.

Players Club Point Liability

Our players club, which was revised in January 2005, allows customers to earn points based on the volume of their gaming activity. Under the terms of our program, these points are redeemable for certain complimentary
services, at their discretion, including rooms, food, beverage, retail and entertainment tickets. We accrue the expense for unredeemed complimentaries, after consideration of estimated breakage, as they are earned. The value of the cost to provide
the complimentaries is expensed as earned and is included in casino expense on our consolidated income statement. To arrive at the estimated cost associated with our players club, estimates and assumptions are made regarding incremental
marginal costs of the benefits, breakage rates and the mix of goods and services for which the points will be redeemed. We use historical data to assist in the determination of estimated accruals. At December 31, 2006 and 2005, $0.8 million and
$0.2 million, respectively, was accrued for the cost of the anticipated redemptions.

Property and Equipment and Other Long-Lived Assets

Property and equipment is recorded at cost and is depreciated over its estimated useful life. Judgments are made in determining
estimated useful lives and salvage values of these assets. The accuracy of these estimates affects the amount of depreciation expense recognized in our financial results and whether we have a gain or loss on the disposal of assets. We review
depreciation estimates and methods as new events occur, more experience is acquired, and additional information is obtained that would possibly change our current estimates. Long-lived assets are reviewed for impairment whenever events or changes in
circumstances indicate that the carrying amount of an asset may not be recoverable. In accordance with SFAS No. 144, an estimate of undiscounted future cash flows produced by the asset is compared to the carrying value to determine whether an
impairment exists. If it is determined that the asset is impaired based on expected future cash flows, a loss, measured by the amount by which the carrying amount of the asset exceeds the fair value of the asset, would be recognized. As of
December 31, 2006, no events or changes in circumstances indicated that the carrying values of our long-lived assets may not be recoverable.

Reserve for Uncollectible Accounts Receivable

We make ongoing estimates relating to the collectibility of our accounts
receivable and maintain a reserve for estimated losses resulting from the inability of our customers to make required payments. In determining the amount we reserve, we review our aged accounts receivables, consider our historical level of credit
losses and make judgments about the creditworthiness of customers based on ongoing credit evaluations and relationships. Since we cannot predict future changes in the financial stability of our customers, actual future losses from uncollectible
accounts may differ from our estimates.

Self-Insurance Reserves

Silver Legacy is self insured up to certain limits for our general liability, group health insurance and workmens compensation programs. We analyze
historical and current pending claims information to estimate amounts to be accrued. In order to mitigate our potential exposure, we have obtained certain stop loss policies.



|Item 7A. | Quantitative and Qualitative Disclosures About Market Risk.
|-------- | -----------------------------------------------------------

We are potentially exposed to market risk in the form of fluctuations in interest rates and their potential impact upon our variable rate debt outstanding. We evaluate our exposure to this market risk by monitoring interest rates in the
marketplace and we have, on occasion, utilized derivative financial instruments to help manage this risk although we did not utilize any financial instruments in 2006. As of December 31, 2006, we had no variable rate debt outstanding. However,
under our $10.0 million revolving credit facility, we may have outstanding from time to time up to $10.0 million of variable rate debt.



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|Item 8. | Financial Statements and Supplementary Data.
|------- | --------------------------------------------

Reference is made to the report of Deloitte & Touche LLP dated March 30, 2007 and the consolidated financial statements of Circus and Eldorado Joint Venture and Silver Legacy Capital Corp. appearing on pages F-1 through F-17
of this annual report, which are incorporated in this Item 8 by this reference.



|Item 9. | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure.
|------- | -------------------------------------------------------------------------------------

Not applicable.



|Item 9A. | Controls and Procedures.
|-------- | ------------------------

An evaluation was
performed by management, with the participation of our Chief Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of our disclosure controls and procedures. Based on this evaluation, our Chief Executive
Officer and Chief Financial Officer have concluded that, as of December 31, 2006, our disclosure controls and procedures are effective to ensure that information required to be disclosed in the reports that we file or submit under the
Securities Exchange Act of 1934 is recorded, processed, summarized, and reported within the time periods specified in applicable rules and forms of the Securities and Exchange Commission.

There have been no changes in our internal controls over financial reporting that occurred during the fourth quarter of 2006 that have materially
affected, or are reasonably likely to materially affect, our internal controls over financial reporting.



|Item 9B. | Other Information.
|-------- | ------------------

Not applicable.

PART III



|Item 10. | Directors and Executive Officers of the Registrants.
|-------- | ----------------------------------------------------

Overview

The current managing partner of the Partnership is Galleon, Inc. (Galleon). Under the terms of the partnership agreement,
the managing partner is responsible for the day-to-day management of the business affairs of the Partnership. The managing partner has delegated a substantial portion of its duties to the general manager of Silver Legacy. Although the Partnership is
a general partnership between Galleon, which is an indirect wholly-owned subsidiary of MGM MIRAGE, and Eldorado Limited Liability Company (ELLC), which is a 96%-owned subsidiary of Eldorado Resorts LLC, the Partnership employs its own
separate management team to operate Silver Legacy. An executive committee of the Partnership is responsible for consulting with, reviewing, monitoring and overseeing the performance of the management of Silver Legacy. The executive committee, which
functions in a capacity similar to a corporations board of directors, does not have any separately designated committees other than an audit committee.

The Managing Partner

The Partnerships partnership agreement (the Partnership Agreement) designates
Galleon as the Partnerships managing partner with responsibility and authority for the day-to-day management of the business affairs of the Partnership, including overseeing the day-to-day operations of Silver Legacy and other Partnership
business, preparation of the Partnerships budgets and implementation of the decisions made by the partners. The managing partner is also responsible for the preparation and submission of the Partnerships annual business plan for review
and approval by the Partnerships executive committee, utilizing the special voting procedures and the procedure for resolving deadlocks described below.

The Partnership Agreement provides that the managing partner shall appoint the general manager, subject to approval of the appointment by the executive committee, utilizing the special voting procedures and the
procedure for resolving deadlocks described below. Under the terms of the Partnership Agreement, the general manager may be removed by either of the Partnerships partners upon 30 days written notice. The Partnership Agreement also provides
that the managing partner shall appoint the other principal senior management of the Partnership and Silver Legacy, subject to approval of such



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appointments by the executive committee in the case of the general manager, who is the Partnerships chief executive officer, and the controller, who is
the Partnerships chief financial officer and accounting officer. The Partnerships senior management performs such functions, duties, and responsibilities as the managing partner may assign, and serves at the direction and pleasure of the
managing partner.

The Partnership Agreement provides that the unanimous approval of both partners is required for certain actions,
including the admission of an additional partner, the purchase of additional real property, encumbrances on Silver Legacy, sales or other dispositions of all or substantially all of the assets of the Partnership, refinancing or incurrence of
indebtedness involving in excess of $250,000 other than in the ordinary course of business, capital improvements involving more than $250,000 that are not included in an approved annual business plan, and any obligation, contract, agreement, or
commitment with a partner or an affiliate of a partner which is not specifically permitted by the Partnership Agreement.

Replacement of the Managing
Partner

If the actual net operating results of the business of the Partnership for any four consecutive quarters are less than 80% of
the projected amount as set forth in the Partnerships annual business plan, after appropriate adjustments for factors affecting similar business in the vicinity of the Silver Legacy, ELLC may require Galleon to resign from its position as
managing partner.

In the event Galleon resigns as managing partner, ELLC will have the right and option to become the managing partner of
the Partnership and assume all the obligations of the managing partner under the Partnership Agreement, or the partners are required to attempt to appoint a third party to manage the day-to-day business affairs of the Partnership. In that event, if
the partners are unable to agree on a manager, then the Partnership shall be dissolved and liquidated in accordance with the provisions of the Partnership Agreement.

The Executive Committee

An executive committee of the Partnership is authorized to review, monitor
and oversee the performance of the management of Silver Legacy. The executive committee of the Partnership consists of five members, with three members appointed by the managing partner and two members appointed by the other partner. In the event
that neither of the partners is the managing partner, then the executive committee shall consist of five members, with two members appointed by each partner and a fifth member appointed by a third party manager selected by the partners. Each partner
may, at any time, appoint alternate members to the executive committee and the alternates will have all the powers of a regular committee member in the absence or inability of a regular committee member to serve. With the exception of the special
voting procedures described below, each member of the executive committee is entitled to one vote on each matter decided by the executive committee and each action of the executive committee must be approved by a majority of all of the members of
the executive committee, who may be present or voting by proxy.

The current members of the executive committee are Robert H. Baldwin,
Frank R. Baldwin, and Gary N. Jacobs, each of whom was appointed by Galleon, and Robert M. Jones and Gene R. Carano, each of whom was appointed by ELLC.

Subject to the requirement of unanimous approval of the partners for certain actions, the duties of the executive committee include, but are not limited to, (i) reviewing, adjusting, approving, developing, and
supervising the Partnerships annual business plan, (ii) reviewing and approving the terms of any loans made to the Partnership, (iii) approving all material purchases, sales, leases or other dispositions of Partnership property,
other than in the ordinary course of business, and (iv) approving the appointment of the general manager, who is the Partnerships chief executive officer, and the controller, who is the Partnerships chief financial officer and
accounting officer, and determining the compensation of the general manager and the controller.

The Partnership Agreement provides special
voting procedures for the executive committees approval of the annual business plan, the appointment of the general manager and the determination of the general managers compensation. In voting on these matters, the members of the
executive committee appointed by the managing partner shall have a total of two votes and the members of the executive committee appointed by the other partner shall have a total of two votes. The managing partner shall designate which two of the
three members of the executive committee appointed by the managing partner are to exercise the two votes. If the executive committee is deadlocked in deciding any matter which is subject to the special voting procedures, then the meeting may be
adjourned to another meeting date. If the executive committee remains deadlocked with respect to its approval of an annual business plan until the end of the second month of the fiscal year described in the annual business plan, then either partner
may by written notice cause the approval of the annual business plan to be submitted to a nationally recognized accounting firm mutually agreeable to the partners (the Accountant) for



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resolution. The Accountant shall consider the positions of the members of the executive committee and the partners, and shall decide whether to approve the
annual business plan, or to modify the annual business plan and approve it with such modifications. The decision of the Accountant on these matters shall have the same effect as the approval of the annual business plan by the executive committee. If
the executive committee remains deadlocked with respect to its approval of the appointment of a general manager for a period of one month following the effective date of the resignation or removal of the previous general manager, then the executive
committee shall assume the duties of the general manager until such time as the executive committee can reach a decision on the appointment and compensation of a new general manager. In exercising the duties of the general manager, the executive
committee shall act and vote in accordance with the special voting procedures described above. If the executive committee remains deadlocked on the determination of the compensation of the general manager for a period of one month following the
first meeting on the proposed compensation, then either partner may by written notice cause the determination of such compensation to be submitted to the Accountant for resolution. In that event, the Accountant shall consider the positions of the
executive committee, and shall adopt a compensation arrangement consistent with the position advocated by at least one member of the executive committee. The decision of the Accountant on any matter which is subject to the special voting procedures
shall be final and binding on the executive committee and the partners.

Audit Committee Financial Expert

The Partnerships executive committee and Capitals Board of Directors have each determined that Robert M. Jones, who is a member of the
executive committee and the Board of Directors, and also serves on their audit committee, is an audit committee financial expert in that he has the following attributes:



| |  |  | an understanding of generally accepted accounting principles and financial statements;
| | - |  | --------------------------------------------------------------------------------------



| |  |  | the ability to assess the general application of such principles in connection with the accounting for estimates, accruals and reserves;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------



| |  |  | experience preparing, auditing, analyzing or evaluating financial statements that present a breadth and level of complexity of accounting issues that are generally
comparable to the breadth and complexity of issues that can reasonably be expected to be raised by the Partnerships financial statements, or experience actively supervising one or more persons engaged in such activities;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | an understanding of internal control over financial reporting; and
| | - |  | ------------------------------------------------------------------



| |  |  | an understanding of audit committee functions.
| | - |  | ----------------------------------------------

Mr. Jones is not independent as that term is defined under current rules of the New York Stock Exchange (NYSE). None of the Partnerships or Capitals securities are listed on the NYSE or any other national
securities exchange or any national securities association, nor is there any current intention to so list any securities of the Partnership or Capital in the future.

Code of Ethics

The Partnerships executive committee and Capitals Board of Directors have
adopted a code of ethics that applies to the Partnerships and Capitals principal executive officer, principal financial officer, principal accounting officer, or persons performing similar functions. The code of ethics, a copy of which
is incorporated by reference as Exhibit 14 to this report, is a written standard designed to deter wrongdoing and to promote:



| |  |  | honest and ethical conduct, including the ethical handling of actual or apparent conflicts of interest between personal and professional relationships;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | full, fair, accurate, timely, and understandable disclosure in reports and documents that the Partnership files with, or submits to, the SEC and in other public
communications made by the Partnership;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | compliance with applicable governmental laws, rules and regulations;
| | - |  | --------------------------------------------------------------------



| |  |  | the prompt internal reporting of violations of the code to an appropriate person identified in the code; and
| | - |  | ------------------------------------------------------------------------------------------------------------



| |  |  | accountability for adherence to the code.
| | - |  | -----------------------------------------



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##### Table of Contents

Executive Officers, Members of the Executive Committee and Directors

The following table sets forth certain information concerning our current executive officers, the executive officers of our managing partner, Galleon, the
members of the Partnerships executive committee and the members of the board of directors of Capital.



|                    |  |     |  |                                                                                                                                                                                        
|------------------- |  | --- |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Name                |  | Age |  | Positions                                                                                                                                                                              
|Gary L. Carano      |  | 54  |  | General Manager of Silver Legacy, Chief Executive Officer of the Partnership, and President and Chief Executive Officer of Capital                                                     
|                    |  |    
|Glenn T. Carano     |  | 51  |  | Executive Director of Marketing of Silver Legacy and Secretary of the Partnership and Capital                                                                                          
|                    |  |    
|Bruce C. Sexton     |  | 53  |  | Assistant General Manager of Silver Legacy and Vice President of Capital                                                                                                               
|                    |  |    
|Stephanie D. Lepori |  | 36  |  | Chief Financial Officer of Silver Legacy, Controller and Chief Accounting and Financial Officer of the Partnership, and Treasurer and Chief Accounting and Financial Officer of
Capital
|                    |  |    
|Frank R. Baldwin    |  | 69  |  | Member of the Partnerships Executive Committee and Director of Capital                                                                                                                
|                    |  |    
|Robert H. Baldwin   |  | 56  |  | Member of the Partnerships Executive Committee and Director of Capital                                                                                                                
|                    |  |    
|Gene R. Carano      |  | 51  |  | Member of the Partnerships Executive Committee and Director of Capital                                                                                                                
|                    |  |    
|Gary N. Jacobs      |  | 61  |  | Member of the Partnerships Executive Committee and Audit Committee, Director of Capital, and Secretary of Galleon                                                                     
|                    |  |    
|Robert M. Jones     |  | 64  |  | Member of the Partnerships Executive Committee and Audit Committee and Director of Capital                                                                                            
|                    |  |    
|J. Terrence Lanni   |  | 64  |  | President of Galleon                                                                                                                                                                   
|James J. Murren     |  | 45  |  | Treasurer of Galleon                                                                                                                                                                   
|Bryan L. Wright     |  | 43  |  | Assistant Secretary of Galleon                                                                                                                                                         

Gary L. Carano. Mr. Carano has served as General Manager of Silver Legacy and Chief
Executive Officer of the Partnership since January 1995 and President and Chief Executive Officer of Capital since its incorporation in August 2001. He is also President and Chief Operating Officer, and a member of the board of managers, of the
Eldorado Hotel & Casino and Treasurer of Recreational Enterprises, Inc. Previously, he served as Assistant General Manager, General Manager and Chief Operating Officer of the Eldorado Hotel & Casino from 1980 to 1994. Gary L.
Carano, Glenn T. Carano and Gene R. Carano are brothers.

Glenn T. Carano. Mr. Carano has been the Director of Marketing or
Executive Director of Marketing of Silver Legacy since January 1995, Secretary of the Partnership since August 2001 and Secretary of Capital since November 2001. Prior to 1995, he served as Director of Marketing at the Eldorado Hotel &
Casino for eight years. Mr. Carano has served as chairman of the board of directors of the Airport Authority of Washoe County and was a member of the board of the Reno-Sparks Convention & Visitors Authority. He is also presently a
member of the board of managers of the Eldorado Hotel & Casino and Secretary of Recreational Enterprises, Inc. From 1977 to 1983, Mr. Carano was a quarterback for the Dallas Cowboys football team.

Bruce C. Sexton. Mr. Sexton has been the Assistant General Manager of Silver Legacy and Vice President of Capital since June 2006. From
January 1995 to June 2006, Mr. Sexton was the Chief Financial Officer or Director of Finance and Administration of Silver Legacy and Controller and Chief Accounting and Financial Officer of the Partnership. He was Treasurer of Capital from its
incorporation in August 2001, and its Chief Accounting and Financial Officer from November 2001, until June 2006. Mr. Sexton began working at the Circus Circus Hotel and Casino in Reno in 1978 as chief accountant and, before joining Silver
Legacy, held the position of Controller at that property for eight years.



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Stephanie D. Lepori. Ms. Lepori has been the Chief Financial Officer of Silver Legacy,
Controller and Chief Accounting and Financial Officer of the Partnership, and Treasurer and Chief Accounting and Financial Officer of Capital since June 2006. Ms. Lepori was the Director of Finance or Controller of Silver Legacy from January
1995 until June 2006. From 1992 until she joined Silver Legacy, Ms. Lepori was employed by Arthur Andersen LLP, serving that firm in various positions. Ms. Lepori is a Certified Public Accountant.

Frank R. Baldwin. Mr. Baldwin became a member of the executive committee of the Partnership and a director of Capital in March 2003. He is
currently the Vice President and General Manager of the Circus Circus Hotel and Casino in Reno. From November 1997 until joining the Circus Circus Hotel and Casino in 2003, he was employed by the Luxor Hotel and Casino in Las Vegas, Nevada, most
recently as the Director of Casino Operations. Prior to assuming that position in November 1999, Mr. Baldwin was Casino Shift Manager for a period of approximately two years.

Robert H. Baldwin.Mr. Baldwin became a member of the executive committee of the Partnership and a director of Capital in April 2005.
Mr. Baldwin has served as President and Chief Executive Officer of Mirage Resorts since June 2000 and as President of CityCenter since March 2005. He served as Chief Financial Officer and Treasurer of Mirage Resorts from September 1999 to June
2000. He was President and Chief Executive Officer of Bellagio, LLC from June 1996 to March 2005.

Gene R. Carano. Mr. Carano
has been a member of the executive committee of the Partnership since December 2000 and a director of Capital since November 2001. He is currently the Assistant General Manager of Eldorado Resorts LLC and was previously the General Manager between
2001 and 1996. In addition, he is the Vice President and a member of the board of managers of the Eldorado Hotel & Casino since 1996, the Vice President of Eldorado Resorts LLC or its predecessor since 1993, the Secretary of Eldorado
Resorts LLC since June 1996, and Vice President of Recreational Enterprises, Inc. since 1983. Prior to 1993, Mr. Carano served as a Co-General Manager of the Eldorado Hotel & Casino and served as its Director of Gaming. Prior to
joining Eldorado Resorts LLC, Mr. Carano held various positions at another major casino in northern Nevada, including slot floor supervisor and pit boss.

Gary N. Jacobs. Mr. Jacobs became a member of the executive committee of the Partnership, director of Capital and Secretary of Galleon in April 2005. He is a member of the Partnerships audit
committee. Mr. Jacobs has served as Executive Vice President and General Counsel of MGM MIRAGE since June 2000 and as Secretary since January 2002. Prior thereto, he was a partner with the law firm of Christensen, Glaser, Fink, Jacobs,
Weil & Shapiro, LLP, and is currently of counsel to that firm.

Robert M. Jones. Mr. Jones has been a member of the
executive committee of the Partnership since November 1995 and a director of Capital since November 2001. He has been the Chief Financial Officer of Eldorado Resorts LLC or its predecessor since 1989. Prior to joining Eldorado Resorts LLC in 1984,
Mr. Jones spent 14 years in public accounting, 10 of which were as an audit principal with the international accounting firm of Arthur Young & Company. Mr. Jones is a former Certified Public Accountant and is a member of the
Partnerships audit committee.

J. Terrence Lanni. Mr. Lanni became President of Galleon in April 2005. Mr. Lanni has
served as Chairman of MGM MIRAGE since July 1995. He served as Chief Executive Officer of MGM MIRAGE from June 1995 to December 1999, and since March 2001.

James J. Murren. Mr. Murren became Treasurer of Galleon in April 2005. Mr. Murren has served as President of MGM MIRAGE since December 1999, as Chief Financial Officer since January 1998 and as
Treasurer since November 2001.

Bryan L. Wright. Mr. Wright became Assistant Secretary of Galleon in April 2005.
Mr. Wright has served as Senior Vice President and Assistant General Counsel of MGM MIRAGE since March 2005. He served as Vice President and Assistant General Counsel of MGM MIRAGE from July 2001 to March 2005. He has served as Assistant
Secretary of MGM MIRAGE since January 2002. Prior to joining MGM MIRAGE, Mr. Wright served as Vice President and Assistant General Counsel of Boyd Gaming Corporation and in other legal capacities for Boyd Gaming Corporation from September 1993
to July 2001.



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##### Table of Contents

|Item 11. | Executive Compensation.
|-------- | -----------------------

Compensation
Discussion and Analysis

Overview of Compensation Program

Under the terms of the Partnerships partnership agreement, the executive committee of the Partnership determines the compensation of the general manager, who is the Partnerships chief executive officer
(CEO), and the controller, who is the Partnerships chief financial officer and accounting officer (CFO). The Partnership does not have a separate compensation committee. With the exception of the compensation of the CEO
and CFO, which requires the executive committees approval, the CEO has responsibility for fixing the compensation of the other named executive officers. The Partnerships executive committee approves any new elements or significant
changes to the existing compensation program, such as the implementation of any new compensation components. In 2006, the Partnership did not grant any plan-based awards. The Partnership does not have publicly traded equity. Accordingly, it does not
award any equity-based compensation or utilize any equity-based guidelines in determining the compensation of its named executive officers. There are currently no employment contracts with any of the named executive officers.

Compensation Objectives

All of the named executive
officers have been with the Partnership since Silver Legacy opened in 1995 and have an average of 25 years of experience in the Reno gaming market. The Partnership has benefited from this experience and expertise, and its compensation objective is
to retain its named executive officers in an effort to support its overall long-term strategic and performance goals. The Partnership attempts to retain its named executive officers by paying total compensation that is fair, competitive and
reasonable and by using continued service as one of the determinates of total compensation through the utilization of its supplemental executive retirement program (SERP). As a result, the Partnerships compensation of its named
executive officers is designed to reward their continued service and their respective contributions to the maintenance of Silver Legacys position as an industry leader within the Reno market through its annual compensation and the utilization
of its SERP.

Executive Compensation Components

During
the year ended December 31, 2006, the components of compensation for the Partnerships named executive officers were:



| |  |  | base salary;
| | - |  | ------------



| |  |  | bonuses;
| | - |  | --------



| |  |  | retirement benefits; and
| | - |  | ------------------------



| |  |  | perquisites and other personal benefits.
| | - |  | ----------------------------------------

Base
Salary

The Partnerships original executive committee approved the compensation amounts for Gary Carano, the Partnerships
CEO, and Glenn Carano, the Partnerships Executive Director of Marketing, when the Partnership was established in 1995. Their base salaries were determined taking into account their extensive knowledge of the Reno market and prior experience in
the operation of the adjoining Eldorado Hotel & Casino, which is majority-owned by members of the Carano family, over a period of more than 15 years. The base salaries paid to these named executive officers have not changed since 1995.

The salaries paid in 2006 to the other two named executive officers, Bruce Sexton, the Partnerships Assistant General Manager, and
Stephanie Lepori, the Partnerships CFO, were determined by the CEO, and approved by the Executive Committee in the case of Stephanie Lepori, on a subjective basis taking into account the salaries for comparable positions at the adjoining
properties of our affiliates, Eldorado Hotel & Casino and Circus Circus Hotel-Casino, and other available compensation comparables within our market. In determining their salaries, consideration of his or her responsibility and experience
were also taken into account. During 2006, both Bruce Sexton and Stephanie Lepori were promoted to their current positions and received salary increases which took into account their increased responsibilities.

All of the salaries and bonuses of the named executive officers were paid in cash. With the exception of salaries for Gary Carano and Glenn Carano which
have not changed since 1995, salary levels are typically considered annually as part of the Partnerships performance review process as well as upon a promotion or other change in job responsibility. Any merit based increase in salary is based
on a subjective evaluation that, in addition to the factors discussed earlier, takes into account the individuals performance.



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Bonuses

The Partnership paid bonuses in 2006 for the first time since 2002 based on the recommendation of the CEO resulting from the Partnerships improved financial performance in 2006. The aggregate bonus amount paid to all of the
Partnerships salaried and supervisory employees, including the named executive officers, was based on the Partnerships 2006 financial results and was approved by its executive committee. The allocation of the aggregate bonus amount was
determined by the CEO and was generally allocated among the employees receiving bonuses based on their respective positions within the organization, with selective adjustments for factors such as length of service, individual performance and merit.
The highest individual bonus amount was $2,970, which was paid to 11 employees, including two named executive officers, Bruce Sexton and Stephanie Lepori. Based on the amounts they are paid in base salaries, Gary Carano and Glenn Carano each elected
not to take a bonus payment in 2006.

Retirement Benefits

The Partnership offers retirement benefits designed to retain employees and motivate long-term performance. All employees are eligible to participate in the Partnerships employee savings plan. In addition,
certain named executive officers are entitled to participate in the Partnerships SERP.

SERP

The Partnership established its SERP in 2002 as an important retention tool. The design of the Partnerships SERP is intended to compensate
participants upon retirement at a level equivalent to a percentage of their highest annual compensation received during the last five full calendar years preceding retirement. The percentages were set based on competitive data at the time the plan
was implemented, and are evaluated by the Partnerships retirement consultant and actuary on an annual basis. The Partnership balances the effectiveness of this plan as a compensation and retention tool with the cost to the Partnership of
providing the plan. Based on budget and cost constraints, no newly hired or promoted key employees have been admitted to the SERP since its inception date in 2002. The SERP is an unfunded, unsecured obligation of the Partnership and is not qualified
for tax purposes. The benefit formula under this plan is described in the section Pension Benefits. Management believes the SERP is a strong retention tool because the benefits generally increase with the named executive officers
continued employment and compensation. Also, plan benefits would be forfeited should a covered named executive officer enter into employment with a competitor of the Partnership after retirement or termination for cause.

Employee Savings Plan

The Partnership offers a
defined contribution 401(k) plan which covers all employees who meet certain age and length of service requirements and allows an employer contribution up to 25 percent of the first six percent of each participating employees compensation. The
plan is qualified under Section 401(k) of the Internal Revenue Code. The Partnership maintains the plan to attract and retain qualified employees, including the named executive officers, and to encourage employees to save some percentage of
their cash compensation for their eventual retirement.

Perquisites and Other Personal Benefits

The Partnership provides limited perquisites intended to serve specific business needs such as the entertainment of significant customers or other
individuals doing business with the Partnership; however, it is understood that some may be used for personal reasons as well. In 2006, the perquisites provided to the Partnerships named executive officers consisted of dues for country club
memberships, executive medical physicals, complimentary personal meals, and complimentary personal tickets for various events.

COMPENSATION COMMITTEE REPORT

The executive committee of the Partnership, which functions in a manner similar to the board
of directors of a corporation and does not have a separate compensation committee, has reviewed and discussed the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K with management. Based on the review and
discussions referred to in the preceding sentence, the Partnerships executive committee has recommended that the Compensation Discussion and Analysis be included in this annual report on Form 10-K for the year ended December 31, 2006.



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| |  |  |  |  |  |                                                                                  |  | 
| |  |  |  |  |  | -------------------------------------------------------------------------------- |  | 
| |  |  |  |  |  | THE EXECUTIVE COMMITTEE                                                          |  | 
| |  |  |  | 
| |  |  |  |  |  | Frank R. Baldwin Robert H. Baldwin Gene R. Carano Gary N. Jacobs Robert M.
Jones |  | 

Summary Compensation Table

The following table summarizes the total compensation paid to or earned by each of the Partnerships named executive officers for the year ended
December 31, 2006. During the year ended December 31, 2006, none of the directors or officers of Capital received any remuneration for their services in those capacities.



|                                                                                                                      |  |      |  |            |         |           |   |       |                 |  |                 |  |                                          |  |                                                                              |  |                               |         |  |           |        |     |  |   |        
|--------------------------------------------------------------------------------------------------------------------- |  | ---- |  | ---------- | ------- | --------- | - | ----- | --------------- |  | --------------- |  | ---------------------------------------- |  | ---------------------------------------------------------------------------- |  | ----------------------------- | ------- |  | --------- | ------ | --- |  | - | -------
|(a)                                                                                                                   |  | (b)  |  | (c)        |         | (d)       |   |       | (e)             |  | (f)             |  | (g)                                      |  | (h)                                                                          |  | (i)                           |         |  | (j)      
|Name and Principal Position                                                                                           |  | Year |  | Salary ($) |         | Bonus ($) |   |       | StockAwards ($) |  | OptionAwards($) |  | Non-EquityIncentive PlanCompensation ($) |  | Change inPension Valueand Nonquali-fied
DeferredCompensationEarnings (1) ($) |  | All OtherCompensation (2) ($) |         |  | Total ($)
|Gary L. Carano                                                                                                        |  | 2006 |  | $          | 400,000 |           |   |      |                 |  |                |  |                                         |  |                                                                             |  | $                             | 203,540 |  | $         | 3,123  | (3) |  | $ | 606,663
|General Manager of Silver Legacy and Chief Executive Officer of the Partnership                                       |  |      |  |            |         |           |   |       |                 |  |                 |  |                                          |  |                                                                              |  |                               |         |  |           |        |     |  |   |        
|                                                                                                                      |  |      |  |            |         |           |   |       |                
|Glenn T. Carano                                                                                                       |  | 2006 |  | $          | 400,000 |           |   |      |                 |  |                |  |                                         |  |                                                                             |  | $                             | 59,858  |  | $         | 30,483 | (4) |  | $ | 490,341
|Executive Director of Marketing of Silver Legacy and Secretary of the Partnership                                     |  |      |  |            |         |           |   |       |                 |  |                 |  |                                          |  |                                                                              |  |                               |         |  |           |        |     |  |   |        
|                                                                                                                      |  |      |  |            |         |           |   |       |                
|Bruce C. Sexton (5)                                                                                                   |  | 2006 |  | $          | 214,583 |           | $ | 2,970 | (6)             |  |                |  |                                         |  |                                                                             |  | $                             | 45,866  |  | $         | 2,081  | (7) |  | $ | 265,500
|Assistant General Manager of Silver Legacy                                                                            |  |      |  |            |         |           |   |       |                 |  |                 |  |                                          |  |                                                                              |  |                               |         |  |           |        |     |  |   |        
|                                                                                                                      |  |      |  |            |         |           |   |       |                
|Stephanie D. Lepori (8)                                                                                               |  | 2006 |  | $          | 127,083 |           | $ | 2,970 | (6)             |  |                |  |                                         |  |                                                                             |  |                               |        |  | $         | 1,023  | (9) |  | $ | 131,076
|Chief Financial Officer of Silver Legacy and Controller and Chief Accounting and Financial Officer of the Partnership |  |      |  |            |         |           |   |       |                 |  |                 |  |                                          |  |                                                                              |  |                               |         |  |           |        |     |  |   |        

---

|(1) | This column represents the change in pension value in 2006 for each of the named executive officers participating in the SERP. The value was calculated as the difference between the
present value of each named executive officers accrued benefit as of December 31, 2006 less the similar value calculated as of December 31, 2005. The present values were calculated using the same discount rate and mortality table
that were used in our financial disclosures on those dates. Stephanie Lepori is not covered by the SERP.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | The Partnership provides limited perquisites and personal benefits intended to serve specific business needs such as the entertainment of significant customers or other individuals
doing business with the Partnership; however, it is understood that some may be used for personal reasons as well. In 2006, the perquisites and personal benefits provided to the Partnerships named executive officers consisted of dues for
country club memberships, executive medical physicals, complimentary personal meals, and complimentary personal tickets for various events. The incremental cost to the Partnership on the perquisites and personal benefits received by Glenn Carano
during 2006 is included in the table. The value of the perquisites and personal benefits received by each of the three other named executive officers in 2006 is not included in the table because the perquisites and personal benefits received by each
of these individuals involved an aggregate incremental cost to the Partnership of less than $10,000.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Includes $123 in premiums paid by the Partnership for life and accidental death insurance for the benefit of Gary Carano and $3,000 in matching contributions paid by the Partnership
under the Partnerships 401(k) savings plan for his account.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Includes $123 in premiums paid by the Partnership for life and accidental death insurance for the benefit of Glenn Carano, $4,000 in matching contributions paid by the Partnership
under the Partnerships 401(k) savings plan for his account, and $26,360 of perquisites and personal benefits received in 2006. These perquisites and personal benefits include golf membership dues for which the Partnership incurred a cost of
$25,460, representing the full amount of dues paid by the Partnership on account of Glenn Caranos golf membership.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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|(5) | Bruce Sexton held the position of Chief Financial Officer of Silver Legacy and Controller and Chief Accounting and Financial Officer of the Partnership until his promotion to
Assistant General Manager of Silver Legacy effective June 13, 2006.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | The highest individual bonus amount paid to all of the Partnerships salaried and supervisory employees including named executive officers, Bruce Sexton and Stephanie Lepori,
was $2,970.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(7) | Includes $123 in premiums paid by the Partnership for life and accidental death insurance for the benefit of Bruce Sexton and $1,958 in matching contributions paid by the
Partnership under the Partnerships 401(k) savings plan for his account.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(8) | Stephanie Lepori was promoted to the position of Chief Financial Officer of Silver Legacy and Controller and Chief Accounting and Financial Officer of the Partnership effective
June 13, 2006. Prior to such date, she was compensated for her position as Director of Finance for Silver Legacy.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(9) | Includes $48 in premiums paid by the Partnership for life and accidental death insurance for the benefit of Stephanie Lepori and $975 in matching contributions paid by the
Partnership under the Partnerships 401(k) savings plan for her account.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Pension Benefits

The Partnership offers the SERP to seven of its current employees, including three of its named executive officers, to provide each participating employee
a targeted income on retirement relative to the employees highest annual compensation amount within the last five full calendar years preceding retirement. The plan is unfunded and is not qualified for tax purposes. Also, the
participants benefits are subject to the claims of general creditors should the Partnership become insolvent.

Depending on a
participating named executive officers tier and years of service, the following percentages are applied to his highest annual compensation amount within the last five full calendar years preceding retirement to determine the annual benefit
payable upon retirement at or after age 60:



|                                         |  |                       |   |  |             |   |  |          |  
|---------------------------------------- |  | --------------------- | - |  | ----------- | - |  | -------- | -
|Years of Service (1)                     |  | Tier I (2)            |   |  | Tier II (3) |   |  | Tier III |  
|                                         |  | Applicable Percentage |  
|Less than four (4)                       |  | 0                     | % |  | 0           | % |  | 0        | %
|Four (4), but less than (6)              |  | 20                    |   |  | 15          |   |  | 5        |  
|Six (6), but less than eight (8)         |  | 25                    |   |  | 20          |   |  | 10       |  
|Eight (8), but less than ten (10)        |  | 30                    |   |  | 25          |   |  | 15       |  
|Ten (10), but less than twelve (12)      |  | 40                    |   |  | 30          |   |  | 20       |  
|Twelve (12), but less than fourteen (14) |  | 50                    |   |  | 35          |   |  | 25       |  
|Fourteen (14) or more                    |  | 60                    |   |  | 40          |   |  | 30       |  

| | 
| | 

| | (1) | Each participating named executive officer had 12 years of service at December 31, 2006.
| | --- | ----------------------------------------------------------------------------------------

| | (2) | Gary Carano is a Tier I participant.
| | --- | ------------------------------------

| | (3) | Glenn Carano and Bruce Sexton are Tier II participants.
| | --- | -------------------------------------------------------

Normal retirement under the plan is at age 65. Because each participating named executive officer has completed four years of service, early retirement benefits may commence for each upon attainment of age 55 at a reduced annual benefit.
The annual benefit payable at age 60 is reduced by 5% for each full or partial year the early retirement date precedes age 60. Benefits are not reduced for retirement at/or after age 60.

The following table sets forth information with respect to the SERP as of December 31, 2006:

Pension Benefits

As of December 31, 2006



|                        |  |                                                      |  |                                       |  |                                           |           |                                      |  
|----------------------- |  | ---------------------------------------------------- |  | ------------------------------------- |  | ----------------------------------------- | --------- | ------------------------------------ | -
|Name (a)                |  | Plan Name (b)                                        |  | Numberof Yearsof Credited Service (c) |  | PresentValue ofAccumulatedBenefit
(1) (d) |           | Payments During Last Fiscal Year (e)
|Gary L. Carano          |  | Silver Legacy Supplemental Executive Retirement Plan |  | 12                                    |  | $                                         | 1,289,359 |                                      | 
|                        |  |                                                      |  |                                      
|Glenn T. Carano         |  | Silver Legacy Supplemental Executive Retirement Plan |  | 12                                    |  | $                                         | 713,077   |                                      | 
|                        |  |                                                      |  |                                      
|Bruce C. Sexton         |  | Silver Legacy Supplemental Executive Retirement Plan |  | 12                                    |  | $                                         | 410,338   |                                      | 
|                        |  |                                                      |  |                                      
|Stephanie D. Lepori (2) |  |                                                     |  |                                      |  |                                           |          |                                      | 



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##### Table of Contents

| | 
| | 

| | (1) | The accumulated benefit is based on service and earnings (base salary and bonus, as described above) considered by the plan for the period through December 31, 2006. The
present value is calculated assuming the benefit commences at normal retirement age 65 and that the benefit is payable for life. It is also based on the assumptions included in the accompanying footnotes to the financial statements. As described in
these footnotes, the assumed interest rate is 5.85%. If the assumed retirement age were changed to age 60, the present value for each of the named executive officers would instead be $1,945,201, $1,078,974, and $619,060 for Gary Carano, Glenn Carano
and Bruce Sexton, respectively. The post-retirement mortality assumption is based on 110% of the RP2000-Mortality Table. All of the participating named executive officers were vested in the SERP as of December 31, 2006.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| | (2) | Stephanie Lepori is not covered by the SERP.
| | --- | --------------------------------------------

Under the SERP, plan
benefits vary depending on the event which causes the employment termination. The following is a brief description of the benefits payable upon different termination events:



| |  |  | In the event a named executive officer enters into competitive employment after termination or retirement, the named executive officers pension will be forfeited.
The forfeiture provision would be waived if the named executive officers termination occurs after a change in control.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | In the event of termination for cause, the named executive officer will forfeit all rights to benefits under the plan.
| | - |  | ----------------------------------------------------------------------------------------------------------------------



| |  |  | In the event of death before retirement, the named executive officers beneficiary will be entitled to receive the present value of the benefit the named
executive officer would have been entitled to receive as an early retirement benefit.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | In the event a disability occurs before retirement, the named executive officer will receive an income equal to the accumulated benefit at the time the disability
occurs, unreduced for the commencement of the benefit prior to age 65. The benefit will commence immediately if the named executive officer is 55 or older at the time the disability occurs, or, if the named executive officer has not reached the age
of 55, once the named executive officer attains age 55 and, in either case, will continue as long as the named executive officer remains disabled.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The following table sets forth the respective amounts that would be payable under the SERP upon termination of employment for the reasons indicated assuming the termination event occurred on December 31, 2006.

Pension Benefits Payable Upon Termination

As of December 31, 2006



|                        |  |                                 |           |                                                              |   |                                                                              |  |                                            |         |  |  
|----------------------- |  | ------------------------------- | --------- | ------------------------------------------------------------ | - | ---------------------------------------------------------------------------- |  | ------------------------------------------ | ------- |  | -
|Name (a)                |  | Lump-Sum Payable Upon Death (b) |           | Annual IncomePayable Upon Disability(Beginning
atAge 55) (c) |   | AnnualIncomePayable forLife
UponVoluntaryTermination(Beginning atAge 60) (d) |  | AmountPayable UponTerminationfor Cause (e)
|Gary L. Carano          |  | $                               | 2,156,720 |                                                              | $ | 226,046                                                                      |  | $                                          | 226,046 |  | 
|Glenn T. Carano         |  | $                               | 1,190,008 |                                                              | $ | 153,714                                                                      |  | $                                          | 153,714 |  | 
|Bruce C. Sexton         |  | $                               | 685,288   |                                                              | $ | 76,144                                                                       |  | $                                          | 76,144  |  | 
|Stephanie D. Lepori (1) |  |                                 |          |                                                              |   |                                                                             |  |                                            |        |  | 

| | 
| | 

| | (1) | Stephanie Lepori is not covered by the SERP.
| | --- | --------------------------------------------



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Director Compensation

None of the members of the Partnerships executive committee, which functions in a manner similar to a board of directors of a corporation, the executive officer or director of our managing partner, Galleon, or
the members of the board of directors of Capital or its executive officers is compensated by the Partnership or Capital for his services in these capacities. The perquisites and personal benefits received by each member of the executive committee
who received perquisites or personal benefits in 2006, consisting of complimentary personal meals and tickets for various events, involved an aggregate incremental cost to the Partnership of less than $10,000.

Compensation Committee Interlocks and Insider Participation

The compensation of the Partnerships CEO and CFO is determined by the Partnerships executive committee, and the compensation of the Partnerships other executives is determined by the Partnerships CEO. The only
individuals who served on the Partnerships executive committee during the year ended December 31, 2006 were Frank R. Baldwin, Gene R. Carano, Gary N. Jacobs, Robert M. Jones and Robert H. Baldwin, each of whom is currently an executive
committee member. None of the individuals who served on the executive committee during 2006 is or has ever been an officer or employee of the Partnership or any subsidiary of the Partnership, including Capital.

During the year ended December 31, 2006, Gary L. Carano, the Partnerships Chief Executive Officer, served on the Board of Managers of Eldorado
Resorts LLC, and Gene R. Carano, Vice President and Secretary of Eldorado Resorts LLC, served on the Partnerships executive committee.

Three-Property Payments. Registered hotel guests at Silver Legacy have the ability to charge to their hotel rooms the costs incurred at the restaurants and shops located within Circus Circus Hotel and Casino, Eldorado
Hotel & Casino and Silver Legacy. In addition, registered hotel guests at the Circus Circus Hotel and Casino and the Eldorado Hotel & Casino may charge costs incurred at Silver Legacy outlets to their hotel rooms. Any of these
charges that are incurred by a paying guest are paid by the guest when he or she checks out and Silver Legacy remits to the other two properties, and the other two properties remit to Silver Legacy, the respective amounts collected for charges
incurred at the other properties. In the case of registered guests who are provided room, food, beverage and other services on a complimentary basis, the property where the guest is registered pays the other property the respective amounts of any
charges to the guests room for services provided on a complimentary basis by the other property. The following table sets forth for the year ended December 31, 2006, the respective amounts paid for such complimentary charges by Silver
Legacy to the Circus and Eldorado properties and the respective amounts received by Silver Legacy from the Circus and Eldorado properties.



|              |  |               |  |        |       
|------------- |  | ------------- |  | ------ | ------
|Payor         |  | Payee         |  | Amount
|Silver Legacy |  | Circus Circus |  | $      |      
|Silver Legacy |  | Eldorado      |  |        | 24,446
|Circus Circus |  | Silver Legacy |  |        | 779   
|Eldorado      |  | Silver Legacy |  |        | 2,687 

The Eldorado Hotel & Casino is owned by Eldorado Resorts LLC, which is 63.0% owned
directly or indirectly by members of the Carano family, including Gary L. Carano, the Partnerships Chief Executive Officer, Glenn T. Carano, Secretary of the Partnership, and Gene R. Carano, a member of the Partnerships executive
committee.

Gary N. Jacobs has, since June 2000, been an executive officer of MGM MIRAGE which acquired Mandalay Resort Group on
April 25, 2005 and, as a result of such acquisition, now owns and operates the Circus Circus Hotel and Casino through a wholly owned subsidiary. Gene R. Carano is currently assistant general manager of the Eldorado Hotel & Casino and
was their general manager from 1996 through 2001. In addition, he has been a vice president and a member of the board of managers of the Eldorado Hotel & Casino since July 1996 and, since July 1996, he and Robert M. Jones have been
executive officers of Eldorado Resorts LLC, which owns 96% of ELLC. Robert H. Baldwin has since 1987 been an executive officer of various operating subsidiaries of MGM MIRAGE.

Eldorado Limited Liability Company and Galleon, Inc. Subject to any contractual
restrictions to which the Partnership is subject, including the indenture relating to the 101/8% mortgage notes due 2012
co-issued by the Partnership and Capital (the Notes), and prior to the occurrence of a Liquidating Event, the Partnership is required by the Agreement of Joint Venture of Circus and Eldorado Joint Venture dated as of
March 1, 1994 (the Original Partnership Agreement, as the same was amended concurrent with the issuance of the Notes and subsequently amended in April 2002, the Partnership Agreement) to make distributions to its partners as
follows:

(a) For each year, an amount equal to the estimated taxable income of the Partnership allocable to
each partner multiplied by the greater of the maximum marginal federal income tax rate applicable to individuals for such period or



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the maximum marginal federal income tax rate applicable for corporations for such period (as of the date hereof both rates are 35%); provided, however, that
if the State of Nevada enacts an income tax (including any franchise tax based on income), the applicable tax rate for any tax distributions subsequent to the effective date of such income tax shall be increased by the higher of the maximum marginal
individual tax rate or corporate income tax rate imposed by such tax (after reduction for the federal tax benefit for the deduction of state taxes, using the maximum marginal federal individual or corporate rate, respectively).

(b) Annual distributions of remaining Net Cash From Operations in proportion to the percentage interests of the partners.

(c) Distributions of Net Cash From Operations in amounts or at times that differ from those described in
(a) and (b) above, provided in each case that both partners agree in writing to the distribution in advance thereof.

As defined
in the Partnership Agreement, the term Net Cash From Operations means the gross cash proceeds received by the Partnership, less the following amounts: (i) cash operating expenses and payments of other expenses and obligations of the
Partnership, including interest and scheduled principal payments on Partnership indebtedness, including indebtedness owed to the partners, if any, (ii) all capital expenditures made by the Partnership, and (iii) such reasonable reserves as
the partners deem necessary in good faith and in the best interests of the Partnership to meet anticipated future obligations and liabilities of the Partnership (less any release of reserves previously established, as similarly determined). As
defined in the Partnership Agreement, the term Liquidating Event means the first to occur of any of (i) January 1, 2053, (ii) the sale of all or substantially all of the Partnership property, (iii) the unanimous vote
of the partners to dissolve, wind up, and liquidate the Partnership, (iv) the happening of any other event that makes it unlawful or impossible to carry on the business of the Partnership, (v) the occurrence of an Event of Bankruptcy (as
defined the Partnership Agreement) of a partner, or (vi) the partners are unable to agree upon a replacement managing partner as provided in the Partnership Agreement.

The payments, representing tax distributions, made to the Partnerships partners during the year ended December 31, 2006 were as follows:



|        |  |        |          
|------- |  | ------ | ---------
|Partner |  | Amount
|ELLC    |  | $      | 1,616,000
|Galleon |  | $      | 1,616,000

ELLC is 96% owned by Eldorado Resorts LLC, which is 63.0% owned directly or indirectly by members
of the Carano family, including Gary L. Carano, the Partnerships Chief Executive Officer, Glenn T. Carano, Secretary of the Partnership and Gene R. Carano, a member of the Partnerships executive committee.

Recreational Enterprises, Inc. From time to time, Silver Legacy has utilized a King Air aircraft owned by King Air Operations LLC, a wholly
owned subsidiary of Recreational Enterprises, Inc. (REI), for the purpose of providing air service to select customers. During the year ended December 31, 2006, the Partnership paid $38,600 for such services. We believe the terms on
which we have utilized this service are at least as favorable to us as those that would be available from an unrelated third party. Although there is no agreement obligating the Partnership to utilize the plane or entitling it to do so, it is
anticipated that the Partnership will continue to utilize this service from time to time in the future on terms mutually acceptable to the parties. REI, which owns 55% of Eldorado Resorts LLC, is owned by various members of the Carano family,
including Gary L. Carano, Silver Legacys General Manager, Glenn T. Carano, Silver Legacys Executive Director of Marketing, and Gene R. Carano, a member of the Partnerships executive committee, each of whom owns an approximately
10.1% beneficial interest in REI, and Donald L. Carano, the father of Gary, Glenn and Gene Carano, who owns an approximately 49.5% interest in REI.

Sierra Adventure Equipment Leasing, Inc. From time to time, Silver Legacys marketing and sales departments have utilized a yacht owned by Sierra Adventure Equipment Leasing, Inc. (Sierra Leasing) for various
promotional events. The payments made by the Partnership to Sierra Leasing for the use of the yacht during the year ended December 31, 2006 were based on a flat rate per trip of $3,000 ($2,000 if the trip was shared with our partner, ELLC) and
totaled $13,300. Although there is no agreement obligating the Partnership to utilize the yacht or entitling it to do so, it is anticipated that the Partnership will continue to utilize this service from time to time in the future on terms mutually
acceptable to the parties. Sierra Leasing is owned by Donald L. Carano, the father of Gary L. Carano, Silver Legacys General Manager, Glenn T. Carano, Silver Legacys Executive Director of Marketing, and Gene R. Carano, a member of the
Partnerships executive committee.

Eldorado Resorts LLC. Eldorado Resorts LLC owns the skywalk that connects Silver
Legacy with the Eldorado Hotel & Casino. The charges from the service provider for the utilities associated with this skywalk are billed to the



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Partnership together with the charges for the utilities associated with Silver Legacy. Such charges are paid to the service provider by the Partnership, and
the Partnership is reimbursed by Eldorado Resorts LLC for the portion of the charges allocable to the utilities provided to the skywalk. The charges for the utilities provided to the skywalk during the year ended December 31, 2006 totaled
$88,500.

In October 2005, the Partnership began providing on-site laundry services for Eldorado Resorts LLC related to the cleaning of
certain types of linens. Although there is no agreement obligating Eldorado Resorts LLC to utilize this service, it is anticipated that the Partnership will continue to provide these laundry services in the future. The Partnership charges Eldorado
Resorts LLC for labor and laundry supplies on a per unit basis which totaled $51,000 during the year ended December 31, 2006. We believe the terms on which the Partnership provided these services were at least as favorable to it as those that
would have been obtained in comparable transactions with an unaffiliated third party.

Since 1998, the Partnership has purchased from
Eldorado Resorts LLC homemade pasta and other products for use in the restaurants at Silver Legacy and it is anticipated that the Partnership will continue to make similar purchases in the future. For purchases of these products during the year
ended December 31, 2006, which are billed to the Partnership at cost plus associated labor, the Partnership paid Eldorado Resorts LLC $48,100. ELLC, which owns 50% of the Partnership, is 96% owned by Eldorado Resorts LLC.

MGM MIRAGE. Silver Legacy utilizes 235 spaces in the parking garage at the Circus Circus Hotel and Casino to provide parking for employees of
Silver Legacy. In consideration for its use of the spaces, the Partnership pays the Circus Circus Hotel and Casino rent in the amount of $5,000 per month. We believe the terms on which we have utilized this service are at least as favorable as those
that would have been available from an unrelated third party. Although there is no agreement obligating the Partnership to continue utilizing the spaces or entitling it to do so, it is anticipated that the Partnership will continue this arrangement
for the foreseeable future. The Circus Circus Hotel and Casino is owned by a wholly owned subsidiary of MGM MIRAGE.



|Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters.
|-------- | -----------------------------------------------------------------------------------------------

Capital

All of the issued and outstanding capital stock of Capital is owned by the Partnership.

The Partnership

The Partnership is a
joint venture in the form of a general partnership in which Galleon, Inc., a wholly owned subsidiary of MGM MIRAGE and the Partnerships managing partner, and Eldorado Limited Liability Company, a 96% owned subsidiary of Eldorado Resorts LLC,
each owns a 50% equity interest.

The following table sets forth certain information as of the date hereof with respect to the beneficial
ownership of partnership interests in the Partnership by (i) each person known by the Partnership to be a beneficial owner of a greater than 5% interest in the Partnership, (ii) each partner in the Partnership, (iii) each member of
the executive committee of the Partnership, (iv) each director of Capital, (v) each executive officer of the Partnership and Capital, (vi) each executive officer of Galleon, (vii) all executive committee members and executive
officers of the Partnership, as a group, and (viii) all directors and executive officers of Capital, as a group. Except as otherwise indicated in the footnotes to the table below, Galleon, Inc. and Eldorado Limited Liability Company each has
sole voting and dispositive power with respect to its interest in the Partnership. Except as otherwise indicated, the address of each person listed in the table below is c/o Circus and Eldorado Joint Venture, 407 North Virginia Street, Reno,
Nevada 89501.



|                                                                                      |  |                                                                         |  
|------------------------------------------------------------------------------------- |  | ----------------------------------------------------------------------- | -
|                                                                                      |  | Percentage of Partnership Interest in Circus and Eldorado Joint
Venture |  
|Galleon, Inc.(1)                                                                      |  | 50                                                                      | %
|Eldorado Limited Liability Company(2)                                                 |  | 50                                                                      | %
|MGM MIRAGE(1)                                                                         |  | 50                                                                      | %
|Eldorado Resorts LLC(2)                                                               |  | 50                                                                      | %
|Recreational Enterprises, Inc.(2)                                                     |  | 50                                                                      | %
|Donald L. Carano                                                                      |  |                                                                        |  
|Gary L. Carano                                                                        |  |                                                                        |  
|Glenn T. Carano                                                                       |  |                                                                        |  
|Bruce C. Sexton                                                                       |  |                                                                        |  
|Stephanie D. Lepori                                                                   |  |                                                                        |  
|Frank R. Baldwin                                                                      |  |                                                                        |  
|Robert H. Baldwin                                                                     |  |                                                                        |  
|Gene R. Carano                                                                        |  |                                                                        |  
|Gary N. Jacobs                                                                        |  |                                                                        |  
|Robert M. Jones                                                                       |  |                                                                        |  
|J. Terrence Lanni                                                                     |  |                                                                        |  
|James J. Murren                                                                       |  |                                                                        |  
|Bryan L. Wright                                                                       |  |                                                                        |  
|All executive officers and executive committee members of the Partnership, as a group |  |                                                                        |  
|All executive officers and directors of Capital, as a group                           |  |                                                                        |  



44



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---

|(1) | Galleon, Inc. is a wholly owned subsidiary of MGM MIRAGE. Under Rule 13d-3 of the Securities Exchange Act of 1934, MGM MIRAGE may be deemed to be an indirect beneficial owner of the
interest in the Partnership owned by Galleon, Inc. by virtue of its ownership of Galleon, Inc. The address of Galleon, Inc. and MGM MIRAGE is 3600 Las Vegas Boulevard South, Las Vegas, Nevada 89109.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Eldorado Limited Liability Company is a 96% owned subsidiary of Eldorado Resorts LLC. Under Rule 13d-3 of the Securities Exchange Act of 1934, Eldorado Resorts LLC, and, in turn,
Recreational Enterprises, Inc., the 55% owner of Eldorado Resorts LLC, may each be deemed to be an indirect beneficial owner of the interest in the Partnership owned by Eldorado Limited Liability Company by virtue of direct and/or indirect
controlling interests in Eldorado Limited Liability Company. The address of Eldorado Limited Liability Company and Eldorado Resorts LLC is P.O. Box 3399, Reno, Nevada 89505. The address of Recreational Enterprises, Inc. is P.O. Box 2540, Reno,
Nevada 89505.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Transfer of Partnership Interests

Except as expressly permitted by the Partnership Agreement, neither partner may transfer all or any portion of its interest in the Partnership or any rights therein without the unanimous consent of both partners. The
Partnership Agreement provides that a partner may transfer or convey all or any portion of its interest in the Partnership to an affiliate of such partner (subject to certain limitations), members of the partners family (which includes the
partners spouse, natural or adoptive lineal descendants, and trusts for their benefit), another partner, a personal representative of the partner or any person or entity approved by the unanimous consent of the partners.

Unless otherwise agreed by Galleon, Donald L. Carano or a member of his immediate family acceptable to Galleon, which acceptance may not be unreasonably
withheld, or an affiliate controlled by Donald L. Carano or a member of his immediate family acceptable to Galleon, which acceptance may not be unreasonably withheld, is required to be the manager of and control ELLC (or, if applicable, any entity
that is a permitted transferee and to which ELLC has transferred its interest in the Partnership). Unless otherwise agreed by ELLC, which may not be unreasonably withheld, Galleon (or, if applicable, any entity that is a permitted transferee and to
which Galleon has transferred its interest in the Partnership) is required to be controlled by MGM MIRAGE. In the event the limitation in this paragraph with respect to either partner is breached, the other partner will have the right (but not be
required) to exercise the buy-sell provisions described below.

Incorporated herein by reference is the information concerning our
partners pledges of their interests in the Partnership to secure the repayment of the indebtedness incurred pursuant to the Credit Facility and the Notes included under the captions The Notes and Senior Secured Credit
Facility in the Liquidity and Capital Resources section of our Managements Discussion and Analysis of our Financial Condition and Results of Operations in Item 7 of this report.

Limitation on Partners Actions

The Partnership
Agreement includes each partners covenant and agreement not to (i) take any action to require partition or to compel any sale with respect to its Partnership interest, (ii) take any action to file a certificate of dissolution or its
equivalent with respect to itself, (iii) take any action that would cause a bankruptcy of such partner, (iv) withdraw or attempt to withdraw from the Partnership, (v) exercise any power under the Nevada Uniform Partnership Act to
dissolve the Partnership, (vi) transfer all or any portion of its interest in the Partnership (other than as permitted hereunder), (vii) petition for judicial dissolution of the Partnership, or (viii) demand a return of such
partners contributions or profits (or a bond or other security for the return of such contributions or profits) without the unanimous consent of the partners. The Partnership



45



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Agreement also provides that if a partner attempts to (A) cause a partition or (B) withdraw from the Partnership or dissolve the Partnership, or
otherwise take any action in breach of its aforementioned agreements, the Partnership shall continue and (1) the breaching partner shall immediately cease to have the authority to act as a partner, (2) the other partner shall have the
right (but shall not be obligated unless it was so obligated prior to such breach) to manage the affairs of the Partnership, (3) the breaching partner shall be liable in damages, without requirement of a prior accounting, to the Partnership for
all costs and liabilities that the Partnership or any partner may incur as a result of such breach, (4) distributions to the breaching partner shall be reduced to 75% of the distributions otherwise payable to the breaching partner and
(5) the breaching partner shall continue to be liable to the Partnership for any obligations of the Partnership pursuant to the Partnership Agreement, and to be jointly and severally liable with the other partners for any debts and liabilities
(whether actual or contingent, known or unknown) of the Partnership existing at the time the breaching partner withdraws or dissolves.

Buy-Sell
Provision

Beginning July 1, 2005 either partner (provided such partner is not in default of any of the provisions of the
Partnership Agreement) may make an offer to purchase (Offer) the interest of the other partner, which will constitute an irrevocable offer by the partner giving the Offer either to (i) purchase all, but not less than all, of the
interest in the Partnership of the other partner free of liens and encumbrances for the amount specified in the Offer (the Sales Price), or (ii) sell all, but not less than all, of its interest in the Partnership free of liens and
encumbrances to the other partner for the amount specified in the Offer (the Purchase Price). The partner receiving an Offer will have a period of two months to accept the Offer to sell at the Sales Price or, in the alternative, to
require that the offering partner sell its interest to the other partner at the Purchase Price. The closing of the transaction for the sale or purchase of the Partnership interest shall occur not later than six months after the notice of election or
at such other time as may be required by the Nevada Gaming Authorities. Subject to any agreements to which the Partnership is a party, the partner purchasing the Partnership interest (the Purchasing Partner) shall be entitled to encumber
the Partnership property in order to finance the purchase, provided that the other partner (the Selling Partner) will have no liability, contingent or otherwise, under such financing. The Purchasing Partner may assign all or part of its
right to purchase the Partnership interest of the Selling Partner to an affiliate of the Purchasing Partner, provided that no such assignment relieves the Purchasing Partner of its obligations in the event of a default by the affiliate.

Dissolution, Winding Up and Liquidation

The
Partnership Agreement provides that the Partnership shall dissolve and commence winding up and liquidating upon the first to occur of any of (i) January 1, 2053, (ii) the sale of all or substantially all of the Partnership property,
(iii) the unanimous vote of the partners to dissolve, wind up, and liquidate the Partnership, (iv) the happening of any other event that makes it unlawful or impossible to carry on the business of the Partnership, (v) the occurrence
of an Event of Bankruptcy (as defined the Partnership Agreement) of a partner, or (vi) the partners are unable to agree upon a replacement managing partner as provided in the Partnership Agreement (each, a Liquidating Event).

The Partnership Agreement also includes the partners agreement that the Partnership shall not dissolve prior to the occurrence of a
Liquidating Event, notwithstanding any provision of the Nevada Uniform Partnership Act to the contrary. If it is determined by a court of competent jurisdiction that the Partnership has dissolved prior to the occurrence of a Liquidating Event, the
partners have agreed to continue the business of the Partnership without a winding up or liquidation.

Upon the occurrence of a Liquidating
Event, the Partnership will continue solely for the purpose of winding up its affairs in an orderly manner, liquidating its assets, and satisfying the claims of its creditors and partners. The managing partner will be responsible for overseeing the
winding up and liquidation of the Partnership, taking full account of the Partnerships liabilities and assets, causing the assets to be liquidated as promptly as is consistent with obtaining the fair market value thereof, and causing the
proceeds therefrom, to the extent sufficient therefore, to be applied and distributed (i) first, to the payment and discharge of all of the Partnerships debts and liabilities to creditors other than partners, (ii) second, to the
payment and discharge of all of the Partnerships debts and liabilities to partners, and (iii) the balance, if any, to the partners in the amount of their respective capital accounts, after giving effect to all contributions,
distributions, and allocations for all periods or portions thereof.

Equity Compensation Plans

The following tables set forth certain information relating to equity compensation plans as of December 31, 2006 for the Partnership and Capital,
respectively.



46



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##### Table of Contents

Equity Compensation Plan InformationThe Partnership



|                                                           |  |                                                                                                |  |                                                                                |  |                                                                                                                                               
|---------------------------------------------------------- |  | ---------------------------------------------------------------------------------------------- |  | ------------------------------------------------------------------------------ |  | ----------------------------------------------------------------------------------------------------------------------------------------------
|Plan category                                              |  | Number of securities to be issued upon exercise
of outstanding options, warrants and rights(a) |  | Weighted-average exercise price of outstanding options, warrants and rights(b) |  | Number of securities remaining available for future
issuance under equity compensation plans (excluding securities reflected in column (a))(c)
|Equity compensation plans approved by security holders     |  | None                                                                                           |  |                                                                               |  | None                                                                                                                                          
|Equity compensation plans not approved by security holders |  | None                                                                                           |  |                                                                               |  | None                                                                                                                                          
|Total                                                      |  | None                                                                                           |  |                                                                               |  | None                                                                                                                                          

Equity Compensation Plan InformationCapital



|                                                           |  |                                                                                                |  |                                                                                |  |                                                                                                                                               
|---------------------------------------------------------- |  | ---------------------------------------------------------------------------------------------- |  | ------------------------------------------------------------------------------ |  | ----------------------------------------------------------------------------------------------------------------------------------------------
|Plan category                                              |  | Number of securities to be issued upon exercise
of outstanding options, warrants and rights(a) |  | Weighted-average exercise price of outstanding options, warrants and rights(b) |  | Number of securities remaining available for future
issuance under equity compensation plans (excluding securities reflected in column (a))(c)
|Equity compensation plans approved by security holders     |  | None                                                                                           |  |                                                                               |  | None                                                                                                                                          
|Equity compensation plans not approved by security holders |  | None                                                                                           |  |                                                                               |  | None                                                                                                                                          
|Total                                                      |  | None                                                                                           |  |                                                                               |  | None                                                                                                                                          



|Item 13. | Certain Relationships and Related Transactions.
|-------- | -----------------------------------------------

For information concerning certain transactions, including transactions with entities of which a member of the Partnerships executive committee is an executive officer or owns a beneficial interest in excess of 10%, see the discussion
under the heading Compensation Committee Interlocks and Insider Participation in Item 11 of this annual report, which is incorporated herein by reference.

None of the members of the Partnerships executive committee or its audit committee is independent as that term is defined under the current rules
of the NYSE. None of the Partnerships and Capitals securities are listed on the NYSE or any other national securities exchange or any national securities association, nor is there any current intention to so list any securities of the
Partnership or Capital in the future.

The Partnership has written policies and procedures related to the identification, review and
approval of related party transactions. Related party transactions typically involve various transactions with our affiliates, or subsidiaries of our affiliates, which generally provide the Partnership with an opportunity to obtain favorable terms
and/or premium products. However, pursuant to the Partnershipss policies and procedures, all related party transactions are reviewed by the executive committee to ensure that the terms are at least comparable with those obtainable from an
unaffiliated third party. Since the beginning of the Partnerships last fiscal year, there has not been any transaction required to be reported pursuant to Item 404(a) of Securities and Exchange Commission Regulation S-K that was not
subject to the prior review and approval of the executive committee, or not so reviewed and approved, pursuant to the Partnerships policies and procedures.



|Item 14. | Principal Accountant Fees and Services.
|-------- | ---------------------------------------

The
following table summarizes amounts billed by our auditors, Deloitte and Touche LLP, for accounting fees and services for the years ended December 31, 2006 and 2005.



|                   |  |      |         |      |   |        
|------------------ |  | ---- | ------- | ---- | - | -------
|                   |  | 2006 |         | 2005
|Audit fees         |  | $    | 136,000 |      | $ | 117,200
|Audit-related fees |  |      |        |      |   |       
|Tax fees           |  |      |        |      |   |       
|All other fees     |  |      |        |      |   |       



47



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Audit fees include the aggregate fees billed for professional services rendered for the audit of our
annual financial statements and review of financial statements included in our quarterly reports on Form 10-Q.

All of the services
provided by Deloitte and Touche LLP for 2006 and 2005 were approved by our audit committee, in each case, prior to the engagement.

We have
an established policy which requires the prior approval by our audit committee of any services provided by our auditors, Deloitte and Touche LLP.

PART IV



|Item 15. | Exhibits and Financial Statement Schedules.
|-------- | -------------------------------------------



|       |  |                                                                                                                                                                                                                                                                                                          
|------ |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|(a)(1) |  | Consolidated Financial Statements:                                                                                                                                                                                                                                                                       
|       | 
|       |  | Incorporated by reference in Item 8 of this annual report and included on pages F-1 through F-17 hereof are the following consolidated financial statements of Circus and Eldorado Joint
Venture and Silver Legacy Capital Corp. and the report thereon of independent registered public accounting firm:
|       | 
|       |  | Report of Independent Registered Public Accounting Firm,                                                                                                                                                                                                                                                 
|       | 
|       |  | Consolidated Balance Sheets at December 31, 2006 and 2005                                                                                                                                                                                                                                                
|       | 
|       |  | Consolidated Statements of Income for the Years Ended December 31, 2006, 2005 and 2004                                                                                                                                                                                                                   
|       | 
|       |  | Consolidated Statements of Partners Equity for the Years Ended December 31, 2006, 2005 and 2004                                                                                                                                                                                                         
|       | 
|       |  | Consolidated Statements of Cash Flows for the Years Ended December 31, 2006, 2005 and 2004                                                                                                                                                                                                               
|       | 
|       |  | Notes to Consolidated Financial Statements                                                                                                                                                                                                                                                               
|       | 
|(a)(2) |  | Supplemental Financial Statement Schedules:                                                                                                                                                                                                                                                              

SCHEDULE IIVALUATION AND QUALIFYING ACCOUNTS

(in thousands)



|                                     |  |                              |       |                               |   |            |  |                        |     |  |   |      
|------------------------------------ |  | ---------------------------- | ----- | ----------------------------- | - | ---------- |  | ---------------------- | --- |  | - | -----
|                                     |  | Years ended December 31,    
|                                     |  | Balance at Beginning of Year |       | Charged to Costs and Expenses |   | Deductions |  | Balance at End of
Year
|2006 Allowance for doubtful accounts |  | $                            | 1,075 |                               | $ | 371        |  | $                      | 667 |  | $ | 779  
|2005 Allowance for doubtful accounts |  |                              | 1,256 |                               |   | 452        |  |                        | 633 |  |   | 1,075
|2004 Allowance for doubtful accounts |  |                              | 1,361 |                               |   | 410        |  |                        | 515 |  |   | 1,256



|       |  |                                                                                                    
|------ |  | ---------------------------------------------------------------------------------------------------
|(a)(3) |  | The following exhibits are filed as part of this annual report or incorporated herein by reference:



|               |  |                                                                                                                                                                                                                                                                                                                                                  
|-------------- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Exhibit Number |  | Description                                                                                                                                                                                                                                                                                                                                      
|3.1            |  | Articles of Incorporation of Silver Legacy Capital Corp. (Incorporated by reference to Exhibit 3.1 to the Registrants Form S-4 Registration StatementCommission File Nos. 333-87202
and 333-87202(01))                                                                                                                                         
|               | 
|3.2            |  | Bylaws of Silver Legacy Capital Corp. (Incorporated by reference to Exhibit 3.2 to the Registrants Form S-4 Registration StatementCommission File Nos. 333-87202 and
333-87202(01))                                                                                                                                                            
|               | 
|3.3            |  | Amended and Restated Agreement of Joint Venture of Circus and Eldorado Joint Venture between Eldorado Limited Liability Company and Galleon, Inc. (Incorporated by reference to Exhibit 3.3 to the
Registrants Form S-4 Registration StatementCommission File Nos. 333-87202 and 333-87202(01))                                                
|               | 
|4.1            |  | Indenture, dated as of March 5, 2002, among the Registrants and The Bank of New York, with respect to the 101/8% Mortgage Notes due 2012 (Incorporated by reference to Exhibit 10.10.1 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp.
(Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)



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|               |  |                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            
|-------------- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Exhibit Number |  | Description                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                
|4.2            |  | Deed of Trust, Fixture Filing and Security Agreement with Assignment of Rents, dated as of February 26, 2002, by Circus and Eldorado Joint Venture, to First American Title Company of Nevada for
the benefit of The Bank of New York, as trustee (Incorporated by reference to Exhibit 10.10.2 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31,
2001)                                                                                 
|               | 
|4.3            |  | Security Agreement, dated as of March 5, 2002, by the Registrants for the benefit of The Bank of New York, as trustee (Incorporated by reference to Exhibit 10.10.3 to the Annual Report of
Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                                                                             
|               | 
|4.4            |  | Assignment of Rent and Revenues, entered into as of February 26, 2002, between Circus and Eldorado Joint Venture and The Bank of New York, as trustee (Incorporated by reference to Exhibit
10.10.4 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                                             
|               | 
|4.5            |  | Collateral Account Agreement, dated as of March 5, 2002, among the Registrants and The Bank of New York, as trustee (Incorporated by reference to Exhibit 10.10.5 to the Annual Report of Eldorado
Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                                                                               
|               | 
|4.6            |  | Environmental Indemnity, entered into as of March 5, 2002, by the Registrants (Incorporated by reference to Exhibit 10.10.6 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital
Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                                                                                                                     
|               | 
|4.7            |  | Registration Rights Agreement, dated as of March 5, 2002, among the Registrants and Banc of America Securities LLC (Incorporated by reference to Exhibit 4.7 to the Registrants Form S-4
Registration StatementCommission File Nos. 333-87202 and 333-87202(01))                                                                                                                                                                                                                                                                         
|               | 
|4.8            |  | Guaranty, dated as of March 5, 2002, made by Silver Legacy Capital Corp. in favor of Bank of America, N.A., as administrative agent (Incorporated by reference to Exhibit 10.9.3 to the Annual
Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                                                                
|               | 
|4.9            |  | Second Amended and Restated Security Agreement, dated as of March 5, 2002, between Circus and Eldorado Joint Venture and Bank of America, N.A., as administrative agent (Incorporated by reference
to Exhibit 10.9.4 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                            
|               | 
|4.10           |  | Guarantor Security Agreement, dated as of March 5, 2002, between Silver Legacy Capital Corp. and Bank of America, N.A., as administrative agent (Incorporated by reference to Exhibit 10.9.5 to
the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                                                    
|               | 
|4.11           |  | Second Amended and Restated Construction Deed of Trust, Fixture Filing and Security Agreement with Assignment of Rents, dated as of February 26, 2002, but effective March 5, 2002, among Circus
and Eldorado Joint Venture, First American Title Company of Nevada, as trustee, and Bank of America, N.A., as administrative agent (Incorporated by reference to Exhibit 10.9.6 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp.
(Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)
|               | 
|4.12           |  | Second Amended and Restated Assignment of Rents and Revenues, entered into as of February 26, 2002, but effective as of March 5, 2002, between Circus and Eldorado Joint Venture and Bank of
America, N.A., as administrative agent (Incorporated by reference to Exhibit 10.9.7 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31,
2001)                                                                                                
|               | 
|4.13           |  | Second Amended and Restated Collateral Account Agreement, dated March 5, 2002, between Circus and Eldorado Joint Venture and Bank of America, N.A., as administrative agent (Incorporated by
reference to Exhibit 10.9.8 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                                                                                                                                                        



49



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|               |  |                                                                                                                                                                                                                                                                                                                                                                                                                          
|-------------- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Exhibit Number |  | Description                                                                                                                                                                                                                                                                                                                                                                                                              
|4.14           |  | Intercreditor Agreement, dated as of March 5, 2002, among Bank of America, N.A., as administrative agent, The Bank ofNew York, as trustee, and the Registrants (Incorporated by
reference to Exhibit 10.9.9 to the Annual Report of EldoradoResorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year endedDecember 31, 2001)                                                     
|               | 
|4.15           |  | UCC Financing Statement Amendments                                                                                                                                                                                                                                                                                                                                                                                       
|               | 
|10.1*          |  | Silver Legacy Supplemental Executive Retirement Plan (Incorporated by reference to Exhibit 10.1 to the Registrants Form S-4 Registration StatementCommission File Nos. 333-87202 and
333-87202(01))                                                                                                                                                                                                                    
|               | 
|10.2           |  | Letter Agreement, dated June 13, 2002, between Circus and Eldorado Joint Venture and Bank of America, N.A. (Incorporated by reference to Exhibit 10.2 to the Registrants Form S-4
Registration StatementCommission File Nos. 333-87202 and 333-87202(01))                                                                                                                                                              
|               | 
|10.3           |  | Letter Agreement, dated April 8, 2003, between Circus and Eldorado Joint Venture and Bank of America, N.A. (Incorporated by reference to Exhibit 10.1 to the Registrants Quarterly Report on
Form 10-Q for the period ended March 31, 2003Commission File Nos. 333-87202 and 333-87202(01))                                                                                                                            
|               | 
|10.4           |  | Second Amended and Restated Credit Agreement, dated as of March 5, 2002, among Circus and Eldorado Joint Venture, Bank of America, N.A., Bank of Scotland, and U.S. Bank National Association
(Incorporated by reference to Exhibit 10.9.2 to the Annual Report of Eldorado Resorts LLC and Eldorado Capital Corp. (Commission File No. 333-11811) on Form 10-K for the year ended December 31, 2001)                    
|               | 
|10.5           |  | Amendment No. 1 to Second Amended and Restated Credit Agreement dated November 4, 2003 between Circus and Eldorado Joint Venture and Bank of America, N.A. (Incorporated by reference to Exhibit
10.1 to the Registrants Quarterly Report on Form 10-Q for the period ended September 30, 2003Commission File Nos. 333-87202 and 333-87202(01))                                                                        
|               | 
|10.6           |  | Modification of Second Amended and Restated Construction Deed of Trust, Fixture Filing and Security Agreement with Assignment of Rights dated November 3, 2003 between Circus and Eldorado Joint
Venture and Bank of America, N.A. (Incorporated by reference to Exhibit 10.2 to the Registrants Quarterly Report on Form 10-Q for the period ended September 30, 2003Commission File Nos. 333-87202 and 333-87202(01))
|               | 
|10.7           |  | Agreement and Plan of Merger dated as of June 15, 2004, among MGM MIRAGE, Mandalay Resort Group and MGM MIRAGE Acquisition Co. #61, a wholly owned subsidiary of MGM MIRAGE (Incorporated by
reference to Exhibit 2.1 to the Registrants Current Report on Form 8-K filed June 18, 2004Commission File Nos. 333-87202 and 333-87202(01))                                                                               
|               | 
|10.8           |  | Notice of Extension of Outside Date dated as of March 22, 2005 (Incorporated by reference to Exhibit 99.2 to Mandalay Resort Groups Current Report on Form 8-K filed March 28,
2005Commission File No. 1-8570)                                                                                                                                                                                                         
|               | 
|10.9           |  | Amendment No. 2 to Second Amended and Restated Credit Agreement dated June 15, 2005 between Circus and Eldorado Joint Venture and Bank of America, N.A. (Incorporated by reference to Exhibit 10
to the Registrants Current Report on Form 8-K filed June 20, 2005Commission File Nos. 333-87202 and 333-87202(01))                                                                                                    
|               | 
|10.10          |  | Amendment No. 3 to Second Amended and Restated Credit Agreement dated March 2, 2006 between Circus and Eldorado Joint Venture and Bank of America, N.A. (Incorporated by reference to Exhibit 10
to the Registrants Current Report on Form 8-K filed March 8, 2006Commission File Nos. 333-87202 and 333-87202(01))                                                                                                    
|               | 
|10.11          |  | Amendment No. 4 to Second Amended and Restated Credit Agreement dated March 28, 2007 between Circus and Eldorado Joint Venture and Bank of America, N.A.                                                                                                                                                                                                                                                                 
|               | 
|10.12          |  | Modification of Second Amended and Restated Assignment of Rents and Revenues dated March 28, 2007 between Circus and Eldorado Joint Venture and Bank of America, N.A.                                                                                                                                                                                                                                                    
|               | 
|10.13          |  | Second Modification of Second Amended and Restated Construction Deed of Trust, Fixture Filing and Security Agreement with Assignment of Rents dated March 28, 2007 between Circus and Eldorado
Joint Venture and Bank of America, N.A.                                                                                                                                                                                   
|               | 
|14             |  | Financial Code of Ethics (Incorporated by reference to Exhibit 14 to the Registrants Annual Report on Form 10-K for the year ended December 31, 2003Commission File Nos. 333-87202 and
333-87202(01))                                                                                                                                                                                                                  



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|               |  |                                                                                                                                                                                                                                                                
|-------------- |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Exhibit Number |  | Description                                                                                                                                                                                                                                                    
|21             |  | Subsidiaries of Registrants (Incorporated by reference to Exhibit 21 to the Registrants Form S-4 Registration StatementCommission File Nos. 333-87202 and
333-87202(01))                                                                                     
|               | 
|31.1           |  | Certification of Gary L. Carano                                                                                                                                                                                                                                
|               | 
|31.2           |  | Certification of Stephanie D. Lepori                                                                                                                                                                                                                           
|               | 
|32.1           |  | Certification of Gary L. Carano pursuant to 18 U.S.C. Section 1350                                                                                                                                                                                             
|               | 
|32.2           |  | Certification of Stephanie D. Lepori pursuant to 18 U.S.C. Section 1350                                                                                                                                                                                        
|               | 
|99.1           |  | Press Release dated as of June 16, 2004, jointly issued by MGM MIRAGE and Mandalay Resort Group (Incorporated by reference to Exhibit 99.1 to the Registrants Current Report on Form 8-K
filed June 18, 2004Commission File Nos. 333-87202 and 333-87202(01))
|               | 
|99.2           |  | Press release dated as of March 23, 2005 (Incorporated by reference to Exhibit 99.3 to Mandalay Resort Groups Current Report on Form 8-K filed March 28, 2005Commission File No.
1-8570)                                                                     

---

|* | Constitutes a management contract or compensatory plan or arrangement.
|- | ----------------------------------------------------------------------



51



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SIGNATURES

Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrants have duly caused this report to be signed on their behalf by the undersigned, thereunto duly authorized.



|                      |  |  |  |                                   |  |                                        
|--------------------- |  |  |  | --------------------------------- |  | ---------------------------------------
|                      |  |  |  | CIRCUS AND ELDORADO JOINT VENTURE
|                      |  |  | 
|Dated: March 30, 2007 |  |  |  | By:                               |  | /S/ GARY L. CARANO                     
|                      |  |  |  |                                   |  | Gary L. Carano, Chief Executive Officer
|                      |  |  |  |                                   |  |                                        



|                      |  |  |  |                             |  |                                        
|--------------------- |  |  |  | --------------------------- |  | ---------------------------------------
|                      |  |  |  | SILVER LEGACY CAPITAL CORP.
|                      |  |  | 
|Dated: March 30, 2007 |  |  |  | By:                         |  | /S/ GARY L. CARANO                     
|                      |  |  |  |                             |  | Gary L. Carano, Chief Executive Officer
|                      |  |  |  |                             |  |                                        

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed
below by the following persons on behalf of the registrants and in the capacities and on the dates indicated.



|                                            |  |                                                                                                                                                                                                                                                                      |  |               
|------------------------------------------- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | --------------
|Signature                                   |  | Title(s)                                                                                                                                                                                                                                                             |  | Date          
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Gary L. Carano Gary L.
Carano           |  | Chief Executive Officer of Circus and Eldorado Joint Venture and President and Chief Executive Officer of Silver Legacy Capital Corp. (Principal Executive Officer of each
Registrant)                                                                               |  | March 30, 2007
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Stephanie D. Lepori Stephanie D.
Lepori |  | Controller and Chief Accounting and Financial Officer of Circus and Eldorado Joint Venture and Treasurer and Chief Accounting and Financial Officer of Silver Legacy Capital Corp. (Principal
Accounting Officer and Principal Financial Officer of each Registrant) |  | March 30, 2007
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Frank R. Baldwin Frank R.
Baldwin       |  | Member of the Executive Committee of Circus and Eldorado Joint Venture and Director of Silver Legacy Capital Corp.                                                                                                                                                   |  | March 30, 2007
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Robert H. Baldwin Robert H.
Baldwin     |  | Member of the Executive Committee of Circus and Eldorado Joint Venture and Director of Silver Legacy Capital Corp.                                                                                                                                                   |  | March 30, 2007
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Gene R. Carano Gene R.
Carano           |  | Member of the Executive Committeeof Circus and Eldorado Joint Ventureand Director of Silver Legacy CapitalCorp.                                                                                                                                                      |  | March 30, 2007
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Gary N. Jacobs Gary N.
Jacobs           |  | Member of the Executive Committee of Circus and Eldorado Joint Venture and Director of Silver Legacy Capital Corp.                                                                                                                                                   |  | March 30, 2007
|                                            |  |                                                                                                                                                                                                                                                                     
|/S/ Robert M. Jones Robert M.
Jones         |  | Member of the Executive Committee of Circus and Eldorado Joint Venture and Director of Silver Legacy Capital Corp.                                                                                                                                                   |  | March 30, 2007

SUPPLEMENTAL INFORMATION TO BE FURNISHED WITH REPORTS FILED PURSUANT TO SECTION 15(d) OF THE ACT BY REGISTRANTS
WHICH HAVE NOT REGISTERED SECURITIES PURSUANT TO SECTION 12 OF THIS ACT.

Other than copies of its annual reports filed with the Securities
and Exchange Commission on Form 10-K, the Partnership and Capital do not provide annual reports to their security holders, and no proxy soliciting material has been sent, or is currently anticipated to be sent, to securities holders.

|
|
|



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INDEX TO CONSOLIDATED FINANCIAL STATEMENTS



|                                                                                                 |  |     
|------------------------------------------------------------------------------------------------ |  | ----
|                                                                                                 |  | Page
|Report of Independent Registered Public Accounting Firm                                          |  | F-2 
|Consolidated Balance Sheets as of December 31, 2006 and 2005                                     |  | F-3 
|Consolidated Statements of Income for the years ended December 31, 2006, 2005 and 2004           |  | F-4 
|Consolidated Statements of Partners Equity for the years ended December 31, 2006, 2005 and 2004 |  | F-5 
|Consolidated Statements of Cash Flows for the years ended December 31, 2006, 2005 and 2004       |  | F-6 
|Notes to Consolidated Financial Statements                                                       |  | F-7 



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##### Table of Contents

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Partners of

Circus and Eldorado Joint Venture

(doing
business as Silver Legacy Resort Casino) :

We have audited the accompanying consolidated balance sheets of Circus and Eldorado Joint Venture (doing
business as Silver Legacy Resort Casino) and subsidiary (collectively, the Joint Venture) as of December 31, 2006 and 2005, and the related consolidated statements of income, partners equity and cash flows for each of the
three years in the period ended December 31, 2006. Our audits also included the consolidated financial statement schedule included in Item 15(a)(2). These financial statements and financial statement schedule are the responsibility of the
Joint Ventures management. Our responsibility is to express an opinion on the financial statements and financial statement schedule based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial
statements are free of material misstatement. The Joint Venture is not required to have, nor were we engaged to perform, an audit of its internal control over financial reporting. Our audit included consideration of internal control over financial
reporting as a basis for designing audit procedures that are appropriate in the circumstances but not for the purpose of expressing an opinion on the effectiveness of the Joint Ventures internal control over financial reporting. Accordingly,
we express no such opinion. An audit also includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, as
well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion,
such consolidated financial statements present fairly, in all material respects, the financial position of Circus and Eldorado Joint Venture (doing business as Silver Legacy Resort Casino) and subsidiary as of December 31, 2006 and 2005, and
the results of their operations and their cash flows for each of the three years in the period ended December 31, 2006, in conformity with accounting principles generally accepted in the United States of America. Also, in our opinion, such
financial statement schedule, when considered in relation to the basic consolidated financial statements taken as a whole, presents fairly, in all material respects, the information set forth therein.

/s/ DELOITTE & TOUCHE LLP

Reno, Nevada

March 30, 2007



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

CONSOLIDATED BALANCE SHEETS

As of
December 31, 2006 and 2005

(In thousands)



|                                        |  |      |         |      |   |        
|--------------------------------------- |  | ---- | ------- | ---- | - | -------
|                                        |  | 2006 |         | 2005
|ASSETS                                  |  |      |         |      |   |        
|CURRENT ASSETS:                         |  |      |         |      |   |        
|Cash and cash equivalents               |  | $    | 47,179  |      | $ | 35,142 
|Accounts receivable, net                |  |      | 6,007   |      |   | 6,041  
|Inventories                             |  |      | 2,131   |      |   | 2,057  
|Prepaid expenses and other              |  |      | 3,346   |      |   | 4,216  
|                                        |  |      |         |      |   |        
|Total current assets                    |  |      | 58,663  |      |   | 47,456 
|PROPERTY AND EQUIPMENT, NET             |  |      | 255,769 |      |   | 258,521
|OTHER ASSETS, NET                       |  |      | 8,897   |      |   | 8,195  
|                                        |  |      |         |      |   |        
|Total Assets                            |  | $    | 323,329 |      | $ | 314,172
|                                        |  |      |         |      |   |        
|LIABILITIES AND PARTNERS EQUITY        |  |      |         |      |   |        
|CURRENT LIABILITIES:                    |  |      |         |      |   |        
|Accounts payable                        |  | $    | 6,694   |      | $ | 6,505  
|Accrued interest                        |  |      | 5,413   |      |   | 5,413  
|Accrued and other liabilities           |  |      | 10,752  |      |   | 9,006  
|                                        |  |      |         |      |   |        
|Total current liabilities               |  |      | 22,859  |      |   | 20,924 
|LONG-TERM DEBT                          |  |      | 159,679 |      |   | 159,616
|OTHER LONG-TERM LIABILITIES             |  |      | 5,195   |      |   | 4,004  
|                                        |  |      |         |      |   |        
|Total liabilities                       |  |      | 187,733 |      |   | 184,544
|                                        |  |      |         |      |   |        
|COMMITMENTS AND CONTINGENCIES (Note 11) |  |      |         |      |   |        
|PARTNERS EQUITY                        |  |      | 135,596 |      |   | 129,628
|                                        |  |      |         |      |   |        
|Total Liabilities and Partners Equity  |  | $    | 323,329 |      | $ | 314,172
|                                        |  |      |         |      |   |        

The accompanying notes are an integral part of these consolidated financial statements.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

CONSOLIDATED STATEMENTS OF INCOME

For the Years Ended December 31, 2006, 2005 and 2004

(In thousands)



|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|----------------------------------- |  | ---- | ------- | - | ---- | - | ------- | ---- |  | - | ------- | -
|                                    |  | 2006 |         |   | 2005 |   |         | 2004 | 
|OPERATING REVENUES:                 |  |      |         |   |      |   |         |      |  |   |         |  
|Casino                              |  | $    | 87,211  |   |      | $ | 83,191  |      |  | $ | 85,543  |  
|Rooms                               |  |      | 41,334  |   |      |   | 37,176  |      |  |   | 38,553  |  
|Food and beverage                   |  |      | 36,185  |   |      |   | 35,238  |      |  |   | 35,387  |  
|Other                               |  |      | 8,559   |   |      |   | 8,827   |      |  |   | 8,562   |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|                                    |  |      | 173,289 |   |      |   | 164,432 |      |  |   | 168,045 |  
|Less: promotional allowances        |  |      | (14,092 | ) |      |   | (15,122 | )    |  |   | (14,290 | )
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|Net operating revenues              |  |      | 159,197 |   |      |   | 149,310 |      |  |   | 153,755 |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|OPERATING EXPENSES:                 |  |      |         |   |      |   |         |      |  |   |         |  
|Casino                              |  |      | 43,573  |   |      |   | 43,695  |      |  |   | 42,326  |  
|Rooms                               |  |      | 12,604  |   |      |   | 11,810  |      |  |   | 11,881  |  
|Food and beverage                   |  |      | 25,684  |   |      |   | 24,255  |      |  |   | 24,476  |  
|Other                               |  |      | 6,593   |   |      |   | 7,077   |      |  |   | 6,800   |  
|Selling, general and administrative |  |      | 32,901  |   |      |   | 30,933  |      |  |   | 30,041  |  
|Depreciation                        |  |      | 12,656  |   |      |   | 11,754  |      |  |   | 10,622  |  
|Loss on disposition of assets       |  |      | 53      |   |      |   | 4       |      |  |   | 14      |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|Total operating expenses            |  |      | 134,064 |   |      |   | 129,528 |      |  |   | 126,160 |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|OPERATING INCOME                    |  |      | 25,133  |   |      |   | 19,782  |      |  |   | 27,595  |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|OTHER (INCOME) EXPENSE:             |  |      |         |   |      |   |         |      |  |   |         |  
|Interest expense, net               |  |      | 16,987  |   |      |   | 16,862  |      |  |   | 16,988  |  
|Interest income                     |  |      | (834    | ) |      |   | (355    | )    |  |   | (26     | )
|Other                               |  |      | (342    | ) |      |   | (103    | )    |  |   | (77     | )
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|Total other (income) expense        |  |      | 15,811  |   |      |   | 16,404  |      |  |   | 16,885  |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  
|NET INCOME                          |  | $    | 9,322   |   |      | $ | 3,378   |      |  | $ | 10,710  |  
|                                    |  |      |         |   |      |   |         |      |  |   |         |  

The accompanying notes are an integral part of these consolidated financial statements.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

CONSOLIDATED STATEMENTS OF PARTNERS EQUITY

For the Years Ended December 31, 2006, 2005 and 2004

(In thousands)



|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  
|--------------------------------------------------------------- |  | ------------- | ------ | - | --------------------- | - | ------ | ----- |  | - | ------- | -
|                                                                |  | Galleon, Inc. |        |   | Eldorado Resorts, LLC |   |        | Total | 
|BALANCE, January 1, 2004                                        |  | $             | 56,256 |   |                       | $ | 66,256 |       |  | $ | 122,512 |  
|Net income                                                      |  |               | 5,355  |   |                       |   | 5,355  |       |  |   | 10,710  |  
|Partners distributions                                         |  |               | (2,717 | ) |                       |   | (2,717 | )     |  |   | (5,434  | )
|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  
|Balance, December 31, 2004                                      |  |               | 58,894 |   |                       |   | 68,894 |       |  |   | 127,788 |  
|Net income                                                      |  |               | 1,689  |   |                       |   | 1,689  |       |  |   | 3,378   |  
|Partners distributions                                         |  |               | (769   | ) |                       |   | (769   | )     |  |   | (1,538  | )
|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  
|Balance, December 31, 2005                                      |  |               | 59,814 |   |                       |   | 69,814 |       |  |   | 129,628 |  
|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  
|Comprehensive income:                                           |  |               |        |   |                       |   |        |       |  |   |         |  
|Net income                                                      |  |               | 4,661  |   |                       |   | 4,661  |       |  |   | 9,322   |  
|Other comprehensive income minimum pension liability adjustment |  |               | (61    | ) |                       |   | (61    | )     |  |   | (122    | )
|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  
|Total comprehensive income                                      |  |               | 4,600  |   |                       |   | 4,600  |       |  |   | 9,200   |  
|Partners distributions                                         |  |               | (1,616 | ) |                       |   | (1,616 | )     |  |   | (3,232  | )
|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  
|BALANCE, December 31, 2006                                      |  | $             | 62,798 |   |                       | $ | 72,798 |       |  | $ | 135,596 |  
|                                                                |  |               |        |   |                       |   |        |       |  |   |         |  

The accompanying notes are an integral part of these consolidated financial statements.



F-5



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

CONSOLIDATED STATEMENTS OF CASH FLOWS

For the Years Ended December 31, 2006, 2005 and 2004

(In thousands)



|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|--------------------------------------------------------------------------------- |  | ---- | ------- | - | ---- | - | ------- | ---- |  | - | ------ | -
|                                                                                  |  | 2006 |         |   | 2005 |   |         | 2004 | 
|CASH FLOWS FROM OPERATING ACTIVITIES:                                             |  |      |         |   |      |   |         |      |  |   |        |  
|Net income                                                                        |  | $    | 9,322   |   |      | $ | 3,378   |      |  | $ | 10,710 |  
|Adjustments to reconcile net income to net cash provided by operating activities: |  |      |         |   |      |   |         |      |  |   |        |  
|Depreciation and amortization                                                     |  |      | 13,378  |   |      |   | 12,476  |      |  |   | 11,345 |  
|Loss on disposition of assets                                                     |  |      | 53      |   |      |   | 4       |      |  |   | 14     |  
|Increase in accrued pension cost                                                  |  |      | 840     |   |      |   | 915     |      |  |   | 872    |  
|Changes in assets and liabilities:                                                |  |      |         |   |      |   |         |      |  |   |        |  
|Accounts receivable, net                                                          |  |      | 34      |   |      |   | (1,509  | )    |  |   | (1,056 | )
|Inventories                                                                       |  |      | (74     | ) |      |   | 54      |      |  |   | (354   | )
|Prepaid expenses and other                                                        |  |      | 803     |   |      |   | (245    | )    |  |   | (291   | )
|Accounts payable                                                                  |  |      | 189     |   |      |   | 2,169   |      |  |   | 76     |  
|Accrued interest                                                                  |  |      |        |   |      |   | 13      |      |  |   |       |  
|Accrued and other liabilities                                                     |  |      | 1,746   |   |      |   | (35     | )    |  |   | 873    |  
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|Net cash provided by operating activities                                         |  |      | 26,291  |   |      |   | 17,220  |      |  |   | 22,189 |  
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|CASH FLOWS FROM INVESTING ACTIVITIES:                                             |  |      |         |   |      |   |         |      |  |   |        |  
|Proceeds from sale of assets                                                      |  |      | 154     |   |      |   | 68      |      |  |   | 4      |  
|Increase in other assets                                                          |  |      | (1,134  | ) |      |   | (811    | )    |  |   | (866   | )
|Capital expenditures                                                              |  |      | (10,042 | ) |      |   | (10,036 | )    |  |   | (5,059 | )
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|Net cash used in investing activities                                             |  |      | (11,022 | ) |      |   | (10,779 | )    |  |   | (5,921 | )
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|CASH FLOWS FROM FINANCING ACTIVITIES:                                             |  |      |         |   |      |   |         |      |  |   |        |  
|Distributions to partners                                                         |  |      | (3,232  | ) |      |   | (1,538  | )    |  |   | (5,434 | )
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|Net cash used in financing activities                                             |  |      | (3,232  | ) |      |   | (1,538  | )    |  |   | (5,434 | )
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|Net increase in cash and cash equivalents                                         |  |      | 12,037  |   |      |   | 4,903   |      |  |   | 10,834 |  
|Cash and cash equivalents at beginning of year                                    |  |      | 35,142  |   |      |   | 30,239  |      |  |   | 19,405 |  
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|Cash and cash equivalents at end of year                                          |  | $    | 47,179  |   |      | $ | 35,142  |      |  | $ | 30,239 |  
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  
|SUPPLEMENTAL CASH FLOW INFORMATION:                                               |  |      |         |   |      |   |         |      |  |   |        |  
|Cash paid during period for interest                                              |  | $    | 16,266  |   |      | $ | 16,253  |      |  | $ | 16,266 |  
|                                                                                  |  |      |         |   |      |   |         |      |  |   |        |  

The accompanying notes are an integral part of these consolidated financial statements.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS

Note
1. Summary of Significant Accounting Policies and Basis of Presentation

Principles of Consolidation/Operations

Effective March 1, 1994, Eldorado Limited Liability Company (a Nevada limited liability company owned and controlled by Eldorado Resorts, LLC)
(ELLC) and Galleon, Inc. (a Nevada corporation owned and controlled by MGM MIRAGE and previously owned and controlled by Mandalay Resort Group (Mandalay) (Galleon and, collectively with ELLC, the
Partners), entered into a joint venture agreement to establish Circus and Eldorado Joint Venture (the Partnership), a Nevada general partnership. The Partnership owns and operates a casino and hotel located in Reno, Nevada
(Silver Legacy), which began operations on July 28, 1995. ELLC contributed land to the Partnership with a fair value of $25,000,000 and cash of $26,900,000 for a total equity investment of $51,900,000. Galleon contributed cash to
the Partnership of $51,900,000 to comprise their total equity investment. Each partner has a 50% interest in the Partnership.

On
April 25, 2005, a wholly owned subsidiary of MGM MIRAGE was merged with and into Mandalay as a result of which Mandalay became a wholly owned subsidiary of MGM MIRAGE. With the consummation of the merger, MGM MIRAGE acquired Mandalays
ownership of Galleon, Inc.

The consolidated financial statements include the
accounts of the Partnership and its wholly owned subsidiary, Silver Legacy Capital Corp. (Capital). Capital was established solely for the purpose of serving as a co-issuer of $160,000,000 principal amount of 101/8% mortgage notes due 2012 issued by the Partnership and Capital and, as such, Capital does not have any operations,
assets, or revenues. All significant intercompany accounts and transactions have been eliminated in consolidation.

Use of Estimates

The consolidated financial statements have been prepared in conformity with accounting principles generally accepted in the United States of America.
Those principles require the Partnerships management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and
the reported amounts of revenues and expenses during the reporting period. Actual results could differ from these estimates.

The
Partnership recognizes the impact on gaming revenues on an annual basis to reflect an estimate of the change in the value of outstanding chips and tokens that are not expected to be redeemed. This estimate is determined by measuring the difference
between the total value of chips and tokens placed in service less the value of chips and tokens in the inventory of chips and tokens under our control. This measurement is performed on an annual basis utilizing methodology in which a consistent
formula is applied to estimate the percentage value of chips and tokens not in custody that are not expected to be redeemed. In addition to the formula, certain judgments are made with regard to various denominations and souvenir chips and tokens.

Cash and Cash Equivalents

Cash and
cash equivalents include cash on hand, as well as investments purchased with maturities of three months or less at the date of acquisition.

Accounts
Receivable and Credit Risk

Financial instruments that potentially subject the Partnership to concentrations of credit risk consist
principally of casino accounts receivable. The Partnership issues markers to approved casino customers following background checks and investigations of creditworthiness. Trade receivables, including casino and hotel receivables, are typically
non-interest bearing and are initially recorded at cost. Accounts are written off when management deems the account to be uncollectible. Recoveries of accounts previously written off are recorded when received. An estimated allowance for doubtful
accounts is maintained to reduce the Partnerships receivables to their carrying amount, which approximates fair value. The allowance is estimated based on specific review of customer accounts as well as historical collection experience and
current economic and business conditions. Management believes that as of December 31, 2006, no significant concentrations of credit risk existed for which an allowance had not already been recorded.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Inventories

Inventories consist of food and beverage, retail merchandise and operating supplies, and are stated at the lower of cost or market. Cost is determined primarily by the average cost method for food and beverage and
supplies and the retail inventory or specific identification methods for retail merchandise.

Property and Equipment

Property and equipment and other long-lived assets are stated at cost. Depreciation is computed using the straight-line method over the estimated useful
life of the asset as follows:



|                                          |  |                       
|----------------------------------------- |  | ----------------------
|                                          |  | Estimated Service Life
|                                          |  | (Years)               
|Building and other leasehold improvements |  | 15-45                 
|Furniture, fixtures, and equipment        |  | 3-15                  

Costs of major improvements are capitalized, while costs of normal repairs and maintenance are
expensed as incurred. Gains or losses on dispositions of property and equipment are included in the determination of operating income.

Long-lived assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. In accordance with SFAS No. 144, an estimate of undiscounted future cash
flows produced by the asset is compared to the carrying value to determine whether an impairment exists. If it is determined that the asset is impaired based on expected future cash flows, a loss, measured by the amount by which the carrying amount
of the asset exceeds the fair value of the asset, would be recognized. As of December 31, 2006, no events or changes in circumstances indicated that the carrying values of our long-lived assets may not be recoverable.

Capitalization of Interest

The Partnerships
policy is to capitalize interest on funds disbursed during the active construction and development phases of its facilities and other major projects. When no debt is specifically identified as being incurred in connection with such construction
projects, the Partnership capitalizes interest on amounts expended on the project at our weighted average cost of borrowings. The Partnership capitalized interest related to its room renovation project totaling $126,000 for the year ended
December 31, 2005. There was no interest capitalized in 2006 or 2004.

Revenue Recognition and Promotional Allowances

In accordance with industry practice, the Partnership recognizes as casino revenue the net win from gaming activities, which is the difference between
gaming wins and losses. Hotel, food and beverage, and other operating revenues are recognized as services are performed. Advance deposits on rooms and advance ticket sales are recorded as accrued liabilities until services are provided to the
customer. Gaming revenues are recognized net of certain cash sales incentives. The retail value of food, beverage, rooms and other services furnished to customers on a complimentary basis is included in gross revenues and then deducted as
promotional allowances. The retail value of complimentaries included in promotional allowances is as follows (in thousands):



|                  |  |                          |        |      |   |        |  |   |       
|----------------- |  | ------------------------ | ------ | ---- | - | ------ |  | - | ------
|                  |  | Years ended December 31,
|                  |  | 2006                     |        | 2005 |   | 2004  
|Food and beverage |  | $                        | 8,550  |      | $ | 9,026  |  | $ | 8,970 
|Rooms             |  |                          | 3,658  |      |   | 4,224  |  |   | 4,248 
|Other             |  |                          | 1,884  |      |   | 1,872  |  |   | 1,072 
|                  |  |                          |        |      |   |        |  |   |       
|                  |  | $                        | 14,092 |      | $ | 15,122 |  | $ | 14,290
|                  |  |                          |        |      |   |        |  |   |       



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



The estimated costs of providing such promotional allowances are included in casino expenses and
consist of the following (in thousands):



|                  |  |                          |       |      |   |       |  |   |      
|----------------- |  | ------------------------ | ----- | ---- | - | ----- |  | - | -----
|                  |  | Years ended December 31,
|                  |  | 2006                     |       | 2005 |   | 2004 
|Food and beverage |  | $                        | 5,724 |      | $ | 6,106 |  | $ | 5,926
|Rooms             |  |                          | 1,023 |      |   | 1,272 |  |   | 1,245
|Other             |  |                          | 1,513 |      |   | 1,561 |  |   | 1,004
|                  |  |                          |       |      |   |       |  |   |      
|                  |  | $                        | 8,260 |      | $ | 8,939 |  | $ | 8,175
|                  |  |                          |       |      |   |       |  |   |      

Advertising

Advertising costs are expensed in the period the advertising initially takes place. Advertising costs included in selling, general and administrative expenses were $6,187,000, $6,054,000 and $5,219,000 for the years
ended December 31, 2006, 2005 and 2004, respectively.

Federal Income Taxes

The Partnership is not subject to income taxes; therefore, no provision for income taxes has been made, as the Partners include their respective share of
the Partnership income in their income tax returns. The Partnership Agreement provides for the Partnership to make distributions to the Partners in an amount equal to the maximum marginal federal income tax rate applicable to any Partner multiplied
by the income of the Partnership for the applicable period (see Note 12).

The reported amounts of the Partnerships assets and
liabilities exceeded the net tax basis by $39,764,900 and $38,606,700 at December 31, 2006 and 2005, respectively.

Fair Value of Financial
Instruments

Except for the Partnerships 101/8% mortgage notes, management is of the opinion that the fair value of all of its financial instruments are not
materially different from their carrying values. The approximate fair value of the Partnerships 101/8%
mortgage notes, based on quoted market prices, was approximately $168,000,000 at December 31, 2006. The fair value is not necessarily indicative of the amount the Partnership could realize in a current market exchange.

Other Comprehensive Income

Other comprehensive
income consists of revenues, expenses, gains and losses which do not affect net income under accounting principles generally accepted in the United States of America. Other comprehensive income for the Partnership includes an adjustment to the
minimum pension liability for the year ended December 31, 2006.

Recently Issued Accounting Standards

In September 2006, the Financial Accounting Standards Board (the FASB) issued Statement No. 158, Employers Accounting for
Defined Benefit Pension and Other Postretirement Plans  an amendment of FASB Statements No. 87, 88, 106, and 132(R) (FASB 158). FASB 158 requires the full recognition, as an asset or liability, of the overfunded or underfunded
status of a company-sponsored postretirement benefit plan. Adoption of FASB 158 is required effective for the Partnerships fiscal year ending December 31, 2007. We are evaluating FASB 158 and have not yet determined the impact its
adoption will have on our consolidated financial statements.

In September 2006, the Securities and Exchange Commission issued Staff
Accounting Bulletin No. 108 (SAB 108) Considering the Effects of Prior Year Misstatements when Quantifying Misstatements in Current Year Financial Statements. SAB 108 clarifies how companies should quantify financial
statement misstatements. SAB 108 is effective for fiscal years ending on or after November 15, 2006, with earlier adoption encouraged. The adoption of SAB 108 had no impact on our consolidated financial statements.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Note 2. Certain Risks and Uncertainties

A significant portion of the Partnerships revenues and operating income are generated from patrons who are residents of northern California. A
change in general economic conditions or the extent and nature of casino gaming in California, Washington or Oregon could adversely affect the Partnerships operating results. In March 2000, California voters approved the constitutional
amendment which legalized Nevada-style gaming on Native American reservations. Many existing Native American gaming facilities in northern California are modest compared to Silver Legacy. However, some Native American tribes have
established large-scale gaming facilities in California and several Native American tribes have announced that they are in the process of expanding, developing, or are considering establishing large-scale hotel and gaming facilities in northern
California. In particular, a significant Native American casino located approximately 21 miles northeast of Sacramento opened in June 2003. While this casino does not currently have hotel rooms, it presently has approximately 2,700 slot machines and
100 table games which exceeds the number of gaming units at Silver Legacy.

Under their current compacts, most Native American tribes in
California may operate up to 2,000 slot machines, and up to two gaming facilities may be operated on any reservation. However, under action taken by the National Indian Gaming Commission, gaming devices similar in appearance to slot machines, but
which are deemed to be technological enhancements to bingo style gaming, are not subject to such limits and may be used by tribes without state permission. The number of machines the tribes are allowed to operate may increase as a result of any new
or amended compacts the tribes may enter into with the State of California that receive the requisite approvals, such as has been the case with respect to a number of new or amended compacts which have been executed and approved, including the
aforementioned Sacramento-area casino which received approval of amendments to its compact in September 2004 allowing for an increase in the number of slot machines at this property to approximately 2,700.

We believe the continued growth of Native American gaming establishments could continue to place additional competitive pressure on our operations. While
we cannot predict the extent of any future impact, it could be significant.

Note 3. Accounts Receivable

Accounts receivable, net at December 31, 2006 and 2005 consisted of the following (in thousands):



|                                      |  |      |       |   |      |   |        |  
|------------------------------------- |  | ---- | ----- | - | ---- | - | ------ | -
|                                      |  | 2006 |       |   | 2005 |  
|Casino receivables                    |  | $    | 2,639 |   |      | $ | 3,123  |  
|Hotel receivables                     |  |      | 3,871 |   |      |   | 3,772  |  
|Other receivables                     |  |      | 276   |   |      |   | 221    |  
|                                      |  |      |       |   |      |   |        |  
|                                      |  |      | 6,786 |   |      |   | 7,116  |  
|Less: allowance for doubtful accounts |  |      | (779  | ) |      |   | (1,075 | )
|                                      |  |      |       |   |      |   |        |  
|Accounts receivable, net              |  | $    | 6,007 |   |      | $ | 6,041  |  
|                                      |  |      |       |   |      |   |        |  

The provision for bad debt expense for the years ended December 31, 2006, 2005 and 2004, was
$371,000, $452,000 and $410,000 respectively.

Included in other receivables are $18,000 and $54,100 due from Eldorado Hotel &
Casino and $1,000 and $27,200 due from Circus Circus Hotel and Casino-Reno as of December 31, 2006 and 2005, respectively.

Note 4. Property
and Equipment

Property and equipment at December 31, 2006 and 2005 consisted of the following (in thousands):



|                                          |  |      |          |   |      |   |          |  
|----------------------------------------- |  | ---- | -------- | - | ---- | - | -------- | -
|                                          |  | 2006 |          |   | 2005 |  
|Land and improvements                     |  | $    | 28,405   |   |      | $ | 28,405   |  
|Building and other leasehold improvements |  |      | 271,229  |   |      |   | 271,229  |  
|Furniture, fixtures, and equipment        |  |      | 90,859   |   |      |   | 86,821   |  
|Capitalized interest                      |  |      | 89       |   |      |   | 126      |  
|Construction in progress                  |  |      | 32       |   |      |   | 107      |  
|                                          |  |      |          |   |      |   |          |  
|                                          |  |      | 390,614  |   |      |   | 386,688  |  
|Less: accumulated depreciation            |  |      | (134,845 | ) |      |   | (128,167 | )
|                                          |  |      |          |   |      |   |          |  
|Property and equipment, net               |  | $    | 255,769  |   |      | $ | 258,521  |  
|                                          |  |      |          |   |      |   |          |  



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Substantially all property and equipment of the Partnership collateralize its long-term debt (see
Note 7).

Note 5. Other Assets

Other assets, net at December 31, 2006 and 2005 consisted of the following (in thousands):



|                                                |  |      |       |      |   |      
|----------------------------------------------- |  | ---- | ----- | ---- | - | -----
|                                                |  | 2006 |       | 2005
|China, glassware and silverware                 |  | $    | 206   |      | $ | 206  
|Debt issuance costs, net                        |  |      | 3,134 |      |   | 3,794
|Intangible asset related to SERP                |  |      | 905   |      |   | 677  
|Cash surrender value of life insurance policies |  |      | 4,588 |      |   | 3,448
|Other                                           |  |      | 64    |      |   | 70   
|                                                |  |      |       |      |   |      
|                                                |  | $    | 8,897 |      | $ | 8,195
|                                                |  |      |       |      |   |      

The initial inventory of china, glassware and silverware has been amortized to 50% of cost with
the balance kept as base stock. Additional purchases of china, glassware and silverware are placed into inventory and expensed as used.

The Partnership incurred costs in connection with its issuance of mortgage notes and in connection with its bank credit facility (see Note 7). Debt issuance costs are capitalized when incurred and amortized to interest expense based on the
related debt maturities using the straight-line method, which approximates the effective interest method. At December 31, 2006, the unamortized balance related to the Partnerships bank credit facility was $9,200 and is amortized over the
remaining term of the facility through March 31, 2007. Included in other assets at December 31, 2006 was $3,125,000 in costs related to the completed offering of mortgage notes. The amortization of debt issuance costs included in interest
expense was $722,000 for each of the years ended December 31, 2006, 2005 and 2004.

The Partnership accounts for its Supplemental
Executive Retirement Plan (SERP) according to SFAS No. 87, Employers Accounting for Pensions (SFAS 87) and SFAS No. 132R, Employers Disclosures about Pension and Other Postretirement
Benefits (see Note 10). Since the accumulated benefit obligation, which is the present value of benefits to be paid based on services provided and existing compensation levels, exceeds the fair value of plan assets, SFAS 87 requires the
recognition of a liability (including unfunded accrued pension cost) that is at least equal to the unfunded accumulated benefit obligation. An intangible asset of $905,000 and $677,000 at December 31, 2006 and 2005, respectively, has been
established for the difference between such liability and the unfunded accrued pension cost.

Note 6. Accrued and Other Liabilities

Accrued and other liabilities at December 31, 2006 and 2005 consisted of the following (in thousands):



|                            |  |      |        |      |   |      
|--------------------------- |  | ---- | ------ | ---- | - | -----
|                            |  | 2006 |        | 2005
|Accrued payroll and related |  | $    | 2,470  |      | $ | 2,168
|Accrued vacation            |  |      | 1,660  |      |   | 1,708
|Accrued group insurance     |  |      | 724    |      |   | 542  
|Unclaimed chips and tokens  |  |      | 418    |      |   | 452  
|Accrued taxes               |  |      | 1,325  |      |   | 1,155
|Advance room deposits       |  |      | 722    |      |   | 615  
|Progressive slot liability  |  |      | 1,606  |      |   | 1,142
|Players club liability     |  |      | 809    |      |   | 246  
|Other                       |  |      | 1,018  |      |   | 978  
|                            |  |      |        |      |   |      
|                            |  | $    | 10,752 |      | $ | 9,006
|                            |  |      |        |      |   |      



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Note 7. Long-Term Debt

Long-term debt at December 31, 2006 and 2005 consisted of the following (in thousands):



|                                                                               |  |      |         |      |   |        
|------------------------------------------------------------------------------ |  | ---- | ------- | ---- | - | -------
|                                                                               |  | 2006 |         | 2005
|101/8% Mortgage Notes due 2012 (net of unamortized discounts of $321 and $384) |  | $    | 159,679 |      | $ | 159,616
|Less current portion                                                           |  |      |        |      |   |       
|                                                                               |  |      |         |      |   |        
|                                                                               |  | $    | 159,679 |      | $ | 159,616
|                                                                               |  |      |         |      |   |        

Scheduled maturities of long-term debt are as follows at December 31, 2006 (in thousands):



|           |  |   |        
|---------- |  | - | -------
|2007       |  | $ |       
|2008       |  |   |       
|2009       |  |   |       
|2010       |  |   |       
|2011       |  |   |       
|Thereafter |  |   | 159,679
|           |  |   |        
|           |  | $ | 159,679
|           |  |   |        

On March 5, 2002, the Partnership and Capital (the Issuers) issued $160,000,000
principal amount of senior secured mortgage notes due 2012 (Notes). Concurrent with issuing the Notes, the Partnership entered into a new senior secured credit facility (the Credit Facility) for $40,000,000. The proceeds from
the Notes, together with $26,000,000 in borrowings under the Credit Facility, were used to repay $150,200,000 representing all of the indebtedness outstanding under a prior bank credit facility and to fund $30,000,000 of distributions to the
Partners. In addition, the remaining proceeds along with operating cash flows were used to pay $6,300,000 in related fees and expenses of the transactions. These fees were capitalized and are included in other assets (see Note 5).

The Notes are senior secured obligations which rank equally with all of the Partnerships
outstanding senior debt and senior to any subordinated debt. The Notes are secured by a security interest in the Issuers existing and future assets, which is junior to a security interest in such assets securing the Partnerships
obligations on the Credit Facility and any refinancings of such facility that are permitted pursuant to the terms of the Notes. Each of the Partners executed a pledge of all of its partnership interests in the Partnership to secure the Notes, which
is junior to a pledge of such partnership interests to secure the Partnerships obligations on the Credit Facility and any refinancings of such facility that are permitted pursuant to the terms of the Notes. The Notes mature on March 1,
2012 and bear interest at the rate of 101/8% per annum, payable semi-annually in arrears on March 1
and September 1 of each year, commencing on September 1, 2002.

The Credit Facility originally provided for a $20,000,000 senior
secured revolving credit facility and a $20,000,000 five-year term loan facility, each of which provided for the payment of interest at floating rates based on LIBOR plus a spread. The commitment under the term loan facility originally provided for
periodic reductions with the remaining balance due March 31, 2007.

The Notes and Credit Facility contain various restrictive
covenants including the maintenance of certain financial ratios and limitations on additional debt, disposition of property, mergers and similar transactions. On November 4, 2003, the Partnership, U.S. Bank, N.A. and Bank of America, N.A.,
executed an amendment to the Credit Facility which reduced the revolving facility to $10,000,000 and revised certain covenant ratios with retroactive effect to September 30, 2003. On June 15, 2005, the parties executed a further amendment
to the Credit Facility to provide a conditional waiver of the facilitys financial covenants in respect of the quarter ended June 30, 2005, and each subsequent quarter through and including December 31, 2005, provided that no
additional credit is extended under the Credit Facility during the quarter for which the waiver is relied upon. In addition, as a condition precedent to any draw on the Credit Facility subsequent to June 15, 2005, the Partnership must be in
compliance with the Credit Facilitys financial covenants as to the then most recent fiscal quarter in respect of which the Partnership is required to deliver financial statements pursuant to section 6.1 of the Credit Facility. For further
information regarding our financial covenants, see Senior Secured Credit Facility in Item 2. On March 2, 2006,



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



the Partnership executed a further amendment to the Credit Facility which extends the previously granted waiver for any defaults under the Credit
Facilitys financial covenants to cover the fiscal quarter ended March 31, 2006, and each subsequent fiscal quarter through and including December 31, 2006, provided that no additional credit is extended under the Credit Facility
during such quarter. As of such date, the Partnership was in compliance with all of the covenants in the Credit Facility and had the ability to borrow on a revolving basis all of the $10,000,000 available under the Credit Facility. The entire
principal amount, if any, then outstanding under the Credit Facility becomes due and payable on March 31, 2007 unless the maturity date is extended with the consent of the lenders. As of December 31, 2006, the Partnership was in compliance
with the covenants in the indenture relating to the Notes.

The March 2, 2006 amendment also waived for 2005 the covenant in
Section 7.8 of the Credit Facility which then limited capital expenditures to $10,000,000 within a calendar year, which the Partnership exceeded for the year ended December 31, 2005. In addition, the amendment raised the capital
expenditure limit to $12,500,000 for future calendar years.

On March 28, 2007, an additional amendment was executed to extend the
original maturity date of March 31, 2007 for an additional year to March 31, 2008. This amendment also reduced the minimum ratio of EBITDA to fixed charges to 1.10 to 1.00 and raised the capital expenditure limit to an aggregate of
$15,000,000, in any twelve-month period. Furthermore, this amendment revised in its entirety Section 7.16 of the Credit Facility to allow for prepayments of the Notes provided certain conditions precedent are satisfied.

Note 8. Other Long-term Liabilities

Other
long-term liabilities at December 31, 2006 and 2005 consisted of the following (in thousands):



|                                  |  |      |       |      |   |      
|--------------------------------- |  | ---- | ----- | ---- | - | -----
|                                  |  | 2006 |       | 2005
|Accrued SERP liability            |  | $    | 4,168 |      | $ | 3,327
|SERP additional minimum liability |  |      | 1,027 |      |   | 677  
|                                  |  |      |       |      |   |      
|                                  |  | $    | 5,195 |      | $ | 4,004
|                                  |  |      |       |      |   |      

Note 9. Related Parties

An affiliate of each of our Partners owns and operates a casino attached and adjacent to Silver Legacy. Our Partners may be deemed to be in a conflict of interest position with respect to decisions they make relating
to the Partnership as a result of the interests their affiliates have in the Eldorado Hotel & Casino and Circus Circus Hotel & Casino-Reno, respectively.

Silver Legacy has utilized a King Air aircraft owned by King Air Operations LLC, a wholly owned subsidiary of Recreational Enterprises, Inc.
(REI), for the purpose of providing air service to select customers. During the years ended December 31, 2006, 2005 and 2004, the Partnership paid $38,600, $22,500 and $24,600, respectively, for such services. Although there is no
agreement obligating the Partnership to utilize the plane or entitling it to do so, it is anticipated that the Partnership will continue to utilize this service from time to time in the future on terms mutually acceptable to the parties. REI, which
owns 55% of ELLC, is owned by various members of the Carano family, including Gary L. Carano, Silver Legacys General Manager, Glenn T. Carano, Silver Legacys Executive Director of Marketing, and Gene R. Carano, a member of the
Partnerships Executive Committee, each of whom owns an approximately 10.1% beneficial interest in REI, and Donald L. Carano, the father of Gary, Glenn and Gene Carano, who owns an approximately 49.5% interest in REI.

Silver Legacys marketing and sales departments have utilized a yacht owned by Sierra Adventure Equipment Leasing, Inc. (Sierra Leasing)
at a flat rate per trip of $3,000 during 2006 and $2,500 in 2005 and 2004 ($2,000 in 2006 and $1,250 in 2005 and 2004 if the trip was shared with our Partner, ELLC) for various promotional events. The payments made by the Partnership to Sierra
Leasing for the use of the yacht totaled $13,300, $15,000 and $15,000 during 2006, 2005 and 2004, respectively. Although there is no agreement obligating the Partnership to utilize the yacht or entitling it to do so, it is anticipated that the
Partnership will continue to utilize this service from time to time in the future on terms mutually acceptable to the parties. Sierra Leasing is owned by Donald L. Carano, the father of Gary L. Carano, Silver Legacys General Manager, Glenn T.
Carano, Silver Legacys Executive Director of Marketing, and Gene R. Carano, a member of the Partnerships executive committee.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Eldorado Resorts LLC owns the skywalk that connects Silver Legacy with the Eldorado Hotel &
Casino. The charges from the service provider for the utilities associated with this skywalk are billed to the Partnership together with the charges for the utilities associated with Silver Legacy. Such charges are paid to the service provider by
the Partnership, and the Partnership is reimbursed by Eldorado Resorts LLC for the portion of the charges allocable to the utilities provided to the skywalk. The charges for the utilities provided to the skywalk during the years ended
December 31, 2006, 2005, and 2004 were $88,500, $80,400 and $75,600, respectively.

Since 1998, the Partnership has purchased from
Eldorado Resorts LLC homemade pasta and other products for use in the restaurants at Silver Legacy and it is anticipated that the Partnership will continue to make similar purchases in the future. For purchases of these products during the years
ended December 31, 2006, 2005 and 2004, which are billed to the Partnership at cost plus associated labor, the Partnership paid Eldorado Resorts LLC $48,100, $56,700 and $53,100, respectively.

Beginning in October 2005, the Partnership began providing on-site laundry services for Eldorado Resorts LLC related to the cleaning of certain types of
linens. Although there is no agreement obligating Eldorado Resorts LLC to utilize this service, it is anticipated that the Partnership will continue to provide these laundry services in the future. The Partnership charges Eldorado Resorts LLC for
labor and laundry supplies on a per unit basis which totaled $51,000 and $6,000 during the years ended December 31, 2006 and 2005, respectively. We believe the terms of which the Partnership provided these services were at least as favorable to
it as those that would have been obtained in comparable transactions with an unaffiliated third party.

In April 2001, the Partnership
began utilizing 235 spaces in the parking garage at Circus Circus Hotel and Casino-Reno. The spaces are utilized to provide parking for employees of Silver Legacy. In consideration for its use of the spaces, the Partnership pays Circus Circus Hotel
and Casino-Reno rent in the amount of $5,000 per month. Although there is no agreement obligating the Partnership to continue utilizing the spaces or entitling it to do so, it is anticipated that the Partnership will continue this agreement for the
foreseeable future.

Note 10. Employee Retirement Plans

The Partnership instituted a defined contribution 401(k) plan in September 1995 which covers all employees who meet certain age and length of service requirements and allows an employer contribution up to 25 percent
of the first six percent of each participating employees compensation. Plan participants can elect to defer before tax compensation through payroll deductions. Those deferrals are regulated under Section 401(k) of the Internal Revenue
Code. The Partnerships matching contributions were $251,300, $239,000 and $240,000, respectively, for the years ended December 31, 2006, 2005 and 2004.

Effective January 1, 2002, the Partnership adopted a Supplemental Executive Retirement Plan (SERP) for a select group of highly compensated management employees. The SERP provides for a lifetime
benefit at age 65, based on a formula which takes into account a participants highest annual compensation, years of service, and executive level. The SERP also provides an early retirement benefit at age 55 with at least four years of service,
a disability provision, and a lump sum death benefit. The obligation is being funded through life insurance contracts on the participants and related cash surrender value. The Partnerships periodic pension costs were $868,000, $926,000 and
$886,000, respectively, for the years ended December 31, 2006, 2005 and 2004.

The following information summarizes activity in the
SERP for the years ended December 31, 2006 and 2005 (in thousands):



|                                                  |  |      |       |   |      |   |       |  
|------------------------------------------------- |  | ---- | ----- | - | ---- | - | ----- | -
|                                                  |  | 2006 |       |   | 2005 |  
|Changes in Projected Benefit Obligation           |  |      |       |   |      |   |       |  
|Projected benefit obligation at beginning of year |  | $    | 4,618 |   |      | $ | 4,148 |  
|Service cost                                      |  |      | 372   |   |      |   | 438   |  
|Interest cost                                     |  |      | 269   |   |      |   | 261   |  
|Actuarial gain/(losses)                           |  |      | 707   |   |      |   | (218  | )
|Benefits paid                                     |  |      | (28   | ) |      |   | (11   | )
|                                                  |  |      |       |   |      |   |       |  
|Projected benefit obligation at end of year       |  | $    | 5,938 |   |      | $ | 4,618 |  
|                                                  |  |      |       |   |      |   |       |  
|Fair Value of Plan Assets(1)                      |  | $    |      |   |      | $ |      |  
|                                                  |  |      |       |   |      |   |       |  



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



|                                                          |  |      |        |   |      |   |        |  
|--------------------------------------------------------- |  | ---- | ------ | - | ---- | - | ------ | -
|                                                          |  | 2006 |        |   | 2005 |  
|Reconciliation of Funded Status                           |  |      |        |   |      |   |        |  
|Funded status                                             |  | $    | (5,938 | ) |      | $ | (4,618 | )
|Unrecognized actuarial loss                               |  |      | 865    |   |      |   | 159    |  
|Unrecognized prior service cost                           |  |      | 905    |   |      |   | 1,132  |  
|                                                          |  |      |        |   |      |   |        |  
|Accrued net pension cost                                  |  | $    | (4,168 | ) |      | $ | (3,327 | )
|                                                          |  |      |        |   |      |   |        |  
|Amounts Recognized on Consolidated Balance Sheets         |  |      |        |   |      |   |        |  
|Accrued net pension cost                                  |  | $    | (4,168 | ) |      | $ | (3,327 | )
|Additional minimum liability                              |  |      | (1,027 | ) |      |   | (677   | )
|Intangible asset                                          |  |      | 905    |   |      |   | 677    |  
|Accumulated other comprehensive loss                      |  |      | 122    |   |      |   |       |  
|                                                          |  |      |        |   |      |   |        |  
|Net liability reflected on Consolidated Balance Sheets    |  | $    | (4,168 | ) |      | $ | (3,327 | )
|                                                          |  |      |        |   |      |   |        |  
|Weighted Average Assumptions                              |  |      |        |   |      |   |        |  
|Discount rate used to determine benefit obligations       |  |      | 5.85   | % |      |   | 5.41   | %
|Discount rate used to determine net periodic benefit cost |  |      | 5.85   | % |      |   | 5.41   | %
|Expected long-term return on plan assets                  |  |      | N/A    |   |      |   | N/A    |  
|Rate of compensation increase                             |  |      | 3.50   | % |      |   | 3.50   | %

The components of net periodic pension cost were as follows for the years ended December 31,
2006, 2005 and 2004 (in thousands):



|                                   |  |      |     |      |   |      |  |   |    
|---------------------------------- |  | ---- | --- | ---- | - | ---- |  | - | ---
|                                   |  | 2006 |     | 2005 |   | 2004
|Components of Net Pension Cost     |  |      |     |      |   |      |  |   |    
|Current period service cost        |  | $    | 372 |      | $ | 438  |  | $ | 453
|Interest cost                      |  |      | 269 |      |   | 261  |  |   | 206
|Amortization of prior service cost |  |      | 227 |      |   | 227  |  |   | 227
|                                   |  |      |     |      |   |      |  |   |    
|Net expense                        |  | $    | 868 |      | $ | 926  |  | $ | 886
|                                   |  |      |     |      |   |      |  |   |    

The following benefit payments, which reflect expected future service as appropriate, are expected
to be paid over the next ten years:



|          |  |                |      
|--------- |  | -------------- | -----
|          |  | (in thousands)
|2007      |  | $              | 62   
|2008      |  |                | 79   
|2009      |  |                | 105  
|2010      |  |                | 105  
|2011      |  |                | 291  
|2012-2016 |  |                | 2,868

---

|(1) | While the SERP is an unfunded plan, the Partnership is informally funding the plan through life insurance contracts on the participants. The life insurance contracts had cash
surrender values totaling $4,588,100 and $3,448,000 at December 31, 2006 and 2005, respectively. The life insurance contracts had a face value of $10,950,000 at December 31, 2006 and 2005.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Note 11. Commitments and Contingencies

Letters of Credit

The Credit Facility does not allow for the issuance of letters of credit beyond the revolving portion of the Credit Facility of which
none was outstanding as of December 31, 2006.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Operating Leases

The Partnership leases land and equipment under operating leases. Future minimum payments under noncancellable operating leases with initial terms of one year or more consisted of the following at December 31,
2006 (in thousands):



|     |  |   |    
|---- |  | - | ---
|     | 
|2007 |  | $ | 225
|2008 |  |   | 112
|2009 |  |   | 57 
|2010 |  |   | 5  
|2011 |  |   | 4  
|     |  |   |    
|     |  | $ | 403
|     |  |   |    

Total rental expense under operating leases was $206,000, $148,000 and $244,000 for the years ended
December 31, 2006, 2005 and 2004, respectively.

Litigation

The Partnership is party to various litigation arising in the normal course of business. Management is of the opinion that the ultimate resolution of these matters will not have a material effect on the financial
position or the results of operations of the Partnership.

Note 12. Partnership Agreement

Under the Partnerships original partnership agreement, as long as ELLC had the right to select the General Manager of the Silver Legacy, Galleon was
entitled annually on a non-cumulative basis, commencing with the eight-month period ending December 31, 1997 and for each subsequent 12-month period, to a priority allocation of the Partnerships operating income (the Priority
Allocation) in an amount equal to approximately 11.54% of the average of the Adjusted Initial Investment (as defined) for the period. If, after deducting equal shares of interest expense, a Partners share of the priority
allocation is less than zero, additional operating income is allocated to that Partner to bring their allocation to zero. For purposes of determining the amount of the Priority Allocation for any period, the term Adjusted Initial
Investment means $290,000,000 (the Initial Investment) as adjusted at the end of the year by subtracting (i) the depreciation on the Initial Investment taken in such year in accordance with the depreciation schedule agreed to
by the Partners and (ii) the principal payments which would have been made in repayment of the original bank financing utilized for the development, construction and completion of the Silver Legacy.

As a result of the Priority Allocation, each of the Partners received 50% of the operating income through April 30, 1997 and Galleon received 100%
of operating income for the remaining eight months ending December 31, 1997 and for the twelve months ending December 31, 1998. The total allocations to the two Partners for the years ended December 31, 2001 and 2000, were $10,560,000
and $11,935,000 to ELLC and $10,560,000 and $9,835,000 to Galleon, respectively. The allocation to ELLC for the year ended December 31, 2000 included $1,050,000 to adjust for an excess allocation in the same amount to Galleon for the year ended
December 31, 1999.

Concurrent with the issuance of the Notes on March 5, 2002, the Partnerships original partnership
agreement was amended and restated in its entirety and was further amended in April 2002 (the New Partnership Agreement). The New Partnership Agreement provides for, among other items, profits and losses to be allocated to the Partners
in proportion to their percentage interests, separate capital accounts to be maintained for each Partner, provisions for management of the Partnership and payment of distributions and bankruptcy and/or dissolution of the Partnership. The April 2002
amendments were principally (i) to provide equal voting rights for ELLC and Galleon with respect to approval of the partnerships annual business plan and the appointment and compensation of the general manager, and (ii) to give each
Partner the right to terminate the general manager.

Total distributions for the year ended December 31, 2006 totaled $3,232,000 and
included a distribution of $1,616,000 each to ELLC and Galleon representing fiscal 2006 tax distributions. Total distributions for the year ended December 31, 2005 totaled $1,538,000 and included a distribution of $769,000 each to ELLC and
Galleon representing fiscal 2005 tax distributions. Total distributions for the year ended December 31, 2004 totaled $5,434,000 and included: (i) a distribution of $1,805,000 each to ELLC and Galleon representing fiscal 2004 tax
distributions, and (ii) a distribution of $912,000 each to ELLC and Galleon representing taxes owed related to our fiscal 1995 and 1996 Internal Revenue Service audits.



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##### Table of Contents

CIRCUS AND ELDORADO JOINT VENTURE

(doing business as Silver Legacy Resort Casino)

NOTES TO CONSOLIDATED
FINANCIAL STATEMENTS(Continued)



Note 13. Subsequent Event

The Partnership had since 1999 utilized 40,000 square feet of space in the City Center Pavilion, which was located across North Virginia Street from Silver Legacy on a special events plaza which was owned by our
affiliates and donated to the City of Reno in January 2007. The City Center Pavilion was removed in January 2007 to allow for the construction of a new city-owned ballroom facility, which will be operated and managed by Silver Legacy, Eldorado
Resorts LLC and Circus-Circus Hotel and Casino-Reno, on the plaza site. The construction period is estimated to be approximately one year. In conjunction with the construction of the new facility, the Partnership has agreed to fund up to $3.2
million in equipment purchases required for the operation of the ballroom. The equipment purchased by the Partnership will remain its assets unless Silver Legacy is no longer involved in the operation and management of the facility, at which point,
the assets will be transferred to the City of Reno.



F-17