Size and Scope
Casino Complex
The Casino Complex components are expected to consist of the following:
| | | | | | |
| | Casino with 100,000 sq. ft. gaming floor | | | | 100,000 square feet |
| | Back of house support area | | | | 90,000 square feet |
| | Retail/restaurant/bar area | | | | 37,400 square feet |
| | Ballroom/convention area | | | | 65,500 square feet |
| | Hotel rooms/parking | | | | 400 rooms |
| | Parking | | | | 4300 spaces |
The estimated sizes of the components set forth above are approximations.
Gaming Facilities
Table games such as Black Jack, Mini Baccarat, Caribbean Stud, Craps, Roulette, Big Six, Baccarat, Poker and Pai Gow.
Slot machines, consisting of state-of-the-art products such as Wheel of Fortune, Odyssey, Wheel of Gold, and others. Pending regulatory approvals, multiple-linked progressive jackpots will be featured.
Site-specific slot machines of variable types such as Big Berthas, Stand Ups, Bar Tops, and Slant Tops.
Reel and video slot machines.
Restaurants
Developer plans approximately four (4) restaurants. The types of restaurants that may be included in the Complex are Greek, seafood, coffee shop, Asian, steak house, Italian, snack bar, deli or buffet.
Hotel
The hotel will consist of 400 rooms.
Lounges and Bars
The Developer plans approximately five (5) lounges/bars, which may include a sports bar, entertainment lounge, slot Privee bar, high limit bar, theater lobby bar and pool bar.
Retail Space
The Developer plans to develop two (2) retail shops, which may be operated by the Developer or leased to third parties. These shops will offer a variety of products and are expected to offer such items as men’s/women’s clothing, shoes, candy, sports clothing, children’s clothes and items, sports items, area items and logos.
Ancillary Entertainment or Recreational Facilities
The Developer plans to include a theater, health club and pool deck.
Planned Convention Facilities
The Developer plans to include a ballroom, convention facilities and breakout areas.
Architectural Matters
The Developer will submit to the City, in accordance with the procedures in the Development Agreement, the drawings, floor plans (discussing space allocations and major functions such as gaming floor, back-of-house, circulation, accessibility and exiting), building elevations (showing heights, relative scale and compatibility with adjacent components), landscaping and design theme.
The Developer will advise the City of the name(s) of the architect(s) as soon as they have been selected.
Parking
The Developer plans to make approximately 4300 parking spaces available for Casino patrons, consisting of 1500 existing spaces and 2800 new spaces.
The Developer intends that Casino Hotel employees will park in an off-site facility. This parking is currently provided at the Bates garage.
The final plans will provide facilities for bus parking, tour bus and valet drop-off, service vehicle parking and satellite parking, all of which will be sited to serve flow within the surrounding area.
Infrastructure plans will be submitted with the construction plans as provided above.
Phasing
The Developer intends to develop and construct the Casino Complex in a single phase. A development schedule will be submitted as required by the Development Agreement and will conform to the time requirements prescribed in the Development Agreement.
Zoning
The Developer is committed to adhere to applicable zoning requirements adopted by the City.
Section H. Economic Growth and Revitalization
Budgeting Assistance and Additional Payments
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The Developer has committed to provide $84 million to the City for use as the City determines, as provided in the Development Agreement, as well as its share of former railroad property with a cost of $8.8 million.
Improving the Entertainment District
In addition to gaming, the Developer plans a theater with 1,000, or more seats, and plans to bring in major entertainers and other popular shows and productions. The Casino will complement Detroit’s current lineup of shows, plays, concerts and athletic events as well as promote additional nightlife in the entire central business district.
Improved Streetscaping
The Developer will participate in beautification of the streetscape in the Casino Complex area, including street paving, lighting, landscaping and signage.
Tourism Promotion
The Developer’s hotel is expected to generate annual room tax revenues in excess of $1 million. Most of these monies are levied to fund the stadiums, professional sports venues and other needed enhancements of Detroit as a travel destination. The Developer’s significant marketing budget, projected at $10 Million per annum or more, will promote the Casino, the City and other destinations within the City. The Developer anticipates working on promotions and advertising in alliance with the Metropolitan Detroit Convention & Visitors Bureau.
Additional information regarding tourism can be found in Section J.
Creating New Jobs and Support of Existing Employment Opportunities.
The Developer expects that approximately 3,000 full time jobs will be filled at the Casino Complex on opening.
The Developer’s total induced and indirect impact on employment in the City of Detroit is estimated at 2,000 jobs. Total induced and indirect employment impact on the State of Michigan is projected at 5,000.
Section I. Alleviation of Job Shortages
Business with job shortages may request the Developer to place their names on a list which will be made available to job applicants who are unable to qualify for staff positions in the Casino Complex.
Section J. Enhancement of City
In General
The Developer plans to extend and improve the Detroit market as a tour, travel and convention destination, as well as increase the entertainment offerings for residents of Detroit and its metropolitan environs. The Developer’s Greek Island theme, commitment to boost economic opportunities for Detroit-based businesses, and plans for theme restaurants and “big name” entertainment are intended to enhance and solidify Detroit as a visitor destination. The Casino will feature retail facilities to invite traffic, thus boosting the overall attraction of the Greektown area. The Casino’s Greek Island theme and architecture will be designed to fit the Greektown area.
The Casino Complex’s entertainment will complement Detroit’s current lineup of shows, plays, concerts, and athletic events.
Market research shows that sports fans also enjoy casino gaming. This suggests the millions of people who visit Detroit’s three new casinos also will attend games at the Detroit sport venues. People who are reintroduced to downtown Detroit will venture to Mexican Village, Chene Park, Hart Plaza for the Montreux Detroit Jazz Festival, the Detroit Art Institute, Detroit Opera Theater, The Museum of African-American History, The Detroit Symphony Orchestra and the City’s other cultural attractions.
Supporting and Boosting Tourism, Conventions
A portion of the Developer’s hotel rooms and suites will be designed and equipped for the business traveler. The number of such rooms will vary and be determined based upon market demand. As such, the hotel will lodge convention and business meeting guests in functional luxury.
The Developer will work with the Metropolitan Detroit Convention & Visitors Bureau to support joint marketing of Metro Detroit as a premier tourist and convention destination.
The Developer’s media kits and sales and marketing plans will promote other tourist attractions in Detroit and Metro Detroit.
The Developer will frequently sponsor promotions and contests providing free tickets to Detroit sporting and cultural events and attractions. Winners will also be sent to free stays at Michigan’s leading tourist destinations, including ski and golf resorts. In addition, the Developer will work with Detroit and Michigan sports teams, resorts and other attractions to offer special packages to Greektown Casino.
The Developer will explore strategic overflow relationships with more than 100 Metro, Detroit hotels and refer guests to these facilities when its room demand exceeds supply. The Developer will also provide its partner hotels with VIP packages to the Casino, and establish room blocks with them for special events.
The Developer will work with Detroit City Airport and Detroit Metropolitan Airport to increase visitation to the City and region. The Developer will work toward establishing a hospitality service at City Airport to serve Casino patrons, charter services and shuttle services with City Airport.
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Pedestrian Linkages
The Casino Complex is located in the Greektown area of Detroit and is an integral party of Greektown and the downtown Detroit area. The Casino Complex is linked to the rest of the downtown area through the People Mover and the existing street and sidewalk network. These linkages, when coupled with the gaming, entertainment and retail activities at the Casino Complex, encourage pedestrian linkages with other business, economic and entertainment activities in Greektown and downtown Detroit. The Developer plans to utilize the existing street grid, with modifications necessitated by building design and planned in consultation with City planners to enhance traffic flow and afford easy access to and egress from the Casino Complex. The People Mover facilitates access to the Casino Complex by conventioneers and other visitors to Cobo Hall.
Section K. CONTRIBUTION TO Other Areas of City
For a description of the amount of investment or other contributions the Developer will make to promote economic growth and contribute to the revitalization of economically depressed areas of City, other than the area in which the Casino Complex is located, to create new jobs and contribute to the support of existing employment opportunities, and to attract new businesses, tourists and visitors to those other areas, see Sections H, I and J.
Section L. Marketing Plans
Theme and Design
Greektown Casino will be themed to represent the art, architecture and rich legacy of both historic and modern Greece. The design of the Casino Complex will be in the style of classic Greek architecture. Ballrooms and meeting rooms will be named after significant events and places in Greek history. The facility will embrace Greek mythology and will use the stylings of ancient Greek clothing in the uniforms of various employment positions within the property. Guests will feel that they have been transported to Greece.
The Developer has targeted persons with a household income of $35,000+ annual income as potential prospects for its facility. The primary gaming market of Greektown Casino will be the population living within 75 miles of the Casino. The secondary gaming market is 76-150 miles from the Casino. The tertiary market is 151-300 miles. The Developer will also aggressively seek out other markets in order to lure visitors to the City of Detroit. The Developer will further segment the market into a number of different specific targets and develop specific programs to address the characteristics of each particular segment.
Operating and Marketing plans of the Casino
The Developer has developed a sophisticated marketing plan. It has develop a sophisticated database marketing program that enables it to reach all of the marketing targets. It has identified the 8.48 million households within its three target markets as the thrust of its mass media efforts. The Developer employs experienced casino marketing executives to personally contact experienced casino customers within our target markets to encourage them to visit Greektown instead of Las Vegas or Atlantic City. In addition, the Developer will develop a professional sales team to secure conventions and company meetings at our property. Its plan is to develop as much business as possible from outside the primary market. Its objective is to direct its marketing and media funds to the best prospects in its markets.
The Developer will work with the Metropolitan Detroit Convention & Visitors Bureau and other regional tourisim and marketing organizations to implement a comprehensive and uniform system of marketing the City as an entertainment destination.
Section M. Key Management and Staff
See Sections A and B for the Developer’s organizational and management structure, capabilities and key personnel.
The following chart is an estimate of the staffing levels for the Casino Complex:
| | | | | | | | | | | | | | | | |
Category | | Jobs | | | Wages | | | Tips | | | Total Earnings | |
|
Gaming | | | 1,640 | | | $ | 42,500.00 | | | $ | 15,600.00 | | | $ | 58,100.00 | |
Hotel | | | 230 | | | | 5,023,200 | | | | 300,000 | | | | 5,323,200 | |
Food & Beverage | | | 400 | | | | 7,500,000 | | | | 1,500,000 | | | | 9,000,000 | |
Other Departments | | | 155 | | | | 4,400,000 | | | | 0 | | | | 4,400,000 | |
Administration | | | 70 | | | | 3,080,000 | | | | 0 | | | | 3,080,000 | |
Marketing | | | 90 | | | | 3,800,000 | | | | 0 | | | | 3,800,000 | |
Maintenance | | | 190 | | | | 5,400,000 | | | | 0 | | | | 5,400,000 | |
Security | | | 225 | | | | 6,000,000 | | | | 0 | | | | 6,000,000 | |
TOTAL | | | 3,000 | | | $ | 77,703,200 | | | $ | 17,400,000 | | | $ | 95,103,200 | |
| | | | | | | | | | | | |
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Section N. Staff Training and Relations
Training
The Developer currently provides a training program for all employees. This program will be expanded when the Casino Complex is expanded. An employee-training center is planned to be established before the Casino Complex opens. Employee training is planned to begin several months before opening of the Casino Complex .
Classes will vary according to the specific position or department. Training for minimal-skills positions may only take two to five days. Training for higher-skills positions may take several weeks to a few months. All in-house training will be provided free-of-charge to accepted candidates. Daytime and evening sessions will be scheduled to maximize job opportunities for all residents, regardless of current commitments.
Education and training will be provided, when appropriate, in conjunction with Detroit and statewide educational institutions. To establish and solidify relationships with Detroit-area educational institutions, the Developer will inform institutions how many employees are needed and the training they require, assist in the preparation of course curricula to meet the needs of the Developer and the institution’s accreditation process and make available all training resources, including qualified instructors, equipment and materials.
The Developer will make the following available:
Curricula
Lesson Plans
Workbooks
Skilled Instructors
Training Equipment
Support Media (i.e., training tapes)
The Developer will train employees in the following areas:
Table Games Dealer Training
Poker Department Dealer Training
Slot Department Training
Cashier Department Training
Security Department Training
MIOSHA
Keno Instruction
Surveillance Operator Training
Food/Beverage
Life and Employment Skills Training
The Developer will also provide training in policies and procedures for the following areas:
Appropriate Gaming Regulations and Regulatory Compliance Policies
Federal Currency Transaction Reporting
Sexual Harassment/Non-Discrimination Policies
Counseling Subordinates/Progressive Discipline
Customer Courtesy
Customer Service/Handling Customer Complaints
Problem and Under-Age Gambling
The Developer will offer continuing education to current employees interested in mid-level management positions.
To prepare people for jobs, and to attract quality employees to its casino-hotel complex, subject to licensing requirements, the Developer will accept local and statewide college co-op and intern programs which provide practical business experience in related fields of study and provide seasonal employment to students seeking to augment classroom studies with real-world work experience.
Collective Bargaining
The Developer is in the process of entering into a collective bargaining agreement with the Detroit Casino Council, a consortium of unions consisting of the UAW, the Teamsters, the Operating Engineers, the Hotel and Restaurant Workers and the Carpenters, which will cover approximately 1700 of its current employees. The Developer is also party to a collective bargaining agreement with the Michigan Association of Police, which covers approximately 200 security guards.
Section O. Equal Employment Opportunity
The following commitment was made by the Developer in the Initial Development Agreement. The Developer is currently honoring this commitment and will continue to do so in the operation of the Expanded Casino Complex.
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The Developer’s message to Detroit’s employment agencies, colleges and churches will be loud and clear — Greektown Casino needs about 3,000 people to fill positions in the Casino Complex. The Developer will make reasonable best efforts to achieve a goal of not less than 51% Detroit residents in its workforce. Those jobs will range from entry level to upper management, and provide clear pathways to advancement. Any Casino related positions require licensing by the State. The Developer’s standard business practices also require passage of mandatory drug testing for consideration of employment.
The Developer will establish a Human Resources Department. One of the primary missions of the department is to achieve the Developer’s training, hiring, retention, affirmative action and promotion goals. Achieving these goals requires the efforts of all managers, and specific activities from Human Resources and other departments (for example, public relations and marketing activities to target potential employees). The Developer’s Human Resources Department will operate in accordance with all laws governing equal employment opportunities and an affirmative action program designed to increase the numbers of minority and women employees in the work force of the Developer, including professional and management positions. Such at plan will include employee progression and succession programs with these affirmative action objectives. The affirmative action plan will be implemented prior to recruitment of employees for the Casino and will be reviewed and updated for compliance with applicable Governmental Requirements on an annual basis.
The Developer will establish and update as necessary, progressive training programs for current employees that focus on minorities and women, the aim of which is to equip those employees to assume positions in the Developer’s professional and managerial ranks. The Developer assumes responsibility for management of workforce diversity.
The Developer is committed to hiring Detroit residents. The Developer will launch a citywide campaign to recruit residents to staff positions in the Casino Complex.
The campaign will detail the casino’s career opportunities and more importantly how City residents can obtain a job at the casino. City officials, community leaders and other well known residents will be asked to help spread the word that Greektown is hiring people to fill good jobs that pay competitive salaries and offer real opportunities for advancement.
The Developer will channel recruitment efforts through Detroit’s established social, business, professional and religious organizations.
The Developer will place appropriate advertisements, host casino career days and job fairs to permit residents to meet one-on-one with casino employment officers. The Developer will establish a 24-hour “Job Line” that will list job openings, and let people begin the application process at home. The Developer will meet with neighborhood clubs, church groups, schools and other inner City organizations.
For many complex reasons, Detroit — like most major cities — has a number of people with barriers to employment. In recognizing the potential of this group of citizens, the Developer will commit human and financial resources to help prepare Detroit’s employment force for gaming industry careers.
Life and employment skills training will be requisite components of the Developer’s employee training program. The Developer’s curriculum includes specific career enhancement and training courses to help employees master life skills and the employment skills necessary for responsible jobs within the Casino Complex.
Major Topics Covered in Life Skills Curricula consist of:
Health & Nutrition
Personal Grooming
The Clothes You Wear
Substance Abuse
Coping with Anger
Time Management
Continued Education and Training
Checking and Saving Accounts
How to Apply for a Bank Loan
Punctuality and Attendance
Major Topics Covered in Employment Skills Curricula consist of:
Problem-Solving Approaches
Understanding the Employment Relationship
Your First Day on the Job
Making a Good Impression
Punctuality and Attendance
Learning the Industry
Getting Along With Your Supervisor
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Getting Along With Your Co-Workers
Ethics: Do The Right Thing
Dressing Appropriately
Applying What You’ve Learned
Career Development
Promotions
The Developer will furnish the City annually with a written report of the status of its compliance with the commitments set forth in this Section.
Section P. Prevailing Wage Compliance by Contractors
Developer is committed to hire construction contractors who agree to include in their construction contracts an express term that the rates, wages and fringe benefits to be paid to each class of construction mechanics and each of their subcontractors shall not be less than the rates, wages and fringe benefits prevailing in City as established by the most recent survey of the Michigan Department of Labor for prevailing wage determination under Act 166, P.A. 1965, MCLA 408.551 et seq., MSA 17.256(a), et seq.
Section Q. Advancement of Detroit Residents by Contractors
The Developer will work with contractors who will commit to the goal of maximizing, to the greatest extent possible, the number of qualified Detroit resident apprentices who advance to journeymen status. The Developer will encourage subcontractors to maximize their staffs of Detroit resident apprentices and journeymen. The Developer will monitor certain payrolls to make sure subcontractors fulfill their commitments.
Section R. Equal Employment Opportunity Plans by Contractors
The Developer is committed to hire contractors who agree to implement an Equal Opportunity Employment Plan conforming to all applicable laws and consistent with City’s Executive Order 22. The City’s Equal Opportunity Employment Requirement will be placed in every bid package and will be reviewed with every prospective subcontractor to confirm a complete understanding of this requirement.
Section S. Dealings with Detroit-Based Businesses
The Developer is committed to maximizing use of, and support for, Detroit-based, Detroit-resident, Minority-owned, Women-owned businesses and Small Business Concerns in the purchase of goods and services. The Developer will work with the African-American Association of Businesses and Contractors for outreach, the Michigan Minority Business Development Council for certification, and the offices of the Detroit Human Rights Director.
To be targeted as such businesses, all bidders will be asked to produce evidence of their certification with the appropriate agencies of the City of Detroit. Any providers who demonstrate the ability to qualify in any of the categories established by the City, but who have not yet gained certification, will receive formal referrals to the necessary offices and agencies where applications can be made and where technical support is available.
The Developer will use reasonable best efforts to achieve a goal to direct at least 30% of aggregate amounts expended by the Developer to be from Detroit-based, Detroit-resident, Minority-owned, or Women-owned businesses and Small Business Concerns. The Developer will endeavor to achieve a higher percentage. Under the Developer’s Competitive Preference Policy, for each significant contract, the Developer’s purchasing and management officers must perform the following steps:
Targeted notification: The Developer will obtain lists of qualified vendors from groups such as the Michigan Minority Business Development Council, the African-American Association of Business Contractors and the City of Detroit Contract Compliance and Human Relations Departments. The Developer will direct RFQ’s to such vendors. The Developer is formally committed to supporting the Booker T. Washington Business Association in its development of an on-line information system to continually inform interested users of contract and vending opportunities from Greektown Casino. The Developer will require sufficient bids from targeted businesses in the City of Detroit and from non-targeted businesses outside the City. This will enable the Developer’s purchasing, officers to identify qualified providers and fair market value.
Using the bids as a value benchmark, the Developer will then negotiate with targeted businesses toward procurement at a rate that approaches, as closely as possible, the lowest bid. Whenever possible under sound business practices, the Developer will then enter into agreements with the targeted providers.
The Developer will work to meet the 51-percent-plus purchasing goal. The Developer will work with the City of Detroit, its monitoring agencies, and the Developer’s providers to maximize vendor and supplier opportunities for Detroit, women-owned and minority businesses.
The Developer will charge an internal compliance officer with responsibility for monitoring the Developer’s efforts to reach the hiring, promotion and purchasing goals. This officer will be responsible for continually modifying
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policies and procedures to ensure that the Developer achieves the goals. The Developer will furnish the City annually with a written report of the status of its compliance with the commitments set forth in this Section.
Section T. Transportation and Circulation Routes
Detroit City Airport
Developer’s plans for Detroit City Airport include:
Marketing the airport to private pilots, corporations, travel agents, and corporate/trade association meeting planners.
Using City Airport for mid-week charters.
Establishing a relationship with carriers who provide service to City Airport.
Establishing relationships with other major air carriers that may choose to use City
Airport in the future.
Detroit Metropolitan Airport
Developer’s plans for Metro Airport include:
Establishing relationships with Northwest Airlines, which controls 75 percent of Metro’s air traffic, and all other major carriers that service Metro.
Promoting Metro Airport and its airlines in marketing materials to our tertiary, distant national, and international markets.
Trip Generation Analysis
The Developer commissioned a trip generation analysis for the Greektown site for casino customers and employees to project daily and peak hour trips during a typical Friday afternoon rush. Based on this analysis and the Developer’s experience with the existing Casino, it appears that:
Customers: The casino is expected to attract about 17,000 patrons a day. These visitors are expected to generate roughly 20.000 daily vehicle trips to the casino, either in their own cars or in taxi cabs. In addition., it is estimated that 22 daily tour buses would generate another 88 trips to and from the Casino and bus staging areas.
Employees: Employees are expected to generate another 2,000 daily trips to and from the Casino.
The analysis was based on “Friday P.M. peak hour trip generation” because:
This is the specific time period when traffic volumes will be at peak levels on streets and intersections, This is the specific time period when customers driving to the casino and downtown commuters driving home from their jobs will coincide and peak, and
Friday evenings will be the casino’s busiest times.
It is estimated that during the P.M. peak hour, 1,875 vehicle trips will be generated by patrons traveling to and from the casino. (Most trips generated by casino employees and tour buses will occur outside the P.M. peak hour.)
Based on recent traffic counts on a typical Friday evening, and capacity analysis calculations at key intersections in the casino area, all intersections were determined to operate at a “B level of service” (on a grading scale of A to F with A being the best condition and F representing congested conditions.)
With the addition of peak hour traffic generated by the casino, the street system can accommodate increased demand if relatively minor improvements are made, such as:
Restrict on-street parking,
Modify pavement markings to create additional travel lanes,
Improve curb radii, and
Adjust traffic signal timings.
Existing arterial streets will be redesigned as needed.
Traffic control: Changes to be implemented as needed to provide for smooth access, with need to be documented through professional analysis.
Pedestrian grade street crossings: Landscape architects will design street pavements and pedestrian crossings at all key intersections and major pedestrian flow areas throughout the Project.
Offsite signage: The Casino Complex area is served by many means of access, via both surface roads and freeways. However, extensive signage will be required to make visitors aware of these routes.
Vehicle turnout facilities: Turnouts are readily available. Under no circumstances are traffic lanes to be used for this purpose.
Street lighting will be abundant but not glaring. Lighted areas will extend well beyond the project proper.
Section U. Transportation Supply and Demand Management
DOT and SMART
The public bus systems can meet demand by increasing service on existing routes operating at capacity.
Detroit People Mover (“DPM”)
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The expected increase in DPM ridership generated by the Casino Complex can be accommodated under the present operating arrangement, which includes adding a second car to each DPM train in the circuit if demand warrants it.
Public Transportation Information
A transportation demand management program will be implemented for Casino patrons and employees. Through public information and outreach—coordinated with the City—Casino patrons will learn of convenient public transportation alternatives to driving to the casino and be encouraged to use them. Car-pooling will also be encouraged. Public information will be through newsletters to local merchants mid employees, desktop hotel cards, paycheck and ticket stuffers, and local media.
Casino employees will be encouraged to use public transportation. Information about SEMCOG’s ride-sharing program will be provided to employees who must drive, to match workers from similar locales for potential carpools. Incentives, such as preferential parking locations, could be initiated to increase participation. Work shift changes will be established to minimize, as best as possible, travel during morning and afternoon peak periods. Service and delivery operations will also be restricted to off-peak times.
See also Section T.
Section V. Regional Water Facilities
Based upon information provided by the City, the Developer believes the water system is adequate to meet the water demands of the Casino Complex.
Section W. Regional Sewer Facilities
Based upon information provided by the City, the Developer believes the existing system is adequate to handle the estimated sanitary flows and stormwater runoff for the Casino Complex.
Section X. Detroit Public Lighting Department
Developer is willing to contract for power service with the PLD, provided that the PLD furnishes such services at rates and quality comparable to those otherwise charged by competing electric utilities and provided that the PLD has adequate backup systems for uninterrupted service. The Developer intends to contact the PLD to solicit a proposal to provide power service to the Casino Complex.
Section Y. Fire Protection
Section 12 of the Michigan Gaming Control and Revenue Act imposes an 18% wagering tax on the gross revenue of the casino licensees. Fifty-five (55%) percent of the wagering tax revenues will be distributed to the City for deployment of street patrol officers, neighborhood programs, public safety programs, such as fire protection services, and other programs designed to improve the quality of life in the City. In addition, an annual municipal services fee of the greater of: 1.25% of adjusted gross receipts or $4,000,000 will continue to be paid by the Developer.
Based on the report of the Mayor’s Casino Advisory Committee presented to Detroit Mayor Dennis W. Archer on June 12, 1997, it was estimated the wagering tax and municipal service fees will generate $242.7 Million dollars annually. Based upon these estimates, and the requirement that 55% of the wagering tax (approximately $133.5 Million) goes to the City of Detroit each year for the deployment of fire department programs and the other programs listed above, the Developer does not anticipate making any further contributions to fire protection services outside of the wagering tax and municipal services fee.
Section Z. Police Protection
See Section Y. Based upon the estimates set forth in that Section, the Developer does not anticipate making any further contributions to police protection services outside of the wagering tax and municipal services fee.
Section AA. Child Care Services
The Developer will identify and contract with qualified childcare providers in order to offer high quality and affordable childcare to the Developer’s employees. The Developer will endeavor to establish relationships with these providers to obtain reduced rates for its employees.
Section BB. Compulsive Behavior Disorders
In accordance with Section 12(a)(5) of the Michigan Gaming Control Act, the Developer will annually deposit $666,667 (one-third of $2 Million) in the State’s compulsive gaming prevention fund. Although the State’s fund is directed toward statewide efforts, the Developer believes that a substantial portion of the fund should be committed to Detroit area programs and service providers due to the fact that the funds are being provided by Detroit businesses. The Developer intends to advocate its position with the State to strive for a fair allocation of the funds to Detroit area programs and service providers.
Developer is taking comprehensive, proactive steps to address the legitimate issues surrounding problem gambling. To succeed, responsible gaming programs must be initiated by the highest level of management. Accordingly, the Developer’s management board will draft and adopt a mission and policy statement to include language that addresses the issue of problem gambling. The statement will be used as a common thread of communication during
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management and employee training, communication to guests and to the media, and in the creation of specific policies and procedures.
The following are example excerpts from the Developer’s Mission and Policy Statement:
“Developer defines problem gambling as any gambling behavior negatively impacting the lives of individuals, resulting in serious personal, financial, or legal consequences. The Developer believes problem gambling is a serious issue that deserves a proactive response from the casino industry”.
“It is the policy of the Developer to actively participate in local, state, and regional programs designated to help alleviate the problems associated with problem gambling”.
“It is further the policy of the Developer to provide on-going training programs for selected employees in all departments to assist them in identifying problem gamblers, whether employee or customer”.
“It is the policy of the Developer to work in cooperation with social agencies and governmental authorities on matters related to this issue”.
“The purpose of this policy is also to reinforce the Developer’s objective to maintain a customer base for the long term that is healthy and capable of enjoying the premiere gambling experience in Detroit without the problems associated with addictive behavior.”
The Developer has already committed financial and human resources to establish a Responsible Gambling Program:
On July 8, 1997 the Developer became an official member of the Michigan Council on Problem Gambling. This statewide organization provides a 24-hour telephone “hot line” for problem gamblers seeking help. The council also conducts research and trains counselors and therapists in the most effective treatment methodologies for problem gamblers and their families. In addition, the Council provides training to casino employees.
On July 25, 1997, the Michigan Council on Problem Gambling published its draft “Treatment Model for Compulsive Gamblers.” This handbook presents a treatment program that the Council hopes “will be used as a state model for agencies and individuals who work with problem gamblers.” The title of the Council’s treatment program is “The Michigan Model Greektown Group.”
Developer recently became a member of the American Gaming Association which has developed a national model to help problem gamblers.
The Developer will implement a multi-disciplinary approach to the issue of problem gambling through the creation of a Responsible Gaming Committee (RGC). The RGC will be chaired by a vice president level executive and will include supervisory and staff representatives from all Casino departments, credit, training and security. Representatives from the Michigan Gaming Control Board will be invited to participate on the committee. Among its responsibilities, the RGC will develop:
Collateral materials about problem and underage gambling, made available at Casino entrances, restrooms, guest rooms and public telephones,
Public service announcements available through hotel room television;
Pamphlets on the characteristics of responsible gaming;
Training programs for supervisors;
Education programs for all employees; and
Back-of-the-house collateral materials about problem and underage gambling to be available in employee break rooms, employee dining rooms and employee locker rooms.
Employees who are problem gamblers pose a significant threat to casino security and customers. Until recently, casino operators largely ignored employee gambling problems. The Developer will design and implement a comprehensive employee program. Employee manuals will list problem gambling resources and counseling, including Gamblers Anonymous groups, certified gambling counselors, and state and City treatment agencies. Problem gambling workshops and literature will be available to all employees. Some workshops will require mandatory attendance.
Problem gambling messages will be conspicuous in appropriate locations throughout the Casino Complex. Large posters showing the Michigan Council on Problem Gambling hot-line telephone number will be displayed. Poster messages will be brief and hard hitting: “You Could Be A Problem Gambler. For Help, Call 1 800 555-5555.” Brochures detailing the signs and consequences of problem gambling, and. listing treatment programs, will be in hotel rooms and Casino gift shops.
Problem gamblers can bar themselves from the gaming floor. The self-exclusion order will only occur if it is initiated by the customer, a responsible family member, or a person officially nominated by the customer. Lifting a self-exclusion order will only occur after the person has satisfied a predetermined process outlined by the casino’s Responsible Gambling Committee.
Key staff will be trained to identify problem gamblers. Staff are often the first to detect a problem gambler-customers who tend to stay longer and wager higher stakes than typical gamblers.
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The Developer will support a statewide problem gambling awareness program. The campaign will use the mass media to target the general public. The Developer will also target campaign literature to churches, neighborhood organizations, schools, block clubs and other community based organizations. The campaign will communicate the signs of problem gambling, stress the pitfalls, and list counseling and treatment agencies. Selected casino staff will make presentations at community meetings sponsored by the Michigan Council on Problem Gambling and Gamblers Anonymous.
The efforts of the Developer to address the issue of problem gambling have commenced with the financial support provided to the Michigan Council on Problem Gambling. Supervisory and employee training will include a component addressing the issue of problem and underage gambling. This initial training will be completed prior to the commencement of operations. Additional training will be provided to supervisors and employees on an ongoing basis. Policies and procedures relating to this issue will be drafted, approved and communicated to employees prior to opening.
Section CC. Exclusion of Underage Gamblers
Because problem gambling often involves minors, the Developer’s staff will strictly enforce the state’s 21-year-old age requirement. Casino staff will require identification from any patron who appears under age. The Developer’s policy toward underage gambling is simple-it’s against the law. The Developer’s Responsible Gaming Committee will play a major role in designing policies and procedures targeted at educating parents and minors of the zero tolerance policy in this area.
All appropriate staff will be trained to spot underage gamblers in the Casino.
Underage gambling education and awareness training programs will begin with employee orientation. Orientation Training on the issue of underage gambling will address:
Michigan and Detroit law relative to minimum age to gamble.
The Developer’s zero tolerance policy against underage gambling and the Developer’s intent to enforce all laws and regulations related to underage gambling.
Employees will make every reasonable effort to prevent any individual under age 21 from gambling, attempting to gamble or loitering within the gaming areas of the Casino.
Any employee who knowingly allows an individual under age 21 to gamble is subject to disciplinary action, up to and including termination.
The Developer has procedures covering all employees, and all areas of the facility. It is the employee’s responsibility to read, understand and obey all policies that regulate underage gambling.
Ongoing employee education programs will address:
Responsibilities of policy enforcement by various job positions.
Professional techniques for asking someone to show their identification, what to do when identification appears to be falsified, what to do when a parent with a child is in gaming areas.
Acceptable forms of identification and non-acceptable forms of identification.
Techniques for spotting false identification.
Collateral materials to be used in employee and customer education and awareness programs include:
Back-of-the-house posters to remind employees to check IDs — because “If you don’t check their license, we could lose ours.”
Front-of-the-house posters and signage will inform customers of the relevant law and the Developer’s policy toward underage gambling. Other posters will warn minors that they are subject to prosecution if caught gambling in the Casino.
Paycheck inserts to ensure continuous awareness of staff toward underage gambling issues.
Table tents addressing underage gambling to be placed in hotel rooms to remind parents and minors of the relevant law and the Developer’s internal policies.
Section DD. Temporary Casino
The Developer is currently operating its existing Casino Complex as the Temporary Casino. The Developer has previously submitted to the City full information concerning the Temporary Casino. The Developer warrants that the Temporary Casino will not adversely impact the viability of the Expanded Casino Complex.
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Table of Contents
| | | | |
Section A. Organizational Structure of Developer and Affiliates | | | 1 | |
Developer | | | 1 | |
Ownership | | | 1 | |
Background of Managers and Owners | | | 3 | |
Management Board | | | 3 | |
Owners | | | 4 | |
Minority Ownership | | | 6 | |
Gaming Licenses | | | 6 | |
Section B. Developer’s Capabilities and Key Personnel | | | 7 | |
Capabilities | | | 7 | |
Key Personnel | | | 8 | |
Section C. Projected Cost Budgets | | | 9 | |
Section D. Projected financial Statements | | | 9 | |
Section E. Financing Plan | | | 9 | |
Section F. Current Financial Statements | | | 10 | |
Section G. The Developer’s Concept for the Casino Complex | | | 10 | |
Development Site | | | 10 | |
Casino Complex | | | 12 | |
Gaming Facilities | | | 12 | |
Restaurants | | | 12 | |
Hotel | | | 12 | |
Lounges and Bars | | | 12 | |
Retail Space | | | 12 | |
Ancillary Entertainment or Recreational Facilities | | | 12 | |
Planned Convention Facilities | | | 12 | |
Architectural Matters | | | 12 | |
Parking | | | 12 | |
Phasing | | | 12 | |
Zoning | | | 12 | |
Section H. Economic Growth and Revitalization | | | 12 | |
Budgeting Assistance and Additional Payments | | | 12 | |
Improving the Entertainment District | | | 13 | |
Improved Streetscaping | | | 13 | |
Tourism Promotion | | | 13 | |
Section I. Alleviation of Job Shortages | | | 13 | |
Section J. Enhancement of City | | | 13 | |
In General | | | 13 | |
Supporting and Boosting Tourism, Conventions | | | 13 | |
Pedestrian Linkages | | | 14 | |
Section K. CONTRIBUTION TO Other Areas of City | | | 14 | |
Section L. Marketing Plans | | | 14 | |
Theme and Design | | | 14 | |
Operating and Marketing plans of the Casino | | | 14 | |
Section M. Key Management and Staff | | | 14 | |
Section N. Staff Training and Relations | | | 15 | |
Training | | | 15 | |
Collective Bargaining | | | 15 | |
Section O. Equal Employment Opportunity | | | 15 | |
Section P. Prevailing Wage Compliance by Contractors | | | 17 | |
Section Q. Advancement of Detroit Residents by Contractors | | | 17 | |
Section R. Equal Employment Opportunity Plans by Contractors | | | 17 | |
Section S. Dealings with Detroit-Based Businesses | | | 17 | |
Section T. Transportation and Circulation Routes | | | 18 | |
Detroit City Airport | | | 18 | |
Detroit Metropolitan Airport | | | 18 | |
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| | | | |
Trip Generation Analysis | | | 18 | |
Section U. Transportation Supply and Demand Management | | | 18 | |
DOT and SMART | | | 18 | |
Detroit People Mover (“DPM”) | | | 18 | |
Public Transportation Information | | | 19 | |
Section V. Regional Water Facilities | | | 19 | |
Section W. Regional Sewer Facilities | | | 19 | |
Section X. Detroit Public Lighting Department | | | 19 | |
Section Y. Fire Protection | | | 19 | |
Section Z. Police Protection | | | 19 | |
Section AA. Child Care Services | | | 19 | |
Section BB. Compulsive Behavior Disorders | | | 19 | |
Section CC. Exclusion of Underage Gamblers | | | 21 | |
Section DD. Temporary Casino | | | 21 | |
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