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Regulating for the Future

Posted on April 8, 2022 by -

Thirty-five years ago on February 25, 1987, the Supreme Court of the United States affirmed tribal governments’ distinct authority over gaming on Indian land. Among the compelling interests considered in the court’s analysis were the shared tribal and federal interests in self-sufficient tribal communities and federal policies of tribal self-governance.

The court’s decision considered the important federal obligations created by the inherent tribal sovereignty at the core of tribal governments’ relationships to the U.S. The court’s decision also considered a tribe’s “strong incentive” to cultivate a sustainable economic enterprise.

The subsequent enactment of the Indian Gaming Regulatory Act (IGRA) in 1988 continued to recognize those governmental interests. While the act established the regulatory framework that governs Indian gaming today, IGRA’s overarching objectives continue to emphasize the need for strong tribal economies and the value of a tribe’s distinct regulatory capacity to protect those economies and the patrons who make those economies possible.

After 35 years of Indian gaming success, these governmental interests not only remain, they make Indian gaming unique when compared to other parts of the gaming industry. Today, Indian gaming represents more than 500 gaming enterprises licensed by over 240 tribal governments on Indian land in 29 states. Indian gaming is often the lifeblood to strengthen and revitalize necessary tribal programs and services. It continues to create opportunities for tribes to foster intergovernmental relationships across all jurisdictions in order to build diplomatic ties and regional economies. And Indian gaming continues to provide an effective means for a tribal government to execute the vision a tribal community has for protecting its institutions and values.

The regulatory community plays a critical role in supporting these interests. Planning for a healthy regulatory workforce is one of those roles.

The current focus of the National Indian Gaming Commission (NIGC), which promotes preparedness in the regulatory community, encourages all Indian gaming regulatory bodies to assess risk and anticipate opportunities. By including regulatory workforce needs in this assessment, regulators will help better support the industry’s next 35 years of Indian gaming.

The NIGC invites tribal gaming regulatory bodies to consider committing to the NIGC 3 for 35 Project. The commitment calls on Indian gaming regulatory bodies to prioritize conversations within their organizations and engage with other regulators, tribal lawmakers and operators to assess the following three aspects of Indian gaming’s regulatory workforce: Strategic Recruitment, Knowledge Retention, and Skills Planning.

Strategic Recruitment

Regulatory bodies benefit from a strategic approach to recruitment. A large but competitive regional workforce pool, the small workforce pools typically found in rurally located communities, and a tribe’s education and career goals for its citizens are some factors informing those strategies. Strategic recruitment can help reduce the threat to a regulatory body’s continuity of operations from an unstable workforce.

Knowledge Retention

Many regulatory programs are approaching 20-year and 30-year anniversaries. As valuable team members retire, a threat arises to the knowledge retention critical for meeting a regulatory body’s mission. Cross-training, internal policy reviews and data retention efforts are some of the measures organizations are using to mitigate the impact of losing key subject matter experts.

Skills Planning

Innovations require regulators to bolster and realign their regulatory expertise. Assessing the tools available in areas such as surveillance, cybersecurity, licensing and auditing as well as environment, public health and safety present an opportunity to evaluate how training and resources can most efficiently meet stated public policy objectives. The more precise a regulatory body’s approach to its skill development, the more it can prepare for new threats and emerging technologies.

Across Indian Country, discussions are already under way to prepare the future regulatory workforce. These conversations are leading to effective solutions as diverse as Indian gaming’s regulatory bodies. By highlighting the value of these conversations, the NIGC 3 for 35 Project is another effort to help reduce the risk of lapses in continuity of operations, as well as the impact of losing expertise and institutional knowledge. In addition, it addresses the need to readjust resources to regulate emerging innovation and to regulate with more efficiency.

As each tribal regulatory body assesses its regulatory workforce’s unique needs, please consider committing to the NIGC 3 for 35 Project and its goals as a tool to support that assessment.

The NIGC 3 for 35 Project is a campaign to promote preparedness in the regulatory workforce. The project aims to bring attention to preparedness across the regulatory community while supporting a 35-year-old affirmation of governmental interests in tribal self-sufficiency and greater self-governance through Indian gaming. A commitment to assess and plan for the next generation of regulators will mitigate future risks to the regulatory mission. To learn more and follow the NIGC 3 for 35 Project, visit NIGC.gov.

Bouncing Back

Posted on April 8, 2022 by -

Over the past two years, people worldwide have faced the impacts of the Covid-19 pandemic. Covid compelled all of us to assess and adjust to a new way of life, embrace a new normal, and work to defeat the devastating implications of a global pandemic.

Our world came to a sudden halt in March 2020. In Indian Country, the path back was due to the continued commitment of tribal leaders. They continue to stand firm to make the health and welfare of our tribal citizens and communities a top priority, with everyone doing their part to lessen the spread of Covid.

This pandemic will be forever ingrained in our stories. Like our ancestors before us, we will share the lessons learned with future generations, so they’re prepared to protect their communities. At the same time, we continue our work to strengthen our communities to guarantee that we’re even more resilient to deal with future threats.

Indian Country has set the example of successful vaccination efforts, and more and more, we see tribal communities safely coming together. Now, we confidently return to the workplace and conduct business in person after two years of working remotely, where virtual meetings were the norm.

This month, tribal leaders and industry experts will do just that as our National Indian Gaming Association once again brings the Indian Gaming Tradeshow & Convention to the Anaheim Convention Center, April 19 – 22.

The Indian Gaming Tradeshow & Convention has long established itself as the premier event for the Indian gaming industry, and is the figurative heartbeat of Native American economic success. Our mission is to protect and preserve the general welfare of tribes striving for self-sufficiency through gaming enterprises in Indian Country.

Since the inception of tribal government gaming, tribes have successfully prioritized economic diversification: building beyond gaming to further economic self-sufficiency. They have established a diverse portfolio of economic initiatives, always focusing on balancing out revenue opportunities and the future of tribal citizens.

As we gather for Indian Gaming 2022, our successes will undoubtedly be center stage at the gathering. We have much to celebrate—and new challenges and opportunities to address—to ensure that Indian gaming continues to build through the new normal, while protecting and strengthening Native communities.

The past two years have affirmed our resilience and shown what’s possible when Indian Country unites behind a common purpose: working together to build a better place for all generations to come.

The success of Indian gaming through the worst of this pandemic is a credit to the creativity and flexibility of so many experts on the ground, who have constantly adjusted to protect the health and safety of our people while maintaining the highest quality gaming experience. Everyone from gaming industry executives and staff to gaming regulators and commissioners to front-line staff everywhere did their part to keep the doors open to patrons.

Thanks to their work, Indian gaming operations far surpassed early projections. We limited the pandemic’s economic impacts in 2020, generating $28 billion in revenue for tribal governments, exceeding the forecasts.

While we have much to be proud of, we must be committed to building on that success. Our membership agenda will set the path towards this effort, with discussions centered around the legislative and industry order of business. I look forward to coming together, united in our vision for tribal communities, rolling up our sleeves, ready to do the work to bring our industry back to its fullest potential.

We will also pay tribute and honor those who led before us. At the Chairman’s Leadership Luncheon on Wednesday, April 20, we will honor Chief Oren Lyons, Faith Keeper of the Turtle Clan of the Onondaga Nation in New York, with the Indian Gaming Lifetime Achievement Award. Also on Wednesday evening, we will present the Rick Hill/Tim Wapato Sovereign Warrior Award to former Viejas Band of Kumeyaay Indians Chairman Anthony Pico during the annual cultural event.

The Indian Gaming Tradeshow & Conference will also include all essential aspects of the trade show that attendees expect, including access to gaming’s leading manufacturers and service providers and the newest products on the market on the trade show floor, with 350-plus exhibitors.

As the largest gathering of tribal leaders and casino executives in the country, the Indian Gaming Tradeshow & Convention is where tribal and commercial gaming leaders come together to conduct business, learn and network. Our workshops and tracks focus on critical topics that will help operators and vendors succeed in today’s ever-changing gaming landscape. The 2022 program will offer a comprehensive learning experience, featuring hot topics in Indian gaming.

Of course, conference highlights also include the Chairman’s Welcome Reception, the Chairman’s Leadership Awards Luncheon featuring this year’s special honoree, the Tribal Membership Annual Meeting, our always-popular ribbon-cutting event, and an array of exciting options on the trade show floor, including the Chairman’s Lounge Presentations and Showcase Education Sessions, a show floor reception, the Chairman’s Lounge Tradeshow Floor Giveaway, and a whole lot more.

It seems the pandemic may be closer to being behind us, but we must continue in our resolve to do our part to defeat it. We’re committed to ensuring the safety of all exhibitors, attendees and staff at the Indian Gaming Tradeshow & Convention by following the guidelines issued by the CDC, state and local officials.

We look forward to seeing you in Anaheim. For more information about the Indian Gaming Tradeshow & Convention and our Covid-19 health and safety protocols, please visit indiangaming.org.

Tribal Sharing & Caring

Posted on April 8, 2022 by -

As sports betting and other legal forms of gambling continue to expand across the United States, new stakeholders are aware of the potential backlash against expansion if it’s perceived to increase disordered gambling behavior.

Because gambling expansion always involves government action, the important decisions around responsible gaming programs are often made by policymakers involved in legalization or regulation—not scientists or clinicians who understand the complexities of disordered gambling as a public health issue, entangled with an underlying addiction syndrome.

Ultimately, public policy debates around the perceived relationship between gambling expansion and disordered gambling can be boiled down to two questions: “Is the gambling industry to blame for disordered gambling?” and “Who should pay for the costs of prevention and treatment of disordered gambling?”

These two questions are at the heart of a contemporary legal dispute between the Rincon Band of Luiseño Indians and the state of California. The parties disagree on two important questions related to legal gambling and responsible gaming costs: First, what are the actual costs of disordered gambling that the Rincon tribe is responsible for, if any? Second, are current allocations of disordered gambling costs assigned by California to the Rincon tribe reasonable? While arising from a specific dispute in California, the main finding is of importance to all gambling industry stakeholders.

After years of analysis, the tribe’s heavy investment in responsible gaming has demonstrated that the highest and best use of tribal government responsible gaming funds is at the property level, not through payments to a third party such as a state government. In order to support other tribes that may be tempted to “overpay” for their right to offer or expand their legal gambling activities, the Rincon tribe has offered to amplify the success of its current responsible gaming program, which was created in partnership with its management company, Caesars Entertainment, and to share it with other tribes across the United States.

Since 2016, the Rincon Band has been working to resolve a dispute with the state of California regarding the meaning of the language set forth in Section 5.0 of the tribe’s Secretarial Procedures, which govern the tribe’s Class III gaming facility in lieu of an approved tribal-state compact.

Section 5.0 reads: “The tribe shall pay to the state on a pro rata basis the actual and reasonable 25 U.S.C. § 2710(d)(3)(C) costs the state incurs for the performance of all its duties under these Secretarial Procedures (Costs) as established by the monies appropriated in the annual Budget Act for the performance of their duties under these Secretarial Procedures each fiscal year for the California Gambling Control Commission, the California Department of Justice, the Office of the Governor and the California Department of Alcohol and Drug Programs, Office of Problem Gambling, or any agency or agencies the State designates as a successor to them.”

State & Tribal Cooperation

The Rincon tribe interprets Section 5.0 as a requirement by the state to demonstrate that the amounts invoiced to the tribe are actual and reasonable through documentation, not through an appropriations process whereby costs are assigned to the tribe on a pro-rata basis.

This distinction in assigning costs is critical for implementation of the Secretarial Procedures, since any costs beyond what is actual, reasonable and directly related to the regulation of the tribe’s Class III facility constitutes a “tax, fee, charge, or other assessment” prohibited by the 1988 Indian Gaming Regulatory Act (IGRA).

At the heart of the issue is the assignment of regulatory costs that create a tribal obligation to pay for programs designed to address gambling addiction funded by the state of California’s Office of Problem Gambling (OPG).

The procedures require the tribe, not the state, to establish and operate a program to provide education and prevention services to guests who experience problems with gambling while visiting the tribe’s gaming facility. In the years since this dispute began, the Rincon tribe has worked tirelessly with the state to encourage tribal negotiators to reveal the state’s calculation of responsible gaming costs and to demonstrate that these costs are both actual and reasonable. To date, the discussion is ongoing. However, this article provides a research-based framework for demonstrating why it may be impossible to determine the actual costs of disordered gambling in a way that translates into a reasonable assignment of those costs to the operator of a land-based casino.

Assignment of problem gambling costs to a single property becomes even more dicey when there are more than 60 other casinos in the state, the property is within driving distance to casinos in Nevada and Arizona, and there are multiple legal forms of gambling available to casino guests in the state.

This article encourages all tribal governments to systematically review the relevant academic literature on responsible gaming and disordered gambling to help the industry understand why any gambling expansion, especially land-based tribal casino expansion, would be expected to have a negligible effect on problem gambling treatment needs and costs.

In particular, this article highlights the fact that academic research fails to link disordered gambling rates to gambling expansion. The rationale behind the state’s demand for a “pro rata” payment from the Rincon tribe (and all tribes) relies upon the assumption that each tribal gaming facility (or each new game type added) incrementally increases the amount of problem gambling that the state must address or regulate. However, this assumption rests on fundamental errors which affect both the state’s estimate of total costs and their requirement that the any or all tribes pay an assigned percentage of those costs.

Assigning Blame, Costs Is Imprecise, Unreasonable

In addition to assigning blame for a statewide public health issue solely to tribal casinos across California, the assignment of costs exclusively to tribal gaming properties is unreasonable. There are several reasons why tribal governments should not be blamed for “causing” disordered gambling in California. The most obvious reason is found in the state’s own research on the prevalence of disordered gambling, which shows that the overall prevalence rate declined after tribal governments opened 61 casino properties across the state.

The first study of the prevalence of problem and pathological gambling in California was a National Institute of Health (NIH)-funded study conducted in 1990. At that time, the combined prevalence rate in California was estimated at Problem (level 2) of 2.9 percent and Pathological (level 3) of 1.2 percent for a combined figure of 4.1 percent.

While there were no tribal casinos in California at that time, the state’s pathological gambling rate already mirrored the national average of approximately 1 percent for pathological gambling. The level of disordered gambling in the state in 1990 likely reflects the underlying addiction syndrome identified by Dr. Howard Shaffer at Harvard University, and results from the fact that California residents had access to many forms of legal gambling before 1990, including a robust card room industry, parimutuel horse racing and the state lottery. Of course, casino gamblers could easily drive to Nevada to gamble as well.

When California commissioned a follow-up study in 2006, researchers found that the combined rate of problem and pathological gambling in California had declined as tribal gaming flourished. The 2006 study revealed rates of Problem (level 2) at 2.2 percent and Pathological (level 3) at 1.5 percent for a reported combined figure of 3.7 percent. This reduction in the prevalence rate suggests that tribal responsible gaming education and prevention efforts are working and should be encouraged.

Instead, the state of California continued to push for tribal-state compact terms that divert tribal funds to Sacramento rather than continue to refine responsible gaming education and prevention where it matters most: in tribal properties.

Investing in Prevention

It seems counterintuitive that the rates of disordered gambling would decrease as gambling expands, until we consider that tribal casinos invest heavily in onsite prevention and education efforts for both employees and guests.

The Rincon tribe’s program, for example, created in partnership with Caesars, is recognized as one of the leading programs in the industry. The tribes’ collective efforts across California seem to be paying dividends, amplifying the message that there is “hope and help” available to those who seek it.

For example, California’s 2006 study revealed that casinos were the No. 1 way customers learned about the state’s problem gambling helpline, so it follows that more casinos actually provide more access to solutions, not more problems. California Helpline statistics in 2017 show that a majority of callers to the CalGETS helpline learned about this resource from tribal casino signage. These helpline statistics are a critical piece of the puzzle, since problem gamblers seeking no-cost treatment through CalGETS were referred most often by the helpline. Redirecting tribal funds away from onsite investments into general state coffers undermines these successful results.

When we consider the assignment of “blame” and treatment costs for disordered gambling, it’s impossible to determine “actual” costs since disordered gambling is almost always linked with other disorders. The high rate of comorbidity for gambling disorder makes it impossible to accurately measure problem gambling costs in isolation.

For example, most social and economic cost studies fail to account for the high rate of co-occurring disorders among disordered gamblers. In 2008, Kessler determined that 95 percent of people with gambling disorder in the United States had a co-occurring psychiatric problem sometime in their lifetime. Furthermore, Petry and Stinson found that 75 percent had the co-occurring disorder before the gambling problem developed. This high rate of comorbidity raises the question, is the gambling problem to blame or is the preceding psychiatric disorder responsible?

Research by the Public Sector Gaming Study Commission demonstrated that while more Americans had been exposed to gambling, they gamble no more than they used to. Between the two national commission reviews—1975 and 1998—the proportion of Americans who had gambled at least once in their lives jumped from 68 percent to 86 percent. However, the number of those surveyed who had gambled in the previous year only increased from 61 percent to 63 percent, in spite of the 1,600 percent increase in the availability of gambling opportunities.

Researchers at the Harvard Division on Addictions have suggested that the availability of gambling has little or no impact on problem or pathological gambling prevalence rates because the origins of gambling addiction are tangled with other addictive behaviors unrelated to gaming. Research on addiction as a syndrome suggests that those who seek treatment for pathological gambling often have a variety of social problems.

The pertinent question remains: are these social problems the cause or consequence of disordered gambling?

Social Investment & RG Industry Practices: A Net Gain for Tribes, Regions and States

While most state compact cost estimates assume that tribal gaming has economic benefits and social costs, these figures ignore the social benefits that derive from tribal government ownership of casinos. Academic evidence from UCLA, the University of California, Riverside and San Diego State University suggests that social and economic gains to the economy of California are significant and enduring, especially in the context of the below-average economic conditions found in Indian Country prior to gaming.

Decades of research by Harvard and the University of Arizona show that tribal gaming has brought income and employment benefits to tribal and non-tribal communities. Economic and social indicators reveal improvements in education and family income. Poverty and unemployment decrease with the introduction of tribal government gaming in a region. All these quality-of-life improvements are protective factors against addiction and ease state burdens rather than contribute to them. Research also demonstrates that new or increased employment has positive impacts on health, crime and mental health.

Certainly states and other local governments should consider these gains in any assessment of whether tribes should be required to pay a so-called “fair share” contribution for responsible gaming. When net impacts are properly documented, many tribes in California might reasonably request state funding for Indian Country rather than the reverse. Asking tribal governments to divert funds from these efforts undercuts innovation and significant progress.

Looking to the Future

Future agreements should recognize tribal commitments to work together on research and refining industry practices rather than attempting to quantify social costs or assign blame.

The Rincon tribe has a robust evidence-based responsible gaming program in place. It has also offered to share the program with any other tribe that wants to replicate it. Considered the “gold standard” in the industry, the Rincon program includes responsible gaming training during new-hire orientation and additional training on an annual basis for all supervisors and designated Responsible Gaming Ambassadors (32 spread out across three shifts). The tribe’s Responsible Gaming Committee meets quarterly to review policies and actions taken during the quarter and to perform collateral audits. The tribe also participates in Responsible Gaming Education Week and does ongoing evaluations of training, education and responsible gaming activities.

The Responsible Gaming Ambassador (RGA) program was subjected to an independent academic evaluation by Laval Université, which found that the training significantly increased the knowledge of the RGAs and the understanding of their new roles and duties and that these gains were maintained at the three-month follow-up. Three months after the training, almost all RGAs said that being a RGA is an important part of their job. The evaluation found that being a source of help for the guests, the moral value that the Responsible Gaming Policy brings to the company, and the fact that they can make a difference are the three components RGAs appreciated the most about being an Ambassador.

RGAs mentioned that 62 percent of the guests and/or third parties they met were very receptive to their interaction. With a track record like this, the Rincon tribe and others should be encouraged to maintain or increase their efforts, not to divert funds in another direction.

The debate about who is to blame for disordered gambling is now a global conversation driven by opinions, power and politics. Rather than simply assign blame or costs, the Rincon Band provides an excellent example of how to invest precious funds at the local level to maximize the return on our scientific and clinical knowledge about addiction, responsible gaming and the best ways to both share and care.

Sports of All Sorts

Posted on April 8, 2022 by -

When the Supreme Court struck down the Professional and Amateur Sports Protection Act (PASPA) in 2018, it was a seminal moment for the gaming industry. Suddenly there was a new and dynamic wagering product that would attract an entirely new demographic to the business. New Jersey casinos and racetracks were the first to introduce sports betting outside Nevada, and today more than 30 states and jurisdictions now permit the wagers.

For tribal gaming, however, it isn’t that simple. In general, tribes can only offer games that are included in the compact struck between tribe and state. So adding sports betting often requires reopening the compact—something tribes are reluctant to do, because it gives the state the opportunity to add or subtract other things from the agreement. Even so, some tribes went forward.

In New Mexico, there was no prohibition against sports betting. The compact there allows any and all Class III gaming on tribal lands. PASPA was the only overriding law that prevented New Mexico tribes from taking sports wagers. Once that law was overturned, the Pueblo of Santa Ana decided to test the waters, and the state attorney general raised no objections. The Santa Ana Star Hotel Casino hired US Bookmaking, the company controlled by venerable Las Vegas bookmaker and Gaming Hall of Fame member Vic Salerno, to run its sportsbook. The reasons for offering sports betting in Indian Country are no different than those cited by commercial casinos.

“Sports betting has a very small house advantage and is quite labor-intensive,” says Santa Ana Star Casino Hotel CEO John Cirrincione. “Since we won’t be taking the big bets you’d see in Las Vegas, our net profit projections are between a small profit and a small loss. Our intent of adding the sportsbook is to add another amenity for guests, but not necessarily as a significant profit center.”

John Salerno is director of operations for US Bookmaking, which was recently acquired by Elys Game Technology. He says he knew Cirrincione from the Sands in Reno, where the predecessor to US Bookmaking, Leroy’s Sports, ran the book.

“He wanted to be first, and knew we could deliver on an accelerated time frame,” says Salerno. “He basically told me, ‘Just put a Leroy’s book in.’ We opened the sportsbook 45 days after signing the agreement.”

US Bookmaking ran several sportsbooks in commercial casinos, and Salerno says there was only one difference in opening a tribal sportsbook.

“The one major difference is that tribal casinos are regulated by their own tribal gaming divisions, versus commercial casinos being regulated by state gaming divisions,” he says. “We had to work with the tribe’s gaming division and the casino management to develop the sportsbook regulations, internal controls and procedures.

“From an operations standpoint, it’s very similar to a commercial casino sportsbook.”

Nuts & Bolts

Sportsbook at Seneca Buffalo Creek

The decision to open a sportsbook can be agonizing for tribal officials. Many tribal casinos are off the beaten path, and traveling to them takes some time and effort. So a sportsbook can be a great way to attract new visitors. Yes, the sportsbook by itself isn’t a huge financial windfall, but it can bring in new customers who will spend significant time at the property, betting on and viewing sporting events.

On the other hand, mobile sports betting can be extremely lucrative, because it takes bets from players who aren’t necessarily at the casino. While mobile may decrease casino visitation, it will produce more frequent bets, therefore more frequent revenue.

Joe Asher is president of sports betting for IGT, and formerly ran William Hill US, one of the first mobile sportsbooks in North America. He says the technology required to run both retail and mobile sports betting can be intimidating, one of the reasons his company has been so successful in deploying the IGT sports betting packages.

“Tribes already have a relationship with IGT both through the games and the IGT Advantage system,” Asher explains. “That gives us a big advantage when it comes to the trust that’s necessary when a tribe joins with a sports betting technology partner.

“The IGT Advantage system is very modular and many tribes already have it in-house. There’s a big focus on payment processing, a very important aspect of sports betting whether you’re talking about retail or mobile.”

IGT recently opened a sportsbook at an Oneida casino in Wisconsin, where at least a dozen sports betting kiosks were installed.

“Kiosks are very popular with customers,” Asher explains. “They’re not unlike the ATMs people use these days when they go to the actual bank. We’re able to keep the infrastructure costs relatively low and serve their customers on a cost- efficient basis.”

Kambi is a technology provider based in Sweden that was an early entrant into the U.S. market.

“With the repeal of PASPA opening the doors to legalized sports betting in the U.S., Kambi was an early mover, accepting the first sports wager outside of Nevada in August 2018,” says David Bretnitz, senior director of U.S. sales. “Tribal casinos were faced with the opportunity of launching a completely new vertical for the first time. Kambi’s rich sports betting heritage as well as industry experience allowed us to engage tribes from the very beginning.

“Tribes understand that a sports betting operation can help drive significant returns for their communities—not just through the sportsbook itself, but across gaming and hospitality as a whole. In the years following PASPA’s repeal, Kambi has formed partnerships with several premier tribal operators, including Four Winds Casinos, Desert Diamond Casinos, Soaring Eagle Casino and Resort and Seneca Gaming Corp.”

Rob Lekites, vice president of sports and operations for the innovative technology provider GAN, says it’s never too early to consider installing a sportsbook.

“As tribes consider the regulations, sitting down with each tribe to understand their goals, objectives, and most importantly, internal processes is key to always being a step ahead of pending regulation,” he says. “Usually a tribe needs anywhere from 18 to 24 months of planning from visualization to anticipated launch of their sportsbook.”

Lekites says there are lots of differences between commercial and tribal sportsbooks.

“First, which is the most obvious, is branding,” he says. “Bringing a commercial book onto your property breaks up the existing brand your players know and love, and introduces a new competitor within your casino walls. Second, the size of the book. Usually, commercial books bring large budgets, which requires a good chunk of space and high-end look and feel. Tribal sportsbooks can very easily integrate within a casino’s existing floor and infrastructure, which offers cost savings.

“Finally, localization of lines and events. Commercial books are standardized across the board with a cookie-cutter approach, where a standalone tribal sportsbook allows you to truly localize to your specific market, while incorporating the book within your day-to-day on-property marketing strategy.”

Asher references the Oneida Casino near Green Bay, the home of the NFL Packers.

The Oneida Nation’s sportsbook in Wisconsin

“The Packers have a pretty rabid fan base, and they’re an official partner with the Oneidas,” he says. “There’s actually an Oneida gate at Lambeau Field. Throughout the season on a Sunday, everybody’s betting the Packers, so the obvious question is, if the Packers are winning or covering, we’re going to lose money. But I’ve been around this long enough to understand how it works. Everybody knows what the point spread is, and you want to offer a fair point spread. You don’t want to jack up the line and upset customers. When they win, great, give them the money, and they’ll come back the next week. We’re not worried about one game.”

Kambi’s Bretnitz says tribes are in a unique position when it comes to operating their own sportsbooks.

“There are many similarities between commercial and tribal sportsbooks, but also unique challenges and opportunities for each,” he says. “The main consideration is which commercial model to deploy. The first option is a B2C approach, or a market-access deal, which allows them to leverage a household brand to attract customers.

“However, if a tribal operator already believes in the strength of their brand and customer database, they may choose to work with a B2B sportsbook provider such as Kambi, launching sports betting under their own brand and taking full ownership of the relationship with their customers.

“While both routes are viable and come with their own benefits depending on an operator’s particular approach, a B2B partnership may also allow the tribe to return more profits to their community.”

Retail or Mobile

A retail book will soon become a staple for tribal casinos as sports betting continues to grow across North America. There’s really nothing like the excitement of an NFL Sunday or March Madness inside your casino when players can bet money on the games.

Most tribal sportsbooks won’t look anything like the Superbook at the Westgate in Las Vegas or the world’s largest sportsbook at the Circa in Downtown Las Vegas. But that doesn’t mean the excitement level will be anything less.

Sportsbook Lounge at Four Winds New Buffalo in Michigan

When HBG created the sportsbook at the Four Winds casino in New Buffalo, Michigan, it was designed for comfort. The Sportsbook Lounge is adjacent to the casino floor to take advantage of the surrounding gaming excitement. It’s designed to be a comfortable yet active retreat where guests can watch football, basketball, baseball and hockey action, while never having to leave the gaming floor environment.

The lounge’s custom layout and design provide sports fans with a comfortable ambiance to enjoy a beer while cheering on their favorite teams on any of the venue’s 22 televisions. Above the bar and on a large-scale central column are eight 85-inch, six 65-inch and eight 43-inch screens for ideal viewing from sectional sofas and lounge chairs, casual dining tables with chairs, and bar stool seating at the large sports bar.

Frank Freedman, chief operating officer of Four Winds Casinos, says the response of the customers has been very positive.

“We feel the layout, design and finishes will provide guests with the right ambiance, comfortable seating options and splendid views of multiple screens to enjoy a refreshing beverage or cocktail while cheering for their favorite teams,” he says. “Every addition we’ve made to our Four Winds Casinos locations has been for the sole purpose of enhancing the guest experience, and we’re thrilled to be able to offer this new amenity at Four Winds New Buffalo.”

Bretnitz believes that collaboration is an important part of tribal sports betting.

“Kambi takes on a consultative and collaborative approach, working closely with tribal operators to effectively develop their on-property retail strategy,” he says. “This includes sportsbook design, kiosk layout and seating arrangements that provide the best wagering experience. Some of the most successful sportsbooks are retrofitted from existing on-property venues, such as sports bars.

“Kambi will also provide strategic support in selecting your hardware provider. Our company works with three different kiosk providers. Of course, there are factors to consider, such as which states the providers are licensed to operate in, as well as logistical issues like supply-chain demands. For those reasons, working with different kiosk providers eases our partners’ concerns about getting up and running as soon as possible.

“It’s entirely up to the operator how they want to utilize their space, and they can choose between a traditional freestanding kiosk or a countertop terminal that’s great for sports bars within the casino. There are more than 900 Kambi kiosks in operation throughout the U.S., which provide a great alternative to over-the-counter services and provide a pressure-free environment in which customers new to sports betting can familiarize themselves with our offering.”

In Michigan, most tribes have opted to also offer mobile gaming, most likely because the state’s three commercial casinos in Detroit offer mobile, as do the racetracks.

For Wisconsin’s Oneida tribe, however, mobile is only offered on-property. Asher says that’s the choice the tribe made.

“At IGT, we can give them to tools to compete in the mobile market or just limit the betting to a retail location,” he says. “Oneida decided to offer mobile but geofence it to the property location. Either way, it’s working out for them.”

Bretnitz says much of a tribe’s decision to offer mobile sports betting on-property is due to state regulations.

“If legislation permits, some casinos may seek to encourage wider use of mobile devices on their premises, which is why Kambi has seen success with its Bring-Your-Own-Device functionality that can be leveraged to allow for an easy and exciting on-property sports betting experience,” he says. “BYOD is conducted in a contactless manner, creating a more user-friendly experience. The technology enables bettors to view lines and construct bets anywhere, before confirming them at the casino. A significant proportion of over-the-counter wagers at our partners’ casinos are placed using this technology, significantly reducing wait times during busy periods. In turn, it can help to familiarize customers with a tribe’s online identity, paving the way for an expanded offering as regulation permits.”

GAN believes it’s a question of what the tribe wants out of sports betting when deciding whether to allow mobile betting.

“This depends on a property’s long-range strategy, as well as where online regulation currently sits within their state,” says Lekites. “Either way, a property will need a player account management (PAM) system to implement mobile sports betting whether it’s on-property (mobile on premise) or statewide mobile.

Many tribes resist mobile sports betting because they want players on-property.

“Mobile On-Premise allows a property to stand up their iGaming infrastructure to be ready for statewide mobile, but it also allows a property to start building its online sports database, which will reduce a property’s online customer acquisition cost which is averaging around $700 across the U.S.”

But tribes want customers to travel to the casinos, giving the property multiple chances at the customer’s wallet. Some believe mobile will actually decrease that ability.

“It’s easy to understand that tribes may fear that could happen; in actuality, on-property and mobile players are two different types of players,” says Lekites. “Retail players (males 49 -65) will want to come on-property to place bets in person for various reasons (e.g., anonymous wagering), but a majority of sports bettors (males 18-49) want the ability to bet anywhere, at any time, on any device. This allows tribes to tap into a new segment of player whose personal habits are not coming to a casino as a daily activity, which taps into a large audience for your database.

“In addition, this enhances a property’s cross-sell marketing strategy to drive more and new players to the floor. Multiple industries from music to newspapers to television have gone through this type of digital distribution, and brands that are prepared to extend their omnichannel marketing strategy to digital will be able to use their strong local brand and enter into this new digital age of iGaming.”

Sporting Chance

It’s clear that sports betting can mean as much to tribal casinos it does to commercial casinos. IGT’s Asher says the opportunities are endless.

“Folks realize sports spending brings people into the property,” he says. “There’s no doubt about it. And then once you’ve got them in the property, you’ve got a shot to get them to do something else, whether it’s play the tables or slot machines, eat in a restaurant, enjoy the spa or whatever. I think sports betting is the single greatest customer acquisition tool in the history of the U.S. casino industry.”

Bretnitz is optimistic about the possibilities.

“The future for tribal sports betting has never looked brighter as we head into 2022,” he says. “Tribal gaming enterprises are leading the way in new forms of gaming and technology, and the Indian gaming community’s goal remains to provide best-in-class entertainment experiences for the benefit of their patrons and communities alike. They’re constantly looking for new ways to differentiate and innovate, and the advancement of technology will continue to influence the industry. For tribes looking to offer sports betting, investment in market-leading technology should be at the top of their list.

“For years, tribes have not only invested heavily in their properties, but also their people. As they move forward with sports betting, wherever they are in the process, they’re in a strong position to build on their progress in 2022 and beyond. Having the right partnerships in place can be the first step on the road to long-term success.”

With the growing popularity of sports betting, Lekites believes Indian Country will play a big role.

“Sports bettors will always want the ability to place sports wagers at any time and any place,” he says. “I think we’re going to get a lot more data from tribes that have implemented online sports betting in Michigan and Arizona in the next several months that will help expand the conversation. Overall, GAN stands with Indian Country to support whatever regulation protects their interests, players and competition in the marketplace today, as well continue to serve and educate each tribe’s specific strategy for sports based on their own day-one regulation.”

Salerno says the acquisition of US Bookmaking by Elys will enhance his company’s ability to serve its tribal clients.

“We were looking for the right technology partner for three years before the acquisition,” he says. “That transaction brings US Bookmaking into a company that now can offer a complete turnkey sportsbook in-house. By having the technology and bookmaking operations under one roof we can enhance the platform and accelerate the deployments with new clients.”

Creativity & Innovation

Posted on April 8, 2022 by -

The maturation of tribal gaming means constant change. Sometimes it’s a move of location, other times it’s enhancing what you already have. The tribal casinos that qualified this year are indicative of the changes in gaming overall. The legalization of sports betting and its introduction to existing tribal casinos have meant some creative use of existing spaces. The addition of amenities like hotel rooms and suites, high-class restaurants, spas and pools and more have given tribal casinos more of a resort feel, allowing them to compete for new customers whose entertainment wallets are ever-evolving. Congratulations to all the designers, thought leaders and tribal gaming operators who envisioned these amazing changes.

Right Place, Right Time
Eagle Mountain Casino, Porterville, California

Location, location, location,” says Joe Baruffaldi, AIA, principal/project manager at HBG Design, and leader of HBG Design’s San Diego Office.

“HBG Design’s client, the Tule River Tribe in California, is relying on their relocation to a high-visibility property in order to up their game and cement their reputation as a significant competitor in their regional gaming market just southeast of Fresno.”

The relocation of the casino from the reservation to a higher-traffic, higher-visibility area in Porterville, California creates a more conveniently accessible entertainment experience for their local customers, he says. It also opens new opportunities to capture destination traffic and overnight guests traveling between Fresno and Bakersfield.

Center Bar, Eagle Mountain Casino, Porterville, California

The new 105,000-square-foot casino property will offer 1,750 slots, 20 table games and a choice of four dining options, including a steakhouse, diner, café and sports bar and grill. A 2,000-seat event center and a 125-room hotel also will be added.

According to Baruffaldi, designers merged storytelling concepts based on significant Tule River tribal cultural elements with amenities and distinctive venues designed specifically for the Porterville gaming customer.

Key design concepts are rooted in the land and agrarian context of Tulare County and central California. The design is heavily influenced by a lodge aesthetic with wood and stone structural expressions. Inside, guests will experience an abstract depiction of the Tule River Tribe’s native traditions through art, patterns and imagery.

Soaring vertical features will recall the majesty of the giant sequoia and the golden eagle, each important representations of tribal culture. Flowing forms will recall the winding Tule River and organic curves of nature.

HBG’s design of the Eagle Mountain Casino feels connected to the woodland. Natural materials and colors help bring a sense of comfort for guests arriving at the property, for an overall relaxed and welcoming experience.

Green Cuisine
Quil Ceda Creek Casino, Tulalip, Washington

The new Quil Ceda Creek Casino in Tulalip, Washington opened its doors February 3, 2021. The property spans an impressive 126,000 square feet, more than doubling the size of the Tulalip Tribes’ previous casino across the street.

Quil Ceda Creek Casino features a beautifully designed and greatly expanded main casino floor, a new food hall, additional dining options, an innovative entertainment venue and a six-story parking garage with over 1,000 stalls.

The unveiling of The Kitchen, The Landing and other new food and beverage venues supports the tribe’s goal of providing guests with a healthier, safer experience through the use of environmentally conscious “green kitchen” technology, which completely revolutionizes the way food is prepared.

The Kitchen spotlights a new food-hall dining experience where guests may visit one or multiple stations and choose from a variety of made-to-order menu items. Selections are recorded on a single card, and guests pay one bill for all orders when they’re finished, as opposed to “food court” experiences at most other casinos, where patrons pay at each and every station or restaurant they visit.

To prepare food efficiently in a high-output kitchen—without sacrificing flavor and character—the new Q culinary team introduced windspeed ovens and other innovations to the food preparation process. It’s a no-fry, greaseless kitchen with no vents, and the integration of new kitchen technologies has greatly reduced waste output and energy consumption. Even to-go containers have a short life of 90 days and are completely compostable.

The Landing provides a more formal dining experience, with a quieter ambiance and design inspired by the rhythm of the ocean and traditional canoe craftsmanship. 

“From the front door to the back door and beyond, the restaurants at the new Quil Ceda Creek Casino will be the ‘greenest’ in the Northwest when they open,” said Belinda Hegnes, interim executive vice president of Quil Ceda Creek Casino. “It’s a tribute to forward thinking by the Tulalip Tribes.”

Washington Gem
Emerald Queen Casino Tacoma

The Puyallup Tribe of Indians opened the new Emerald Queen Casino in late 2020, with design assistance from the Cuningham Group.

The property totals 310,000 square feet and includes a 110,000-square-foot gaming floor, a 21,000-square-foot event center with 2,000 seats, and a 200-room hotel with spa and conference rooms. The property replaces the tribe’s original casino, which opened more than 20 years ago.

The Emerald Queen also recently opened a BetMGM Sportsbook that features a 500-square-foot video wall, more than a dozen 86-inch high-definition televisions, 70 large leather armchairs, six ticket windows, and 30 betting kiosks. Bets can be made on all sports—pro baseball, basketball, boxing, football, golf, hockey, MMA, motorsports, soccer, tennis, and NCAA baseball, basketball and football. Bets cannot be placed on college teams based in Washington state.

The Emerald Queen Casino balances the eye-catching flash of a Las Vegas-style resort with memorable references to Puyallup tribal culture. Interior elements subtly weave in and draw influence from the textures, shapes and colors of the mountain, river, forests and sounds that define Puyallup tribal land.

The Puyallup Tribe of Indians also owns the Emerald Queen Casino in Fife and BJ’s Bingo & Gaming in Fife.

Hail Caesars… in Washington!
Caesars Sportsbook at the Spokane Tribe Casino

Four days before the Super Bowl, the Spokane Tribe Casino opened its sportsbook. Designed by the Cuningham Group as a part of a larger casino expansion master plan, the Caesars Sportsbook adds a best-in-class sportsbook to the property. The expansion added nearly 40,000 additional square feet to the casino floor, including a large non-smoking gaming area, plus a poker room and the Grill, a quick-service restaurant.

The sportsbook is part of Phase II of an aggressive $400 million economic development plan that calls for a hotel, convention center, dining, retail stores, an entertainment center and a cultural center on the 145-acre site in Airway Heights, Washington.

The partnership with Caesars Sports is an important element of the project, according to Javier De La Rosa, general manager of the Spokane Tribe Casino.

“We wanted to be part of a larger partnership in the sports betting world,” he says. “We’re excited to partner with Caesars Sportsbook to offer in-person sports betting in our new state-of-the-art sportsbook utilizing Caesars’ betting platforms that offer hundreds of ways to wager on sports. This partnership also allows us to bring a new type of guest to the property while offering expanded gaming options for all players.”

“As we look toward the completion of our first phase of expansion, this partnership is an important component for us as a growing casino,” Carol Evans, chairwoman of the Spokane Tribe, added.

For Caesars, it’s part of an effort to build the brand in the tribal casinos of Washington state. Caesars Sportsbooks will also be featured at the Muckleshoot Casino in Auburn and the Chewelah Casino, which is also owned and operated by the Spokane Tribe. All these operations are tied to the company’s Caesars Rewards program and betting on sports will earn points for all players.

The Next Generation

Posted on April 8, 2022 by -

In this year, the 35th anniversary of the landmark Supreme Court ruling brought by the Cabazon Band in California, Tribal Government Gaming takes a look back to what really happened at that time.

When tribal gaming kicked off in the late 1980s and early ’90s, I had the honor to meet several pioneers in the field. Many had stories like the ones I heard from the Pascua Yaqui tribe near Tucson, Arizona. I sat down with several tribal elders and asked about their path to gaming, which at that time was culminating in the grand opening of the Casino del Sol. They told me about growing up in lean-tos with no electricity or running water. They explained how cold they were each winter, and how every summer they had to gather in the shade of the lean-tos to beat the heat. All year long, they struggled to find enough to eat to stay strong.

As a kid from Brooklyn, I thought I had a tough upbringing. But these people made me feel I lived in the lap of luxury.

I had heard many stories like this, so I completely understood the dedication these leaders had to tribal government gaming, and why tribal sovereignty was a keystone to that new industry. Even after tribes graduated to heated and cooled homesteads and had plenty to eat, their dedication to keeping their new business free from interference from other governments never waned.

And like my parents, who grew up during the Depression and protected everything they achieved after that with frugal wariness, tribal leaders of the early days of Indian gaming were always diligent when considering threats to their industry.

Now, for many of them, their tenure is up. Some, unfortunately, have died. Others have retired. New leadership has taken over, and for the most part, these new leaders understand the struggles their fathers and mothers endured to give them the opportunities available to them today.

Many of the leaders I met from those times talked about the seven generations. I came to understand this concept as the key difference between commercial and tribal gaming. In commercial gaming, stakeholders generally only worry about the quarterly reports and how the business is doing in that moment. In tribal gaming, leaders are looking seven generations into the future, considering how the actions and decisions of today may impact their progeny for decades to come.

When I think of people I met, such as Richard “Skip” Hayward of the Mashantucket Pequot, Richard Milanovich of Agua Caliente, Danny Tucker from Sycuan, several members of the Billie family from the Seminole Tribe, Philip Martin of the Mississippi Choctaws, Marge Anderson from the Mille Lacs Band, Stanley Crooks of the Shakopee Mdewakanton Sioux, Anthony Pico from the Viejas Band, Keller George of the Oneida Nation in New York, and the legacy they’ve left, it’s awe-inspiring. These are just a few of the amazing tribal leaders who laid the bedrock upon which tribal gaming is built.

What sets them apart is that they recognized they needed experts in the gaming field to get up to speed. Mickey Brown changed history for two tribes, the Mashantucket Pequot and the Senecas. Lyle Berman and Marlon Torguson elevated Minnesota tribes before they went commercial in Mississippi. And the Seminoles were lucky to snag Jim Allen, who built their gaming and hospitality business into the global powerhouse it is today.

The sons and daughters of these tribal gaming pioneers are now taking over—sometimes literally, as in the case of Reid Milanovich, recently elected to the same post his father held with the Agua Caliente Band in California. Many of this second generation of leaders are as dynamic and even more professional than their forebears. But they had the benefit of education, wisdom and now, hindsight. We’ve seen what works and what doesn’t work in many tribal situations.

So let’s remember the past, reflect on the opportunities of the present, and prepare for a bright future, because tribal gaming is just getting started.

Weathering the Storm

Posted on May 20, 2021 by -

On March 21, Jason Guyot, a nearly two-decade veteran of Connecticut’s Foxwoods Resort Casino, was officially installed as the resort’s president and CEO. He had held the position on an interim basis for nearly a year.

The historic appointment made Guyot the first member of the Mashantucket Pequot Tribal Nation to be elevated to the job. He replaced former CEO John James, who resigned in April 2020, shortly after Covid-19 forced the resort to close and left thousands furloughed. James, in turn, had replaced 65-year-old Felix Rappaport, who died unexpectedly of a heart attack in 2018, after four years in the job.

Speaking of his new role, Guyot says, “It means everything to me.”

Though he took the reins at the start of the shutdown, Guyot says, “The timing was right. It was something I’d been working for my entire career. And it holds extra weight, because I don’t just head this tremendous enterprise, but the future of the tribe. It’s of the utmost importance because it’s all about the future of the tribal nation.”

One Road, Many Paths

Despite Guyot’s longevity with the tribal enterprise, it wasn’t always his goal to occupy the CEO’s chair.

“It was not. My first exposure to the enterprise was in the mid-1990s, as a bellhop. Then I started out my career at Foxwoods in 2003, as a manager of employment and diversity after graduating from college. I thought I was going to be in social services, but ended up in employment services and worked my way up from there.”

Guyot benefited from exposure to many aspects of the business. “I ended up in human resources and behavioral science, and continued to move my way up the organization. In 2007, I was offered the opportunity to move to operations and to oversee the opening of Fox Tower. I fell in love with operations.”

His position as senior VP of resort operations gave him “a wealth of experience,” he says. “I tried to take advantage of everything that came my way, from overseeing property management to resort sales and development.

“I’ve had a well-rounded experience in hospitality thanks to the opportunity.”

Comeback Trail

As the U.S. gaming industry reopens, Guyot is charting a path for Foxwoods to come back strong. “The pandemic in general has really been a challenging time for all businesses and all people, and coming out of it has been a lot of learning—learning what’s more efficient, what’s best for the guest.

“I took over in April 2020, in some of the most difficult times for this operation. We looked at every aspect to be more profitable and engage the workforce. We learned there were different ways to do things, and I think we’ll all benefit as we move into the future.”

That future includes sports betting and online gaming, thanks to a deal struck last spring between Connecticut’s gaming tribes and Governor Ned Lamont.

“We’re thrilled to have that landmark agreement; it’s a historical moment for us as an organization and as a tribal nation,” says Guyot. “A lot of things need to happen to get it through the legislature, but we want to get sports betting up by fall, in time for the NFL season. That would be the goal.”

While some people believe the onset of iGaming could siphon business from the brick-and-mortar operation, Guyot isn’t unduly concerned.

“What we’ve seen from other jurisdictions is that it’s an incremental thing; individuals still want to experience live entertainment and stay at hotels.”

New Frontiers

Other frontiers for the Mashantucket Pequot Tribal Nation lie outside the continental U.S. In January, the Pequots announced a partnership with LionGrove LLC, a private equity firm, to reopen the El San Juan Casino in Puerto Rico at the old Fairmont Hotel. The tribe will invest $12.5 million in the venture and rebrand the property as the Foxwoods El San Juan.

“That’s expected to open in November of this year,” says Guyot. “We have a team down there working hard to get it up and running. The hotel is already open; the casino will be open later this year.”

“We want to expand the brand,” he continues. “We were the first tribal casino in the U.S. There was Las Vegas and Atlantic City and then Foxwoods. That still resonates. That’s still important to us and speaks to the iconic brand of Foxwoods.”

‘Right Leader, Right Vision’

Commenting on Guyot’s appointment, Mashantucket Pequot Tribal Chairman Rodney Butler praised the new CEO for steering the company through one of its most turbulent periods.

Butler calls the appointment “a special milestone for Foxwoods as well as our tribal family. What Jason has done over the past 12 months has been remarkable, taking the helm of Foxwoods at the onset of the pandemic, building safety guidelines from the ground up to ensure guests feel safe, and championing a new kind of culture for our team members.

“Jason Guyot is the right leader with the right vision to drive Foxwoods through its next phase of evolution,” Butler says, “and we are equally proud that Jason is our first Pequot CEO.”

Meanwhile, business at the resort in Ledyard, Connecticut has rebounded, safely and steadily. “We’ve proven this is one of the safest places you can visit,” says Guyot. “We’re excited to get back to the new normal.”

Guyot adds that his new position is not “a pit stop” in his career.

“I’ve been here for over 18 years. I live here. This is my home, and I’m completely invested in the success of this tribe.”

TBE Architects

Posted on May 20, 2021 by -

With 50 years of integrated architecture and

interior design experience, TBE Architects has become one of the most well-known firms working exclusively within the hospitality and gaming

market.

Having designed more than 400 unique hotel projects and 300 casino projects, “All Hospitality, All the Time” is much more than the firm’s tagline—it’s the very foundation of TBE’s client base, and an integral part of defining the firm’s relationship-centered team culture.

As a Native American-owned firm, the keystone to TBE Architects’ success in working with 116 Native American tribes and First Nations is the firm’s commitment to fully comprehend and meet each client’s unique needs.

TBE Architects has worked up and down the Las Vegas Strip, but its strongest position is with the “locals” market, designing innovative spaces that people choose to visit multiple times a week instead of multiple times a year.

TBE Architects’ highly experienced design teams work tirelessly to create bold and iconic designs that are delivered on time and on budget. Much of the firm’s “adaptive theming style” is a direct reflection of the design team’s ability to interpret the unique demands of diverse clients. No two TBE casinos or hotels are exactly alike.

TBE Architects recently completed the following three gaming projects:

At Wildhorse Resort & Casino in Pendleton, Oregon, TBE Architects expanded the resort offering with a new Family FunPlex that features 24 lanes of Brunswick bowling, a state-of-the-art video game arcade and new F&B options.

In Fort McDowell, Arizona, TBE Architects was honored to work with the Fort McDowell Yavapai Nation to design a completely new casino at the We-Ko-Pa Resort. This new casino property features space for 1,200 slots, a 750-seat bingo hall, multiple F&B options, a 620-stall parking structure and a garden court atrium that honors tribal heritage through contemporary symbols.

The recently opened Quil Ceda Creek Casino in Tulalip, Washington more than doubles the size of the tribe’s previous casino, spanning an impressive 126,000 square feet. It includes space for up to 1,500 slots, a multi-level 1,000-stall parking structure, three full-service bars and a food hall that utilizes energy-saving wind speed and induction cooking technologies.

TBE Architects is an active associate member of the National Indian Gaming Association, led by Principals Rich Emery, Nick Schoenfeldt and David Nejelski and Chairman Emeritus “Chief” Boyd.

For more information, stop by NIGA Booth No. 1212 or visit TBEarchitects.com.

SAFEBET

Posted on May 20, 2021 by -

As casinos across the country relaunch full operations, they have an opportunity to provide customers with “the safest seat on the gaming floor” through the SafeBet slot pod system. The patent-pending system is designed by noted casino and hospitality design firm HBG Design, and manufactured in the United States by KGM Gaming.

SafeBet features the only personalized ventilation system available in the gaming industry that supplies disinfected, pathogen-free air directly to the breathing area of customers during slot play. Engineered to solve human health and safety challenges, the SafeBet slot pod also provides enhanced aesthetics that improve the casino customer experience, while maximizing space on the gaming floor.

Working with KGM Gaming and a diverse team of engineers and manufacturers, HBG Design’s team developed an integrated, patent-pending UVC Breathing Zone feature, which is a custom-designed, self-contained and fully shielded UVC filtration system. SafeBet’s UVC Breathing Zone technology is proven over 99 percent effective in neutralizing Covid-19 and other pathogens. Testing confirms that the presence of Covid-19 was reduced by 99.99 percent per air pass in the SafeBet pod.

SafeBet delivers a VIP-level experience emphasizing permanence, protection and peace of mind. Casinos can inspire customer confidence through SafeBet’s cased partition fins that provide guest privacy while optimizing flexibility in slot configuration. Lightweight and easily movable, partition fins can transform readily from single play to communal play. Ergonomically designed, the 36-inch-plus spacing delivers optimum separation and ease of accessibility, while enabling casino customers to be in the action while staying protected in their own personal spaces.

Multiple configurations including three- and four-game pods as well as back-to-back and wall footprints make the SafeBet product a convenient, ready-to-install option that is a clear differentiator in the marketplace. The HBG team’s manufacturing abilities through KGM Gaming allow the company to create SafeBet in any configuration, all with superior internal access to make best use of floor space.

The high visibility of SafeBet draws attention to a casino’s commitment to health-conscious technology and a superior guest experience. End caps also provide high-visibility real estate for static and digital signage opportunities, game launches, in-house promotions and safety and sanitizing stations.

Covid-19 has changed how people interact inside public spaces and has affected how customers perceive personal health, safety and well-being. Demonstrate a long-term commitment to safety and comfort while protecting the highest revenue-generating assets from Covid-19 and whatever comes next, with SafeBet.

For more information, visit safebetslots.com.

R2 ARCHITECTS

Posted on May 20, 2021 by -

R2Architects LLC and R2Interiors LLC (MBE-certified) provide architecture, interior design, graphic design and planning services for hotel casino clients across the nation. The firm has successfully completed projects for tribal properties from Connecticut to California to Louisiana and locations in between.

R2A and R2i offer an energetic and creative collaboration of multicultural individuals rich in design experience and “deep” in hospitality and gaming experience. The firm designs signature projects nationwide for the most recognizable names in the gaming and hotel industries, focusing on consistently delivering exceptional client service and respecting clients’ schedules, budgets and bottom line.

The DNA of the company’s work is unique and specific to each client’s project; they are the source of the design inspiration—no matter the scope or scale of the project.

The origin of the company can be traced back more than 30 years, when one of the founders, David J. Rudzenski, was the on-site architect for the built-from-the-ground-up Showboat Hotel Casino in Atlantic City. Rudzenski and co-founder John P. Ruiz began working together, and since then have been responsible for the design of countless renovations and new projects in the entertainment sector, specifically gaming, resort, horse racing facilities and hotels as well as other building types, including medical, research, corporate workplace and higher education.

Commissions have included other exciting ground-up projects as well as designs that reimagine existing spaces, creating a “wow” experience for guests and patrons. They are functional to support efficient and safe workflow and use. They are durable and easy to maintain. And they are respectful of budgets and timelines. R2Architects and R2Interiors innovate, create and transform clients’ vision into great design.

For more information, visit r2architects.com.