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DESIGN Q&A: Future Shock

Like most of society, the technology revolution is turning casino design on its head. When you can bet from home, or use a mobile device to wager or roam anywhere in a casino resort complex and make a bet, what is the casino floor going to look like in the future?

In the annual Q&A with casino design experts, our loyal correspondent, Julie Brinkerhoff-Jacobs, the president and CFO of Lifescapes International, has convened nearly a dozen experts in the field of casino design to discuss this issue. As always, Brinkerhof-Jacobs has lined up the best of the best to offer their opinions on remote gambling, casino renovation, the size of the gaming floor, casino themes and the non-gaming amenities that are so important in today’s world.

2013 Panel of Experts

• Diego Alessi, principal and senior designer, Lifescapes International, Inc.
• Dike Bacon, principal and business development leader, Hnedak Bobo Group
• Leonard A. Bergman, president and CEO, Bergman, Walls & Associates
• DeRuyter O. Butler, executive vice president of architecture, Wynn Design & Development
• John Cannito, chief operating officer, the PENTA Building Group
• Brett Ewing, director of resort development Las Vegas, Cuningham Group Architecture, Inc.
• Janice Feldman, president and chief executive officer, JANUS et Cie
• Brad Friedmutter, founder and CEO, Friedmutter Group
• Thomas O’Connor, principal, SOSH Architects
• Paul Steelman, CEO, Steelman Partners
• Nick Schoenfeldt, vice president, Thalden Boyd Emery Architects

How is the technology revolution, which already allows players to bet via a tablet device anywhere in the hotel complex, impacting the design of new casinos or redesigns?

ALESSI: Technology has changed how design is approached. The landscape architectural world has seen a substantial evolution in wireless communication enabling complex and dynamic combinations in audio/visual, lighting and entertainment attractions, including water features, event and public venues. A full “show” is now more attainable, manageable and specific to both the customer trends and to the objectives of our clients.   

BERGMAN: For architects, building information modeling has forever changed design and construction. Although increasing the time it takes to turn design into construction documents because of the steep learning curve, it has decreased construction time and dollars because of the fact that through the design process and model-building, many potential unforeseen problems have already been worked out before the construction phase begins. Creating 3D visualization models using SketchUp and incorporating 3D models created with Autodesk Revit helps our clients to better understand and visualize design intent.

BUTLER: Our gaming facilities do not currently offer gaming access in non-gaming areas, nor do we plan to in the future. We do not feel this is a customer preference and without actual experience, do not feel this is advantageous for operators either.

EWING: We’re talking to clients about the “Casino of the Future” and how 10 and 20 years from now, casinos will look very different than they do today. Tablets are meeting the mobility and personalization demands of consumers, but the desire to gather and be around people (entertainment) will keep casinos a vital part of the experience. New casinos or redesigned casinos can start looking at ways to incorporate more tech-friendly and Net Generation-friendly spaces, be they smaller zones, lounges, or dens that are part of the larger gaming floor but provide a different kind of gaming environment to entice the younger players and the more tech-savvy crowd.

O’CONNOR: The technology revolution, in terms of design, is definitely contributing to more fluid and open floor layouts due to the permeation of gaming outside of the casino floor. Our team anticipates seeing a need for more lounge-type atmospheres adjacent to support services. In addition, there will be more of a connection to food and beverage outlets and alternate forms of player support services, since the relatively new technology will demand it.

SCHOENFELDT: Interestingly enough, the “typical slot gamer,” a lady in her late 50s to early 70s, has not responded well to tablet gaming. It has appealed to the younger crowd, but they are not the biggest demographic we see in our facilities. The gaming floor experience is a bit entrenched with the older crowd. These guests tend to be more centered on the buffet, spa and specialty dining. Our younger guests who use tablets for gaming tend more to the sports bar, nightclubs and quick-serve venues. They prefer to spend time doing these more recreational activities and gaming in addition instead of the traditional “gaming floor” activity and breaking for recreation.
The casino property itself is seeing an influx of options for food service, and broader-based amenities.

STEELMAN: We don’t want to reveal too much, but just to give you a hint… The buildings and the attractions will be more interactive, allowing for a more socially entertaining experience.

How important will renovation, re-design and rebranding be to casino owners in the future?

BACON: Casino owners are constantly faced with the challenge of competitive positioning in their respective markets. We have a client that has implemented an innovative new gaming experience called “Immersive Gaming” onto a portion of their existing casino floor. The entire space is specially designed to accommodate this technology. It’s a very new multi-faceted physical and social-media type gaming experience that has the potential to influence a lot of floor renovation in the future. It’s presently beta testing, so time will tell how successful the idea becomes.  

BUTLER: Renovation and evolution of new technologies for customer benefit or in response to industry trends is extremely important as new efficiencies are introduced through technology and customer interests and trends change. Redesign and rebranding is not so important, as redesign typically happens to compensate for shortcomings or becoming outdated and rebranding is important if the customer loses identity with the establishment. Frequently, reinforcing and enhancing a well-known and highly regarded brand is more important than rebranding for the sake of rebranding.

CANNITO: Renovation, redesign, and rebranding have always been an important part of design and construction on the Las Vegas Strip. Recently, this trend seems to be even more important as casino owners look for new ways to make the highest and best use of existing assets. We are currently seeing this now with one of our projects, the SLS Hotel and Casino Las Vegas. This project is an excellent example of a refresh and renovation to an existing property, the old Sahara Hotel and Casino, which will make a significant impact on the Las Vegas Strip.

EWING: These will be very important as the younger generations (i.e., the NetGen) mature. The owners need to address this changing market. There are a couple of properties on the Las Vegas Strip that are attempting to do this. We believe the process of redesigning and rebranding could become easier in the future. Imagine, for instance, walls and floors that move and morph (physically or digitally) into new, different spaces or gaming devices that come to you rather than the other way around. That world is a ways away yet, but possible and perhaps necessary to capture the attention of younger consumers always on the lookout for the next new thing.

FELDMAN: It is critical to stay on or better yet, ahead of the curve. Design is all. Execution is critical. Also, to answer this correctly, one has to know the location of the casino… Is it in E.U., North America or Asia? In North America there is already somewhat of a known entity and brand awareness. However, there is a lot of competition for newness to stimulate spending and get people to the resort/casino, in person. In Asia it is a brand new and expansive market, so everything is more or less new and it is shaking the world with what is being spent. There are millions of new users in the category of potential new clients.

FRIEDMUTTER: Renovations will continue to be important in order to maintain a competitive business advantage. Renovations can include the revamping, or rebranding, of existing gaming and non-gaming amenities to better suit the market and guest demands. At the same time, renovations are critical to maintain an efficient, clean and fresh environment. Operationally, marketing campaigns and player rewards can dictate the need to create additional spaces, or environments that can be added to generate additional revenue.

How realistic does a casino owner have to be when deciding how large the casino must be? Will the gaming floor be made somewhat irrelevant by the ability to gamble anywhere on property?

BERGMAN: The casino floor is not irrelevant at all, but we are in a transitional period. While many older players still prefer to game traditionally, younger gamers tend to enjoy the opportunity to play while hanging out or engaged in another activity. The challenge is to plan five to 10 years forward when conceiving the space, so that adjustments can be made as the customer demographic transitions.

FELDMAN: I believe there should and can be multiple ways to get the client to the property (casino). Casinos will be coming up with all kinds of new ways to entice, provoke, and stimulate ways for people to “pay for play.” The greatest floors at casinos have a vibe that attracts a certain type of player, and it does create a competitive atmosphere, which I imagine most bettors/gamblers like. However, do not forget about those whose imagination may like alternatives.

FRIEDMUTTER: The number of gaming devices and the social aspects of gaming will continue to drive the size of the casino floor. As mobile devices continue to play an important role in the gaming experience, and more and more electronic table games replace traditional games, less physical space may be required for the gaming floor. However, the social aspects of gaming will continue to drive the design, and the size of the floor will be driven by accommodating a greater number of people and players to create the excitement and energy within the property.

O’CONNOR: The casino floor will still remain the hub of activity. It is the center for social interaction, and provides entertainment value for guests looking for a night out—just as movies on demand have not replaced going out to the theater. “Bigger is better” has been replaced by “varied and more interactive is better.” The casino floor may reduce in size as an ever-changing mix of lounge areas, food-and-beverage outlets and other non-gaming venues immerse themselves into the property, but it will not lose its importance.

SCHOENFELDT: Now more than ever in the past, a casino needs to be “right-sizing” the casino floor. This is not only due to the advent of tablet gaming, but also early indications that the gaming market is starting to saturate. Chuck Moran (president of Delaware North Companies) said it best: “No casino ever failed for under-building.” Right size, right schedule, right amenities and right level of detail are now the mantra that everyone in the gaming industry should be following. The casino floor is a dynamic, ever-changing animal. In the next 10 years as the demographic of our guests changes, the floor will need to respond as well.

STEELMAN: I think it is important for any casino to be sized to look full but maximize the market potential. As long as gaming remains a social event in which the customer wants to “show off,” the casino will always be the center of the action.

Is casino theming returning? Will properties have to have a theme or a concept to attract players who now can gamble anywhere?

ALESSI: In my opinion, theme is driven by the client’s target market, region, architectural influence and financial feasibility. Owners and operators will most likely have to consider what creates community in the gaming world and would draw them out for the opportunity to interact with others who share their interest and passion for gaming.

BACON: Design “theme” or concept will always be an important element of virtually any entertainment experience, and has never really left. The need to differentiate or clarify in a competitive gaming and resort environment has never lessened. Theme or concept can keep an entertainment destination top-of-mind. You’re always trying to win the battle for the customer’s attention. Theme can also be a train wreck if not executed properly. Timelessness and sense of purpose are critical to an effective solution. We always try to encourage our Indian gaming clients to take advantage of the unique fact that they can legitimately celebrate, in meaningful ways, their heritage and culture in the design of their facilities.

BUTLER: We are not seeing an interest or a demand to return to theming. Theming can be seen as a driver of redesign, as theming gets old much faster than a more universal good design.

CANNITO: Casino theming has always been an important consideration in casino design, and this is likely to continue as new
technology allows players to gamble anywhere in the casino. Theming is an effective way to attract players and, most importantly, enhance the overall guest experience. The ability for players to gamble anywhere through new technology is an opportunity for casinos to further enhance that experience and expand gaming to traditionally non-gaming areas such as pools and restaurant venues.

FRIEDMUTTER: Casino theming hasn’t gone away. In fact, theming is a key element of “branding.” Theming establishes and supports multiple branded properties, and as the brands evolve, so must the interior design, marketing and games in support of the brand. For new properties, there must be a strong vision or marketing objective to guide the “design concept” or “theme.”

STEELMAN: Casino gaming is an experience outside of real life. When a casino is designed to be a real building that mimics a city, an office tower or a warehouse with a black industrial ceiling, it is not successful. Fantasy architecture designed to fit into its urban or suburban context is what great casino design is all about.

How will design change now that casino owners understand that non-gaming elements will become more important than ever?

BACON: Gaming will continue to be the most important revenue generator in regional casinos, and will always need to be convenient and prominent. There are some ideas being experimented with relative to location of F&B outlets in relation to specific areas of the floor, but no radical changes to tried-and-true formulas. Regional customers don’t want mystery. They want to find their way as easily as possible.

BUTLER: The trend of non-gaming becoming an ever larger and more important driver of a resort’s revenues has been going on for some time, brought on largely with the introduction of the Mirage in 1989, which created a multi-faceted entertainment facility where non-gaming revenue exceeded gaming revenue at its onset. This trend has continued with more and more facilities trying to offer more balanced offerings. It does not appear this trend will abate as customers are seeking a greater guest experience and a wide range of alternatives.

FELDMAN: It will become more exciting and interconnective. People want amazing environments (and great furniture!). Casinos need to make their guests feel like they are in places that stimulate them in one way or another. Remember, the casinos or resorts have to compete with all the other ways that people can spend their money. They must employ luxury, fantasy, environmental, entertainment, and still find ways to get them to pay for play… or pay for house profit.

O’CONNOR: More brands are getting involved in non-gaming amenities, which has become an increasingly significant and integral part of casino design. Bringing well-established brands to a casino means more design input from outside sources and more pre-established criteria on which to base a design. This poses a design challenge—how do we offer a new and fresh concept when you have to work within the confines of existing brand standards? One solution is to use a property’s location to create something new and relevant. For example, Hard Rock Northfield takes the “Rocksino” vibe from the influence of the Rock & Roll Hall of Fame in nearby Cleveland.

SCHOENFELDT: The design of multiple-amenity venues has made the casino evolve from a “boxy” casino floor to a crescent shape. This is due to the need to service all venues from one dock and one centralized kitchen and storage area. Multiple kitchens and receiving areas are a luxury that can no longer be afforded. Up to half of a property’s revenue comes from non-gaming amenities. These operate at a much closer margin than gaming itself. Any efficiencies that can be gained in the supply and staffing provide a direct benefit to the bottom line.

What one design component/amenity has made a measurable bottom-line benefit to a casino property?

ALESSI: The overall property is the amenity! Beauty is good business. It’s the entirety of the experience of a place that makes a destination successful. Starting with the owner’s vision and continuing with all the design, construction, marketing and technology, all the experts collaborate to make a place a great place. It takes a fully engaged team to achieve this complex objective. It’s the holistic integration of all who participate that contribute to a successful bottom line.

BACON: The most important measurable non-gaming amenity to the vast majority of casino resorts remains the hotel. In terms of the ability of an amenity to drive length of stay and the quality of play, there is still nothing else comparable. There is a notable and refreshing trend in casino lodging toward higher-quality, more boutique-oriented developments. These hotels typically have fewer keys, higher design quality, and are smaller investments geared toward younger guests or higher value guests.

BERGMAN: In Las Vegas, nightclubs/dayclubs have made the greatest impact. They are now so much more than just a bar and a dance floor; many of these are fully integrated environments with live performances, gaming, pools, lounges and dining.

BUTLER: The introduction of the nightclub experience, which is now prevalent in all of the contemporary facilities and has now easily eclipsed theater entertainment and dining, former mainstays, and at some facilities, is rivaling gaming revenues.

EWING: The nightclub and lounge scene—especially in Las Vegas.

FELDMAN: As a woman, I would have to say a fabulous sexy bathroom that helps you relax and look gorgeous before you get all dolled up to go out in the evening, be glamorous, have a great dinner, imbibe in good wine, spend money on the casino floor, entice your boyfriend, mate or spouse, maybe do some late-night shopping. Live music/dancing. I assume all these results, which have to do with leaving/spending money at the resort/casino, affect the bottom line.

FRIEDMUTTER: The meeting and convention space, as well as flexible function areas, have truly enhanced and driven business to the properties. Not only do these areas provide traditional meeting space; there are multiple venues and outdoor areas that are being utilized as “sellable” function areas that can be used at different times of the day, on different days of the week, with multiple uses for marketing purpose and events. Back in 2004, with the opening of Red Rock Casino Resort & Spa and before the “technology revolution,” our design incorporated indoor/outdoor space and day-to-night venue use throughout the property. The functionality, operations and profitability of these multi-use spaces continues to be important today.

O’CONNOR: Convenient parking, although not necessarily the most glamorous design component, is a crucial amenity to any casino property. Getting people in and out of a property quickly, and providing them convenient access to a property’s amenities, has proven to be a benefit to attracting customers. In today’s world, in which so many of us have instant access to information, consumers want quick access to their entertainment and instant gratification.

SCHOENFELDT: The single most important amenity that we have found which provides the greatest incremental drop is a parking structure. This brings guests closer to the floor and their first machine; it takes an inclement weather day and makes the resort a great destination.
 
STEELMAN: Lighting… It adds money to the gross gaming win immediately upon completion.

Heart of the City

In 2011, when developer Bart Blatstein bought the 18-story offices of the Philadelphia Inquirer newspaper and its tabloid sister, the Philadelphia Daily News, his plan to redevelop the property—as a casino complex, no less—was described in the media as “audacious,” “impudent” and even “an Icarus-like dream.” And rightly so.

The 87-year-old Beaux Arts-style building, with its distinctive clock tower and gold-tipped spire, is one block from Spring Garden Street, considered the border to North Philadelphia—arguably the most distressed neighborhood in town. For many urbanites, this onetime Brahmin bastion is now synonymous with decline and decay. Crime is such a concern that Temple University, in the heart of North Philadelphia, employs the largest university police force in the U.S. (and the third largest armed security force in the state).

What was Blatstein thinking? For answers, it’s helpful to look to another tough Philly neighborhood called Northern Liberties. Since 2000, Blatstein has invested some $100 million around a former Schmidt’s Brewery to create the Piazza, a mixed-use commercial-residential development that has turned “No-Libs” from a shooting gallery into what the Philadelphia Business Journal has called “a sought-after address and destination.”

Destination: Downtown

The idea once was unheard of—casinos as a path to urban renewal. But Philadelphia is just one of a score of U.S. cities turning to gaming halls as a way to revitalize depressed urban cores, add jobs, and not incidentally, stock municipal coffers with fresh tax revenues.

And because these properties are often built on highly developed city blocks, requiring smaller footprints and limiting amenities, they are doing what their Vegas-style predecessors never dreamed of doing: partnering with local restaurants, hotels, spas and the like to create full-scale entertainment cooperatives. In rejecting the monolithic model of old, the urban-casino concept has the potential to truly enliven city centers and prove the truth of the axiom, “A rising tide floats all boats.”

Few states have embraced gaming with as much enthusiasm—or speed—as Ohio. Since May 2012, when the Horseshoe Casino debuted in downtown Cleveland, three additional casinos have opened in the Buckeye State: Hollywood Toledo, Hollywood Columbus and Horseshoe Cincinnati. According to Rock Gaming, which partnered with Caesars Entertainment on the Horseshoe properties, in its first year the Cleveland casino has booked 61,000 room nights for its patrons at local hotels, boosting occupancy by 12.5 percent. And though the casino has several restaurants of its own—including the mandatory buffet—it also directs customers to a dozen eateries outside the casino where they can redeem reward-card points. The reward for restaurant owners: some $2.4 million in business. 

 “It’s not the mall that killed Main Street and chased all the retailers away,” says Rock CEO Matt Cullen. “It’s very collaborative.”

Unlike casinos of old—the gargantuan “mousetraps” designed to keep patrons inside—the Horseshoe Cleveland hosts summer concerts on an urban plaza, inviting patrons to step outdoors. At Detroit’s Greektown Casino, Rock Gaming—which recently bought a majority stake in the company from Caesars—has plans to occasionally “close down the road and make it a pedestrian mall with bands and activities, which would showcase the adjacent Greek restaurants,” Cullen says.

The approach is in keeping with the new profile of city dwellers, he adds. “If you look at the demographic of who wants to live downtown, it’s young folks and empty nesters. They want the opportunity to walk to a ballgame or a restaurant, take the streetcar to a show, and then go gaming for an hour or so afterward.”

Fitting into the Neighborhood

When planning a city-based casino, “It’s really necessary to be an urban planner of sorts, to try to connect a set of activities unrelated by ownership but related by use,” says architect Paul Steelman, of Steelman Partners in Las Vegas, which is part of Blatstein’s development team in Philadelphia. “We want the casino to become part of the urban structure, not something that sticks out in the urban structure.”

In other words, don’t plop down a mini-Mirage in Chicago, Portland or Podunk. “People say everyone wants the Vegas experience, but you’ve failed as an architect in an urban center if you build something that looks, feels and acts like Vegas,” says Steelman. “There are many ways to create beautiful entertainment-based architecture in almost any style, so wherever you go you can create something in keeping with the urban district that also says, ‘This is a casino.’”

The Empire Casino in London’s Leicester Square is one example: located at the site of the historic Empire Ballroom—once a Victorian music hall, later a lavish movie palace—the city’s largest casino “is a gorgeous piece of architecture done in a handsome, code-conforming way that is the center of entertainment in this district,” Steelman observes.

In fact, though the Empire has seen many additions, subtractions and adds-on over the years, its ornate baroque entryway is almost indistinguishable from the Empire of yore, which actually was mentioned in Oscar Wilde’s 1895 comedy The Importance of Being Earnest.

“The architectural challenge in urban areas is to stand out and fit in at the same time,” says Cullen. “You want to make a statement, you want to have something people look at and say, ‘Wow, very cool,’ but it has to fit in and incorporate a lot of cues from the community you’re in. When we were trying to get sites in Cleveland and Cincinnati, we promised not to give them a Treasure Island with boats shooting out of the water.”

Needless to say, the new “integrated resort”—a catchphrase that describes a property’s interdependence on local businesses—can dispense with many of the old rules for casino design, such as the day-for-night ambiance of dark rooms illuminated by gaudy neon. Design and architecture are “lighter, brighter, airier, with taller ceilings, with more brilliant carpets and more hardwood floors,” says Steelman. “It has a modern palatial effect, which is a key to bringing people back.”

The prairie-wide, contiguous first-level casino floor, once a staple of the casino designer, is now strictly optional, says Steelman.

“Look at the Solaire (in Manila). Technically it’s not one gaming floor, but broken into eight sections with pathways, some half-walls, some ceiling differentials and partial enclosures. That’s how it’s done in Macau, too, and it’s a trend that will be really apparent as we redesign and renovate.”

Retrofit, Recycle, Revive

By choice or necessity, urban casino development is often redevelopment. Blatstein plans to reconstruct and build around a historic newspaper office. The Horseshoe Cleveland was built inside the former Higbee’s department store, a Beaux Arts masterpiece first built in 1931 and later immortalized in Jean Shepherd’s A Christmas Story.

A sterling example of adaptive reuse is Detroit’s Motor City Casino, formerly the Wagner Baking Company, maker of Wonder Bread and Hostess cupcakes. The fortress-like brick structure was built in 1927 by Chicago architect Walter W. Ahlschlager, who also designed the Roxy and Pantages theatres and the famous Peabody Hotel (known for its resident ducks, which parade daily from the penthouse to an outdoor fountain). But by the early 1990s, the building was a warehouse for Goodwill Industries.

“It had been closed as a commercial building for decades, and it was a mess—water in the basement, and packed to the rafters with peoples’ hand-me-downs,” says Motor City CEO Gregg Solomon. “We could have started from scratch somewhere, but we’ve been here long enough to understand what it was that was iconic in the public mind about this building: there’s a big smokestack you can see for miles, and parapets, and the edifices on the corner of Grand River and Temple streets. There were a lot of terra cotta inserts that over the years had fallen off and broken, but we were fortunate enough to find the original blueprints for the building, because we wanted to be fully vested in what Detroit used to be about and what it could be in the future.”

The result, says Solomon, is a “future-retro concept” that took its cues from a line of concept cars designed in the Motor City during in the Post War World War II era of the late 1940s and early 1950s. For a hint of the design aesthetic, think Futurama, a GM-sponsored exhibit that was mounted at the 1939 World’s Fair; Disney’s Tomorrowland, which first opened in 1955; and the Jetsons cartoon series of the 1960s.

“The cars had bubble canopies and tailfins and looked like jet engines, because a moment before, these guys were building aircraft engines for the war effort; now they were working on cars again, and they had had a taste of what they called the aerospace movement,” says Solomon. That Atomic Age influence is evident in the Motor City, which includes futuristic elements like an undulating wave-shaped roofline and countless subtle, almost subliminal nods to Motown’s manufacturing history, such as hubcap-shaped silver upholstery buttons, repeated impressions of a ’57 Cadillac grill in the wallpaper, and bench seating inspired by a Ford Thunderbird. “You would have to be pretty observant to see it,” says Solomon. “Almost nobody ever figures it out.”

But traces of the old bread factory remain, and that’s by design. The brick bullnose of the original Wagner Bakery anchors one corner of the building, with the 17-story tower “paying homage to the grand era of Detroit,” Solomon says. 

The project was not without its challenges: the bakery façade had started to tilt out over the street, and “we used steel supports to tie back the whole building,” says Solomon. Lead-painted surfaces had to be removed, as well as underground fuel oil storage tanks. Another problem: asbestos, once used to insulate the hot ovens. “We would open a wall and the next thing you know, you had to clear the whole crew out and bring in the guys in the moon suits, testing to make sure it’s not something bad,” says Solomon. “An old building is a double-edged sword, but it saves a huge amount of energy if you reuse existing materials. We tried to make it as energy-efficient as possible.”

The Grand Victoria riverboat casino in Elgin, Illinois, an MGM Resorts property at the site of the former Elgin Watch Factory, is another example of “designing to the site.” The factory is long gone, but in fitting tribute to its past, the property’s land-based pavilion is characterized by a giant clock hanging from the atrium ceiling. The architecture was inspired by the Craftsman period and the work of Frank Lloyd Wright.
 
“If you’re going to be in Elgin, be in Elgin,” says Solomon, a veteran of the Las Vegas gaming scene. “If you’re going to be in Tunica, be in Tunica. But don’t try to run a Las Vegas game here. Hey, we’re from Las Vegas, so don’t show us how it’s done. You have to get your wrapped head around what’s cool to the people here, and what they want.”

Some Things Never Change

But not all the old rules are subject to change, says interior designer Floss Barber of Floss Barber Inc. “Gamblers and slot players like certain configurations that aren’t about aesthetics; there are component parts to a casino that a designer knows that direct the flow of the patron, such as an easy entrance with no barriers, the player’s club very close to the entrance so you can capture that person and sign them up, clustered table games so people can jump from one to the other, and a roulette table near the cashier,” so if someone wins big, they may try their luck one more time before cashing out.

The table game area should be intimate and foster camaraderie among players; the slots are more solitary, for players who like to choose a “lucky niche,” Barber says. “It’s the idiosyncrasies of the player that get communicated in the design.”

That said, Barber notes, there is a trend away from grandiosity and toward natural finishes and elements, particularly in the urban casino.

“As we become more digital, people are freaking out; they’re looking for the natural elements of air, space and light, be it in a restaurant, hotel or college space, and it would be natural for it to move into casinos,” she says. If an operator elects to install wood floors to replace the gaudy multicolored carpets that hide so much dirt, they would have to be super-durable to withstand 24-hour traffic with virtually no down time for thorough maintenance. 

A trend that may have seen its day, except possibly in Las Vegas, is outrageously themed décor. “I worked many years ago at a casino in Atlantic City where the high-roller suites were designed to look like something out of Julius Caesar and Cleopatra, Marco Polo—all these bizarre fantasies,” says Barber. “The traveling public in general has become much more sophisticated.”

Speaking of Atlantic City, Paul Steelman says casino operators who built there now wish they had never built insular buildings that “walled off the Boardwalk. Now they all say, ‘Why did we do that?’” Steelman says. “Why didn’t we worship the Boardwalk?”

Beyond the Obvious

Casinos have been held up as economic drivers for cities that have seen their downtowns empty out and residents flee to the suburbs. As more people consider returning to the city—those young working adults and older retired people—center-city gaming halls have benefits beyond increased tax revenues, says Rock Gaming’s Cullen.  

“Sure, the tax revenue is a big benefit to the community, but if that’s all you’re looking for, you’ve missed out on other opportunities” that may be even more enduring. “We have worked diligently to make sure we emphasize local and WBE and MBE projects,” he says. “We committed that 90 percent of the hires would be from within the metropolitan statistical area in those communities, and thousands of new jobs are being made available. We’re partnering with retailers, partnering with hotels.

“The tax revenue is very important and a huge revenue source in Detroit in and the state of Ohio, but we weren’t gaming guys interested in the revitalization of cities,” he says. “We’re business guys, entrepreneurs and urbanists that happen to be in gaming.”

The list is long of cities that now host the new urban brand of casino, and it is expected to grow. Next year, Rock Gaming and Caesars Entertainment will open the Horseshoe Casino near the Inner Harbor in Baltimore. And a casino could soon be in the works for the Greater Boston area. 

Steelman, who is the architect for Blatstein’s Philadelphia casino proposal, says the developer’s “Provence” resort project, if approved by legislators, could turn a couple of dismal city blocks into a Parisian-style thoroughfare and a former newspaper office “into a grand hotel like the Plaza in New York, the Georges V in Paris or the Connaught in London.”

“The whole idea is to take a magic wand, wave it over this area and crack it open,” says Steelman—essentially reconnecting the forsaken community to the lively Center City business district and extending it to Broad Street.

And Steelman, for one, thinks it can happen. Even in North Philly.

Building an Enterprise

The reservation of the Navajo Nation is the largest in the United States, stretching across more than 27,000 square miles in Arizona, New Mexico and Utah. And with 250,000 citizens, it also has one of the largest native populations of any Indian tribe in the U.S.

But like all American tribes, the Navajos are still struggling more than 100 years after decades of war against the U.S. government have come to an end. Poverty, homelessness and illness have been a constant companion to the nation. But the culture, family and religion of the Navajos have sustained them for all this time, which was one of the reasons the nation didn’t race to join the gaming industry when it was introduced in Arizona and New Mexico during the early 1990s.

Twice, in 1994 and ’97, Navajo voters rejected an amendment that would have legalized gaming, fearing crime, alcoholism and other ills would increase on the reservation. But in 2004, a third vote was the charm and gaming was approved on the nation’s lands.

It was just in the nick of time, because the closing of the Black Mesa Coal Mine and a tribal ban on uranium mining in 2005 resulted in higher unemployment among the nation’s citizens and a steep drop in tribal revenues.

Then-President Joe Shirley began to advocate for the quick introduction of casino gaming, but tribal members were still concerned about the business risks that came along with the industry.

LoRenzo Bates, a Navajo councilman and chairman of the tribal budget committee, explains why the tribe was a bit reticent to jump into gaming without understanding the consequences.

“We were concerned about the amount of money it would take to get into it and where the money would come from,” he says. “We wanted to know how many jobs it would create and the other opportunities that are associated with gaming in terms of the nation’s revenue distribution.”

Negotiations were held with a management company, as well with banks that might fund the projects, but Bates says the council was still not satisfied.

“All of those issues were taken into consideration, and council established guidelines that must be present if we were going to get into gaming,” he says. “It narrowed down the ways we would finance it. Because we were the new kid on the block and because it would be a greenfield project, there was an anticipation that an outside source or funding agent would be charging a lot of interest. Up until that time, it was all on paper. It was completely projections.”

Derrick Watchman is now CEO of the Navajo Gaming Enterprise. A former banker, Watchman was mentored by Robert Winter, an experienced gaming executive the tribe brought in to run the nation’s gaming business, and Watchman took over as CEO earlier this year. He says there were two big mandates in the beginning.

“We were supposed to create revenue for the nation and jobs for the Navajo citizens,” he says. “And that continues to be our goal. I’m pleased with our progress, even though we’ve had to deal with the economic downturn and the other financial issues that still persist today. We’ve been more than holding our own.”

For the Navajo Nation, the decision to self-fund was an important one.

“The nation decided to make an investment in gaming, rather than taking the money from Wall Street,” says Bates. “We decided to use our own money as an investment to accomplish the goals and opportunities associated with gaming. That money would come back to the Navajo Nation rather than going to some bank or investors.”

The money comes back with interest—14 percent—which is higher than they may have gotten on Wall Street.

“But it all comes back to the nation,” says Bates.

In addition to keeping money on the reservation, there were other important issues to consider if you borrow money from banks.

“We sat down with our economic advisers and came up with a financing plan that worked for both sides, our gaming enterprise and the Navajo Nation,” says Bates. “That was a decision that needed to be made. Do we allow our gaming enterprise to borrow the money at a rate that would be satisfactory, and then you add the pieces of the puzzle, like collateral that these institutions require? But the most important thing to the Navajo Nation was what would happen in the event of a dispute. Where are we going to go? State court? Federal court? The prevailing position at the time was state court, and that was not going to be acceptable to the Navajo Nation.”

In addition to funding the projects themselves, the Navajo in 2006 decided against hiring a management company to run the gaming business. Navajo leaders hired Winter, an experienced Indian gaming executive, to get the operation off the ground, but more importantly, to mentor and teach Navajo how to do the jobs necessary to run it themselves.

Watchman says it was a smart move.

“The nation did an RFP and had a lot of offers to manage the business,” he says. “Eventually, they questioned why we needed to pay 30 percent of the profits to an outside company, when you can hire a team, led by Bob Winter, that was cheaper and more effective. I’m glad they took that position.”

Winter, who helped the legendary Mickey Brown build, operate and grow Foxwoods in Connecticut, understands that tribal gaming works best when the tribe is running it.

“His goal was to mentor Navajo members,” says Watchman, who took over for Winter in January. “He loves the nation and wanted to make gaming work for us.”

Bates says Winter has been very effective in allowing the nation to reach its revenue and employment goals.

“We didn’t want to forfeit any of the revenue or any of the control to an outside entity,” says Bates. “Bob Winter had decades of experience, and with the people that he was mentoring, the nation was comfortable with allowing him to run the enterprise.”

Site Selection

From the start, the primary discussion in Navajo council meetings was where the casinos would be located.

Consideration was given to taking land into trust in a more populated area, but Bates says that was rejected because of the length of time it would take to get all approvals.

“So we chose a site for the first casino on nation land adjacent to Interstate 40,” he says. “There weren’t any other casinos very close to there, so we believed it would be a success.”

The tribe’s first casino, Fire Rock, located in the nation’s Church Rock chapter in New Mexico, just east of Gallup, proved to be just that. It became popular with locals and with travelers along the highway, pumping money back into tribal coffers and giving the council confidence that other casinos could be built.

Watchman says a lot of research was done before sites were selected.

“When you look at the studies and the information that was put together, the ideal locations were near the borders of the reservation, where larger towns were located.”

The Navajo Nation is divided into 110 individual chapters, similar to counties in a U.S. state. Competition to host a casino in each chapter was fierce, and Bates says the council used the same criteria that it used in the Fire Rock decision—that any new casino would bring as much revenue to the nation as possible.

“We really just did the math,” says Bates. “Even though the area for our second casino was more remote, it was still 20 minutes from the nearest competition.”

The second casino is a Class II facility, Flowing Water Navajo Casino in the Tse Daak aan Chapter of Navajo Nation, near Shiprock, New Mexico. It was clearly a smaller facility, as befits the market. The third casino, Northern Edge, is located near Farmington, New Mexico, with an 80,000-square-foot casino offering 750 slots and a dozen table games.

Fire Rock was designed by JCJ Architects of Phoenix, in a joint venture with Navajo-owned Dyron Murphy Architects of Albequerque. Dyron Murphy was the sole designer of Flowing Water, the second Navajo casino. The third and fourth casinos, Northern Edge and Twin Arrows, were designed by Friedmutter Group of Las Vegas.

The Navajo knew there was going to be a major casino on the western side of the reservation from the start.

“We did a lot of economic and market analysis before we built anything,” explains Watchman. “In those studies, the Flagstaff area was deemed the ideal location for a casino hotel with all the amenities. The economic modeling suggested a hospitality enterprise would work best. And since the reservation ends 20 miles east of Flagstaff, a destination resort at that location was the best approach. We have 1,100 slot machines and 90 rooms at the current time, with 118 more planned, as well as meeting and convention space and restaurants. We have the related amenities that are important to a resort, as well. Since there are a very limited about of hotel rooms in that area, we believe we can tap into the tourist market for visitors to Arizona and Navajo country.”

A spa will open next year, and a golf course is planned for one of the future phases of Twin Arrows.

Design Excellence

While all four Navajo casinos contain references to the nation’s culture and history in their architecture, the last two truly reflect a maturing of that idea.

“In each location, the architecture reflects the Navajo culture as it applies to that area,” says Bates.

The Friedmutter Group has vast experience in Indian Country, but for the Navajos, special attention had to be paid to the traditions and culture.

“From the very beginning, the Navajo wanted cultural elements built into the project,” says Albie Colotto, director of design for Freidmutter. “They wanted to weave their story and their path through the architecture and have it come out in small story lines. They wanted to be able to explain their story to visitors, especially tribal members.”

Suzanne Couture, senior interior designer at Friedmutter, was responsible for the interiors at both Northern Edge and Twin Arrows.

“We went and spent time with tribal elders and people who were helping to educate us on tribal culture and traditions,” she says. “They wanted to assign different parts of their story to each property.

“At the Northern Edge property, they wanted to tell the story of the ‘Hero Twins,’ with references back to that story in their mythology. At Twin Arrows, they wanted to focus on the ‘Four Worlds,’ which is their creation story and how the Navajo came to be.”

At Northern Edge, a large mural represents a Navajo constellation, and the entry floor features a “dry painting” that uses several natural materials including white shell, representative of “White Shell Woman,” a Navajo legend.

The casino ceiling at Northern Edge is a representation of the Navajo tradition of weaving, and of “Spider Woman,” who taught Navajos how to weave. Custom chandeliers were created to incorporate the Navajo beliefs of the four sacred mountains, four sacred directions, and four sacred stones.

That theme is carried through in Twin Arrows, the tribe’s first casino resort, with dramatic re-telling of the nation’s mythology via the architecture and design.

“The ‘four worlds’ myth is a very vertically oriented story where people move through the four different worlds,” says Couture. “We used this description to build a chandelier in the reception area, with four different color circles to represent the four worlds, each represented by a different color.

“We also used elements of the wind, which is a strong element in Navajo culture, on the exterior of the property, and in chandeliers, carpet patterns and ceiling elements. Different spaces have different offshoots of these main stories.”

In the center of the casino is a high-limit video poker pit that contains exclusively WMS machines.

“The center of the casino,” says Couture, “is like a portal into the fifth world. While we’ve been through four worlds and live in the world now, we’re always moving toward another world. The metallic drapes, with color changes and lighting, symbolizes growing reeds that grow up toward future worlds. The colors symbolize a rainbow, which is how people travel through the Navajo worlds; it’s how you get to the next world.”

The outside of the building is a sweeping pattern that represents the wind and blends in with the surrounding dramatic high-desert landscape.

“The hotel tower is just a large-scale weave pattern,” says Colotto. “Weaving is very important in their culture, and it’s one of their high arts in which they express themselves.”

 “We wanted the landscape and the building to be seamless.”

Navajo art extends through the hotel rooms, where the story is more about native craftsmanship than mythology, and the hotel is spilling over with Navajo art. “There’s artwork throughout the hotel that was designed by Navajo artists specifically for spaces we designed to showcase this art,” says Couture. 

Watchman says the nation is considering installing a Navajo museum at the property.

“At Twin Arrows, we wanted to offer more of a Navajo cultural experience,” he explains. “Being so close to I-40, there is really no Navajo experience there. We have a very nice museum up at (Navajo capital) Window Rock, but nothing that captures the I-40 traffic.”

Even the positioning of the buildings reflects Navajo beliefs.

“All the buildings face east, bring light and life into the building, another part of the Navajo culture,” says Couture. “On the west side is the convention center. The west is the direction of family gatherings and celebrations, so we tried to incorporate Navajo culture and tradition into every element of the buildings.”

Colotto says working with the tribe went very smoothly, with an assist from technology.

“We use a computer program that allows us to faithfully reproduce what we are planning to design, so there were no surprises on either side,” he explains. “They knew and could visualize exactly what we were planning to build. In fact, many of them have commented about how much the final product was almost exactly what we had showed them.”

JBA Consulting Engineers was the engineering group chosen by the tribe to be responsible for the mechanical, plumbing and electrical design of the project. J.J. Wisdom, the senior project manager, says JBA was very sensitive to the tribe’s vision for the property.

“Our involvement started at the onset of the project, assisting the architect with space planning to include required MPE spaces, continued with the design and coordination of MPE systems to produce construction documents and completed with construction administration that included monthly site visits during the construction of the project,” he says.

Wilson says exterior visual of the property was very important to the tribe.

“We worked with the architect to minimize the visual impact of the MPE systems so as to not interfere with the cultural themes presented inside and outside of the building,” he says. “Additionally, the MPE design is energy-efficient to minimize the impact to the environment.”

Finding the Future

The Navajo blueprint for entering the gaming industry wasn’t without its bumps and bruises. The initial starts and stops about management companies and finances were soon overcome, and later concerns about competition at all four of its casinos have largely been contained.

The next hurdle faced by the Navajos is renewing a gaming compact with the state of New Mexico, which expires in 2015. At press time, progress was being made and each side hoped to get it completed early in 2014.

But as for any future casinos, Bates has one rule.

“Let’s get this $200 million loan paid off before we start talking about that,” he laughs.

But no one could deny that the nation’s gaming business has met and exceeded expectations. While there is no individual disbursement to tribal members—“That wouldn’t be possible because of so many members,” says Bates—the opportunities for employment and advancement are evident.

“Many of the management team at Twin Arrows got their start at Fire Rock or one of the other casinos,” says Watchman. “More than 80 percent of our employees are tribal members.”

Revenue distribution is the repsonsiblity of the tribal council, he says.

“There have been some requests to have more casinos placed in specific chapters, and the council is still working through that,” he explains. “But with four casinos located in four different chapters, it gives plenty of employment opportunities for all Navajo. Our charge is provide revenue to the nation, which in turn decides how to distribute it.”

As for competition, Bates says the tribe is learning as they go.

“We learned about competition at Northern Edge,” he says. “We’re doing the same at Twin Arrows. We’ve never been in the resort business, so we do have challenges there. We’re 20 minutes from Flagstaff and a mile from the highway, which are just some of the things we have to surmount.”

Watchman says that because of the small population in the Four Corners area of the Southwest, the tribe is looking farther out for new customers.

“In our area, because of our demographics, we probably have satisfied most of the gamers in our market,” he says. “To grow our revenue, we’re going to have to reach out to other areas like Alberqueque and Phoenix. We’ve been talking with other areas of the nation, such as the parks and recreation, about how to develop other amenities to attract more tourism to the reservation. If we can develop synergies with the tourism market, we’ll be much more effective.”

 

Golden Age Redux?

This spring, more new casinos opened in the U.S. and around the world than at any time in recent memory.
   
In Macau, Sands Cotai Central became the latest integrated resort to open in that booming gaming destination. A mix of gaming, entertainment, retail and hotel rooms and suites, the property is helping to create a Las Vegas of Asia on the Cotai Strip.

In Ohio, two casinos and a racino debuted: Penn National Gaming’s Hollywood Casino in Toledo, and Horseshoe Cleveland, owned by Rock Ohio Caesars (a partnership between Dan Gilbert, the owner of the NBA’s Cleveland Cavaliers, and Caesars Entertainment). Both projects got up and running in an unusually short time since the legalization of gaming in the Buckeye State. MTR Gaming also opened the state’s first racino, Scioto Downs in Columbus.

In Pennsylvania, the first “resort” casino opened, the Valley Forge Casino Hotel, attached to a convention center by the same name outside of Philadelphia. The long and winding road that led to the debut of this unique property seems worth it now.

In New York, Genting’s Resorts World at Aqueduct quickly became the nation’s leading revenue producer with nearly 5,000 slot machines at a racetrack that has been struggling for years.

Michigan’s Pokagon Band of Potawatomi Indians opened a second casino, Four Winds New Buffalo, demonstrating again the enduring power of tribal gaming.

Biloxi got back in the game with Jimmy Buffett’s Margaritaville Casino and Restaurant, a truly unique property for that market.

Even Atlantic City, probably the worst-hit jurisdiction in the world by the economy and regional competition, brought an amazing new property online in April when Revel debuted. This $2 billion gem for the first time incorporates what has always made Atlantic City stand out: the beach and the Boardwalk.

And we’re not done yet. Next year, two more casinos and several more racinos will open in Ohio. Pennsylvania has one more resort casino and one racino on the books. Maryland will launch a casino in the western part of the state developed by Lakes Gaming. In Louisiana, the Margaritaville Casino Hotel will open in Bossier City.

While Macau takes a year off from new casinos, Vietnam will welcome MGM Ho Tram, the first true IR in that nation. The first property (of four) at PAGCOR’s Entertainment City will likely debut in 2013.

And that is just the start. In years to come, we’ll see three new casino resorts and a racino in Massachusetts. New York’s Governor Andrew Cuomo has seen the wisdom of creating casino resorts around the state. Ontario is revamping its casino industry, which may create a few more casino resorts. Macau has at least three IRs in the pipeline that will open on a yearly basis starting in 2014 or ’15. Taiwan’s Matsu Island recently voted to allow casinos. And then South Korea, Japan, Thailand… Your guess is as good as mine.

And of course with all the new properties being launched, the older properties must stay current with all the trends and amenities that today’s casino customer enjoys, so the renovation and revitalization business will boom as well.

So does this mean that the slump in casino design and construction is over? Just by the number of properties, I think the answer has to be “yes.”

But does this also mean that it will be business as usual as it was before the recession started? I think the answer to that question is a definitive “no.”    

We’ve talked about the “new normal” in the pages of this magazine of the past few years and now this reality is hitting home. Casino owners are more discerning when it comes to hiring architects, designers and builders. While these are all new casinos, it’s no longer a case of “build it and they will come.”

The “new normal” is a reality for casino operators too. Competition for players is getting fiercer. The design of a casino is becoming increasingly important, particularly when you add all the non-gaming elements that a casino resort must feature these days.

Architects and designers must work with more than just casino owners when developing a new project. Collaboration with F&B experts, retail specialists, technology providers and consultants of all stripes has become a necessary part of the design process.

So while the bad times appear to be over for now, the good times will be more complicated and possibly less profitable than they were in the past. In next year’s Casino Design magazine—the 10th anniversary issue—we hope we’ll be able to celebrate a healthy industry with all the nuances and possibilities that make this business so exciting.

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

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

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

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

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

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

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

Aqueduct Adventure

The road to establishing a casino at the legendary Aqueduct racetrack was long and winding. But when Malaysian gaming giant Genting finally won the bidding in 2009, the wait was well worth it.
   
The site is located near New York’s Kennedy Airport and at the gateway to the Long Island suburbs, and is connected to the rest of the city via the New York City mass transit system. Due to that favorable location, the property has quickly become the top slot machine performer in the nation.
   
As the lead architect, JCJ’s first task was to make it happen quickly.
   
“This was one of the most aggressive schedules we’ve ever undertaken,” says Eileen O’Brien, JCJ’s director of business development. “We divided the project into multiple phases and into multiple project teams, so there were many teams working simultaneously on various aspects of the entire project—headed by a group of team leaders providing oversight and cohesion throughout.”
   
Adding even more pressure was the fact that the project was Genting’s first project in the U.S.
   
“This was to be the flagship, so consequently needed to set the standard,” says O’Brien.
   
It was Genting’s plan to make the casino familiar to its target market: New Yorkers. So the various sections of the casino were given names that would make them feel at home: Times Square and Fifth Avenue casinos, the Central Park events center, and the Midtown Express restaurant.
   
But there were other reasons for the separation of the casinos.
   
“The owner’s desire for segmentation drove the general size and design preferences,” says O’Brien. “The casino design itself was created to house two distinct gaming experiences: a large casino to appeal to the mainstream crowd, and a separate casino that would appeal to the sophisticated player.”
   
The design style would also be comforting to New Yorkers.
   
“The vision was to be respectful of, and to incorporate, local iconography to underscore the authenticity of this being truly a New York enterprise,” she explains. “Design nods to landmark buildings such as Rockefeller Center, the Empire State Building and the Chrysler Building can be seen throughout.  More so in character statement than in any particular architectural style, there are subtle hints of New York’s grand Art Deco period, but with a modern interpretation.”
   
With 18 food and beverage outlets, 6,400 parking spaces, and 5,500 slot machines (a combination of VLTs and electronic table games), Resorts World New York provides a the first casino experience for New Yorkers in the city. Genting has discussed building a convention center adjacent to the casino, which would also include a hotel and the legalization of table games. Although nothing has been finalized, it would make Resorts World New York one of the premier casino destinations in the world.

OWNER: Genting New York
ARCHITECT & INTERIOR DESIGN: JCJ Architects
CONSTRUCTION: Tudor Perini
SIZE: 1,086,000 square feet (180,000-square-foot casino)
COST: $830 million total ($540 million hard construction cost)

Good Morning, Vietnam!

Where else but in gaming can a symbol of capitalism gain the blessing of a communist government?
   
That’s exactly what will occur next year when MGM Resorts International and Asian Coast Development (Canada) Ltd. (ACDL) unveil the spectacular MGM Grand Ho Tram, Vietnam’s first large-scale integrated resort. A major role will be played by Steelman Partners—as the architect and in the areas of interior and lighting design, as well as a principal—for this historic endeavor. In 2008, the Vietnamese government awarded Asian Coast Development the first license to build a gaming resort. At least five more have followed, but this is billed as the signature architectural piece to announce Vietnam’s leap into gaming.
   
MGM Grand Ho Tram will be the first component of the $4.2 billion multi-site property.  Ho Tram Strip resort complex will be built along pristine beaches overlooking the South China Sea. It will be constructed on approximately 400 acres, 80 miles from Ho Chi Minh City, the largest city in Vietnam.
   
The master plan consists of five stunning resorts and a gorgeous golf course set on the white sand beaches of Ba Ria Vung Tau Province. This unique development opportunity in the temperate climate of southern Vietnam parallels the early growth of Las Vegas into a premier tourist destination.
   
The Ho Tram Strip will combine innovative architecture with lush natural surroundings to offer an exclusive and luxurious, experience-based alternative to Singapore and Macau.  The resort will feature  lavish Vegas-style entertainment rooms and acres of premium shopping and exceptional recreation facilities. The 1,100-room MGM Grand hotel and accompanying VIP cabanas figure to be a testament to luxury.
   
Other key features include an exclusive VIP area with private lounges, high-end retail shopping and convenience retail, landscaped gardens with water features and an exclusive pool with cabanas and pool bar.
   
The planned second phase of the MGM Grand Ho Tram includes a further 549 guest rooms and 14 VIP Villas, bringing the total number of five-star hotel rooms to 1,100 and completing the development of the first integrated resort.

Owners: MGM Resorts and Asian Coast Development
Architect: Steelman Partners
Size: Approximately 400 acres
Total Investment: $4.2 billion

Category Killer

The first two casinos that opened in Maryland demonstrated the realities of operating under the state’s onerous 67 percent revenue tax: Ocean Downs and Hollywood Casino Perryville are small venues in prime locations, built to draw maximum revenue on minimal investment.
   
In May, Cordish Companies broke that mold with the opening of Maryland Live!, a massive, first-class casino resort. It too is in a prime location—adjacent to the huge Arundel Mills Mall in Hanover—but unlike its predecessors, Cordish pulled out the stops with a $500 million investment and some of the industry’s premier architects and designers, who built a facility worthy of most Las Vegas casinos, but one that includes a lot of local flavor as well.
   
According to project architect Mike Larson of Klai Juba Architects, one of the challenges was to design a building that would fit nicely into the Arundel Mills Mall complex but would still stand out as stylish and unique. The other was an accelerated time schedule.
   
“Our goals were to make a good impression on this new market and deliver a property that integrates well into its context in order to deliver an exceptional experience to the guest and foster the symbiotic relationship that Maryland Live! has with its major retail neighbor,” Larson says. “This was achieved by studying the existing vehicular and pedestrian traffic patterns and working with them for a logical integration with the existing conditions.”
   
Another challenge was fitting a lot of square footage into a relatively small footprint. This was achieved by building the multi-level parking garage on top of the casino.
   
Inside, the challenge was a bit different—filling a massive 330,000 square feet of space without overwhelming the customers.
   
“The size of the overall gaming floor and property is double what a typical casino footprint is,” says interior designer Ann Fleming, a partner at Cleo Design. “We needed to create an interesting gaming environment that still feels intimate and warm, considering the scale of the facility.” This was accomplished with a color palette Fleming calls “warm and lively.”
   
“With the interjection of hot colors like pink, and coral within the red/umber/chocolate/cream palate, it allowed us to use quality materials and still be contemporary, young and fresh amid the timeless design details,” Fleming says.
   
The orientation of the building and parking garage posed a different challenge. “The ceiling height limitations forced us to be creative,” Fleming says. “We created floating ‘chandeliers’ that changed color throughout the day. There were also ‘ribbon’ ceiling paths created that also changed color and help lead the guest from one end of the casino to the other.”
   
Fleming says her favorite design feature is the central “R Bar,” in the middle of the casino floor. “It is an oval shape, so views to the bar are achieved in all directions within the casino floor.”
   
It also has added action—adjacent Interblock multi-player electronic table games—along with TV screens everywhere beaming sporting events. “The bar is high-energy,” says Fleming.
   
In fact, the whole facility is high-energy.

Owner: Cordish Companies
Architect: Klai Juba Architects
Interior Design: Cleo Design and Westar Architectural Group
Contractor: Commercial Interiors and TN Ward
Total Investment: $500 million

Crowning Achievement

Set like a jewel in the center of downtown Melbourne, the Crown Entertainment Complex & Casino recently introduced a glittering new gaming space, the West End Casino at Crown.
   
A year-long, multimillion-dollar redevelopment brought sleek contemporary style to the addition, made possible when owner-operator Crown Ltd. won the right to add new gaming space to its enterprise.
   
The redevelopment was designed to appeal to a smart, affluent urban crowd that wants more from their visits than gambling. Along with a new gaming area, the do-over added public and retail spaces, a new restaurant and bar, three new terraces, and new and renovated restrooms, among other improvements—all brought to vivid life with streamlined silhouettes and dazzling architectural features.
   
“The scope of work was to create a new grand-scale entry feature, bold gaming floor, and ‘see and be seen’ bar-lounge with a patio that overlooks the Yarra River,” said Ken Kulas, principal of Cleo Design of Las Vegas.
   
A new premium gaming room includes two party suites, new cage and casino support areas, and a living room-style bar-lounge with a space for live entertainment.  
   
Owner-operator Crown Limited “wanted to change the perception of the Crown brand, and make it a place to visit during not only the weekend but also the week,” said Cleo Design principal Ann Fleming. “The wish was to bring a Las Vegas-type gaming environment, with a bolder and livelier color palette, more dynamic design details and new gaming offerings.”
  
Kulas and Fleming worked to change the Australian idea of gaming “to include a more social environment. They want the affluent 30-year-old to 60-year-old patron to come to the casino for good food and entertainment with gaming integrated.”

Owner: Crown Limited
Architect: HBO+EMTB, Australia
Interior Designer: Cleo Design
Contractor: Baulderstone
Total Investment: $50 million-plus

Best of the Boardwalk

There have been a lot of casino hotel projects in Atlantic City over the past 34 years, though none have matched the anticipation and expectation of Revel. It took over three years, more than 70 design teams, and the backing of New Jersey Governor Chris Christie for the .4 billion project to see completion. With its debut in April, Revel has become Atlantic City’s first true destination resort and a lifestyle icon on the Boardwalk.  
   
From the start, Revel aimed to differentiate itself from other casino properties. Its emphasis was on creating a luxury “lifestyle experience,” where gaming was just one component of the overall asthetic. Bernardo Fort-Brescia, principal at Arquitectonica, the firm appointed as design architect of Revel, said that Kevin DeSanctis, the CEO of Revel Entertainment Group, had a “clear idea” of what he wanted to create. Fort-Brescia said the building reflects a “nautical sensuality and memory of the ocean beyond.”
   
With 6.3 million square feet of space, the smoke-free Revel takes full advantage of its beachfront location. The mirrored façade captures the rippling ocean and the curved lines give the building an organic, wave-like appearance. In fact, there is hardly a straight line to be found on the property. The 47-story tower, topped by a giant light ball that can be seen for miles, is the second-tallest building in New Jersey and the second-tallest casino tower in the U.S. Floor-to-ceiling windows in all the 1,898 hotel rooms—from an Ocean Room to a View Suite—offer sprawling views of the sea.
   
“Arquitectonica, SOSH Architects and BLT Architects, in conjunction with Revel, developed the most sensitive and unique architectural response linked with the sea and embedded in a neighborhood master plan that truly reflects a resort destination,” said Thomas Sykes, partner at SOSH Architects.
   
Unlike other properties in Atlantic City, Revel’s main entrance faces the ocean. The porte cochere is located just off the Boardwalk and is accessed through an underground garage. A white, sail-like canopy shades the area. On the upper level above this is the pool deck with several small wading pools lined with a series of cabanas that offer guests the chance to relax in the shade. Also on this level is an indoor/outdoor pool that will be heated year-round, accessed through large, retractable glass doors. Revel has 10 pools in all.
   
Up another level, which can also be accessed from the outside, is the SkyGarden, a lushly landscaped area 114 feet above the sea. The SkyGarden incorporates 20,000 plants, including native pine trees. The curved walking paths echo the lines throughout the casino and the space sports several outdoor fire pits.
   
Just inside Revel’s main entrance is the spectacular atrium, with two massive escalators leading to the upper levels. A sculpture called “Arrivals,” made up of 19,700 sparkling gold circles suspended on 650 steel cables (some 90 feet long), cascades down like a wind chime.
   
Revel’s Exhale spa covers 31,000 square feet. At its center is a coed bathhouse featuring a salt grotto, mineral pool, steam rooms and a beverage bar. The 32-room spa offers an extensive list of relaxation treatments, with a fitness studio and exercise classes housed nearby.
   
Light and air are the dominating design elements of this sleek, ultra-modern casino. The front desk area is lined by comfortable living rooms and strategically placed bars.
   
The casino floor also takes in the ocean view. The floor, with bright red carpets and oversized lantern-like fixtures, holds 2,400 slot machines and 160 table games, with an ample poker room on the second level.  
   
Working with the design firm Scéno Plus, which also designed the $75 million, 4,550-seat Ovation Hall showroom, the lights on the casino floor are programmed to reflect the time of day—bright yellows in the day, reds and oranges at dusk, darker tones in the evening.
   
“Collaboration was the key to success for this project,” said Tom O’Connor, partner at SOSH. With over 70 design firms playing a role in creating the resort, the project stands as one of the most challenging ever undertaken in Atlantic City.
   
DeSanctis said he feels the crowning achievement of Revel is its breathtaking lineup of ocean views, both from the rooms and from its outdoor decks and cabanas.
  
“You can never fully understand what the visuals are going to be of a place until it’s actually built,” he says. “I think most people will agree, when you go out on our decks, those areas are just spectacular. Most people will come back and say, ‘This is never what I visualized Atlantic City to be.’ And yet, it’s been here forever. Sometimes it just takes a different frame for people to understand what you have.”

Owner: Revel Entertainment Group
Architects: Arquitectonica, Design Architect;
BLT Architects, Executive Architect and Architect-of-Record for 75 percent of project; SOSH Architects, Architect-of-Record for the tower, casino, and multiple venues
Size: 6.3 million square feet
(150,000-square-foot casino)
Total Investment: $2.4 billion

Q&A with Paul Steelman

Architect Paul Steelman of Steelman Partners in Las Vegas is one of the world’s foremost casino designers, and has worked on projects from the Sands, Galaxy and Oceanus properties in Macau to Harrah’s in his hometown of Atlantic City. We caught up with Steelman on the road and asked him to share some principles of effective casino design.

CD: When it comes to casino renovations, is there a general rule about where to make the biggest investment and where to skimp?

Steelman: Casino renovations are simple. They usually include nine major items: carpet, hard surface pathways, paint, wall covering, gaming furniture (table tops, slot bases, slot and table chairs), directional signage, casino signage, decorative lighting and architectural task lighting.
   
We now believe casinos should feel smaller, so we are also suggesting structures within properties that promote the cocooning effect, to personalize the gaming product and the guest. Lighting is the most important, since casinos that opened 10 years ago are too dark for today’s customer.   

Casinos used to be renewed every seven to eight years; now I see that being stretched out to 10 to 12 years.
   
When a gaming company renovates, it should not skimp on the quality. The cost of the renovation is not in the new design; it’s in the opportunity costs. When that casino floor is down for renovation there is financial loss. We have seen increases in gross gaming revenue of over 35 percent when a small renovation is completed.

What do you strive for in room design?

In the 25,000 or so rooms we’ve designed, we always go for contemporary lines—light, warm colors accented with colorful art and fabrics. For example, our new rooms at MGM Ho Tram are designed with the above qualities and yet have a design tie to the local style and culture. Room design in a casino is about the quality of sleep. Over-the-top decorations tend to interrupt our sleep patterns and make for tired gamblers.

You have said designers should do the opposite of what was done in the 1970s, and retreat from “dark, smoky, windowless areas.” Does that mean more natural light on and around the gaming floor?

Young people do not live in eternal darkness. Twenty percent of people in the U.S. smoke and 92 percent of those want to quit. Why would anyone propose a windowless, dark, smoky casino? We always want it to be a sunny day in our casinos.

Your design of the sports book at the Hard Rock is reminiscent of a stock market floor, which is a nice nod to Cantor Gaming. Your website says the red is supposed to suggest European race cars. Why is that?

You must not be a Ferrari fan. Ferrari is usually red, fast and aerodynamic, and that’s the look we wanted for the Cantor Sports Book. All people look and feel great standing next to a Ferrari. In one of our next designs I’d like to use my Electric Fisker as a design inspiration. When I drive it I get stopped at every stop light and asked, “What is that car?”    

“What is” is a good thing in casino design. Pique the curiosity to explore, and you’ll have a successful casino.

You once said people don’t want to see themselves in mirrors in a casino; once they do, “the fantasy’s over.” Are mirrors still a must to avoid?

Yes, yes, yes! Mirrors also make the casino dark, which is bad for success.

You once said techno-rooms would be the standard, which has come to pass. Would you say technology is the must-have amenity now?

Room technology is just starting. One day your iPad will be your remote, your HVAC control, your credit card, your light switch… The wireless room platform will also assist the operator to maximize labor, minimize costs and save the world a lot of power and carbon.

Is the variegated carpet still the rule? Casino carpet design was once described as looking “as if Leroy Neiman threw up on it,” which is hilarious and used to be very true.

We’re trying to get the casino to look smaller, so new carpets have bigger patterns, less colors and less confusion. If the guest is confused by colors or patterns, two things will happen—they’ll leave sooner and the gaming equipment will not be as utilized (since its design will be lost in a sea of Leroy Neiman confusion).
   
But Leroy Neiman was a great painter of Las Vegas. Just visit the old corporate offices of Caesars.


Steelman’s Top 11
An architect’s take on the casino of the future

1. Designed smaller. If “big” is required, the casino will be designed to look small and personal.

2. Structures within structures. Smaller spaces within the larger spaces will be required in all casino designs.

3. Art as light. Artful, bold shapes and sculptures will perform some of the lighting and surveillance tasks.

4. Natural lighting. Skylights, windows, naturally lit chandeliers.

5. Curved pathways. Curved paths will pique the curiosity of the guest to explore the facility.

6. Separate the activities. Non-gaming entertainment will be provided, but game attractions will be kept in the area of excitement—the casino.

7. Areas match the customer. Casinos will be subdivided and designed in a stratified way—the transportation, food offerings and gaming offerings will each match a customer.

8. Clean architectural lines. Clean lines will accentuate the gaming equipment.

9. Bright lighting. Lighting will allow employees to pay attention to the tasks required and players to see the smiling faces of the dealers or casino personnel.

10. Red is the color of commerce. No mud brown.

11. The narrow bandwidth casino. The casino is designed for you, you and you. One resort does not fit all.

Terry Lanni, Industry Visionary

Terry Lanni wasn’t an architect. He wasn’t a designer. He didn’t have a grand vision of what any property under his leadership should look like prior to its design and construction.
   
But make no mistake about it, Terry Lanni was a leader, and the shape of the Las Vegas Strip, and really the entire gaming industry, would be very different without his involvement for 30 years and more.  
   
Lanni began his career with Caesars World in 1977 when he was named chief financial officer. He led the company’s entry into Atlantic City. While the original “Boardwalk Regency”—now Caesars Atlantic City—wasn’t an architectural milestone, it served the purpose. A converted Howard Johnson’s, Caesars Boardwalk Regency performed admirably, creating impressive revenues for the company.
   
It was later in Las Vegas that Lanni demonstrated his eye for the future of the industry when, as president of the company, he approved construction of the Forum Shops at Caesars Palace against the advice of almost all the experts. In a short while, the Forum Shops became the most successful shopping mall in the world, starting a trend for retail to be included in all future casino resorts.
   
Lanni joined MGM Grand in 1995 as president and CEO after 18 years at Caesars.
   
Lanni helped to engineer the purchase of Mirage Resorts in 2000 and the even larger purchase of the Mandalay Resort Group in 2005. When Lanni joined the company, it operated one casino—MGM Grand in Las Vegas. When Lanni retired in 2008, MGM had full ownership of 17 casino resorts in Nevada, Mississippi and Michigan, and 50 percent ownerships in four other properties in Nevada, New Jersey, Illinois and Macau.
    
Lanni presided over the MGM Resorts board of directors when it approved the amazing CityCenter development, which
has become one of the must-see attractions in Las Vegas.
    
It was not only Lanni’s expertise in understanding what the customer wanted in his casino resort experience, it was also his dedication to the industry as an economic development engine and a positive member of any community where it is located. As a member of the National Gambling Impact Study Commission in 1999, Lanni represented the industry with his signature class and charisma, earning the respect of even the most virulent anti-gaming members of the commission. The final report issued by the NGISC reflected Lanni’s views, and the industry emerged unscathed.
   
His commitment to diversity is celebrated each year at MGM Resorts, and has been emulated by all the major gaming companies around the world. His death in July 2011 robbed the industry of his vision, skill and sensibilities.
   
No, Lanni my not have had the architect’s eye or the designer’s palate, but he had the courage and the leadership to forge new ground in the gaming industry and helped to make it what it is today. Awarding him the 2012 Sarno Award at Global Gaming Expo in October is indeed appropriate and overdue.

Bringing Stories To Life

Passionate. Inspired. Timeless. For more than two decades, the award-winning WorthGroup Architects has been dedicated to more than just designing buildings. They have created environments that stir the emotion, provoke delight and awaken the senses of every person that enters their spaces. Thoughtful planning, impeccable insight and imaginative vision are the hallmarks for bringing their clients’ stories and vision to life.
   
WorthGroup is the authority in all aspects of gaming, hospitality and entertainment architecture. From rebranding existing destination resorts and casinos to new properties, the firm’s team of architects, interior designers, planners and animators bring exceptional talent, expertise and elevation to each project—big or small.
   
WorthGroup’s comprehensive gaming résumé includes First Nation and Native American clients, as well as distinguished commercial clients. WorthGroup is a firm that knows the casino industry, and has exhibited proven success for 22 years.
 
For more information, visit www.worthgroup.com.

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.