Design After Covid

Post-Pandemic Design

For some casino architects and designers, the Covid-19 pandemic has resulted in permanent changes BY DAVE BONTEMPO

As Covid-19 reaches the rearview mirror of gaming operators, its future impact fits two distinct areas.

Some properties have resumed pre-pandemic operations with a few tweaks. Others consider the post-pandemic world a permanent change for casino design. Casinos will incorporate safety-first measures and try striking a balance between safety, comfort, player cultivation and bottom-line innovations.

As casinos emerge from the pandemic, and resume investing in their operations, the design industry’s biggest players guide them forward, armed with the knowledge of which camp each property fits in.

Making Lemons from Lemonade

Covid produced new realities, which breeds new opportunities in the eyes of HBG Design, a powerful group that has helped its clients get out in front of the pandemic.

“If there is such a thing as good news about ‘design after Covid,’ it’s the emphasis on flexibility and reinvention. Those two words have been a steady part of the gaming vernacular practically since its inception,” says Dike Bacon, principal at HBG Design.

“You have to keep your property fresh and in-step with trends in consumer behaviors, and while it may sound strange to think of‘design after Covid’ as an opportunity, it represents one of the biggest shifts in consumer behaviors we’ve seen, possibly ever.”

HBG Design works with operators to re-think and re-invent communal spaces in their properties—from F&B to guest rooms, entertainment venues and, of course, the casino floor, he indicates. “These spaces will continue to play a vital role in connecting people; the design simply has to adapt and flex to support all of humanity’s newly redefined needs,” Bacon asserts.

Gaming-floor space provides another creative outlet. Although new ramifications have hit this area, the reason people gamble has not, according to Nathan Peak, AIA, LEED Green Associate, who also is a principal and design director at HBG. “The pandemic may have redefined the way we think about spaces—especially communal spaces,” Peak says, “butthe reason why guests come together to share experiences hasn’t changed.

“The essence of these interactive entertainment spaces hasn’t been lost. Casino resort amenities and especiallythe casino floor thrive on big spaces teeming with lots of energy and people, and they always will.”

Applying thoughtful, flexible design sensibilities to communal gaming spaces and amenities is more critical than ever before, as these spaces must now be able to easily transform and handle fluid situations, he indicates.

“The key,” says Peak, “is reimagining what flexibility looks like. Before Covid, flexibility may have meant stackable furniture or retractable event space seating, but the word flexibility has been redefined because of the pandemic. Today, we look at flexibility as shaping spaces that are malleable and can adjust to a host of layout options suitable for individual privacy, groups, and social interaction.

“Ultimately, it’s about designing flexible spaces that cater to flexible needs. The ideas of physical space and user experience are more connected than ever before, as people may still feel wary of sitting close to others, yet don’t want to be in isolation.”

The idea of adaptable and flexible public spaces can be seen throughout HBG Design’s recently completed Oaklawn Racing Casino Resort in historic Hot Springs, Arkansas. Across the property one sees influence of “design after Covid,” Peak asserts, noting its soaring hotel lobby space designed with a number of different interaction zones that easily shift from quiet personal spaces to socialization hubs for groups to gather before heading to the casino floor.

Flexible FF&E accompanies thoughtfully considered layouts that can

Tachi Palace Casino/Cuningham

be easily changed and reconfigured depending on the needs of operators and their guests.

“In the Oaklawn Racing Casino Resort lobby, we’ve used bold architectural gestures like the grand staircase and escalators which create dramatic structural elements and strong visual presence that directs casino guests to the main gaming floor, new food court and the hotel guest rooms on the second level,” Peak indicates. “Every space needs a moment that pulls you in, and these central elements draw you in, create interest and also provide a sense of openness in the space that puts guests in the right frame of mind—that they’ve entered not only a beautiful, glamorous entertainment space, but a safe space to enjoy.”

The pandemic has also seriously affected regional material sourcing, which plays a vital role in the architecture, engineering and construction (AEC) industry.

Bacon says a new sensibility about sourcing materials from regional makers and manufacturers has come out of the pandemic. “As designers seek to achieve an aesthetic that is of the area and create experiential moments, local and regional materials play a vital role in expressing that authenticity.

“Where the pandemic comes into play is in the material shortages, higher costs, and longer lead times the entire AEC industry is experiencing today,” he adds. “Covid created significant manufacturing shutdowns, especially overseas, leading to material shortages and often complete lack of availability, higher tariffs from international manufacturers shipping domestically and transportation concerns. As an alternative, carefully sourced regional options can not only circumvent such transportation and tariff issues, but they can also promote greater connection to place in meaningful ways.”

The effects of Covid extend to another area, the disrupted supply chains.

“Supply chain issues will probably go on for another year or so,” says Emily Marshall, IIDA, NCIDQ, principal and director of HBG Design’s Interior Design Group. “Many of our clients in the branded hospitality space, as well as in gaming, have told us they are looking at 30–32-week lead items for most of their FF&E and lighting. That makes a big impact on accommodating anticipated construction and installation schedules.”

One way HBG Design is working around the supply chain situation is by using more regional manufacturers who employ skilled tradesmen who build case goods and millwork in a shop, versus working onsite. This not only keeps the level of quality high, but also increases efficiency.

“We’re very supportive of this type of FF&E delivery because the craftsmanship is excellent and there is so much less waste as a result,” adds Marshall. “Like Dike said, if there can be any sort of ‘good’ outcome of the pandemic, it’s that our eyes have been opened to looking at everything from design to delivery through a different lens, while reimagining the way spaces are used, designed, and furnished. And that, in the long run, will be better for everyone.”

Flexibility is Key

The global pandemic touched Cuningham’s clients in varied ways, causing the company to “adjust and meet them where they need us most,” says Brett Ewing, principal and executive director of play at Cuningham. “For our projects that were in design during the Covid shutdown in 2020, we worked with the managers and operators in real time to pivot their design solutions.

“Our technology tools enabled us to maintain their schedules and meet our clients’ goals to deliver their projects. Working closely with the operators, we increased the physical spacing between the games with aesthetic solutions, avoiding the use of ‘Plexiglass everywhere.’

“Some of our operators see the spread-out games as a permanent layout for the future, but we always design for flexibility in the future.”

Ewing indicates that the pandemic caused everyone to approach life in different ways, including the manner in which people interact with spaces. Cun-

High Limits area at Oaklawn Racing Casino Resort/HBG Design

ingham has woven this into its projects.

“A great example of this is our recent work with the Tachi-Yokut Tribe in Lemoore, California,” he says. “They immediately implemented spacing changes to their slot floor, which we incorporated into our remodel and expansion design. The customers responded positively to the extra open space and dispelled some of the rules of thumb in gaming psychology.

“The other fascinating move they made was to go non-smoking and removing all alcohol from the casino. Their revenue actually increased after these changes, which again went against the norm. These results told them that the customers want to be in a safe environment and want to ‘be together,’ which was also a reflection of the pent-up demand for entertainment and having fun.”

The Tachi Palace Casino also is embracing the post-pandemic world, he says. There, Cuningham is working on a 24,000-square-foot expansion and remodel of the existing resort at an estimated $90 million investment. The overall design goal is to modernize the entire gaming floor and give the property a fresh look. After completion, it will include an expansive sports bar with the flexibility of both indoor and outdoor dining options, an expanded food market, and a new high-limit room. The layout will feature a more open plan, and symmetrical space with a new sculptural porte-cochère that provides a sense of entry. The renovations also enhance improvements necessitated by the pandemic, including new HVAC and air purification systems, contactless technology, sanitizing stations, and to continue with additional space between gaming machines and tables. The buffet space has been replaced with a high-limit room and a grab-and-go market. Ewing considers the company’s work with the Rincon Band of Luiseño Indians in Funner, California, at the Harrah’s Southern California Resort, another example of moving forward post-pandemic. The property is replacing the buffet with a Hell’s Kitchen restaurant. “The buffet closed permanently at the beginning of the pandemic in March 2020, when all California buffet restaurants were forced to close under Covid safety measures,” he says. “We are seeing most buffets being repurposed, which provides great opportunities for these spaces. The estimated 11,000-square-foot renovation will feature three areas for guests to experience multi-Michelin-starred chef and television personality Gordon Ramsay’s Hell’s Kitchen. At 332 seats, it’s the largest version of Ramsay’s concept restaurant to date and will include an elevated bar, full-service restaurant, and elegant lounge. Custom design features include a towering wine wall featuring exceptional vintages.”

Ewing indicates that new technologies allow Cuningham to change how it approaches recreational space design in the reality. However, it can be cumbersome to operators who have outdated spaces that were not designed to allow for adaptations and movement. The way designers approach projects should incorporate the flexibility needed for life today, he adds.

Normal Returns Quickly

SOSH Architects experienced the other side of the equation. Many of its clients adapted quickly and didn’t make huge design changes to accommodate Covid restrictions. They quickly returned to pre-Covid layouts, keeping a few elements that they enjoyed during the height of the pandemic.

Lobby area at Oaklawn Racing Casino Resort/HBG Design

“The initial impact of the shutdown was very cumbersome, having to quickly resolve spacing limitations by removing seats and equipment, and adding dividers where needed,” says Arley Sochocky, the interior design studio manager for SOSH Architects. “Fortunately, this is no longer the reality. We see operators moving past this and wanting to create something similar to what was in place before, but still new and exciting for their clientele. The immediate need to shift gears and accommodate social distancing, and other indoor dining and entertainment restrictions, has eased up tremendously since 2020.”

Sochocky says SOSH clients were able to make the necessary adjustments during the initial shutdown and slowly resume to their previous floor layouts in recent months. They have used it as an opportunity to refresh their properties for returning guests, while keeping flexibility to remove or space out seating as an option if they need to adapt again in the future.

Many clients have also expanded their restaurants to include outdoor dining and lounge areas. Sochocky says casino floors are returning to their pre-pandemic layout. They remain fluid and flexible to adapt as needed. The company now sees its clients making the most from their properties, such as expanding and better utilizing outdoor spaces and redesigning restrooms to have fewer touchpoints (touchless sinks, soap dispensers, hand dryers, etc.).

None of the changes made in response to Covid at SOSH’s client properties were permanent, Sochocky indicates.

“We see them returning to a ‘new normal’ that is similar to what was previously considered normal,” Sochocky says. “More properties are incorporating outdoor spaces for dining, lounges and gaming, because people enjoyed having that experience when it was their only option, not necessarily because it is still a requirement.”

The pandemic turned many businesses in various industries upside down, he adds. Those who remain successful were those who knew how to quickly adapt and remain flexible as guidelines and restrictions evolved over the course of the last two years.

“A new casino property in Indiana was under construction during the pandemic and opened in spring of 2021,” Sochocky indicates. “The client and our design team planned for the eventual return to ‘normal.’ Collaborating with the client and design team allowed us to develop creative solutions for flexible use of spaces.

“For example, an entertainment venue which couldn’t be used at the time of the grand opening because of indoor restrictions was instead used to house extra seating and gaming equipment which was removed to allow for extra space on the casino floor. Foresight and flexibility were key factors in our design planning for this project, and we expect those to continue to be important factors in all hospitality design projects moving forward.”

Across the industry, casinos slowly accept the need to compete again, not merely survive. The Covid converts, operators who form a seamless transition from the pandemic into the next look of their property, will gain a step up.

The official groundbreaking for Resorts World Las Vegas took place almost seven years ago with KT Lim and his son, along with two Nevada governors

Ten years in the making, Resorts World Las Vegas had the luxury of responding to trends that emerged during that decade.

The property was formerly home of the Stardust, an iconic casino of old Las Vegas. It was owned at the end by Boyd Gaming, which wanted to take what it learned building the Borgata in Atlantic City and translate it to the Strip. Boyd’s planned Echelon resort would capitalize on all the progress made in gaming since the Borgata opened in 2003. It would be stateof-the-art, with all the non-gaming amenities that had begun to rule in destination resorts.

Then the recession hit, and Boyd’s well-laid plans were scuttled. Construction on Echelon was halted after a parking garage and a podium had been developed. And there it languished for several years.

Along came Genting Berhard. The Malaysian gaming conglomerate, controlled by the Lim family, had financed construction of Foxwoods in Connecticut and the Seneca casinos in upstate New York, and wanted a greater U.S. presence. Genting needed a Strip presence for its Resorts World brand. And what better place to plant a flag than the former Stardust site?

Genting hired noted architectural firm Steelman Partners, headed by Paul Steelman, to incorporate what Boyd had already done into a master plan for development.

“(Genting Chairman) KT Lim is probably one of the most ingenious realestate developers who has ever set foot in Las Vegas, and has ever designed an integrated resort,” says Steelman. “If you know his style, he loves masterplanning.

“Consequently, what we did was shrink the overall footprint of the Echelon podium to allow for about 40 acres—that’s twice as large as the Fontainebleau site, and could in fact be master-planned for future growth. Expansion opportunities sit on every side of the property—on the north, towards Circus Circus; on the east, towards the Convention Center and Las Vegas Boulevard; on the south, for a series of pools and all sorts of unusual activities; and on the west, where it can be convention, meetings or any of those sorts of activities.”

The first design iterations were heavily Chinese-themed. Plans were announced for a “Great Wall” at the entrance, with a contemporary interior

Just some of the nine pools offered by Resorts World

PHOTO BY MEGAN BLAIR

The Ayu Dayclub features resident DJs Zedd and Tiesto

“I absolutely encourage guests to walk the property and experience all it has to offer. There’s so much to see at the resort that it’s almost difficult to take everything in during one quick visit.”

—Scott Sibella, President and CEO, Resorts World Las Vegas

that reflected modern China. The plan even included a panda pavilion. But that plan eventually went away.

“Around the beginning of 2019, it was decided to even deemphasize the modern Asian interiors except in a few spots, such as the Genting Palace restaurant and bar,” Steelman says. “But we just felt the modern approach was the best.”

Decade of Change

As the first new resort on the Las Vegas Strip in 10 years, Genting understood that it had to create something spectacular.

“I don’t want to say ‘raising the bar,’ because it was creating a different bar,” Steelman says. “So we tried to create something different. We wanted to be sure the casino was energized. It’s wider. It’s brighter. I get a lot of comments. People say to me, ‘Paul, you’ve made a lot of (other properties) look pretty old on the Strip as we walk through this place.’”

Everything coalesced in 2019, when Scott Sibella was appointed president and CEO of Resorts World Las Vegas.

“I’ve worked on a lot of projects in my life, and this was a nine-year, twomonth adventure for me,” Steelman says. “Mirage was only four years. So think about it—it was twice as long. Scott came in two and a half years prior to opening, and he managed to pull it together.”

For Sibella, the long time span in designing the property became a positive.

“Being the first resort to be built on the Strip in more than a decade, we had a natural advantage to become the most modern, technologically advanced property in the city,” he says. “The Genting team has brought international perspective and family-owned culture to Las Vegas, giving guests a truly integrated resort experience, and adding a totally new dynamic to the city. We feel we add something fresh and exciting to the overall Las Vegas experience.”

Over that period, there were many design changes, including in retail and food and beverage.

“We’re pretty confident in that architectural design direction today,” Steelman says. “That led us to create The District, a very tall, large daylit shopping center. The whole idea was to have a neutral palette to allow tenants to express their own architecture, within a reasonable sort of way. One thing that survived our Chinese scheme was the digital sphere, a very unique looking-glass ball. Is it a fountain, with a looking glass?”

The District has been a big success since Resorts World’s opening in June 2021, says Sibella.

“While it’s hard to measure which area of the property is the most popular, we’re seeing a lot of success in The District, our shopping, retail and entertainment promenade,” he says. “The District is home to many of our popular retail stores, including Fred Segal, Pepper, Sneaker Garden, Twila True and more. Hotel guests and visitors alike are loving the retail options and the variety of places they can shop.

“Also within the same area are a few of the resort’s signature restaurants, such as our Mexican restaurant, VIVA by Ray Garcia; Fuhu, an Asian vibedining restaurant from our partners at Zouk Group; Brezza, serving coastalItalian fare from local chef Nicole Brisson; and more. The District houses

Zouk Nightclub, which has been a major success since its opening, and Ayu Dayclub, our poolside daylife venue.”

Wayfinding

Resorts World Las Vegas is a big property. With more than 3,500 rooms, a 117,000-square-foot casino and dozens of restaurants, shops and clubs, the $4.3 billion facility is massive. Often, it’s difficult to navigate a property of that size. But not so with Resorts World, according to Sibella.

“Although the resort is large, it was designed to be easily navigated,” he says. “All hotel lobbies have their own entrances, so there’s no need to walk through the casino to get to a guest room. All guest elevators lead directly to the pool, spa and meetings and event space, allowing for quick commutes around the various areas of the resort.

“The property is essentially a large loop, with clear signage directing guests to different venues. To also assist with wayfinding, each hotel brand—Las Vegas Hilton, Conrad Las Vegas and Crockfords Las Vegas—have distinctive design and color palettes to differentiate from one another, making it extremely clear as you enter a different hotel.”

Steelman says he relied on his experience designing other properties to minimize the distances. “We’ve found over the years that your visit will be shortened if you don’t see a clear way to leave. Casino gaming needs interaction, whether it be with slot machine, people, tables or whatever. We always felt that a linear casino could organize everything a lot better than in the old days, where we were curving the casino. So we feel that’s a planning advantage of Resorts World. It’s a very organized orientation that people feel comfortable in. And people look good in it—that’s a big thing, that people look good in the building.”

Even without a destination in mind, Resorts World is designed to amaze and amuse guests at every turn.

“I absolutely encourage guests to walk the property and experience all it has to offer,” says Sibella. “There’s so much to see that it’s almost difficult to take everything in during one quick visit. I think the sheer size and how stunning the resort alone is; it’s impressive—with such a wide selection of offerings and so much to experience, nobody is left out, and everyone can find something to enjoy on our campus and feel welcome. The intimacy, even within such a massive resort, is a major factor of the property.”

The three hotel brands are distinctive as well. The main hotel, a Hilton, offers more than 1,700 entry-level rooms. Then it’s a step up to the Conrad, with almost 1,500 rooms. The luxury brand, Crockfords, has 236 rooms and suites. Crockfords was acquired by Genting when it bought the historic London casino of the same name more than a decade ago. The name isn’t well

Each of the three hotels has a different lobby with a different arrival experience, such as the luxury brands Crockfords and Conrad

The 5,000-seat Theater at Resorts World will be home for residencies by such superstars as Celine Dion, Carrie Underwood, Katy Perry and others

known in the U.S., but Sibella says Resorts World will change that.

“Crockfords is our top-tier, premium hotel brand, with luxe accommodations and VIP offerings,” he says. “Those looking to elevate their trip are choosing to stay at Crockfords and enjoy the lavish feel of the arrival journey, suites and service. Although Crockfords is new to the domestic market, those searching for high-end accommodations are staying there to experience the city’s newest luxury hotel.”

Each hotel has a different arrival experience, and Crockfords needed to stand out.

“The way we master-planned enabled us to create three distinctive lobbies, architecturally,” Steelman says. “We took a page out of what we’ve been doing in Asia. It’s the right thing to do: three porte-cocheres, three entrance points, three statements. We put Crockfords in a strategic location, because it had to relate to VIP gaming, very close to the high-limit gaming areas and the Asian restaurants.”

Spectacular pools and spas are a must in any new Las Vegas property these days, and Resorts World doesn’t disappoint. With 5.5 acres at his disposal, Steelman turned the design process over to Lifescapes International, his partner in almost every project since late Lifescapes founder Don Brinkerhoff designed the volcano at the Mirage.

“It seems to me that (Resorts World) is a very organized orientation that people feel comfortable in. And people look good in it. That’s a big thing, that people look good in that building.”

—Paul Steelman, president and founder, Steelman Partners

“I convinced KT to choose Don Brinkerhoff. He was one of the great innovators, and of course he’s in the AGA Gaming Hall of Fame—probably the only design professional who is. And his team, headed by his daughter Julie, did a fantastic job on this particular project.”

The result is nine pools, including the only infinity pools on the Strip with views of the skyline. Reservations are required, and there is an adults-only policy.

One of the pools is the Ayu Dayclub, operated by the Zook Group, headed by Lim Lui, KT’s son. Resident DJs include Zedd and Tiesto.

Entertainment also is a focal point of Resorts World Las Vegas, with a stateof-the-art theater built by Scéno Plus, to be operated by AEG Presents. The 5,000-seat Theater at Resorts World will host residencies by such stars as Carrie Underwood, Celine Dion, Katy Perry and Luke Bryan.

Technology Tests

A standout feature of Resorts World Las Vegas is the cutting-edge technology built into every element of the property. Again, Sibella says the long design period turned out to be a benefit when it comes to tech.

Much of the technology is attached to the Genting Rewards club, where guests can pay for anything on the property with one wallet, including on the casino floor. Partnerships with companies like Konami, Sightline, IGT and others have made the process seamless. Sibella says customers have been appreciative of the technology so far.

“Guests who are ready for a new generation of gaming and cashless capabilities have been eager to sign up for Genting Rewards,” he says. “The rewards program was designed to allow guests to earn points, recognition and rewards for all spend across the resort, all easily accessible through the Resorts World app. We’re

encouraging signups through signage across the property, email and website marketing efforts, and verbal mentions when guests meet with our team members who can provide more information on the program.”

Steelman utilized new LED technology to create a huge billboard on the main building. The 100,000-square-foot exterior LED screen measures 294 feet in height and 340 feet in width, and is made of a semi-transparent aluminum mesh that allows guests to see through the windows, even while it’s operating.

He says the technology will become one of the signatures of the property.

“Scott Sibella and his technology team did a wonderful job of making an advanced casino,” he says. “We had to tailor-make some of our tables and slot machine designs to accomplish these goals. These goals are admirable. (Guests are) using their Resorts World digital wallet to buy almost everything in the place. And I give KT the credit for authorizing Scott to go for it.

“Of course, we see the technology in our hotels changing rapidly. Our front desks are getting smaller, there are no room keys; you’re holding out your phone. We’re seeing RevPAR trying to be established by holding up your phone to the various activities within the hotel room. We’re limiting the touch points in all our buildings and maximizing the phone integration. And that’s just going to be the wave of the future.”

Sibella acknowledges that it may take some time for full adoption, but he’s encouraged by the initial response.

“While we knew customer adoption of cashless technology would be achieved over time, more and more guests are utilizing the technology and becoming more familiar with our cashless gaming capabilities and integrating it into their experiences,” he says. “We feel it will take time for everyone to adapt and fully understand the capabilities, but so far we’re seeing a positive response.”

He says none of it could have been accomplished without terrific cooperation with his vendor partners.

“When developing our gaming technology for the resort, we only wanted to work with the best in the business to make our vision come to life,” Sibella says. “Working with great technology companies like Konami, Sightline, IGT and more has been instrumental to the success and seamless integration of our casino technology. They have been fantastic partners and the collaboration is going well.”

King bedroom at the Conrad