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Paris of the East

In early 2012, Galaxy Macau added a new members-only salon geared to high rollers and other elite clients. A hybrid of showroom and bar/lounge spanning more than 17,200 square feet, China Rouge, designed by Alan Chan of Hong Kong, blends the artistic sensibilities of Old Shanghai, 19th century Paris and “the fabulous women of the decadent era,” according to Galaxy Entertainment. With his design partner Ryu Kosaka, creative director of Aoyama Nomura Design of Tokyo, Chan took a full year to create the space, from first drafts to completion. For his work on China Rouge, Chan won a bronze award at the 2013 International Design Awards in the Interior Design Concept category.

The space, influenced by motifs from Chinese literature, recalls Shanghai’s golden age, a time when dance halls, tango teahouses and underground cocktail bars flourished. As the cultural center of Asia, the city was known as the “Paris of the East.” China Rouge also is inspired by Le Chat Noir, which opened in Paris in 1881 and attracted artists such as Toulouse-Lautrec as well as the leading philosophers and aristocrats of La Belle Epoque.

Galaxy defines the hybrid space as a “forbidden chamber for the elite” including a warren of exotic and intimate spaces imbued with deep shades of red, gold, purple and black. The showroom’s main floor has both private tables and personal boxes on a mezzanine floor. Entertainment ranges from cabaret singers to saucy revues to unplugged performances and celebrity DJs. China Rouge also serves as a gallery of contemporary art with commissioned works from Buhua, Chen Men, Deng Xinli, Li Jian and Zheng Lu, all of whom pay homage to women, past and present.

Chan, who is as well-known for his product designs as for his interior design, conceptualized and created many artifacts for China Rouge, including a glass carving mural called “The Plum in the Golden Vase,” a mosaic mural known as “Chinese Beauties” and other works in jade, bronze and stained glass that celebrate Asian spirit and feminine power.

Chan is one of Asia’s most celebrated designers and brand consultants. Over the past 40 years, his studio has amassed more than 600 local and international awards and his portfolio includes influential brands such as Coca Cola China, Fendi, the Four Seasons hotel, Hugo Boss, Lacoste, Salvatore Ferragamo and Seiko. Working on China Rouge, he says, “I decided to take the Art Deco style of 1930s Shanghai as the main theme.

“Not only because of my personal preference, but also because the artistic style of that era is vivid—making strong visual statements, with beautiful details and colors. That period in China had a profound impact on designs that followed across Asia.”

On its opening, Francis Lui, vice chairman of Galaxy Entertainment Group, said China Rouge “combines elements of the Chinese, European and modern in a way that has never been done before” and said the club would offer “one of the finest nightlife experiences in the world.”

Image Director: Alan Chan of Alan Chan Design Company (ACDC), Hong Kong
Design Partner: Ryu Kosaka of Aoyama Nomura Design, Tokyo
Capacity: Seating capacity approximately 196, standing capacity approximately 400
Floor Area: 17,222 square feet

Mississippi Lights

Pinnacle Entertainment’s L’Auberge Casino & Hotel in Baton Rouge, Louisiana carries a design that reflects its surroundings. Located on the Mississippi River waterfront, the 205-room hotel and 74,000-square-foot casino presents a contemporary interpretation of a Louisiana fishing lodge.

Lighting was essential to the creation of this atmosphere. For this job, Pinnacle chose Michigan-based Illuminating Concepts (IC), an architectural and themed lighting designer known for the creation of what it calls “immersion experiences” through lighting.

For L’Auberge, IC created a sustainable and creative lighting design as well as state-of-the-art audio and video solutions, beginning with a  grandiose promenade which is indirectly illuminated to give “a real-life connection to the outdoor environment,” according to one of the firm’s designers.

The exterior architectural elements of the building are highlighted individually to create a layered lighting effect instead of the traditional flat flood lighting typically used for casinos. For the interior, innovative solutions for lighting and audio/video integration enhance both the comfort and aesthetic appeal of the visitor experience on the gaming floor.

IC’s focus was on providing quality lighting and AV solutions that supported the environment without distraction. Foremost on Pinnacle’s auditory wish list was a clean, intelligible audio playback system on the casino floor.

This direction was distilled into a set of design criteria: high uniformity of both frequency and volume coverage, excellent vocal reproduction, and enough system headroom to provide sufficient volume above the high level of ambient noise. IC then developed virtual room models and speaker layouts, which when combined with audiometric speaker data and acoustic modeling software confirmed speaker placement and amplification requirements.

One major design element of the casino floor was a coffered ceiling that followed the long table game pit through the center of the gaming floor. Groupings of large decorative lighting pendants suspended beneath the copper-clad ceiling provided a distinctive visual identity to the space. Indirect illumination of the copper finish provided warmth and visual brightness while preventing direct glare on the adjacent video displays.

The provision of a dropped ceiling structure mitigated the typical integration issues related to table game lighting and maintained the clean ceiling lines.

The circular layout of the high-limit gaming lounge posed several interesting challenges for AV and lighting. Limited space on the concave perimeter walls and the owner’s aversion to pedestal-mounted displays led IC to propose an integrated media chandelier, which would serve as both a decorative focal point and an elegant mounting location for four ultra-thin 46-inch LCD displays. Working closely with the architect, interior designer, structural engineer and custom chandelier fabricator, IC developed a unique solution that seamlessly married a large-scale beaded chandelier, integrated LED lighting, media player storage, and custom display mounts, providing the perfect visual centerpiece for the elegant VIP gaming room.

OWNER: Pinnacle Entertainment
ARCHITECT: Manning Architects
DESIGN ARCHITECT: Marnell Companies
LIGHTING DESIGN: Illuminating Concepts
TOTAL INVESTMENT: $368 million

A Reputation for Innovation

It was in the mid-1940s that the three Gasser brothers, Louis, Roger and George, decided to combine their talents and set out on the next phase of their lives. With a few ideas and a very strong work ethic, they set up shop to work with a relatively new material at the time—aluminum. Tapping into some of the local expertise available in their industrial hometown area of Youngstown, Ohio, they began to provide services to local companies, such as assembling aluminum storm windows and screens, welding aluminum beer kegs and even fabricating custom parts for a prototype helicopter.
   
Driven to develop their own product line, they began to design and manufacture aluminum-frame dinette sets. With minor success selling these chairs and tables close to home, a young George Gasser loaded a few chairs into the back of his car and headed to Chicago to exhibit at the first-ever National Restaurant Association convention. Attendees were intrigued by Gasser’s highly durable, lightweight chairs and, at the close of the show, George left Chicago with a solid order, several good leads and a whole new market to develop.
   
A testament to Gasser’s position in the industry is their ability to be innovators in every decade since the company’s inception. The 1960s brought about the Comfort Zone seating line; the 1970s saw the creation of specifically designed seating for slot machines; the unique “Quick Release” base for casino slot seating was introduced in the 1980s; and the 1990s offered the “Easy Change” seat cushion.
   
And in 2011, Gasser introduced the patented Halo Base that allows  easier movement of casino slot seating. Continuing into the 21st century, Gasser has implemented a company-wide recycling plan. All leftover materials, including everyday office supplies and equipment, are recycled.
   
Today, Gasser Chair Company remains a family-owned business with a reputation for innovation. The second and third generations of the Gasser family, teamed with some of the most skilled employees in all aspects of the business, are guided by the founders’ original principles. Together they proudly continue the tradition and philosophy of developing innovative solutions to customers’ seating requirements and skillfully manufacturing the finest quality seating.
   
For more information go to www.gasserchair.com.

Winds of Fortune

The Four Winds Casino Resort in New Buffalo now has something for everyone.
   
Owned by the Pokagon Band of Potawatomi Indians, Four Winds New Buffalo debuted a new expansion that adds to the tribe’s branded Four Winds Casino properties. The upgrades include a nine-story, 250-room hotel tower, the multi-use Silver Creek Event Center, and the popular Hard Rock Café.
   
The new tower, with a mix of standard rooms and suites, doubles the original property’s capacity. Creating a seamless design that reinforces the character, materials and palette of the existing property was paramount to the tribe.
   
“Maintaining brand integrity and cultural identity were critical design criteria,” says Nathan Peak, lead designer and senior associate at Hnedak Bobo Group, the project’s lead architect. “Our design team achieved these goals through the use of similar, yet contemporized exterior and interior materials that evoke a regional, rustic and welcoming environment. Special attention was also given to creating unique details that reference tribal symbolism.”
   
All hotel rooms include granite counter tops, leather-wrapped headboards, Serta beds, flat-screen Sony Bravia high-definition televisions and wireless high-speed internet access. All suites have a walk-in shower, Kohler whirlpool tubs with complimentary bath salts and signature spa robe, and a wet bar with a refrigerator and microwave.
   
In addition to the hotel tower, the resort’s new multi-function, 70,000-square-foot Silver Creek Event Center offers limitless opportunities for entertainment and conferencing. Named for a nearby creek culturally significant to the Pokagon tribe, the Event Center can seat over 1,500 guests and can be configured into multiple sizes to accommodate different uses—concerts, meetings, special events, conferences and banquets.
   
One of the most anticipated aspects of the project was the Hard Rock Café Four Winds, a partnership between the casino and Hard Rock International, which owns the world’s greatest collection of music memorabilia. Located adjacent to the gaming floor, the 12,000-square-foot Hard Rock Café spans two floors and includes a new entrance, two bars, restaurant seating for over 275 people, a raised stage, and retail.
   
“A large guitar element pulls guests in with neon LED lights used as the instrument’s strings,” says Peak.  
  
Wooden textures, stones and warm colors were mixed with pops of red, hot pink and sparkling mosaic to distinguish the venue as a Hard Rock Cafe while integrating it with the rest of the Four Winds New Buffalo property. A modern interpretation of stacked stone is used on the entry walls and throughout the interior of the space. “The wooden textures were placed against smooth granite at the center bar, which also features a large canopy screen that serves as a lighting element and can feature a light show for concerts or special occasions,” says Peak. “The expansion of Four Winds New Buffalo is another step in fulfilling our long-term vision for the property,” said Matt Wesaw, chairman of the Pokagon Band of Potawatomi Indians.

OWNER: Pokagon Band of Potawatomi Indians
ARCHITECT AND INTERIOR DESIGNER: Hnedak Bobo Group
BUILDERS: The Christman Company & Kraus-Anderson Construction Company
THEME CONTRACTOR: Cost of Wisconsin

Connecting the Experience

As one of the top-tier entertainment and hospitality design firms in the United States, Hnedak Bobo Group is focused on designing and delivering successful and well-differentiated entertainment developments across the country. HBG’s firsthand experience as owners and developers of hospitality real estate, including the AAA Four-Diamond Westin Memphis Hotel, helps to inform designs that drive competitive advantage and successful performance results.
   
HBG is uniquely positioned as one of the largest providers of professional services in the Indian gaming and commercial gaming industries, with client relationships representing some of the most high-profile business enterprises across the country. HBG’s project results have been recognized by the media, the industry and most significantly by their clients’ bottom line. As an example, the HBG-designed Potawatomi Bingo-Casino expansion in Milwaukee, Wisconsin has been celebrated by the Chicago Tribune as “the region’s top spot for gaming entertainment.” The new 52,000-square-foot, $40 million Four Winds Hartford Casino in Hartford, Michigan, has been recognized for meeting the need for smaller, more efficient casinos that also energize the way guests experience the gaming environment.
   
As casinos continue to broaden their market share, HBG helps clients maximize their opportunities to generate revenue through a strategic amenity mix that addresses customer needs. At Sycuan Casino in San Diego, California, HBG completely reconfigured the casino’s interior layout and design, giving more visibility to key gaming areas and adding a new sports bar targeting a younger demographic. Two of HBG’s casino resort projects—the Northern Quest Resort and Casino outside Spokane, Washington, and the Wind Creek Casino and Hotel, near the Alabama Gulf Coast—have been honored with coveted AAA Four Diamond awards for their hotels.
    
The firm continues planning and design activities for the Seneca Buffalo Creek Casino in Buffalo, New York, and the proposed Lansing Kewadin Casino in Lansing, Michigan. HBG also looks forward to the phased opening of the Winstar Casino expansion for the Chickasaw Nation of Oklahoma in fall 2012 and the late-summer opening of a new 250-room hotel addition, 1,500-seat event center and the new Hard Rock Café at the Four Winds Casino Resort near New Buffalo, Michigan.
   
Hnedak Bobo Group is passionate about creating engaging and memorable experiences that deepen the connection between gaming clients and their customers, while remaining highly focused on delivering market-supported investments that are positioned for long-term viability and financial success.
   
Visit HBG at www.hbginc.com.

Containing Culture & Costs

Excitement spans several levels at Indian Head Casino.
   
Its lean and mean $11.2 million cost fit nicely into a price range banks or investors could fund quickly. The size, moderate by design standards, ensured a quick building turnaround of less than one year. And the cultural expression pleased the tribes while providing an aesthetic experience for the public. The 20,000-square-foot facility, which opened February 4, 2012, includes 500 slots and video poker machines, an 18,000-square-foot gaming area, penny slots through $10 high-stake slots, and eight blackjack tables.
   
“It’s like a very contemporary sculpture that you can inhabit,” says Bryan Hamlin, vice president of design for Denver-based WorthGroup Architects, which was largely responsible for the project. “It has fresh finishes, earthy tones. It is very comfortable, extremely inviting and yet it recalls an ancestry that goes back 10,000 years.”
   
The building exterior, with three large structures to denote the tribes, commemorates Celilo Falls, a sensitive chapter in tribal history. Celilo Falls, on the Columbia River, was the site of a revered fishery for the tribes. It was lost in 1957 with the building of the Dalles dam, which killed the largest Native trading center in the country.
   
The Celilo Falls legacy is recalled in the fine structural composition here.
   
Another design element is the river of light. Winding its way across the casino ceiling, it is a series of suspended custom LED curved chandeliers. They create abstracted color and motion.
   
Patrons will notice an organic shape that connects the entire gaming floor across the room. This allows the patron to have the same visual experience from both the main and east lobbies. These suspended, illuminated elements represent both the river and the wind traveling down the valley. The use of programmable LED lighting creates a true feel of water and movement throughout the space.  
   
The Cottonwood Restaurant façade, meanwhile, features several hundred interlocking horizontal wood elements, Hamlin says. They recall the tribe’s lumber industries and create the dynamic façade of the restaurant.         
   
Integrated within the floor-to-ceiling pattern, guests will recognize the Indian Head profile of the symbolic local rock formation from which the casino receives its name.

Owners: The Confederated Tribes of Warm Springs, represented by the Warm Springs, Wasco and Paiute tribes
Architect: WorthGroup Architects
Size: 20,000 square feet; 18,000-square-foot gaming floor
Investment: $11.2 million

Maximize The Alternatives

The Innovation Group of Companies’ broad range of expertise and experience covers almost every aspect of the casino/resort economic development process: The Innovation Group to consult; Innovation Capital to finance and advise; Innovation Project Development to coordinate build-out; Innovation Marketing to position; and Innovation Management Services to help operate.
   
The group also includes Innovation Food & Beverage and Innovation Sports & Entertainment, dedicated advisory practices supporting all affiliates. Working together or independently, the affiliates of the Innovation Group of Companies offer a wide array of advisory, operational, management, financial, development and marketing services to help clients maximize both strategic and implementation alternatives.
   
The Innovation Group of Companies affiliates have been behind the scenes of many of the world’s largest gaming, entertainment and hospitality developments, including projects in 80 countries and on six continents. The companies’ collective client list features the most successful operators in the industry, including public and private corporations, more than 100 Native American tribes, government entities, professional associations, developers, legal organizations, financial institutions and private equity investors.
   
The Innovation Group is the premier provider of consulting and management services for the gaming, hospitality, leisure and entertainment industries. Services include market and financial analysis, legislative and litigation support, economic diversification strategies and other related advisory services.
   
Innovation Capital is a leading middle-market investment banking firm. Services include mergers and acquisitions, financial restructurings and recapitalizations, corporate finance and capital raising, and valuations and fairness opinions. It is a member of FINRA/SIPC.
   
Innovation Project Development is a multi-disciplined project management services company capable of providing a full range of development guidance. As an owner representative, IPD helps clients maximize their investment and revenues and meet aggressive schedules and budgets.
   
Innovation Marketing is an experienced advisory team that leverages the unparalleled consultancy, analysis and insight of The Innovation Group of Companies into effective marketing tactics. Services include advertising campaigns, online strategies, database mining, public relations plans, direct marketing campaigns and more.
   
Innovation Management Services was formalized to provide the gaming, entertainment and hospitality industries with solutions for interim and short-term crisis management support. Services include operations evaluations, pre-opening/post-opening, turnaround implementation, systems and reporting and transition services.
   
For more information visit www.innovationgroupofcompanies.com.

It’s 5 O’Clock Somewhere

Jimmy Buffett’s laid-back casino theme of Margaritaville came to his hometown of Biloxi in May when longtime casino executive Tom Brosig opened the Margaritaville Casino and Restaurant. The property is the first stand-alone Margaritaville Casino (a similarly themed casino is part of the Flamingo in Las Vegas, adjacent to the restaurant of the same name).
   
With shops, restaurants and a casino that opens to Biloxi’s marina and bay, Margaritaville is an entirely new style of gaming establishment, with an outdoor and beach-like feel of an ongoing party.
   
“Jimmy Buffett’s Margaritaville group works very hard to keep its brand consistent, which is all about a laid-back way to live, party and experience life,” says Cuningham Group principal Tom Hoskens. “And that’s exactly what you’ll find in this casino.”
   
Hoskens says the challenge was to stay true to Buffett’s Margaritaville brand.
   
“Cuningham Group’s philosophy of ‘Every Building Tells A Story’ works well with Margaritaville,” he says. “Working from this philosophy, each location tells the story of the owner’s vision and story of its unique site. No two stories are the same; therefore, no two projects are exactly the same. For Margaritaville, we worked to create elements of its unique location that could be incorporated into the brand standards.”
   
Recovering from the storm of the century, Hurricane Katrina, means any construction in Biloxi must meet rigid construction codes.
   
“Due to its location immediately adjacent to the waterfront,” explains Hoskens, “the building needed to be elevated above storm surge and comply with FEMA regulations. This meant that guests need to enter at grade and ascend a set of escalators through an environment that builds excitement about the Margaritaville experience they are entering. The experience was established with the use of color, Jimmy Buffet artifacts, and the ascension of the escalator through a grouping of palm trees.”
   
And there turned out to be benefits to this construction.
    
“The elevation required by FEMA actually greatly enhances the dramatic views of Biloxi’s Back Bay from the resort’s elevated dining and porch,” says Hoskens.
     
While Margaritaville has opened without a hotel, Hoskens says it’s part of a plan for future phases of the property.
     
Brosig, one of the founders of Grand Casinos back in the early 1990s, had retired after the company was sold to a predecessor of Caesars Entertainment. But his love for the Gulf Coast caused him to return after Katrina to help contribute to the revival of the area.
   
“I’ve settled down here,” he says. “I’m a local. I wanted to play a role in bringing this area back after the storm, and this turned out to be the perfect project.”
   
Margaritaville brings hundreds of jobs and a new themed attraction that will draw more tourists and create yet another must-see attraction in Biloxi.

Owner: MVB Holding, LLC
Architect: Cuningham Group Architecture, Inc.
Interior Design: The McBride Company
Theme Contrator: Cost of Wisconsin
Total Investment: $64 million

Crime Prevention Through Environmental Design

Crime prevention and security are two paramount concerns for every casino operator. One publicized incident can set back brand positioning and earnings significantly. As such, it is imperative to address any potential issues at the earliest possible time.
   
Interbrief.org has many years of expertise in implementing “Crime Prevention Through Environmental Design.” This tactic takes a proactive approach to crime prevention and security by addressing any potential issues while still in the design phase of a new resort or a resort expansion.
   
By planning accordingly, a casino can minimize potential threats before they have a chance of materializing. Interbrief.org can assist in developing a project that is as secure as possible, from planning to full operation.
   
Interbrief.org was formed in 2010 by seasoned gaming executive Rick Santoro, CPP. Santoro has leveraged more than 30 years of corporate security, asset protection and risk management experience into building Interbrief.org’s capability as a valued resource for the gaming, hospitality and entertainment industries.
   
The core services that Interbrief.org delivers to the gaming industry include:
   
• Security and Surveillance Consulting, Analysis and Troubleshooting. Direct operational experience with both divisions enables Interbrief.org to properly advise operators on policy, procedure, staffing, technology and training matters.
   
• Risk Management Consulting. Operators can benefit greatly from Interbrief.org’s expertise in upgrading and improving the risk management function.
   
• Training. Interbrief.org offers relevant and real-world training programs for all work units of gaming operations. Topics include: Emergent Decision Making, Critical Incident Response, Workplace Violence Prevention, Crime Prevention, Patrol Objectives, ERM and Asset Protection.
   
• Labor Action Contingency Planning. Interbrief.org has handled numerous labor action contingency programs for clients and provides invaluable preparedness consultation to those in need.
   
• Expert Witness and Litigation Support. Interbrief.org has assisted in defense matters on behalf of clients who are facing litigation, as a result of negligent security, nightclub operation, liquor liability and critical incident matters.
   
• Vulnerability Assessment. Interbrief.org recognizes the power of uncertainty and prepares clients to manage risks and threats before an incident takes place.
   
Gaming owners and operators need to protect their assets while also maintaining and growing market share. Interbrief.org is equipped and staffed to assist operators in achieving asset protection goals in an efficient and discreet manner.
   
For more information, visit www.interbrief.org, or email rick@interbrief.org.

Making History

Pennsylvania’s first Category 3 resort-class casino had a head start. Category 3 casinos are designated to be attached to a hotel with year-round resort amenities, but in this case, the draw to the area was already there—the Valley Forge Convention Center and adjacent Radisson Hotel. And, with the nearby Valley Forge National Park and King of Prussia Mall, people already flocked to the area.
   
There were challenges, however. The building was originally designed to accommodate five indoor tennis courts above the convention center’s exhibit hall. According to Steven Henkelman, the partner at Cope Linder Architects in charge of the project, the parking lot had to be altered. “It was immediately obvious that the existing circulation and parking patterns would be detrimental to the guest experience and inhibit direct access into the casino, which was a half level below existing grade,” Henkelman says.
   
To solve the problem, a “camel’s hump” in the parking area was removed and the parking area was lowered to provide what Henkelman calls a “clear and understandable route” to the casino entrances and allow for an elegant porte cochere.     
   
Inside, the goal was to create a casual, “exclusive club”-like environment, he says.
   
Cope Linder joined with interior designer Floss Barber to create a sleek, elegant and easy-flowing design that uses soft colors and modern design elements to create a comfortable atmosphere. Category 3 rules restrict the gaming floor to 600 slots and 50 table games, so Henkelman says another goal was to create a sense of variety within this necessarily smaller space of less than 33,000 square feet.
   
Barber, who is one of the premier designers of casino interiors, used not only reds and wood—“iconic forms of a club,” she says—but shape to create an air of exclusivity. “It was important to the client it feel like a private club,” she says. “Not the Union League, but something with exclusivity to it, and that would make it different from other casinos.”
   
In creating all the interiors (except back-of-house areas), Barber says she started by using the shapes that were already there. “There were five light wells that existed in the space, perhaps 25 feet high,” she explains. “We started looking at how to carve into those light wells to create an interesting space. We started creating these wonderful forms in the ceiling, and then we carved the round central bar as the generator, the central force.”
   
Much creativity went into each element of the design. Barber says the carpet is a takeoff of an Emilio Pucci dress pattern. Icicle-like light fixtures pull customers into the space the way crystal chandeliers might with a bigger design budget. Privacy was created for a high-end room with a display of sculpted carved-wood forms.
  
“We went for a little of the Mad Men era, the Sinatra style,” Barber says. “We wanted that era’s aesthetic, with clubs and privacy and fun—when life was a little easier.”

Owners: Valley Forge Convention Center Partners, L.P.
Architect: Cope Linder Architects
Interior Design: Floss Barber, Inc.
Total Investment: $165 million

Distinguished Destinations

Designer of distinguished destinations for gaming, hospitality and entertainment worldwide, JCJ Architecture’s success is founded on their practice of unifying clients’ exacting needs with the dynamics of the marketplace. From offices in New York, Boston, Hartford, Phoenix and San Diego, JCJ provides comprehensive programming, master planning, architectural, interior design, feasibility and project management services. Founded in 1936, the firm has earned a leading reputation for design creativity and a strong history of follow-through and timely delivery.
   
JCJ’s hospitality team has been responsible for the management, planning, theming, design and documentation of numerous landmark gaming, hospitality and entertainment projects internationally. Their work ranges from regional casino and entertainment facilities to large-scale destination resorts such as the highly acclaimed Wild Horse Pass Hotel & Casino in Phoenix, Downstream Resort Casino in Oklahoma, Foxwoods Resort Casino in Connecticut, Seneca Niagara Casino & Spa Hotel in New York, the luxurious US Grant Hotel in San Diego and the first casino in New York City, Resorts World. The firm has also been engaged in hospitality projects in Canada, Mexico, the Caribbean, South Korea, India and currently in Panama.
   
Recognized not only for providing innovative, artistic and successful designs, but also for comprehensive documentation and project execution, JCJ operates as a strong business, and approaches its clients’ projects similiarly. The firm reaches beyond typical architectural services to include steadfast attention to and understanding of the client’s business objectives and expectations for return on investment.
   
Translating client aspirations into architectural form by shaping the physical space of a casino, hotel, resort, spa or entertainment venue to more accurately reflect player and guest behavior has been JCJ’s methodology for its 20-plus years in the gaming and hospitality industry.
   
Establishing an optimal balance of aesthetic, functional and financial considerations, and then communicating them effectively, JCJ’s team achieves design and operational objectives through diligent management, technical research and artistry.
   
Highly regarded for its reputation of design excellence, responsive client service, strong business practices and commitment to its community, JCJ has delivered more than $10 billion in built work throughout the U.S. and internationally, with nearly half of that completed for sovereign nations. Creativity, technical expertise, market-driven solutions, management of multi-disciplinary teams and the ability to meet accelerated project schedules are the hallmarks of JCJ.
   
Visit www.jcj.com

Let It Rock

Here’s one story even Hollywood would not have written: Higbee’s Department Store in downtown Cleveland, featured in the homespun holiday movie A Christmas Story, is now the site of Ohio’s first casino.
   
The Horseshoe Casino, which opened May 14, marks the first collaboration between Caesars Entertainment and Rock Gaming (Rock Ohio Caesars LLC or ROC). Dan Gilbert, chairman of Rock Gaming, is also majority owner of the NBA’s Cleveland Cavaliers and AHL’s Lake Erie Monsters, and chairman and founder of Quicken Loans Inc.
   
Phase I of the project is located on the first four floors of the 12-story building on Public Square in Cleveland, now in the midst of a revival. Since 1976, the landmark department store has been part of the National Register of Historic Places.
   
The casino design team, led by Rock Gaming’s Nathan Forbes and Jeffrey Cohen, approached the reconstruction with respect for the property’s heritage, and were “passionate about preserving and enhancing the original neoclassical and Art Deco style of this building inside and out,” says Forbes. “From Higbee’s entrances to its interior structural and decorative details, we challenged ourselves to maintain the timeless features of the building while completely reinventing its use.”
   
Adds Cohen, “Transitioning Higbee into Horseshoe Casino ironically brought the building closer to its original architecture and design,” as original details were restored and long-lost elements brought back.
   
For example, decorative plaster details on columns and ceiling beams were restored and windows long covered were once again exposed. Some full-length windows were draped with translucent sheers to give outsiders a glimpse of the casino and insiders a hint of natural light and views of the city.
   
ROC invested more than $350 million in the urban casino project. Nearly 300,000 square feet of space was transformed into premiere gaming and dining space with 2,100 slot machines, 63 table games and a 30-table World Series of Poker room, which officials hope will host a WSOP tournament in 2013. There is also a VIP players lounge, a buffet restaurant and food court. The casino has two bars, Vintage 51 on the first floor, and Legends at Horseshoe on the second level.
   
The design team revived the exterior by illuminating the building’s 12-story facade to highlight limestone cornices and details. New signage was added along with branded awnings and flags. Higbee’s original brass railings and brass filigree-framed display windows and revolving entryways have been restored for the anticipated 5 million guests the casino expects to attract annually.
   
Inside, original railings and grand vestibules have also been restored, including the original ornate floor-to-ceiling columns, which stand nearly 22 feet tall. Massive crystal chandeliers recall the grandeur of Higbee’s original light fixtures.
   
The casino floors were reinforced to support heavy gaming equipment; heating and cooling systems were expanded; and the entire structure was outfitted with the latest communication technologies. Raised floors were installed to route and protect miles of data and power cables under the gaming floor. Kitchens in both the 400-seat buffet restaurant and food court were fitted with up-to-date culinary equipment. A five-story dedicated parking structure with 1,300 spaces was added; the valet area has a temperature-controlled brick driveway.
   
ROC also plans to develop a Phase II overlooking the Cuyahoga River, and also create the Buckeye State’s second Horseshoe casino, in Cincinnati in 2013.

OWNER: Rock Ohio Caesars
LEAD ARCHITECT: Friedmutter Group, Las Vegas
PROJECT ARCHITECTS: KA Architecture Inc., Robert P. Madison International
LOCAL CONSTRUCTION PARTNERS: Whiting-Turner, Price Builders + Developers, McTech, URS Corporation and Thorson Baker and Associated.
CONSTRUCTION COST (casino and parking areas): $124 million
TOTAL INVESTMENT: $350 million

The Art of the Resort

The “ramping up” period for casino revenue is becoming shorter and shorter. It took 46 years for Clark County, Nevada to break the billion revenue mark. Atlantic City took three years to hit that same milestone. And Singapore, only two years into its gaming career, is poised to catapult over Las Vegas this year, moving into second place on the list of the world’s top gaming destinations.
   
A big reason for that is the constrained supply of gambling and the huge demand, but without a keen eye for design, Singapore wouldn’t have a casino industry at all, much less a successful one. The Marina Bay Sands is a case study in how casino design, in a post-recession, global gaming economy, can be a game-changer.
   
The Marina Bay Sands might be the most profitable casino in the world. Each square foot of casino space generates, on average, over $52 of revenue daily, about twice the rate of many Macau casinos and six times the rate of large Las Vegas casinos. Yet it might be the least casino-looking gaming facility on the planet. That contradiction is, in fact, what got the owners of Las Vegas Sands one of the most coveted gaming licenses in the world. It might make billions a year from gambling, but nothing in the Marina Bay Sands design process was left to chance.

The Bid Process

The project had its origin in the November 15, 2005 Request for Proposal, which specified a project that would blend into the master plan for Marina Bay, which the Singapore government sought to develop into a large-scale business destination. That meant a large MICE (Meetings, Incentive, Convention, and Exposition) component, but also amenities that would make the resort a destination in and of itself.
   
That sounds right up the alley of a company that had already built a Las Vegas resort that raised the bar for integrating convention space and was developing the world’s largest casino in Macau. But Deputy Prime Minister Professor S. Jayakumar, the chair of the Ministerial Committee, who would evaluate the proposals (which served as the Tender Approving Authority, or TAA), made it clear that an off-the-shelf Vegas-style casino resort wasn’t going to play well in Singapore.
   
Before opening up the bidding process, the Singapore government sent experts to study casinos in Macau, Las Vegas and the Bahamas. According to Kah-Wee Lee, a graduate student in architecture at the University of California, Berkeley, who is also a Singapore native, this study informed the TAA’s decision-making process.
   
“What they concluded from these trips,” Lee says, “is that casino-resorts in Las Vegas have moved away from the traditional model, which earns the majority of its revenue from casino gambling. Thus, they began to see how the casino industry is tightly woven into the tourism, MICE and entertainment industries. The new model is thus more ‘acceptable’ for Singapore. From this conclusion, you can see how the government has a certain aversion towards the traditional Las Vegas casino. They see it as an industry that promotes vice, excess and crime.
   
“Of course, Las Vegas casinos were already shifting the bulk of their profit centers to tandem activities in the 1980s. What the government saw in their study trip is not new at all.”
   
Even if the government’s assessment wasn’t accurate, it fit in with the larger cultural context. During its brief history as an independent city-state, Singapore has struggled to define itself. The government has played moral policeman with its citizens, attempting to dictate many details of daily life. For example, since the 1990s, Singapore has outlawed the import or sale of chewing gum because of the expense and inconvenience of cleaning used gum. In such an environment, a Vegas-style casino, with all of the decadence and frivolity it represents, would not gain traction. Building something along the lines of the Stardust would go against the grain of Singapore’s very identity.
   
“The government’s moral judgment, Lee says, “about the ‘traditional’ Las Vegas casino can be understood if we are aware of the puritanical stance of the ruling ideology since 1960s. As part of the nation-building project, the state promoted the ideal of the frugal and rugged individual. There were consistent projects to criminalize gambling and stigmatize it as vice.
   
“When the TAA decided that the new model was acceptable and the old model was bad, they expressed the same ideological stance about vice and nation-building.”
    
Singapore’s approach demanded that the city have no casinos—instead, it was to host two “integrated resorts,” incorporating to various degrees tourism and MICE elements. The Sentosa Island project (which was opened to bidding after the conclusion of the Marina Bay RFP) would have a greater emphasis on family-style vacation fun, while Marina Bay was to be more business-oriented. Though gaming was to be a critical part of the project and undoubtedly the chief revenue-driver, it was critical that the integrated resort not look “too much” like a casino—a curious dilemma for those submitting bids, which included some of the largest gaming companies in the world.
   
Not everyone could play by Singapore’s rules. Steve Wynn withdrew from consideration after he publicly criticized the tender process as “unsophisticated.” He claimed that the “control and direction given by people who’ve never done this before” made his entry into the market untenable.
   
Yet others remained in the running. On March 26, 2006, the committee announced that the RFP was closed. Four groups submitted bids: Genting International and Star Cruises, Harrah’s (now Caesars) Entertainment and Keppel Land, MGM Mirage (now MGM Resorts International) and CapitaLand, and Las Vegas Sands. LVS might have been considered the underdog; Genting was a large casino-owning multinational headquartered in nearby Malaysia, and the other American-based companies partnered with large Singaporean firms.
   
The terms of the RFP made it clear that more would be needed than local connections, and design would be a big part of the winning proposal. “Given its prominent waterfront location,” the government said in announcing the tender, “the proposers are encouraged to design an IR that is modern, architecturally distinctive, urban and well-integrated.” Overall, “architectural concept and design” accounted for 30 percent of what
proposals were judged on.

   
In addition, the government set a fixed price of approximately $1 billion for the land the resort was to be built on. Instead of having proposers bid on the land and possibly skimp on the resort after they captured the concession, Singapore was keen to get the best project it possibly could on this valuable piece of land.

Winning by Design

On May 26, 2006, the government announced that Las Vegas Sands had won the bidding. It didn’t hurt that LVS had a proven MICE track record and submitted the proposal with the highest development cost, but the project’s design put it over the top.
   
“The design of the Marina Bay Sands is unique,” the government concluded, “and will provide a memorable image and destination attraction for Marina Bay. The overall composition fits very well with existing and future developments. The setting back of the hotel towers from the waterfront opens up expansive views to the city and the entire Marina Bay.”
   
Indeed, Las Vegas Sands succeeded where others failed because it grasped exactly what the Singapore government was looking for.
   
“It must be said that the planners spared no efforts to impress upon the bidders the urban vision they have for Marina Bay. This vision has a specific aesthetic that is drawn from the league of global cities and cultural/financial capitals such as New York, London and Paris. Meeting this vision wasn’t easy. Steve Wynn, for example, simply was not willing to give up his personal branding for the kind of aesthetic desired by the government.”
   
The resort that Las Vegas Sands proposed in its RFP was a show-stopper. Three hotel towers, subtly reminiscent of playing card decks, supported a modern-day hanging garden: the SkyPark, an elevated garden and observation deck with a 150-meter infinity pool. The ArtScience Museum would have 50,000 square feet of galleries showcasing exhibits from around the world. With plenty of space for the performing arts and numerous restaurants, the project would be a complete tourism destination. Finally, building on Las Vegas Sands’ long history with business travel, the proposal featured a mammoth Sands Expo and Convention Center with 250 meeting rooms.
   
The design of Marina Bay Sands let Singapore get the best of both worlds: an incredibly profitable casino that looks nothing like a casino. And that fits in with a city-state that’s notoriously strait-laced, with heavy fines for crimes like public spitting and a mandatory death sentence for drug traffickers, but which also created the Singapore Sling. Las Vegas might tout itself as Sin City, but no one’s named a cocktail after it. Marina Bay Sands, since it doesn’t “look” like a casino, made gambling a safe bet for the Singapore government.
   
Frank Santagata, executive director of development, program management and design for Marina Bay Sands, oversaw the development, program management and design team.
   
“The MICE element had a major effect on the design process,” he says, “as our MICE product comprises large areas of expo and convention halls that require large horizontal areas to best serve our guests. Locating the MICE element in the plan to provide this large expanse, along with the necessary adjacencies of their support elements (large loading bays, parking, access to taxi/MRT, etc.), required the MICE area to be best located at a prime location within the property. The MICE product was one of the initial items fixed in the plan at the start of the design process. Our numerous tourism elements also would need to be located along easily accessible points on-property to ensure convenient access for tourists, which also drove the design to assign those elements at key areas within the property at the early stages of the design process.”
   
This is almost the opposite approach that most U.S. casino developments take. Typically, the casino is at the crux of the design process, and most questions of access center on how easily patrons can be funneled into the casino.
   
Yet, Santagata insists, this difference did not create tension for the design. “There was no real dichotomy between the form and function of the development,” he says.” The RFP was specific in its requirements of creating a modern, world-class development that contained all the essential elements of an integrated resort. Including a casino element within this brief was seamless, as the casino became an integral element within a series of ‘work and play’ environments within the IR.”

From the Basement to the Sky(Park)

Winning the concession was only the first step in a four-year path towards the property’s eventual opening. Getting the project, which pushed the boundaries of engineering in many ways, built would be a challenge. Matthew Pryor, the senior vice president of construction (Asia) since 2006, was responsible for building the Sands Macao and Venetian Macao, and creating the Cotai master plan.
   
With more than two decades experience in construction, Pryor’s seen just about everything a site can throw at builders. Marina Bay posed some technical challenges, he admits, but proper management kept these from disrupting the building process.
   
“As we were building a significant portion of the building—approximately 40 percent—below ground, the stability of the ground is a vital factor to us,” Pryor says. “And Marina Bay Sands is situated adjacent to a large body of water, a main expressway and with a new underground train line running through the site—the ground conditions were always kept in check.”
   
Outside of those specific issues, the very size of Marina Bay Sands raised its own issues. “It was different in terms of scale, speed and site constraints,” says Pryor. “The property was almost four times bigger than anything ever built in Singapore, so securing resources stretched the market, and that itself was already a huge challenge. The engineering was at the limit of what was feasible then.”
   
Indeed, the mere opening of the Marina Bay Sands, Santagata thinks, is noteworthy.
   
“Seeing such a complex and visionary project being successfull
y completed in a high-quality manner within an extremely aggressive time frame,” he says, “makes me incredibly proud.”

   
There’s no doubt that the design of the Marina Bay Sands got the attention of the TAA. But it wasn’t always easy to take that design from the drawing board to the job site.
   
“The process is complex,” Pryor says, “as it is built at a height of 200 meters. It took 12 months to just design and another 12 for planning. (Sections) were all fabricated off-site. It was a very complicated installation (lifting) process, and there are only two specialist companies in the world with the right technology to do it. This process took about six months to complete.”
   
But, Pryor thinks, it was well worth the effort.
   
“The Sands SkyPark is an architectural masterpiece,” he says. “This 1.2-hectare tropical oasis is longer than the Eiffel Tower is tall, and large enough to park four and a half A380 jumbo jets. There is also a 150-meter infinity swimming pool, the world’s largest outdoor pool at that height.”
   
Santagata agrees. “I believe the SkyPark is the most groundbreaking element, from both a visual and technological standpoint,” he says. “The SkyPark and the ArtScience Museum have become the new icons of Singapore since their opening.”
   
Piling work started in February 2007, a mere 15 months after the initial RFP went out. The ribbon-cutting ceremony was held in April 2010. After 38 months of designing and building, Marina Bay Sands was ready to welcome its first customers. And that would be when everyone learned if beautiful, technically challenging designs would truly translate into customer-pleasing—and revenue-enhancing—experiences.
   
A veteran casino guy (he’s been president of Caesars Atlantic City and CEO of Trump Entertainment Resorts, among other positions), Senior Marketing VP Mark Juliano isn’t put off by being tasked with marketing a resort where the emphasis isn’t just on the casino. On the contrary, he views that as a strength.
   
“As a MICE-led integrated resort, there is so much more to Marina Bay Sands than just the gaming aspect,” Juliano says. “Dining, entertainment, convention space, the award-winning retail offerings and all other areas of our integrated resort allow us to reach out to people who have a variety of interests and reasons for coming to Singapore and Marina Bay Sands.”

Making It Work

The design and construction teams handed the keys, so to speak, over to the management team. Juliano gets to sell the MBS experience to potential customers. And, he says, it’s not a hard sell at all, thanks to the care put into its design.
   
“The design is very thoughtful,” Juliano says, “to make sure we create unique spaces to cater to our guests’ gaming preferences. We have the private salons which are secluded, and can offer a quiet and discreet place for our high-end customers to play their favorite games. On the other hand, the main gaming floor is designed to create a different level of excitement with a large variety of both table games and slots and lots of action.”
   
In addition to the architectural and cultural show-stoppers like SkyPark and the ArtScience Museum, Juliano points out that the celebrity chef restaurants, events center and theater have been tremendous draws. This makes running the casino even easier.
   
“I think having a casino in an integrated resort eliminates a lot of the challenges you might face,” he says, “since we have a multitude of revenue sources from not just the casino. All of the non-gaming aspects of Marina Bay Sands are healthy and profitable.”
   
In the end, Las Vegas Sands got a project that was ideally suited to Singapore, and Singapore got the integrated resort it wanted.
   
“This project was developed,” says Santagata, “to cater specifically to the detailed brief outlined by the STB in their RFP, hence this development is especially site-specific. We certainly have other IRs of a similar size and magnitude in various locations. However, the specific mix of uses, the development’s key attractions, and its spectacular and strategic setting on a large parcel of land along the edge of one of the most breathtaking city skylines in the world certainly make Marina Bay Sands unique.”
   
Those who built and operate it use the word “iconic” quite a bit. And that iconic status is due, in large part, to how the property mixes its unique design with the amenities and brands it offers.
   
“We are the inspirational property in Southeast Asia, and are on our way to becoming one of the icons of Singapore,” Juliano says. “We have the brands throughout the integrated resort to support a wide variety of customers with different agendas, and that’s why we attracted so many visitors.”
   
Outside architectural experts agree. “The planners were successful,” says Lee. “They knew what they wanted, and they got it. The completed MBS fits in the vision the government has for Marina Bay. It is designed by a star architect rather than a casino specialist or a theme park expert. It has all the symbolic cache of an architectural icon like Guggenheim Bilbao, not Bellagio Las Vegas.
   
“The casino is invisible when seen from the outside. To put it simply, the building blends into the existing aesthetic order of Marina Bay.”
   
It’s ironic, then, that a casino that was designed to be unlike a casino has become, arguably, the most successful gaming destination in the world. But a look at the process that delivered Marina Bay Sands makes it clear that all of this was no accident. In order to gain access to the site, likely the most coveted piece of gaming-entitled real estate in the world, Las Vegas Sands had to submit a design that would exceed the TAA’s expectations and could be a functional integrated resort.
   
That’s why the phenomenal success of Marina Bay Sands—which has
even Steven Wynn admitting he’d love to build in Singapore—is, ultimately, by design.

The Natural World

Established in 1958 and based in Newport Beach, California, Lifescapes International, Inc. is a world-renowned landscape architectural design firm. Having provided design for landscaping architecture for more than 15 casino resorts on the Las Vegas Strip, as well as an additional 50 casinos and casino resorts across the United States, Asia and Europe, Lifescapes International continues to create successful, dynamic destinations, wherever they may be.
   
For more than five decades, Lifescapes has been a significant design influence for gaming-related properties (including Native American and commercial gaming properties), destination resorts, mixed-use developments, retail centers and entertainment-driven projects.
   
Lifescapes International completed designs for one of the Las Vegas Strip’s newest casino resort additions with the opening of Encore Beach Club, and also designed the landscape environment for Encore for Wynn Resorts. Another recently opened Lifescapes International project is Pinnacle Entertainment’s River City Casino in St. Louis; currently the firm is developing designs for Pinnacle’s new L’Auberge Baton Rouge project, scheduled to open this fall.
   
Lifescapes International’s senior principal leadership team consists of Chief Executive Officer /FASLA Don Brinkerhoff, President/Chief Financial Officer Julie Brinkerhoff-Jacobs, Executive Vice President/Chief Operating Officer Dan Trust, Director of Design-Horticulture Roger Voettiner and Director of Design Andrew Kreft.
   
They all work in unison to create and manage the firm’s projects, with the assistance of a team of highly qualified landscape architects, project designers and a strong administrative staff.
   
In addition to working successfully on many national gaming developments, Lifescapes International has worked on a variety of Native American properties, including the original Agua Caliente Casino, Harrah’s Rincon Casino and Hotel, Barona Casino, Pala Casino and Resort and the Spa Casino and Resort.
   
“The entertainment and resort operators, including astute executives within the gaming industry, have realized for many years that stand-alone gaming activities are simply not enough to keep customers fully engaged on their properties,” Brinkerhoff-Jacobs says. “We are now working on nightclubs, beach clubs, retail and restaurant environments so our gaming clients have other captivating activities for their customers to enjoy during their stay.”
   
For more information, visit www.lifescapesintl.com.

The Glory of Rome

The construction of the Octavius Tower at Caesars Palace actually was completed in 2008, but the opening of the latest expansion of the venerable Las Vegas landmark was delayed until 2011 as the country sank into recession during those years. But it has been well worth the wait.
   
It’s not often that a 686-room hotel could be considered boutique, but that was the goal of Caesars Palace executives right from the start. The Octavius Tower has a separate entrance on Flamingo Road, giving it an exclusive feel, an impression that is heightened once the guest arrives in any of the rooms in the tower.
   
Starting at 550 square feet, each room offers modern, luxurious décor incorporating earthy shades of browns, grays, taupes and beiges, offset with pops of green and splashes of deep red. The rooms feature marble floors and stylish patterned carpets that complement dark wood furnishings and brushed chrome fixtures. King-sized beds with sleek headboards, plush pillow top mattresses and luxurious Anichini linens provide ultimate comfort, while separate living areas create an inviting ambiance with plush velvet sofas, contemporary chairs and chic stone tables. Dark wood desks with granite overlays feature custom cabinetry containing a premium mini-bar.
   
If you’re lucky enough to book one of the suites, the superlatives don’t ever end. The tower features 60 of the property’s most luxurious suites and nine villas meant for kings, presidents and princes.
   
But you’re still at Caesars Palace and the Octavius Tower continues the full Roman theming of Caesars Palace, with the Palace Tower and Romanization of the three original “arabesque” guestroom towers, together with an overlay of the several low-rise components, Bergman Walls & Associates has supported Caesars Palace’s preeminence as the destination resort to visit in Las Vegas.
   
Technology plays a huge role in the Octavius Tower, as well. Framed 42-inch flat-panel, high-definition television screens and convenient multimedia hubs offer a user-friendly in-room technology package with advanced plug-and-play capabilities. Guests can connect their mobile device to automatically stream videos and music, browse the internet, check emails, give presentations and much more direct to the television. Upon arrival, Octavius Tower guests also have immediate access to the exclusive interactive guest directory bringing the many offerings of Caesars Palace direct to their fingertips. Accessible through any mobile browser, the web application allows direct communication with concierge, housekeeping, room service, transportation, valet, bell and butler services, along with resort information and insider offers. 
  
Caesars President Gary Selesner isn’t resting on his laurels, either. Next year, a true boutique casino will open within the walls of Caesars Palace developed by celebrated Japanese chef Nobu Matsuhisa and a coterie of superstar investors, including actor Robert DeNiro. Stay tuned.

OWNER: Caesars Entertainment
ARCHITECT: Bergman Walls & Associates
INTERIOR DESIGN: Wilson Associates and KNA Design
CONTRACTOR: Marnell Keating Joint Venture
COST: Part of $860 million expansion since 2008

The $50 Million Budget: Real Renovation

Nobody thinks of million as a small amount, chump change, “peanuts,” or just walking-around money. But when it comes to renovating casino properties, million is often considered a small amount.
   
Yet, a small amount may be all that a property can manage in the current economy, and if that’s the case, where should the money be spent? Where will it make the biggest impact?
   
We asked that question of a number of leading design and engineering firms that have done a significant amount of work in the casino industry. Their answers have a general consensus, but some of the responses may surprise you.

The Gaming Floor

Several of our respondents pointed to the gaming floor as a good place to make a big impact with a small budget. Tom Hoskens is a principal of Cuningham Group Architecture, which designed the $44.5 million renovation of the Palace Casino Resort in Biloxi. Hoskens points out, “Even on a small budget, one opportunity for change that does not necessarily involve a large investment of capital is changing the layout of the gaming floor, and the path by which guests experience the gaming environment.
   
“A different layout will change focal points and add pathways and corridors, thereby encouraging guests to explore and criss-cross the floor to reach certain amenities. While carpet and ceiling treatments need to change to work with the new flow, the impact is substantial, and for less money than what it would take to add floor space.”
   
Dike Bacon of the Hnedak Bobo Group puts it rather succinctly when he states, “Make your revenue-generators visible.” Hnedak Bobo Group recently applied this principle to the Sycuan Casino, near San Diego, California, in a $27 million renovation.
   
Brian Fagerstrom of WorthGroup Architects cites the example of his firm’s addition and renovation of the Hard Rock Hotel & Casino Tulsa, Oklahoma, as part of the Cherokee Nation. Changes on the gaming floor included the games themselves.
   
“Another important trend in the U.S. is the dynamic transformation occurring on the gaming floor with the influx of interactive gaming as the future of i-gaming is on the horizon,” Fagerstrom says. “This is interesting from the design perspective as there is a need for maximum flexibility and adaptability with changing amenities and new technologies. Perhaps most appealing in these trends is that their implementation can be accomplished in many properties for relatively reasonable capital investment.”
   
A note of caution is in order at this point. Many properties have been renovated over the years—sometimes because a concept fails and is replaced with another, and sometimes because an ownership change brings about a new change in focus or direction. This sort of change over time can result in a disjointed environment.
   
Bacon describes the Sycuan Casino as “suffering from repetitive addition syndrome that resulted in the casino feeling very piecemeal and closed off from one area to the next.”
   
Ken Kulas of Cleo Design adds, “Over time, many casinos will modify in reaction to specific guest services, changes in technology, or personal taste of the current operator. A property can lose the original focus and build upon designs that are slightly skewed from a brand direction and end up with a disjointed comprehensive interior that can confuse a guest.”
   
According to Kulas, a solution that Cleo Design has used in several properties—including the Las Vegas Hilton, the Golden Nugget Casino Las Vegas, and the Stratosphere Casino in Las Vegas—utilizes the concept that “surface changes rather than construction can make a huge impact to a renovation, yet are much more friendly to an owner’s budget. Décor—being the most recognizable difference when renovating a casino—can be as easy to understand as its brand.”

Make Every Part Contribute

Many renovations are initiated when an amenity, for whatever reason, doesn’t attract customers. A certain ethnic food, for example, may not find many fans in one part of the country.
   
Mike Stewart of YWS International gives us an overview: “Typically opportunities exist in unused, non-revenue- generating space or space that can be adapted for another use once its primary use is closed, such as a race and sports book. After analyzing the competition, the facility infrastructure and the customer needs, we can typically develop new concepts, including new F&B venues, potential brand partnerships, or retail/entertainment amenities, which can become new revenue opportunities for the owner.
   
“One project we recently completed was the buffet remodel at the Hard Rock Hotel & Casino in Tulsa, Oklahoma. Not only did this project completely change the look and feel of the buffet but it also incorporated unused space to increase seating capacity by approximately 20 percent.”
   
SOSH Architects had a similar experience with the Trump Taj Mahal in Atlantic City. According to Tom O’Connor, “SOSH started with a successful $25 million interior renovation which translated into an extensive $11 million Boardwalk improvement renovation. SOSH was able to introduce a number of retail and F&B venues with access directly off the Boardwalk to ‘activate and celebrate the public access.’”
   
Another danger with amenities is the underperforming one—one that may do well at certain times but is relatively dead at other times. David Nejelski of Thalden Boyd Emery points out, “During off-peak times, center bars create a ‘dead zone,’ an area that does not contribute to a guest’s experience or the property’s revenue. An isolated venue as well can be empty for a majority of hours in a day—or even days.”
   
Nejelski cites, as an example of successful renovation, the Commerce Casino in Commerce, California, where a new River Bar made an impact even during off hours: “The alignment of the bar with the new ceiling element is all that is needed to create a space. It has the added advantage of never feeling empty, as people are always walking past. Bei
ng completely open, many of those people stop to get a drink. After opening, beverage revenues property-wide increased by nearly 20 percent.”

A Strategic Balance of the Amenity Mix

Amenities—bars, restaurants, spas, pools, retail and entertainment venues—are an important part of the appeal of going to a casino. Guests will go to a casino more readily if there is more to do than just visit the gaming floor, and more attention is being focused on having the right mix of amenities in the right location than ever before.
   
“We are seeing considerable strategic thought go into the selection of amenity mix at properties that are finely tuned to customer appeal,” Fagerstrom explains. “Abundant attention over the past year has infused the amenity mix with highly popular retail brand names—whether a famous chef, the hottest reality show, or most popular country singer.”
   
Hoskens of Cuningham Group echoes this view when he explains how changes in the amenity mix helped rejuvenate Palace Casino.
    
“The dramatic renovation and changing the mix of amenities allowed Palace to evolve to a more upscale market,” Hoskens says. “In doing so, it appeals to those seeking a destination and entertainment experience, not just a place to gamble. Palace capitalized on the trend of giving guests more reasons to stay longer, spend more and return again.”
   
Illuminating Concepts is a lighting and media design firm that has done a great deal of work in casinos. Michael Shulman of Illuminating Concepts explains his firm’s philosophy towards the gaming environment:
    
“There are many ‘features’ that we design and collaborate on for all of our projects,” explains Shulman. “We remain consistent that the entertainment strategy is not to create or deliver one feature but instead many elements, features and experiences to create a ‘must feel’ environment. We do utilize lighting and media to heighten the visitor expectation and try to instill a sense of personal belonging and interest into the space.”
   
Another element in creating the right mix of amenities is to go after the non-gaming guest. The Sycuan Casino saw a potential market in non-gaming customers and asked Hnedak Bobo Group to help exploit the opportunity.
    
“Many of our clients are focusing on non-gaming customers as an untapped potential revenue-generator,” Bacon says. “The Sycuan Tribe is a primary sponsor of area professional sports teams, the MLB Padres and NFL Chargers, so their new 6,500-square-foot, blue-and-gold-themed food and beverage venue was a natural fit as a sports bar that targets a younger demographic. It’s quickly become one of the hottest bars in San Diego County.”
   
The non-gaming customer is also drawn by nightclubs, specifically designed to attract younger customers.
   
“We are celebrating a new demographic, the Generation M, the Net Generation, those who have spent their entire lives with the World Wide Web,” Michael Mangini of SOSH Architects explains. “We are designing nightclubs that enliven and energize through the use of communications and media technologies—an immersive club experience. Casino properties are looking to capitalize on the extremely prosperous business of a nightclub while singularly identifying and branding their property as the ‘place to be.’”

Improving the Experience

Few gaming equipment, gaming floors, and a great amenity mix can still fall short if your guest has an unpleasant experience in the visit. With smoking being banned in more and more locations, people do not have the experience typical only a few years ago, of coming home reeking of cigarette smoke.
   
Most casinos still permit smoking, and most guests tolerate it—but the less smoke they experience the more they enjoy their stay. Greg Peterson is a mechanical engineer with AE Associates, a mechanical, plumbing and electrical engineering firm that has worked on several casino renovations.
   
“By far, the biggest reason we come across to improve a casino’s MEP (mechanical, electrical and plumbing) system is that it does not adequately remove cigarette smoke,” says Peterson.
    
Bacon makes a similar observation: “Give customers what they want. Many of Sycuan’s customer’s requested a non-smoking casino environment. Leveraging this kind of feedback, Sycuan built a 400-slot, 10-table boutique casino within a casino dedicated solely to the non-smoking gaming customer. Often, an attainable increase in returns can be found by raising the perceived level of quality of the facility by just enhancing the gaming experience itself.”
   
Peterson points out that one of the best times to upgrade the mechanical systems is when an overall renovation is taking place. Of a current project on the boards Peterson explains, “During conceptual design, ownership quickly realized the renovation was not addressing all of their customers’ needs, as the No. 1 guest complaint is cigarette smoke. As part of the renovation project, we are improving the HVAC system’s ability to remove cigarette smoke. When the renovation project is done, not only will the casino have a new, fresh look, but the air will be a lot fresher too.”
   
Of course, the environment in a casino is more than just the quality of the air. One simple addition to the gaming environment that provides energy and excitement has been used successfully by Cleo Design.
   
“A current trend for the gaming area to add energy and excitement for relative low cost is the use of the video monitor,” Kulas says. “Placed in highly visible public areas, a variety of content including promotions, directional information, sports and music entertainment can add that layer to help animate and update a vibe.”
   
Turns out that you can do a lot of things with “only” $50 million! Alter the gaming floor, improve the amenity mix, make better use of available space and venues, and clear the air are only a few items that a property can do to improve its
appearance and attract more guests. But don’t neglect other areas, such as the guest room experience, and the valuable use of pools—all day long and into the evening.

   
There are many options open to a property, and some will make more sense based upon local conditions than will others—but there are also a number of solid design professionals to help you reach your goals.

Rewarding Design

SOSH Architects was founded in 1979 on the core conviction that quality design continually rewards the community, the client and the design team. The firm has steadily grown from a company of four partners to its current size of approximately 60 design professionals engaged in the execution of major master planning, architecture and interior design commissions worldwide. The company philosophy drives a design process that values exploration, visualization and the contributions of multiple voices consistent with their belief that the best design solutions are the result of thoughtful collaboration.
   
SOSH’s principals—Thomas J. Sykes, Thomas J. O’Connor, William A. Salerno and Nory Hazaveh—continue the commitment of personal involvement in each project. With offices in Atlantic City and New York, SOSH Architects has established a worldwide reputation for master planning, architectural design, interior design and strong project delivery achievement.
   
For three decades, SOSH Architects has had the opportunity to work on an impressive array of hospitality design projects. From master planning to restaurant renovation, from new tower construction to resort expansions, SOSH has handled every aspect of hotel and casino design on multiple properties in the major urban markets of New York, Philadelphia and Atlantic City, as well as in Califor-nia, Arizona, Nevada, Mississippi, Indiana, Louisiana, Connecticut, the Caribbean, Europe and Asia. Gaming floors, hotel rooms, restaurants, nightclub and entertainment venues, ballrooms, retail stores, lounges, pool and spa retreats, administrative support space, food service facilities and daycare centers all can be found on the same property, and each use brings with it a unique set of challenges and technical requirements.
   
Ongoing or recently completed projects include: Revel Resort in Atlantic City, which premiered in May 2012; several projects for the Seminole Hard Rock Casinos on the East Coast; Scioto Downs in Columbus, Ohio; the phased master plan expansion to Fantasy Springs Golf Resort in California; and the first phase of design for a resort in the Bahamas. The success of the Spotlight 29 Casino near Palm Springs, California and the collaboration that resulted in the property’s stunning design have been recognized by the Sarno Awards, which awarded first prize for casino design.
   
For more information, contact SOSH at 1020 Atlantic Avenue, Atlantic City, NJ  08401, 609-345-5222; or 145 West 57th Street, New York, NY 10019, 212-246-2770; email sosh@sosharch.com or visit www.sosharch.com.

Aqua Fun

How does one minimize the discomfort of winter? Play in it. With a bathing suit!
   
Soaring Eagle Waterpark & Hotel expects to make winter tribulation a celebration. Its playland is primarily indoors, with the park being roughly 45,000 square feet. A restaurant with 140 seats, meeting rooms for up to 50 people, fitness center, business center, indoor pool with steam room and sauna and 244
guestroom suites complete this unique facility, and vision. There’s an 18-hole golf course too, but that will be limited by weather conditions.
   
The Waterpark & Hotel was designed by Thalden-Boyd-Emery Architects, who know that winter comes early and stays late in Central Michigan. Although the Waterpark & Hotel opened May 21, in time for a busy summer season, its anticipated novelty will occur during the gray days of January, February and March. The facility is just north of Lansing, the state capitol.
    
“Way up in Michigan, people get that cabin fever in the winter,” says Chief Boyd, principal for the Thalden-Boyd-Emery group. “The water parks, the lights, the slides, etc., make them think they are back in the summertime. That gets them over that fever and on top of that, the kids love to come.”
   
The facility serves two market segments. It can be self-sustaining or act as an amenity center for nearby Soaring Eagle Casino, which has the same owners. One family member can watch the kids while the other gambles, for example.
   
Construction started about a year ago. The architectural design is based on a contemporary rustic approach. In combination with the glass and natural material covered patios trellis structures, this facility embraces the outdoors unified by tower elements and windowed cupolas, vaulted canopies and arched dormers.
   
The WaterPark interior has a more tribal character, implied by the use of stylized timber details. These elements recall the bent limbs used in the traditional dwelling of the Saginaw Chippewa.
   
A unique structure also exists in the life-sized form of a grandmother telling stories about the tribe while sitting by a stream.
While the tribal effect is subtle, the entire facility screams “excitement.” One unique element is a water slide that begins indoors, whips around outside the building and winds up indoors. It is a three-story joyride.

Owner: Chippewa Indian Tribe of Michigan
Architect: Thalden-Boyd-Emery
Size: 103,000 square feet
Cost: $34 million

Designing Forward

So one would argue that technology has changed the nature of the slot machines that cover casino floors. However, despite all the changes in the way slots look and are played, the basic design of a casino has changed little over the decades.
   
Until very recently, that is. The advent of multi-game and multi-denomination slot machines has lowered the number of physical machines needed to satisfy play requirements—the newest casinos and re-designed floors have wider aisles and a more comfortable environment for slot players than the factory-floor setups typical of casinos designed more than a decade ago.
   
Electronic table games are another development creating new types of spaces in casinos. The new Revel in Atlantic City has a “digital pit” comprised completely of multi-player electronic table games; other casinos are making way for the electronic table games as well, devoting less space to the live versions.
   
Even with these changes, the basic design of the casino floor remains relatively unchanged. However, the casino industry’s premiere architects agree that as technology marches on, the new generation of players and operators may require that the look of a casino be different.
   
“The casino floor 10 or 20 years from now will certainly look different than it does now,” says Brad Schulz, vice president of Bergman Walls and Associates. Schulz, who has been designing casinos and resorts for 30 years, says the nature of slot play will probably dictate a significant change in casino design in the coming decades.
   
“If we were to jump ahead 20 years, I think you’re going to see a definite change in the casino floor layout, especially when it comes to slot machines,” Schulz says. “You’re probably not going to see the endless banks, rows and rows of machines, that we see today. A definite generational change that’s happening is that the younger people today are much more accustomed to their hand-held devices. They are much more accustomed to mobile technology than the older generation.”
   
The new Hard Rock casino in Tulsa, Oklahoma, contains what may be a harbinger of how casino design could change with technology—a mezzanine section with e-games surrounding a “media bar,” a casual seating area with graphic and interactive displays, all centered around social media.
    
Spaces designed like this may become commonplace in the coming decades, predicts Schulz. “As (today’s young players) get older and start gaming more, they’re going to want the immediacy and intimacy of doing it on their own device,” he says. “The technology is already there, but certainly, 10 or 20 years from now it will be something we take for granted.”
   
Schulz says one way this type of gaming will affect design is with more intimate gaming areas. “The casino of the future is going to have more of a lounge feel,” he says. “It’s going to have people being able to play their games on their hand-held devices in much more intimate settings. They will literally be able to gamble anywhere on the property. You’ll still have slot machines, but the atmosphere of rows and rows of slot machines is going to go away.”
   
Longtime casino architect Paul Steelman, founder of Steelman Partners and 2010 recipient of the Sarno Award for lifetime achievement, points to Wynn properties like Encore in Las Vegas and Wynn Macau, and former Wynn properties like the Mirage, to demonstrate how these intimate spaces are likely to be accomplished—“structures within structures.”
   
Casinos will be “designed smaller” in the future, he says, or, “if big is required, it will be designed to look small and personal.”
    

The Social Aspect

While there may be more subdivisions of casino space in the future, none of the gaming will be done in isolation, notes architect Brad Friedmutter, another Sarno Award recipient who has long been known for casino projects.
   
Friedmutter says social interaction is important to the younger generation of gamblers, even if hand-held devices are in play. “The nature of people is the same as always,” he says. “Formerly, if someone hit a jackpot on a slot machine, there were bells and whistles. It was loud, and you would hear the coins coming down. What that did was attract attention. Here’s a winner—and everyone sees and hears that, and comes running over to see who won. Everybody likes to see a winner.
   
“Tomorrow, or 10 years from now on hand-held devices, people are going to tweet that a jackpot was hit, or the casino will send the message, including where it was hit. The delivery of the message is going to be different, but the (social) nature of people is always there.
   
“People want to be around the winners, and where the good luck is, and where the action is. The energy. It’s the (message) delivery system that technology is going to advance, but there are still segments of people who want to be together.”
   
Albie Colotto, director of design for the Friedmutter Group, adds that the social aspect is perhaps more important to the younger generation of gamblers than to today’s majority of players weaned on huge slot floors where everyone minded their own business. The X and Y generations and beyond, who spend a lot of time in nightclubs, need a “see-and-be-seen” atmosphere, Colotto says.
   
“The X and Y generations are the same gamer, going to nightclubs and similar kinds of entertainment venues,” says Colotto. “You’ll still find those kinds of entertainment venues to be very open. Even in clubs, when they try to close them off too much, you don’t get that social interaction people still want when they’re doing entertaining kinds of things—of which gaming is definitely a strong part.”
   
Friedmutter cites the newest electronic hybrid table games—systems linking one live wheel or table to hundreds of individual, slot-like wagering terminals—as examples of what combines the solitary and social aspects of the casino experience that are important to younger players. “What they’ve done through technology is to g
ive what counts as two or three games the ability to have perhaps 150 people playing,” he says.

    
Adds Colotto, “What we’re starting to see even on the slot machines is that the younger generation, even when they’re gaming at home, like the social aspect. The younger generation wants to be on games together. In China, you’ll see one dealer but 200 people playing at a time. That will change design, in that more people will be playing a game at one time.”
    
Friedmutter sees the social aspect of gaming extending to future hand-held play as well. “People say that communicating on hand-held devices means less face-to-face interaction, and yet, on the game side, people play against each other around the world,” he says. “They might not see each other face-to-face, but they’re used to playing against each other. So there is, on the one hand, isolation, yet at the same time there is interaction.”
    
He says this will translate into a casino design that allows social interaction along with game play. “The whole notion of coming to a casino, in addition to the gaming aspect, was always the social aspect,” says Friedmutter. “Coming to the casino, hanging out at the bar, having dinner, going to a show—a whole nighttime experience.”
   
He says future design will reflect this basic fact, but Friedmutter is not ready to say the current casino model is going away. “I don’t have a crystal ball, and as they say, everything old is new again. I don’t think there’s a straight line of technological progress. It’s an evolutionary process. Things are going to develop in technology and in the social interaction of people that might be hard to trend.”
   
Schulz also is hesitant to predict the demise of the current casino model, but says a change is definitely in store. “There are so many things that happen in a casino today, with the more traditional lights and sounds that have always been there,” he says. “You’re going to have to keep those for a number of years. However, the more comfortable people become with their hand-held devices, the more the game itself may be changing.
   
“Until the older generation is gone, there will be those who feel more comfortable sitting in front of a slot machine. But certainly, 20 years from now, the majority of players are going to want to play on their individual hand-held devices, or devices issued to them by the casinos, instead of these floor-mounted machines.”
   
He stresses that the table game element of casinos, unlike the slots, is likely to remain relatively the same as it is now. “Most people who play table games like the atmosphere that surrounds the tables themselves,” Schulz says. “A craps table is fun because of the atmosphere—the excitement of the game, the crowd. I think you’re going to see table tames around for a long time. But slot machines are headed for much more intimate lounge areas; it won’t even necessarily feel like you’re in the casino itself.”
   
Like Friedmutter, Schulz stresses that his predictions assume an evolutionary process that may or may not happen within the next few years. However, he notes that a basic principle of casino floor design is adaptability.
   
“As architects, what we try to do is create spaces that will lend themselves to flexibility,” Schulz says. “We minimize the amount of things that are intrusive into the space—columns, structural braces—which, as things progress, would make it difficult to renovate a space. We try to leave the gaming area as open as possible, to allow for as much flexibility as possible—in the physical layout, in how the electronics work.”
   
That includes going wireless, which Schulz sees as a probable trend. “As we see wireless progressing, 20 years down the road, even the hard connections may be going. The technology will be there to make everything wireless if the gaming companies choose to do that. How that changes in the next 20 years is anybody’s guess. It could fundamentally change how we look at casinos altogether. That’s the part nobody knows for sure—how far this could go.”
   
Steelman stresses that that regardless of whether or not casinos go wireless, or how many lounge-style areas may evolve in the modern casino, or whether or not the rows and rows of slot machines will remain a staple of the casino floor, the focus of the casino space will remain the same—gambling. “There may be lots of new ideas and attractions, but casinos will always be focused on gambling,” Steelman says. “Throughout the history of casino design, when unusual entertainment attractions were placed on a casino floor, they did not work. I can cite 10 examples of Disney-like attractions that have come and gone on casino floors.”
   
As far as the gambling, Friedmutter adds that casino floors will adapt to a mixture of the old and the new. Referring to Aristocrat’s new slot based on the 1978 Superman movie, he says, “Interestingly, here is modern technology, and here they are talking about Superman! I think there will always be this mix of the old and the new in the future. People try things, and some of them stick. And as they mature, people naturally evolve with it.”

Always Ahead of the Curve

Thalden-Boyd-Emery Architects is one of the best-known casino/hotel architects in the U.S. Thalden-Boyd-Emery offers architecture, engineering, interior design, theming and master planning services. According to Hotel & Motel Management magazine, the company ranks as the “top design firm” in the hospitality industry in the nation.
   
Thalden-Boyd-Emery Architects is the consolidation of offices in Las Vegas, St. Louis, Tulsa and Phoenix. It brings together the Native American background and design expertise of Chief Boyd, the creative hotel and casino design expertise of Barry Thalden and the design and production talents of Rich Emery. The firm provides full architectural services including master planning, engineering and interior design. The firm’s extensive background includes:
    
• More than 400 hotels
    
• More than 120 casino projects
    
• Worked with 58 Native American tribes across the United States and 24 First Nations in Canada

• Design/build expertise
 
• Cutting-edge 3D BIM technology
   
Some high-profile past projects include the Hard Rock Hotel & Casino Resort in Tulsa, Oklahoma; Venetian Resort Hotel Casino in Las Vegas, Nevada; Buffalo Thunder Resort and Casino in Santa Fe, New Mexico; Morongo Casino Resort and Spa in Palm Springs, California; and many more.
   
Thalden-Boyd-Emery Architects consistently ranks No. 1 in client responsiveness out of more than 77,000 eligible architecture and engineering firms. This truly is the key to the firm’s vision: providing experience, creativity and personal service for each project. Forty years of success offers proof that at Thalden-Boyd-Emery Architects, they are serving their clients well.
   
Thalden-Boyd-Emery Architects are passionate about design and are active associate members of the American Gaming Association and the American Institute of Architects, and associate members of the National Indian Gaming Association.
   
For more information, visit www.thaldenboydemery.com.