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Spectrum Gaming Group LLC 1001 Tilton Road, Suite 201 Northfield, NJ 08225

Preparing for the Pennsylvania Gaming Industry

Submitted to: Deputy Secretary, Sandi Vito Pennsylvania Department of Labor & Industry October 2006

Disclaimer: The Pennsylvania Department of Labor & Industry does not endorse the findings of this report. Information contained in this report does not necessarily represent the view of the commonwealth or the Department of Labor & Industry. L&I staff will use these preliminary findings as baseline in efforts to establish an effective workforce development strategy to prepare workers for this new industry. Readers are urged to use caution when referencing the data provided in this report.

2

Executive Overview

The advent of the gaming industry provides many benefits that will accrue to the Commonwealth and to Pennsylvania’s gaming venue host communities. Job creation and economic growth are foremost. Spectrum Gaming Group projects that gaming will generate an estimated:

24,319 construction jobs. 12, 364 direct positions within the gaming industry 6,200 additional positions.

Pennsylvania has chosen to license 14 gaming properties throughout the Commonwealth, and to license those entities by category and over a relatively short period of time. This is unprecedented. Other newly established gaming jurisdictions have traditionally taken a more linear approach to licensure. In Pennsylvania Act 71 (the gaming statue) established in July of 2004 is the governing legislation for the implementation of gaming in Pennsylvania. Within the statute there are the following types of licenses:

Category 1 licenses will be awarded to seven licensed horse racing tracks assuming application submission, suitability and issuance occur. There are currently 6 licensed tracks in existence. A seventh license is “open.” These track locations are commonly referred to as “racinos.”

Category 2 licenses will be awarded to two stand‐alone facilities in Philadelphia and one in Pittsburgh. Two other licenses will be awarded by the Pennsylvania Gaming Control Board, and have no geographic restrictions.

Category 3 licenses, of which there are two, are available to existing resort properties within the Commonwealth, and have no geographic restrictions.

The opening of Category 1 Track Venues will do much to invigorate the horse racing industry in Pennsylvania. Significant financial investment by the licensees, coupled with financial benefits dictated in Act 71 for distribution to the local communities, will foster economic development and job creation. The Category 1 Track Venues would create:

• Approximately 5,973 direct jobs • Approximately 10,152 construction jobs • Approximately 3,000 indirect and induced jobs would be created as a result of direct employment.

The employees who work directly for the licensees are expected to live within a one‐ hour radius of the Gaming Venue ‐‐ as would most of the employees who fill the indirect and induced positions ‐‐ and the wages paid to these new employees would bring significant new market demand to the local economies.

Similar positive workforce impacts are anticipated from the Category 2 and Category 3 venues. Until the Category 2 Licenses are awarded and the nature of the operating venues finalized, it is not possible to be specific. However, we can project that:

The two Category 2 licenses that will be awarded within the city of Philadelphia would create: • Approximately 2,520 direct jobs • Approximately 5,480 construction jobs • Approximately 1,300 indirect and induced jobs would be created as a result of direct employment.

The Category 2 license that will be awarded within the city of Pittsburgh would create: • Approximately 927direct jobs • Approximately 2,687 construction jobs • Approximately 460 indirect and induced jobs would be created as a result of direct employment.

We estimate that the Category 3 Licenses would create approximately 544 direct jobs. Based on current knowledge of the pool of applications, we expect that job creation could be significant. The

long‐term economic benefits from gaming in Pennsylvania will more likely inure to the benefit of communities that provide job training for current local residents who could then take full advantage of the new opportunities. Furthermore, as the demand for labor goes up, area wages are likely to be bid up.

For purposes of workforce statistical representation and consistency, we have relied on the 10 TeamPA Region

alignments.

3

Introduction Our goal in this report is to analyze the potential workforce impacts to Pennsylvania from as

many as fourteen casinos, and, where possible to quantify employment opportunities for Pennsylvania. It is our understanding that the Commonwealth of Pennsylvania, in preparing for the birth of a new industry, seeks to determine the potential for job creation. The questions include: How many jobs will be created, and over what period of time? • What specific types of jobs will be created? • What will the general compensation levels be? • What level of training would be required in the various job categories? • What sort of training schedule should be followed to ensure that the maximum number of new jobs

would go to existing Pennsylvania residents? • What will be the level of indirect and induced employment within Pennsylvania? • What training program will be required to ensure that existing Pennsylvanians gain the optimal

benefit of these spin‐off jobs? • What sort of turnover rates can be expected? • What geographic analyses of the TeamPA Regions indicates regarding availability or readiness of

the workforce • Based on an environmental scan determination of the readiness of Higher Education institutions in

those geographies where gaming venues will be located? • What skill sets for job readiness will this industry segment require?

• For example: • Accounting • Security • Technicians

• Perform some analyses as to the requirement gap between existing Certificate, 2 year and 4 year programs for those skill sets and requirements the gaming industry will require.

• Provide a geographic analysis that will indicate the phased requirements for training based on im‐plementation of gaming venues. For example: • Category 1 licenses‐ location and timing • Possible Category 2 licenses‐ location and timing

• Provide a comparable analogy, if it exists, for a historical case where gaming has been implemented in a geographical diverse model such as Pennsylvania has planned. • Provide relevant lessons learned

While this report includes quantified projections, those numbers are a combination of expecta‐tions, goals and possibilities. The benefits of this new industry to the Commonwealth will not necessar‐ily be automatic, and not all impacts should be viewed as inevitable results.

In the pages that follow, we analyze how the introduction of casinos into the Commonwealth economy is likely to alter job creation, employment patterns and education and training. For example: development of full‐service training programs must precede the opening of a casino hotel by many months. Certain programs – such as slot‐technician training, require 480 hours, which translates into 5.5 months.

This report should be viewed as a part of a continuing effort on the part of the Commonwealth both to understand the workforce and training benefits and costs of gaming, and to have a workable plan for directing the growth that will come with development. By anticipating gaming impacts, the Commonwealth will be prepared both to maintain quality of life and quality of services for residents and to contribute to the success not only of these venues but also of related development.

Government policies can help foster positive benefits and help channel the benefits toward where they are needed most. Likewise, government intervention can help to minimize any negative impacts.

4

Projected Timeline for Gaming

We have developed timelines based on the Gaming Board’s stated expectations and on the appli‐

cants’ own projections. The following table outlines the licensing timeline:

* The Pennsylvania Harness Racing Commission has yet to select the final available racing licensee, which will presumably apply for the final available Category 1 gaming license.

While there exists no competition for either the Category 1 or Category 3 licenses, there are 13 applicants for the five available Category 2 licenses. Accordingly, projecting the opening of these five gaming facilities depends on awarded licenses.

Within Category 2, there are three separate and distinct competitions, based on geographic des‐

ignations within Act 71, the Commonwealth’s gaming statute: TeamPA Southeast Region ‐ Philadelphia: Two of the Category 2 operations will be located

within the City of Philadelphia. There are five applicants for the two Philadelphia licenses. TeamPA Southwest Region ‐ Pittsburgh: One of the Category 2 operations will be located

within the City of Pittsburgh. There are three applicants for the one Pittsburgh license. At‐large: The remaining two Category 2 operations will be located anywhere within the Com‐

monwealth outside of Philadelphia and Pittsburgh. There are five applicants for the two at‐large li‐censes.

To Be Determined: As noted in an earlier footnote, a seventh racetrack gaming facility is permitted by law and expected at some point in the future. The Pennsylvania Harness Racing Commission has yet to award the requisite racing license. The timing and location of this gaming facility cannot be determined.

Category Type Number available Target license date 1 Racetrack (“racino”) 7* September 2006

2 Stand‐alone slots casino 5 December 2006

3 Resort limited 2 December 2006

5

Source: Company information, Spectrum Gaming Group research, Merrill Lynch research.; PA Gaming Control Board *Timeframe H = Half Q = Quarter Mid = Mid‐year Late = Late year

Gaming Facility

Location Est. Opening Date

Mohegan Sun at Pocono Downs Plains Township (Wilkes‐Barre) 4Q 2006

Philadelphia Park Bensalem (Philadelphia) 4Q 2006

Harrah’s Chester Chester (Philadelphia) 1Q 2007

Presque Isle Downs Summit Township (Erie) 1Q 2007

The Meadows Meadow Lands (Pittsburgh) 2Q 2007

Nemacolin Woodlands Resort Farmington (Wharton) 2Q 2007

Seven Springs Resort Champion (Somerset) 2Q 2007

Isle of Capri Pittsburgh Mid‐2007

Majestic Star Pittsburgh Mid‐2007

SugarHouse Casino Philadelphia 3Q 2007

Mount Airy Paradise Township (Poconos) 2H 2007

Pinnacle Entertainment Philadelphia 2H 2007

Pocono Manor Pocono Manor (Poconos) Late 2007

Hollywood Casino Grantville (Harrisburg) 1Q 2008

Harrah’s Station Square Pittsburgh 1H 2008

Lehigh Valley Tropicana Allentown 1H 2008

TrumpStreet Philadelphia 1H 2008

Sands Bethlehem 2H 2008

Crossroads Gaming Gettysburg 2H 2008

Foxwoods Philadelphia 2H 2008

Riverwalk Casino Philadelphia 2H 2008

Timeline: Statewide View

The following timelines are based on best‐case scenarios and, in many cases, are predicated on the opening of gaming in a temporary facility or under a provisional license.

6

Geographic Dispersion Of course, Pennsylvania is a large state and prospective employees cannot be expected to

travel more than one hour for their training needs or to their place of employment. For the purposes of assessing the labor workforce and training needs by region, we have developed a timeline using re‐gions designated by Team Pennsylvania:

TeamPA Southeast Region:

TeamPA Southeast Region

* Only two of these five applicants will be selected for licensure

Philadelphia Park Bensalem (Philadelphia) 4Q 2006

Harrah’s Chester Chester (Philadelphia) 1Q 2007

* SugarHouse Casino Philadelphia 3Q 2007

* (Pinnacle Entertainment) Philadelphia 2H 2007

* TrumpStreet Philadelphia 1H 2008

* Foxwoods Philadelphia 2H 2008

* Riverwalk Casino Philadelphia 2H 2008

7

TeamPA Lehigh Valley Region:

TeamPA Lehigh Valley Region

** Is among six applicants statewide competing for two licenses

** Sands Bethlehem 2H 2008

** Lehigh Valley Tropicana Allentown 1H 2008

8

TeamPA Northeast Region:

TeamPA Northeast Region

** Is among five applicants statewide competing for two licenses

Mohegan Sun at Pocono Downs Plains Township (Wilkes‐Barre) 1Q 2007

** Mount Airy Paradise Township (Poconos) 2H 2007

** Pocono Manor Pocono Manor (Poconos) Late 2007

9

TeamPA South Central Region:

TeamPA South Central Region

** Is among five applicants statewide competing for two licenses

Hollywood Casino Grantville (Harrisburg) 1Q 2008

** Crossroads Gaming Gettysburg 2H 2008

10

TeamPA Southern Alleghenies Region:

TeamPA Southern Alleghenies Region

* Category 3 Resort License – one of two submitted, competing for one of two licenses.

*Seven Springs Resort Champion (Somerset) 2Q 2007

11

TeamPA Southwest Region:

Southwest Region

*** Only one of these three applicants will be selected for licensure * Category 3 Resort License – one of two submitted, competing for one of two licenses.

The Meadows Meadow Lands (Pittsburgh) 2Q 2007

*Nemacolin Woodlands Resort Farmington (Wharton) 2Q 2007

*** Isle of Capri Pittsburgh Mid‐2007

*** Majestic Star Pittsburgh Mid‐2007

*** Harrah’s Station Square Pittsburgh 1H 2008

12

TeamPA Northwest Region:

TeamPA Northwest Region

Presque Isle Downs Summit Township (Erie) 1Q 2007

13

Employment estimates and assumptions This section of the report relies on a combination of estimates provided by the applicants and licensees in all three categories of casino operations. Our analysis is not designed to either support or refute any estimates, but merely to provide a reasonable methodology that can be applied universally. We recog‐nize that many of the reports filed rely on differing assumptions and methodologies, and we are sug‐gesting potential employment numbers that are reasonable and conservative. Such estimates must be calculated within a range, rather than a specific number. For example, con‐struction estimates were not provided uniformly, which would ease the process of subtracting capital expenditures that are not directly related to construction, such as the purchase of gaming equipment. At the same time, different methods of construction will generate different levels of employment. So, we assume that every $1 million in capital expenditure would create between 8 and 11 construc‐tion jobs. This methodology was suggested by a December 1996 study by Arthur Andersen for the American Gaming Association, as a realistic estimate for future projects ‐‐ which would include the current timeframe for Pennsylvania casinos. We cross‐checked this methodology with some of the economic‐impact reports filed with the Pennsyl‐vania Gaming Control Board. For example, a report filed on behalf of Harrah’s Station Square esti‐mates $500 million in construction, and $398.5 million in construction after subtracting the cost of gaming equipment (which would have no impact on construction employment). The report projects 1,304 construction jobs in the first year and 2,174 in the second. This estimate of 3,478 jobs would equate to roughly 8 jobs for every $1 million in capital expenditures. Similarly, the proposed Riverwalk project in Philadelphia estimates about $224 million in construction costs, with 2,174 construction jobs. This is also within a comfortable range. We, therefore, feel confi‐dent that our projected range of between 8 and 11 construction jobs for every $1 million in capital ex‐penditure to be reasonable. Spectrum has also relied on our own experience in developing employment estimates ‐‐ and in re‐viewing the employment estimates of others ‐‐ in suggesting that each of the Category 1 and Category 2 licenses would have a range of gaming‐related FTEs (Full‐time‐equivalents) of between 900 and 1,200. Most of the estimates that were publicly available were within that range, and ‐‐ based largely on our experience in developing and reviewing employment estimates ‐‐ we believe that range to be reason‐able. By definition, there should not be a wide variation between estimates, since the number of re‐quired positions would not vary widely from property to property, assuming a reasonably similar number of slot machines. Some properties are planning a significant investment in related non‐gaming amenities, such as hotel rooms, while others are likely considering arrangements with third parties to provide such capital in‐vestment.

“Economic Impact of Casino Gaming in the United States,” Arthur Andersen, p. 31.

14

For purposes of this study, we suggest it is immaterial whether or not non‐gaming employment is cre‐ated by a gaming licensee or by a third party We recognize that some license applications might generate more third‐party investment in retail, din‐ing and entertainment than others, we do not certify ‐‐ nor we do seek to be perceived as certifying ‐‐ any one estimate over another. Suffice it to say that, regardless of which applications are approved, a reasonable range of capital investment in non‐gaming amenities will follow. The following are our employment estimates for construction for the Category 1 and Category 2 licen‐sees and applicants by region. We did not provide construction estimates for the two Category 3 appli‐cants, nor were there any filed to our knowledge. We can safely assume that the applicants will largely rely on existing construction, and would not create significant construction employment opportunities. In addition, we cross‐checked this methodology with some of the economic‐impact reports filed with the Pennsylvania Gaming Control Board. For example, a report filed on behalf of Harrah’s Station Square estimates $500 million in construction, and $398.5 million in construction after subtracting the cost of gaming equipment (which would have no impact on construction employment). The report pro‐jects 1,304 construction jobs in the first year and 2,174 in the second. This estimate of 3,478 jobs would equate to roughly 8 jobs for every $1 million in capital expenditures. In addition, we suggest that certain factors could drive construction estimates lower. Currently there exists no viable access to information on proposed projects regarding construction methods to be em‐ployed, or the extent to which capital estimates could include costs having no direct relation to construc‐tion. Either of these factors could have a significant impact on estimated construction employment. At the same time, different methodologies can be employed to project employment. L.P. Ciminelli, a major construction firm with extensive experience in casino development, informs us of a methodology that divides the project cost by 1,000, multiplied by the construction cost as a fraction of the project cost, times the average labor hours per $1,000 of construction cost, divided by the average labor hours per person per year (presumably 2,000 hours). Under this methodology, every $10 million in construction cost would generate 43 construction jobs, assuming 8.8 hours per $1,000 of construction cost. With that in mind, we suggest that our construction estimates be considered at the high end of any projected em‐ployment range.

Category 1

There will be seven Category 1 Gaming Licenses granted in Pennsylvania, and there have been six applications received. The Category 1 License allows up to 5,000 slot machines to be placed at a race‐track. The level of construction employment has been estimated on the basis that, for each million dol‐lars of capital investment, between 8 and 11 construction jobs will be created. The range can vary, de‐pending on factors, such as the level of new construction needed, the number of planned amenities and

7 Category 1 Licenses 10,152 Construction Jobs 5,973 direct positions

15

the ability of an operator to adapt existing construction, rather than build new.

Category 2

There will be five Category 2 licenses granted, and the Commonwealth has received 13 applica‐tions. Of these licenses, one will be located in Pittsburgh (there are three applicants for that license) and two will be located in Philadelphia (there are five applicants for those two), while the other two can be located anywhere in the Commonwealth (five applicants are vying for these licenses).

a. Southwest TeamPA Region ‐ Pittsburgh The applicants for the Pittsburgh location are Isle of Capri, Majestic Star, and Harrah’s Station

Square. The table on page 21 shows the estimated range of potential construction and direct employ‐ment. We expect one license to be granted.

b. Southeast TeamPA Region ‐ Philadelphia The applicants for the two licenses expected to be awarded for stand‐alone casinos within the

city of Philadelphia are Foxwoods, SugarHouse, Riverwalk, Pinnacle and TrumpStreet. The table on page 21 shows the estimated range of potential construction and direct employment.

c. Others There are an additional five applicants for the Category 2 licenses, not located in Philadelphia or

Pittsburgh. The applicants are: Crossroads in the Gettysburg region; Pocono Manor and Mt. Airy in the Poconos region, Lehigh Valley Tropicana and Sands in the Lehigh Valley region.

Category 3

Two Category 3 licenses, in which resort hotels could install up to 500 slots each that would be available only to hotel guests, will be granted. Two firms have applied for these licenses: Nemacolin Woodlands and Seven Springs Resort. These facilities are already in existence and plan to add slot ma‐chines to their resort amenities. It is expected that each of these properties will install 500 slot machines to their existing facility.

The Nemacolin Woodlands has estimated that it will employ 344 additional persons to support the gaming attraction. Seven Springs did not provide a direct estimate. The 500 gaming machine posi‐tions have been multiplied by .4 to arrive at an estimated 200 personnel needed to support the opera‐tions of the gaming attraction. Therefore, it is expected that 544 personnel will be employed to support the Category 3 gaming facilities.

5 Category 2 Licenses

Pittsburgh 2,687 construction jobs 927 Direct positions Philadelphia 5,480 construction jobs 2,520 Direct positions Other 6,000 construction jobs 2,400 Direct positions

2 Category 3 Licenses No construction jobs 544 Direct positions

16

Categories 1, 2, and 3 Summarized

We project that approximately 24,319 jobs will be created to support the construction of the gaming industry in Pennsylvania. We expect the construction period to last several years, as several of these projects will be completed at different times and some overlap will occur, so many of the con‐struction personnel are likely to work on more than one project. We estimate that approximately 12,364 direct jobs will be created to support the operations of Pennsylvania’s gaming industry.

All license categories 24,319 Construction Jobs 12,364 Direct positions

17

Statistical Information

The following series of tables are designed to provide guidelines regarding the projected number of jobs in various categories, by region. We recognize that the Category 2 applicants, at this writing, are involved in a competitive process regarding licenses. These tables are designed solely as guidelines, and do not reflect any real or perceived subjective preferences among applicants. We also note that these projections, based on our expected staffing requirements, reflect any appropriate esti‐mates provided by the applicants in their public filings. We expect that staffing levels at individual properties may vary slightly by category, reflecting various factors, including management strategies and internal budgeting decisions.

Estim

ated Workforce Im

pact by TeamPA Region

Name

Market

License Cate‐

gory

Construction Jobs, Direct

(Estimated)

Operations Jobs, FTE Direct

(Estimated)

Category 1 Licenses

Presqu

e Isle Dow

ns

Erie

1

1,471‐ 2,023

750

Estim

ated Northwest TeamPA Region

1,747

750

Hollywoo

d Casino

Harrisburg

1 1,680‐2,310

800

Estim

ated South Central TeamPA Region

1,995

800

Harrah’s

Chester

1

3,032‐4,169

1,070

Phila

delphia Pa

rk

Phila

delphia

1 1,400‐1,925

900

Estim

ated Southeast TeamPA Region

2,632

1,970

The Meado

ws

Pitts

burgh

1 1,400‐1,925

800

Estim

ated Southwest TeamPA Region

1,663

800

Moh

egan Sun at P

ocon

o Dow

ns

Pocono

s 1

560‐770

800

Estim

ated Northeast TeamPA Region

665

800

Estim

ated Total, Category 1 (assuming seven licenses)**

Estim

ate for unknown to‐be‐licensed track included in

total

10,152

5,973

Category 2 Licenses*

Crossroad

s Gam

ing

Gettysburg

2 2,000‐3,750

1,400

Estim

ated South Central TeamPA Region **

2,875

1,400

Lehigh Valley Trop

ican

a Le

high Valley

2 2,600‐3,575

1,200

Sand

s Le

high Valley

2 2,600‐3,575

1,200

Estim

ated Lehigh Valley TeamPA Region average

(assum

ing one license)**

3,088

1,200

Trum

p Street

Ph

ilade

lphia

2 2,800‐3,850

1,200

SugarH

ouse

Ph

ilade

lphia

2 2,200‐3,025

1,200

Foxw

oods Philade

lphia

Phila

delphia

2 3,144‐4,323

1,330

Pinn

acle Entertainment

Phila

delphia

2 1,600‐2,200

1,300

Riverw

alk

Phila

delphia

2 1,792‐2,464

1,271

Estim

ated Southeast TeamPA Region (assum

ing two

licenses)**

5,480

2,520

Isle of C

apri

Pitts

burgh

2 3,200‐4,400

1,112

Majestic Star

Pitts

burgh

2 400‐550

800

* Potential based on license awards.

** Averages based on potential licensee projections

19

Estim

ated Workforce Im

pact by TeamPA Region

* * Potential based on license awards.

** Averages based on potential licensee projections

Harrahʹs S

tatio

n Sq

uare

Pitts

burgh

2 3,188—

4,384

870

Estim

ated Southwest TeamPA Region

(assum

ing one license) **

2,687

927

Mou

nt Airy

Pocono

s 2

2,400‐3,300

1,200

Pocono M

anor

Po

cono

s 2

3,574‐4,915

1,471

Estim

ated TeamPA Northeast Region

(assum

ing one license)**

3,547

1,336

Category 3 Licenses

Nem

acolin W

oodlan

ds

Fayette

3

344

Estim

ated TeamPA Southwest Region

344

Seven Sp

ring

s Re

sort

So

merset

3

200

Estim

ated TeamPA Southern Alleghenies

Region

200

Estim

ated Category 3

544

Estim

ated Category 2 cannot be deter‐

mined due to on‐going licensing process

Name

Market

License

Category

Construction Jobs,

Direct (Estim

ated)

Operations Jobs, FTE Di‐

rect (Estimated)

20

Property

TeamPA

Region

Category

Admini‐

stration

Finance

Cage

Operations

Purchas‐

ing

MIS

Security

Slots

Market‐

ing

Presqu

e Isle Dow

ns

Northwest

1 5

38

60

5 23

112

116

47

Category 1 Northwest

5 38

60

5

23

112

116

47

Hollywoo

d Casino

Sou

th

Central

1

5 40

64

6

24

119

124

50

Category 1 South Central

5 40

64

6

24

119

124

50

Crossroad

s South

Central

2

18

153

244

21

92

455

473

189

Category 2 South Central

18

153

244

21

92

455

473

189

H

arrah’s C

hester

So

utheast

1 6

54

86

7 32

159

166

66

Philade

lphia Pa

rk

Southeast

1 4

30

48

4 18

89

93

37

Average Category 1 Southeast

5

42

67

6

25

124

130

52

Trum

pStreet

Southeast

2 5

45

72

6 27

135

140

56

Sug

arHou

se

Southeast

2 7

60

96

8 36

179

186

74

Foxw

oods Philade

lphia

Southeast

2 8

67

106

9 40

198

206

82

Pinn

acle Entertainment

Southeast

2 8

65

104

9 39

194

202

81

Riverwalk

Southeast

2 8

64

102

9 38

189

197

79

Average Category 2 Southeast

7

60

96

8

36

179

186

74

The M

eado

ws

Southw

est

1 4

32

51

4 19

95

99

40

Category 1 Southwest

4 32

51

4

19

95

99

40

Positions Created by Job Category

21


Isle of C

apri

Southw

est

2 7

56

89

8 33

166

172

69

Majestic Star

Southw

est

2 4

30

48

4 18

89

93

37

H

arrahʹs S

tatio

n Sq

uare

Southw

est

2 5

44

70

6 26

130

135

54

Average Category 2 South‐

west

5

43

69

6

26

128

133

53

M

ohegan Sun

Northeast

1

3 22

35

3

13

64

67

27

Category 1 Northeast

3

22

35

3 13

64

67

27

Mou

nt Airy

Northeast

2

7 60

96

8

36

179

186

74

Pocon

o Man

or

Northeast

2

9 74

118

10

44

219

228

91

Average Category 2 North‐

east

8

67

107

9

40

199

207

83

Lehigh Valley Trop

ican

a Lehigh

Valley

2 7

60

96

8 36

179

186

74

Sand

s Lehigh

Valley

2 7

60

96

8 36

179

186

74

Average Category 2 Lehigh

Valley

7

60

96

8 36

179

186

74

Woo

dlan

ds

Southw

est

3 2

17

28

2 10

51

53

21

Category 3 Southwest

2 17

28

2

10

51

53

21

Seven Springs

So

uthern

Allegh

eny

3 1

10

16

1 6

30

31

12

Category 3 Southern Alle‐

ghenies

1 10

16

1

6 30

31

12

Property

TeamPA

Region

Category

Admini‐

stration

Finance

Cage

Operations

Purchas‐

ing

MIS

Security

Slots

Market‐

ing

22


Property

Team PA

Region

Transporta‐

tion

Human

Resources

Retail

Environ‐

mental ser‐

vices

Uniform

Room

Mail Room

Legal

Food Services

Presqu

e Isle

Dow

ns

Northwest

30

30

14

68

8 4

6 150

Category 1

Northwest

30

30

14

68

8 4

6 150

Hollywoo

d Casino

Sou

th Cen‐

tral

32

32

14

72

8 4

6 160

Category 1

South Central

32

32

14

72

8 4

6 160

Crossroad

s South Cen‐

tral

122

122

55

275

31

15

24

610

Category 2

South Central

122

122

55

275

31

15

24

610

Harrah’s

Chester

So

utheast

43

43

19

96

11

5 9

214

Philade

lphia

Park

So

utheast

24

24

11

54

6 3

5 120

Average,

Category 1

34

34

15

75

9

4

7

167

Sug

arHou

se

Southeast

48

48

22

108

12

6 10

240

Foxw

oods

So

utheast

53

53

24

120

13

7 11

266

Pinn

acle

Entertain‐

ment

Southeast

52

52

23

117

13

7

10

260

Riverwalk

Southeast

51

51

23

114

13

6 10

254

Average

Category 2

51

51

23

115

13

7

10

255

23


Property

Team PA

Region

Transporta‐

tion

Human Re‐

sources

Retail

Environ‐

mental ser‐

vices

Uniform

Room

Mail Room

Legal

Food Ser‐

vices

The

Meado

ws

Southw

est

26

26

12

58

6 3

5 128

Category 1

Southwest

26

26

12

58

6

3 5

128

Isle of

Cap

ri

Southw

est

44

44

20

100

11

6 9

222

Majestic

Star

Southw

est

24

24

11

54

6 3

5 120

Harrahʹs

Station

Southw

est

35

35

16

78

9 4

7 174

Average

Category 2

103

103

47

232

26

13

21

516

Moh

egan

Sun

Northeast

17

17

8

39

4 2

3 86

Category 1

Northeast

17

17

8

39

4 2

3 86

Mou

nt

Airy

Northeast

48

48

22

108

12

6 10

240

Pocono

Man

or

Northeast

59

59

26

108

15

7 12

294

Average

Category 2

105

105

48

216

27

13

22

534

Lehigh

Valley

Trop

ican

a Le

high Val‐

ley

48

48

22

108

12

6

10

240

Sand

s Le

high Val‐

ley

48

48

22

108

12

6 10

240

Average

Category 2

96

96

44

216

24

12

20

480

24

Woo

dlan

ds

Southw

est

14

14

6 31

3

2 3

69

Category 3

14

14

6

31

3 2

3 69

Seven Sp

ring

s Re

sort

Southw

est

8 8

4 18

2

1 2

40

Category 3

8

8 4

18

2 1

2 40

Source: Licensee Applications to Pennsylvania Gaming Control Board, where no statistics available industry averages have been inserted.

* Estimated pending Category 2 license award

**FTE’s

*** Cash Booths

**** Management Information Systems


Property

Team PA

Region

Transportation

Human Re‐

sources

Retail

Environ‐

mental ser‐

vices

Uniform

Room

Mail Room

Legal

Food Ser‐

vices

25

Compensation Projections

Source: 2006 Benchmark Survey Atlantic City Casinos Collective Bargaining Rates Reflected

Category

Salary Range

Adm

inistrative

$25,000 – $45,000

Fina

nce ‐ En

try Le

vel Profession

al

$12 ‐ $

16 per hou

r $40,000 ‐ $

45,000

Cage Cashiers

$9 ‐ $14 pe

r hou

r

Purcha

sing

$35,000 ‐ $

45,000

MIS – Techn

ician

Senior Techn

ician

Sr. P

rogram Ana

lyst

$14 ‐ $

16

$35,000 – $40,000

$66,000 ‐ $

75,000

Security – Officer

Sup

ervisor

$9 ‐ $15 pe

r hou

r $35,000 – $45,00

Slots – Te

chnician

Tech Su

pervisor

$13 ‐ $

25 per hou

r $39,000 ‐ $

60,000

Marketin

g – Re

p H

ost

$9 ‐ $14 pe

r hou

r $11 ‐ $

12 per hou

r En

gineering – Mecha

nics

M

anagers

$20,000 ‐ $

23,000

$53,000 ‐ $

60,000

Tran

sportatio

n–Valet Atte

ndan

t Su

pervisor

$5 ‐ $8 per hou

r $30,000 ‐ $

40,000

Hum

an Resou

rces – Rep

Sp

ecialist

$9 ‐ $14 pe

r hou

r $31,000 ‐ $

35,000

Re

tail – Sales Re

p

$11 ‐ $

12 per hou

r $31,000 ‐ $

35,000

EV

S $12 ‐ $

13

Mail R

oom

$8 ‐ $13

Uniform Roo

m

$11 ‐ $

12

Food Service – Server

B

artend

er

B

ar Porter

C

ocktail Server

$6 ‐ $7

$9 ‐ $10

$7 ‐ $8

$5 ‐ $6

26

Workforce Readiness Pennsylvania is well prepared to supply the gaming industry with qualified and competent

employees. According to the 2000 Census, the majority of Pennsylvania’s residents over 25 held a high school degree, but only 22 percent held a bachelor’s degree or higher. The categories of education and employment vary from region to region in Pennsylvania. For example, the Southeastern Region, which is where the Philadelphia market is located, more than 21 percent of those of working age have a bachelor’s degree compared to the 14 percent in the Northeast region (where the Wilkes‐Barre mar‐ket is located). Education and income categories may be used to evaluate the ability of a workforce to meet the challenges of high‐value‐added occupations. High education categories help workers main‐tain their competitive edge in the workforce. A review of the demographic composition of the study area reveals a labor force with varying categories of educational attainment.

The Pennsylvania region has one of the highest concentrations of universities and higher learning institutions in the United States. There are over two hundred colleges in the state including 14 state universities, 4 state‐related universities and 14 community colleges. Each of the Pennsylvania gaming markets is served by several institutions of higher learning located in the same county as the casino. (We will address this in more detail later in the report.)

Many high schools in Pennsylvania offer vocational training. These programs are especially suited to supply the gaming industry with entry‐Category personnel for a wide variety of positions. For example, Gratz High School, Dobbins High School, and Mercy High School, all located in the Philadelphia market, prepare high school graduates for entry‐Category careers in information technol‐ogy, culinary arts, electronics, hospitality, and business administration.

The majority of jobs ‐ direct, indirect and induced ‐‐ takes place in the immediate area. In At‐lantic City, for example, 82 percent of jobs and 60 percent of all spending on goods and services by the casino industry takes place in Atlantic County, according to the New Jersey Casino Control Commis‐sion. We would expect the same to occur in the Pennsylvania host communities as well.

Similar percentages would be found in other markets. So, we looked at how the gaming in‐dustry itself, operating in those markets, deals with the important issue of training in ways that would be considered universal and universally applicable.

As with any industry, training and employee education are fundamental ingredients to not only prepare staff for the future, but also to lower employee attrition rates and create an environment of learning and excellence.

Casino training programs take on a variety of forms. Basic training takes place the first few days proceeding on new employee’s commencement of service. All casino companies prepare newly hired personnel with some basics that are necessary; company policy and procedures, work place con‐duct and expectations, departmental procedures, explanation of medical benefits, facility orientation and most importantly guest satisfaction training. Some casino companies have a one day new hire training program others have it span three consecutive days. The length of this initial training de‐pends on each individual company’s education philosophy.

Once hired, the employee is typically offered by the company a cadre of training programs that will not only enhance the employee performance level, but will also offer the company a path to‐wards in company upward mobility among its employee base. In most cases evolved casino corpora‐tions have in place a standardized curriculum for a front line employee to educate himself or herself in order to qualify for advancement within the company. Job postings within the organization may have as a requirement for advancement the attendance of employees at various training courses. A typical curriculum may consist of the following programs:

27

Basic supervisory skills Coaching and Counseling Communication techniques Financial management for non‐ financial supervisory Casino Math Leadership techniques Interviewing techniques Employee assessment training Public Relations

Casino companies assume a variety of postures for training programs for career advance‐ment. Some companies make course attendance mandatory along with a certification process to en‐sure compete knowledge has been gained. Other companies make the courses available on an as needed basis during the course of a year.

A corporate training support staff either provides instructors and accompanying training materials, or maybe a training department is a permanent feature of the organization. In some cases a casino company would outsource all of its training needs to a local provider, such as a community college or local university and pay the vendor on a per class basis or on per head attendance basis.

There are many training programs that are mandatory in nature. This type of training is most likely required by the casino company’s insurance carrier or perhaps an outside risk manage‐ment specialist. Typically the required training for risk minimization is:

Dram laws, alcohol intoxication awareness Sanitary food handling Food cooking and preparation to eliminate contamination Sanitary kitchen cleaning Safe driving programs Dealing with intoxicated customers Crowd control Surveillance techniques Risk assessment Security and apprehension techniques

Advanced casino firms will also offer on an ongoing basis the availability of executive level education programs, including MBA programs with an affiliated university. These executive pro‐grams are key measures to not only having a better educated executive staff but also represent a critical aid in succession planning.

28

Proposed

Property

Region

PA Team

Regions

Labor

Force

Working

Age

(25‐65)

<12 years

school

HS

Graduate

Bachelors

Degree

Unemploy‐

ment

Unemployment *Rate

Meado

ws

Isle of C

apri

Station Sq

uare

Nem

acolin

Pitts

burg

Fayette

Southw

est

1,263,400

1,327,080

262,559

684,425

259,577

56,4000

4.5%

Mou

nt Airy

Pocono M

anor.

Moh

egan Sun

Pocono

’s

Wilk

es‐

Barre

Northeast

493,700

501,178

123,870

288,146

71,483

25,500

4.8%

Hollywoo

d Crossroad

s Harrisburg

Gettysburg

South Cen‐

tral

704,200

656,483

147,844

342,151

107,491

23,600

3.4%

Presqu

e Isle

Erie

Northwest

350,400

367,481

79,254

219,751

54,038

17,000

4.8%

Trop

ican

a Be

th W

orks

Allentow

n Be

thlehem

Le

high

321,600

300,883

72,007

140,136

55,461

13,500

4.2%

Phila Park

Harrah’s Chester

Su

garH

ouse

Trum

pStreet

Foxw

oods

Pinn

acle

Riverw

alk

Phila

del‐

phia

So

utheast

2,397,800

2,427,634

556,477

1,003,019

512,764

99,200

4.1%

Seven Sp

ring

s So

merset

Southern

Allegh

eny

222,900

268,939

63,877

159,792

26,891

10,500

4.7%

Total

5,754,000

3,153,105

1,305,888

2,837,420

1,087,705

245,700

4.36%

Readiness by TeamPA Region

Source: TeamPA Foundation BRN,, Census 2000

*Source: Local Area Unemployment Statistics provided by CWIA,

29

Training required The following section details our analysis of the types of training needed for various job categories. We have included the classification methods used by the Federal Department of Labor Statistics, Stan‐dard Occupational Classifications (SOC), where they exist. However, many of these existing classifica‐tions do not address the specific gaming industry qualifications that increment to the base skill sets defined by the SOC’s. We begin with an actual projection of the anticipated positions. In this case, our starting point was the projected employment by Trump Street, an applicant for licensure in Philadel‐phia. Spectrum Gaming Group participated in the preparation of that applicant’s economic‐impact analysis.

We then divided the expected variety of job titles into the following categories: Entry Level Semi Skilled Non‐Gaming Semi Skilled Gaming Highly Skilled Non‐Gaming Highly Skilled Gaming

Job Readiness Skills Applicants interested in working in a casino must possess a certain skill set in order to be suc‐

cessful. The customer focus and service orientation of the industry presents a unique set of require‐ments for prospective employees. Requirements for all positions 1. Communication – Most jobs in a casino require customer contact so employees need to be able to communicate effectively with patrons. 2. Appearance – Job applicants appear professional and well groomed. Most casinos have standards that require employees to present a neat and professional appearance. Extreme hairstyles, unnatural hair colors and excessive body piercing is often prohibited. 3. Attendance and Punctuality – Attendance point systems are an industry standard. Employees must maintain consistent attendance and punctuality to avoid progressive disciplinary action that could lead to termination. Point systems are part of most union contracts in the industry. 4. Customer Service Ability – The most important skill for employees in the casino industry is cus‐tomer service ability. Technical skills can be taught, but a bright smile and a friendly attitude are at‐tributes that make a great casino employee. Casinos will often hire a person with these skills and train them on the technical side. Requirements for specialized Gaming Positions

Math Skills – Cashier positions require an understanding of basic math skills. Applicants must only have an elementary level knowledge of mathematics, which enables a broad section of the population to qualify for these positions.

Electronics – One of the most technically challenging positions in the casino is that of Slot Tech‐nician. Slot technicians must have a certification in general electronics. They can be trained on the specific workings of the slot machines in approximately five to six weeks by a quali‐fied industry professional. This training may be completed in‐house.

Casino Accounting – Accounting professionals are typically not trained in the unique aspects of Casino Accounting unless they obtained their degree from one of the few colleges or univer‐sities that have a gaming curriculum. They may be trained in‐house, however, by an experi‐enced gaming professional in approximately 4 to 5 weeks.

30

Entry level: On‐the‐job training or CEU – equivalent is required for these positions, and the likelihood is that the local workforce will fill them. Job specific training for this group typically can be completed in one week or less.

• Clerical positions require basic administrative skills like filing, data input, photocopier usage, tele‐phone skills and other basic administrative skills. High school graduates typically posses the skills necessary to become immediately proficient in these positions. Job Specific training will include office policies and procedures and an introduction to office equipment like telephones, copiers, and computers.

• Cashiering Positions require a basic understanding of cash handling and customer service ability. The level of cash handling knowledge that is needed to be proficient in this position is elementary. Job specific training will include company policies and procedures and basic operation of the cash register.

• Food and Beverage servers will require basic customer service skills. On the job training will in‐clude training by the supervisor on customer service standards, procedures for placing orders in the kitchen, delivering food to the tables and presenting a check to the patron. If a point of sale system is used, the supervisor will train the employee on using the system.

• Porters will require a minimal amount of on the job training. Porters transport supplies to and from the storerooms and perform cleaning procedures. This training can be completed on the job by the su‐pervisor of the department.

31

Entry Level Positions

*SOC where available Source: Spectrum proprietary Survey Data

Entry level SOC* Potential FTEs per typical casino

Administrative Asst 43‐6010 9.0 PBX Operator 8.4 Clerical 1.0 Secretary 43‐6010 3.0 Lead Office Services Clerk 43‐4171 1.0 Office Services Clerk 43‐4171 1.0 Receptionist 43‐4171 1.0 Guest Services Representative 17.0 Marketing Secretary 1.0 Parking Clerk Cashier 43‐6010 6.3 Coatroom Attendant 9.0 Total Clerical 57.7 Food Runner/Storage 35‐0000 3.6 Carver 35‐2021 4.5 Line Server 35‐0000 13.5 Liquor Attendant/Storeroom 35‐0000 3.6 Bar porter 35‐0000 8.1 Bartender 35‐3011 20.0 Cocktail Server 35‐3000 41.0 Dining Area Attendant 35‐3000 6.3 F & B Cashier 35‐0000 9.5 Food Server 35‐0000 16.0 Buffet Food Server 35‐0000 16.0 Host/Hostess 35‐9031 12.0 Bus Person 35‐0000 7.5 Total Food 161.6 Retail Sales Representatives 41‐0000 4.5 Total Retail 4.5 Senior Porter 3.6 Porter 81.0 Heavy Porter 1.0 K. U. Porter 15.3 Spec. Utility Porter 4.5 Total Porters 105.4 Auto Valet Attendant 39‐6030 7.2 Total Auto 7.2 Total 336.4

32

Semi‐skilled Non‐Gaming: These positions require either general experience in a service related business or a manager or super‐visor with general service experience may complete in house training. It is likely that the local work‐force will fill these positions. A labor pool of workers with non‐gaming related hotel or restaurant ex‐perience would exist in most areas where gaming is proposed. Additionally, unskilled workers for this group can typically be trained in one to two weeks. • Supervisory Positions in this classification will require previous on the job experience or special‐ized training. For example a person with experience as a food server and demonstrated leadership ability could be placed into the position of restaurant supervisor. College graduates with a degree in Hospitality Management are qualified to begin in the workforce as an entry‐level supervisor in a food and beverage or hotel management position.

• Specialized food and beverage positions like cook, sous chef and relief cook require training in food preparation either from a vocation school, community college or culinary arts institute. Special‐ized on the job training will include instruction on equipment used at the property, policies and proce‐dures, and menu training.

• Trades Positions like kitchen mechanic, carpet mechanic, life safety monitors will require special‐ized training from a trade school or vocational school. On the job training will include property spe‐cific equipment and policies and procedures.

• Semi Skilled Administrative Positions will require more advanced office skills like computer usage or accounting procedures. These skills may have been acquired on the job through progressive work experience, advancing from entry level clerk to more specialized administrative positions. Ad‐ditionally specialized training in accounting or business may be obtained from business schools or community colleges.

33


Semi‐skilled Non Gaming SOC* Potential FTEs per typical casino

Database Marketing Rep 41‐3000 2.7

Total Sales 2.7

Special Events Representative 1.0

Retail Operations Supervisor 11‐2022 2.7

Total Administrative 3.7

Sous Chef 35‐1011 3.6

Relief Cook 35‐1011 1.8

Cook 35‐1011 16.2

Pantry Person 35‐2021 3.6

Executive Steward 35‐0000 1.0

Steward Supervisor 35‐0000 3.6

Beverage Shift Supervisor 35‐0000 3.6

Restaurant Asst Mgr 11‐9051 3.6

Restaurant Supervisor 11‐9051 5.4

Total Food 42.4

Shuttle Bus Driver 53‐0000 0.0

Parking Manager 39‐6032 1.0

Parking Supervisor 39‐6032 5.4

Valet Attendant 39‐6030 31.5

Total Transportation 37.9

Kitchen Mechanics 49‐0000 3.6

Painters 51‐9120 3.6

Carpet Mechanics 49‐0000 1.8

Carpenters 47‐2031 4.5

Groundskeepers 37‐3010 7.2

Environmental Services Supervisor 9.0

Life Safety Monitor 13.5

Total Trades 43.2

Ticket Issuer 43‐3000 5.4

Senior Payroll Representative 13‐2000 1.0

Accounts Payable Representatives 13‐2000 1.0

Administrative Assistant 13‐2000 1.0

Staffing Representatives 13‐2000 1.0

Total Administrative 9.4

Total 139.3

Semi‐Skilled Non‐Gaming Positions

34

Semi Skilled Gaming: These positions require a slightly higher level of training than the non‐gaming positions. These posi‐tions may be filled from the local labor pool but an experienced Gaming Professional must complete training. Training for this group can typically be completed in one to two weeks. Only basic math skills are required for most gaming positions in this classification. Individuals with an understanding of mathematics at an elementary level will qualify for these jobs. Cashiering positions in this classification will need a higher level of aptitude for understanding more

complex cashiering transactions. Basic cash handling skills and elementary math skills will be needed as in the non‐gaming cashier positions but the gaming cashiers will also need to be trained in gaming regulations and controls such as cash transaction reporting requirements. A supervisor who is experienced in gaming transactions can complete this training. Basic customer service skills will be needed in this position.

Count Room employees will need basic cash handling skills but must be trained in gaming control

regulations and requirements. This training can be completed in house by an experienced super‐visor. This position does not interact with customers so customer service skills are not required.

Security Officers will need basic customer service skills and specific on the job training for gaming

related security such as cash control, underage gambling prevention and life safety security. A trained gaming professional must complete this training with previous security experience in a gaming environment.

35

Semi Skilled Gaming Positions


Semi‐skilled Gaming SOC* Potential FTEs per typical casino

Slot Attendant 39‐3010 65.0 Total Slot Attendants 65.0 Slot Attendant Supervisor 11‐9071 15.0 Slot Cashier Shift Mgr 11‐9071 4.5 Slot Cashier Shift Supervisor 11‐9071 12.0 Slot Cashiers 11‐9071 45.0 Total Slot Supervision 76.5 Marketing Ops Shift Supervisor 11‐2020 3.6 Total Marketing Supervision Marketing Operation Asst Manager

3.6 1.0

Surveillance Supervisor 33‐9031 3.6 Security Shift Manager 39‐1011 5.4 Income Control Mgr 39‐1011 1.0 Security Supervisor 39‐1011 14.4 Security Officer 39‐1011 75.0 Surveillance Personnel 33‐9021 8.1 Total Surveillance 107.5 Master Bank Cashiers 43‐3000 10.8 Impressments Attendants 43‐3000 4.0 Count Room Attendant 11.7 Mgr Of Count Room Ops 43‐3000 1.0 Count Room Supervisor 11‐3031 2.7 Income Control Supervisor 11‐3031 1.8 Income Control Representatives 11‐3031 8.1 Total Financial 40.1 Total 292.7

36

Highly Skilled Non‐Gaming: These positions require more advanced training and/or experience. The likelihood is greater that these openings will attract more workers from outside the local area however many of them may be filled with local residents experienced in Hotel and Restaurant Management. • Management positions in the highly skilled classification need to have extensive experience or education in the area they are managing. These positions will be the ones responsible for training and monitoring entry level and semi skilled employees. Typically 3 to 5 years of experience is required in the area of expertise along with supervisory experience. Less experience may be required if the candi‐date has a bachelors degree or higher but some work experience will be necessary to effectively per‐form the management jobs.

• Professional positions like Accounting, Financial Analysis and Information Technology will re‐quire advanced education and some previous work experience. A bachelor’s degree in Accounting, Finance or Information Technology will be required for these positions.

• Human Resource Professionals in this category will require advanced education including a bachelors degree or above or extensive work experience in the field of Human Resource Management.

• Trades employees in this category need advanced training and certification in HVAC, Plumbing, and Electrical etc.

37

Highly skilled, Non Gaming: advanced training/experience

SOC* Potential FTEs per typical casino

CCTV Technician 49‐0000 4.0 Equipment Mechanic 49‐0000 4.5 Marketing Operation Manager 11‐2021 1.0 Database/ Analysis Manager 11‐2021 1.0 Special Events Manager 11‐2021 1.0 Player Development/Host Staff 11‐2021 5.0 Manager Of Uniforms 39‐3010 1.0 Total Para‐professional 6.0 Executive Chef 35‐1011 1.0 Outlet Chef 35‐1011 1.0 Beverage Mgr 11‐0000 1.0 Restaurant Mgr 11‐0000 1.0 Total Food 4.0 Retail Operations Mgr 11‐0000 1.0 Advertising/ Event Supervisor 11‐0000 1.0 Manager Of Facilities 11‐0000 1.0 Facilities Shift Manager 11‐0000 4.5 Manager Of Public Areas 11‐0000 1.0 Total Management 8.5 Director Of Finance 11‐3031 1.0 Controller 1.0 Payroll Supervisor 11‐3031 1.0 Accounts Payable Supervisor 11‐3031 1.0 Financial Accounting Mgr 11‐3031 1.0 Senior Accountant 43‐3031 1.0 Staff Accountant 43‐3031 1.0 Senior Financial Analyst 13‐2051 1.0 Staff Financial Analyst 13‐2051 1.0 Risk Management Supervisor 1.0 Internal Audit Mgr 43‐3031 1.0 Staff Auditor 43‐3031 1.0 Total Financial 12.0 Info Tech Shift Supervisor 11‐3021 2.7 System Manager 11‐3021 1.0 Director of F&B 11‐3021 1.0 Sr. Application Support Specialist 15‐1041 1.0 Sr Programmer/Analyst 15‐1051 1.0 Sr Computer Technician 17‐2061 2.7 Computer Technician 17‐2061 2.7 Total Technical IT Support 12.1

Highly Skilled Non Gaming advanced training/experience

38

Materials Management Manager 11‐3061 1.0 Purchasing Agent 13‐1023 1.0 Director Of Community Affairs 11‐0000 1.0 Receiving/ Distribution Attendant 13‐1023 1.8 Director Of Operations 11‐0000 1.0 Total Miscellaneous Management 5.8 Human Resources Director 11‐3040 1.0 Employee/ Labor Relations Mgr 11‐3040 1.0 Benefit/ Compensation Mgr 11‐3040 1.0 Benefit/ Compensation Specialist 43‐4161 1.8 Benefit/ Compensation Rep 43‐4161 1.0 Staffing/Training Mgr 11‐3040 1.0 Staffing/Training Specialist 13‐1070 1.8 Total Human Resources 8.6 HVAC Refrigeration Mechanic 49‐0000 6.3 Electricians 49‐2094 6.3 Upholstery Shop 51‐6093 2.0 Plumbers 47‐2152 5.4 Equipment Mechanic 49‐0000 1.0 CCTV Technician 49‐0000 1.8 Seamstress/Seamstress 51‐6051 2.7 Total Trades 25.5 Total 82.5

Highly skilled, Non Gaming: advanced training/experience

SOC*

Potential FTEs per typical casino


Highly Skilled Non Gaming advanced training/experience

39

Highly Skilled Gaming: These positions require some material experience at high levels within highly specialized areas of the gaming industry. Individuals from outside the local area in the short run will likely fill them. In the long run however employees with ability and aptitude may be trained to rise into these positions. • Slot Technical Positions in this classification will require extensive training in electronics and specialized training and experience in slot machine technology. These positions will be training lower level slot employees and they will be responsible for installing, repairing, and maintaining slot ma‐chines in the casino.

Department Directors in this category must have extensive experience and education to perform these high level positions. Typically 5 – 10 years of experience in the designated field is required be‐fore qualifying for a director level position. Highly Skilled Gaming Related


Highly Skilled Gaming Related SOC* Potential FTEs per

typical casino Dir Of Slot Operations 11‐9071 1.0 Slot Operations Shift Mgr 11‐9071 4.5 Slot Tech Supervisor 11‐9071 6.0 Slot Technician 35.0 Slot Cashier Operation Mgr 11‐9071 1.0 Total Slots 47.50 Admin Office / Analyst 11‐9071 2.0 Total Admin 2.0 Director Of Marketing 11‐0000 1.0 Marketing Planning Mgr 11‐9071 1.0 Player Development Host Staff 11‐0000 5.0 Advertising Manager 11‐2011 1.0 Director Of Security 33‐9031 1.0 Surveillance Manager 33‐9031 1.0 Director Of Information Technology 11‐3021 1.0 General Manager 11‐0000 1.0 Total Gaming Management 16.0 Total 63.5

40

The following chart shows the breakdown as a percentage of expected positions for a typical casino in Pennsylvania:

The TrumpStreet report filed with the Pennsylvania Gaming Control Board notes that a significant percentage of “job openings are entry level, which means they can be easily filled by the local work‐force. With a reasonable level of training, the local workforce could fill most of the semi‐skilled gam‐ing and non‐gaming jobs, and many of the highly skilled Non‐Gaming positions. The only category where individuals outside the local area will fill most positions is in the Highly Skilled Gaming Cate‐gory. This means effectively that a well planned partnership between management and local commu‐nity programs designed to prepare the local work force can fill nearly 94 percent of the available open‐ings, and take home more than 74 percent of the total compensation.”

Breakdown as a Percent of Total Positions

37%

15%

33%

9%6%

Entry Level Semi-skilled, Non-Gaming Semi-Skilled Gaming Highly Skilled Non-GamingHighly Skilled Gaming

41

Positions Level

Skill Achievement Training Duration

Credential Required

FTE Industry Aver‐

age

% Base FTE Employ‐

ment

Entry Le

vel

Less tha

n 1 mon

th OJT

Non‐G

aming License

H.S. D

iploma/ GED

336.4

37%

Semi‐skilled no

n‐gaming

Less th

an 1 year O

JT

Non‐G

aming License

H.S. D

iploma/ GED

139.3

15%

Semi‐S

killed Gam

ing

Majority

: Less than 1 m

onth OJT

Gam

ing License

H.S. D

iploma/ GED

Relevant W

ork Ex

peri‐

ence

292.7

33%

Slot Attendants: 1‐2 years Post S

econ

dary

Vocationa

l Training

Highly Sk

illed non‐

Gam

ing

Majority: G

reater th

an 1 year O

JT

Non‐G

aming License

(non‐M

gmt O

ccs)

Gam

ing License (M

gmt

Occs)

H.S. D

iploma/ GED

Professional Occupa‐

tions: B

.S. D

egree

Relevant W

ork Ex

peri‐

ence

82.5

9%

Professional: 4+ years Po

st Secon

dary

Highly Sk

illed Gam

ing

Majority: 1 m

onth OJT to 2 years Post S

ec‐

onda

ry Vocationa

l Training

Gam

ing License

H.S. D

iploma/ GED

Professional Occupa‐

tions: B

.S. D

egree

Relevant W

ork Ex

peri‐

ence

63.5

6%

Professional: 4+ years Po

st Secon

dary

OJT= On‐the‐Job Training

Based on Bureau of Labor Statistics Occupational Training Requirements, CWIA

Anticipated Training by Skill Profile

42

Turnover Company turnover in a casino hotel typically runs between 25 and 30 percent. This can vary

significantly by department, by casino, by state and by company. The factors that can potentially impact turnover are wide‐ranging, and might include:

The number of employees covered by collective bargaining agreements All other things being equal, higher levels of turnover can be expected in the entry level and

non‐union positions. Union employees with higher seniority enjoy more privileges with scheduling and outlet assignment so they tend to remain at one employer longer to maximize their seniority.

Opportunities elsewhere

Turnover will likely be higher in regions where job opportunities are more plentiful, particu‐larly when such opportunities are either entry level or require similar skills. For example, turnover in the casino industry would likely be higher in markets such as Atlantic City or Las Vegas than it would at casinos in Pennsylvania because turnover at other properties creates new employment opportuni‐ties that can be filled by people who do not have to relocate or acquire new skills. Effectively this means that turnover can sometimes fuel itself.

We expect that turnover in the casino industry would be higher in urban areas such as Phila‐delphia ‐‐ which will have multiple properties near each other (two in the city and at least two in the immediate surrounding areas). Philadelphia and Pittsburgh also have relatively large lodging and hospitality industries, which would compete with employees offering similar skill sets and experience.

Career opportunities

Unlike many other industries that offer entry‐level job openings, the casino industry is more likely to offer career opportunities even for entry‐level positions. Anecdotally, the industry abounds with tales of executives who started in various low‐skilled positions, from administrative assistants to bus greeters, to butlers and food‐and‐beverage staffers.

These opportunities stem from two attributes found in many gaming operations: • Casinos tend to be dynamic employers, with new employment opportunities arising at various

levels. Operators are often willing to fill such positions from within once they have identified em‐ployees that possess requisite attributes, such as a friendly attitude and a willingness to learn.

• Increasingly, casinos tend to be parts of large public or private companies that have sister proper‐

ties in other markets. As a result, such companies often advertise job openings in‐house. Addition‐ally, these companies are more likely to be viewed as employers of choice since they are more likely to offer benefits, as well as career opportunities. Both of these attributes would likely lower turnover rates in operations that fit these patterns.

43

Projecting turnover We started by looking for available data at other properties. Such data is not public, and we

have relied on our own experience and on contacts within the industry. The following table shows actual turnover rates for an Atlantic City casino over the past three years:

Source: Turnover statistics from one Atlantic City Casino

The above table shows that turnover can vary greatly by position and by situations that may occur within a specific company. While turnover is relatively low and very consistent for public areas and casino dealers, it is significantly higher and more volatile for security cashiering and marketing reps. It can also vary by year. In 2003 it is clear that something significant may have happened in this particular casino to cause an excessively high period of turnover.

We then developed averages for the property, and examined this data by looking at both

three‐year and two‐year averages, in part to eliminate any anomalies that might have distorted the data from 2003.

Turnover By Position 2003 2004 2005 Overall company 33% 22% 24% Casino Cashier NA 38% 44% Hotel Cashier NA 65% 65% Marketing Reps 310% 57% 66% Front Desk 66% NA 48% Housekeepers 38% 32% 65% Public Areas 19% 19% 18% Kitchen Utility 29% 23% 14% Security 156% 45% 47% Slot Attendants 144% 14% 20% Marketing Services Coordinator 77% 50% 45% Valet Parking Attendants 144% 38% 38%

44

We then applied ranges to these averages, assuming that casino operations in Pennsylvania

will likely fall within the range of 5 percent above or below these averages. We used the following methods: adding and subtracting 5 percent from both the two‐year and three‐year averages. The following table details the results:

Turnover By Position Average, three years Average, two years

Overall company 26% 23%

Casino Cashier 41% 41%

Hotel Cashier 65% 65%

Marketing Reps 144% 62%

Front Desk 57% 48%

Housekeepers 45% 49%

Public Areas 19% 19%

Kitchen Utility 22% 19%

Security 83% 46%

Slot Attendants 59% 17%

Marketing Services Coordinator 57% 48%

Valet Parking Attendants 73% 38%

Potential Turnover By Position

Low estimate, three‐year method

High esti‐mate, three‐year method

Low estimate, two‐year method

High esti‐mate, two‐year method

Overall company 21% 31% 18% 28%

Casino Cashier 36% 46% 36% 46%

Hotel Cashier 60% 70% 60% 70%

Marketing Reps 139% 149% 57% 67%

Front Desk 0.52 62% 0.43 53%

Housekeepers 40% 50% 44% 54%

Public Areas 14% 24% 14% 24%

Kitchen Utility 17% 27% 14% 24%

Security 78% 88% 41% 51%

Slot Attendants 54% 64% 12% 22% Marketing Services Co‐ordinator 52% 62% 43% 53% Valet Parking Atten‐dants 68% 78% 33% 43%

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Indirect, induced employment The industry will create both an “indirect” and an “induced” effect on employment. The indi‐

rect jobs will comprise those resulting from goods and services purchased by the casino hotels in areas that range from construction to regulation to the supply of food products, linen services, etc. The “induced” effect refers to the impact on employment generated by the spending of casino employees.

That spending creates various employment needs, ranging from home construction to sales‐people at retail stores to teachers and civil servants to meet the demands of a growing population base.

A 1996 study by Arthur Andersen for the American Gaming Association noted that, while the industry employs 300,000 individuals in the United States with an annual payroll of $10 billion, “Approximately 400,000 indirect jobs and $12.5 billion in wages are supported by casino gaming in‐dustry spending.”

Rutgers University applied a multiplier of 1.66 to the casinos in Atlantic City, but that focused on a wider region than a single county. So, we are using a relatively conservative estimate that, for every position created by the gaming industry, an additional 0.5 jobs will be created in other indus‐tries in and around a gaming operation in Pennsylvania. This implies a multiplier effect of 1.5. Such a ratio is supported by methodologies used in similar surveys. A 2003 report issued by the Rhode Island Secretary of State notes: “The multiplier effect of any new casino, as with the substitution effect will depend on the type and placement of the casino. (Adam Rose & Associates) notes that the economic backdrop ‘is the same whether a casino or a new auto parts plant is placed in its midst …’ “Describing the number of times a dollar of initial investment moves through the local or regional economy: ‘There are some rules of thumb on multiplier effects: small cities or groups of rural counties are not likely to have multipliers exceeding 1.5, medium‐sized to large cities multipliers would not exceed 2.0 and very large cit‐ies or state multipliers would not exceed 2.5.”

“Economic Impacts of Casino Gaming in the United States,” Arthur Andersen, December 1996, p. 40. “The Future Impact of Gaming on Atlantic City: 2003 – 2008”, Rutgers School of Business, Camden, April 2003, p. 8.

The U.S. Department of Commerce, which developed the Regional Input‐Output Modeling System (RIMS II), generally offers an employment multiplier of 2.17 for the industry category that includes casinos. In relatively rural areas, that number declines significantly. The following table shows multiplier in gaming markets in Lou‐isiana. Source: University of New Orleans

State Planning District Multiplier Lake Charles 1.63 New Orleans 1.31 Shreveport 1.75 Baton Rouge 1.23 Lafayette/Houma 1.02 Alexandria 1.38

46

The following table relies on RIMS II estimates for tribal gaming in Wisconsin.

Source: Evans Carroll & Associates

An Omaha study, relying on a different methodology known as IMPLAN, assumes an em‐ployment multiplier of 1.819.

No methodology or estimate by itself can claim perfection. However, we feel comfortable –

after examining several methodologies and estimates in various geographic areas – that a multiplier effect of 1.5 is reasonable for a casino operation in Pennsylvania.

Based on that, we can project that 7,500 indirect and induced jobs will be created in the Com‐

monwealth in other industries as a result of casinos. These jobs will extend over a broad range of in‐dustries, reflective in part of the varied purchasing requirements of the casino industry.

Total direct, indirect increase in employment from Indian gaming industry in Wisconsin Direct Multiplier Total

Number of workers employed at casinos 7,843 1.40 10,980 Number of workers employed at ancillary facilities 1,905 1.41 2,686

Total 9,748 1.402 13,666

“The Economic Impact of Casino Gambling in Louisiana, University of New Orleans, February 1999. “The Economic Impact of the Indian Gaming Industry in Wisconsin and Potential Impact of Modified Compact Terms,” By Michael K. Evans, Ph. D., Evans, Carroll & Associates. March 2002. “The Economic Impact of An Omaha, Nebraska Casino,” by Ernest Goss, Ph.D., August 12, 2002.

47

The WEFA Group published a study in 1994 that showed, at the time, how the casino industry divides up its non‐gaming purchases based on each $100 million in annual gaming revenue. The fol‐lowing table lists the top 14 major areas:

Source: WEFA Group

Purchases by casino per $100 million in gaming revenue ($ in thousands)

Purchases No. Of jobs Real estate $ 8,144 15 Other business services $ 2,184 52 Advertising $ 1,900 21 Construction maintenance $ 1,263 18 Electric utilities $ 1,140 2 Landscaping services $ 961 32 Plastics manufacturing $ 883 6 Wholesale trade $ 840 11 Equipment repair services $ 787 16 Banking $ 774 10 Food and beverage services $ 656 23 Management consulting services $ 650 9 Legal services $ 611 6 Telecommunications $ 488 4 Total $ 21,281 225

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Educational institutions providing Certificate, 2 Year and 4 Year Degree Programs within identified TeamPA Regions Colleges and Universities near existing casino locations have developed degree programs in Gaming Management in response to the needs of the industry. See the attached list. It is clear that these institutions grew with the expansion of casino gaming in each area. The University of Nevada Las Vegas is the oldest and most respected institution in the country offering a gaming curriculum. It has grown and expanded as gaming grew and expanded in Las Vegas. For instance, UNLV offers a Bachelor of Science in Gaming Management that includes 21 credits of gaming management classes. Gaming Management programs have also been developed in colleges and universities that are in close proximity to gaming jurisdictions. For example University of Tulane in Louisiana, Uni‐versity of Southern Mississippi, Michigan State University, Morrisville State College in New York, San Diego State University, and Niagara County Community College all offer concentrations in Gaming Management. All are in close proximity to gaming jurisdictions. The following is a sum‐mary of degree programs and gaming certifications:

Source: College Board

Additionally, various community colleges have developed non‐credit programs to benefit casino employees and serve the industry. For example Atlantic Cape Community College, Niagara County Community college, Ohio Gaming College, and Morrisville State College all offer training for Casino Dealers. Richard Stockton College of New Jersey offers certification in Gaming Manage‐ment. Atlantic Cape Community College offers English as a second language to assist employees in improving their communication skills.

Bachelor of Science in Gaming Management University of Nevada Las Vegas Bachelor of Science Business Administration with a concentration in Gaming Management.

University of Southern Mississippi

Bachelor of Science in Hospitality with a concen‐tration in Gaming Management

Michigan State University University Massachusetts Amherst University of Houston Drexel University (in development) Widener (only 3 credits of gaming management) Cornell (only 2 credits of gaming management)

Associate Degree in Business Administration with a Concentration in Gaming Management

University College of Tulane

Associate Degree in Hospitality with a concen‐tration in Gaming Management

Virginia College at Jackson Mississippi Gibbs College, Cranston RI Morrisville State College, NY (SUNY) Niagara County Community College University Nevada Reno

Professional Certification

University Wisconsin‐Stout San Diego State University Richard Stockton College of New Jersey

49

It is important that colleges and universities in the Commonwealth of Pennsylvania begin to prepare to serve the industry as their counterparts have already done in other states. Drexel Univer‐sity is developing a Gaming Concentration in the School of Hospitality. Students graduating from this program will have a BS in Hospitality with a concentration in Gaming Management. Other universi‐ties and community colleges in the state should begin planning similar programs to meet the needs of the industry in other parts of Pennsylvania. The following table shows the colleges and universities that are located in proximity to the proposed gaming locations.

50

TeamPA Region Potential casino Colleges or universities

Southeast Foxwoods Philadelphia Pinnacle Entertainment Riverwalk SugarHouse Trump Street Harrah’s Chester Philadelphia Park

Chestnut Hill College Cheney University Community College of Philadelphia Curtis Institute of Music Drexel University LaSalle University Moore College of Art and Design Pierce College Pennsylvania Academy of Fine Arts St. Joseph’s University Temple University University of Pennsylvania West Chester University

Southwest Isle of Capri Harrah’s Station Square Majestic Star Seven Springs Resort Nemacolin Woodlands The Meadows

California University Carlow University Carnegie Mellon University Chatham College Clarion University Community College of Allegheny Community College of Beaver County Duquesne University Indiana University LaRoche College Penn State – multiple locations Point Park University Robert Morris University Slippery Rock University University of Pittsburgh Westmoreland Community College

Northeast Mohegan Sun at Pocono Downs Mount Airy Pocono Manor

Bloomsburg University Bucknell University College of Misericordia Kings College Lackawanna College Lehigh Carbon Community College Lycoming College Luzerne Community College Marywood University Penn State Luzerne University of Scranton Wilkes University

51

South Central Hollywood Casino Crossroads Gaming

Central Penn Dickinson Elizabethtown Harrisburg Area Community College Lebanon Valley Messiah Penn State Harrisburg Penn State York Susquehanna Thompson Institute York College York Tech

Northwest Presque Isle Downs Allegheny College Behrend College Edinboro University Gannon University Mercyhurst College Penn State ‐ Erie

Lehigh Valley Lehigh Valley Tropicana Sands

Cedar Crest College Delaware Valley College DeSales University East Stroudsburg College Kutztown University Lafayette College Lehigh Carbon Community College Montgomery County Community College Muhlenberg College Northampton Community College Penn State Lehigh Valley Ursinus College

TeamPA Region Potential casino Colleges or universities

52

Phasing of Training Needs Phase I Racinos

As the above timeline indicates the first facilities in the state could open as early as the Fourth Quarter of 2006 under the best‐case scenario. Fortunately, the first facilities to open will be racinos, which already have a semi skilled workforce in place. This workforce can help to ease the transition from a racetrack to a racino and help to facilitate the training of semi skilled casino workers. For exam‐ple, the skills needed for a race book writer are similar to the skills needed for a casino cashier. These experienced employees will help to offset the learning curve of the newly hired employees. Addition‐ally, security guards, and surveillance employees already experienced in the security of a betting facil‐ity will be available from the racetracks.

In‐house training could be done through the use of consultants, experienced managers or

supervisors temporarily brought in from an existing property, or experienced managers and directors that are hired by the licensee prior to opening.

The entry‐level workforce could be hired from the local communities. Semi‐skilled non‐gaming and highly skilled non‐gaming employees may also be hired from

the local workforce and from the local colleges and universities with existing Culinary Arts and Hotel Management programs.

The biggest challenge for Phase I will be in acquiring enough experienced slot technicians

from within the state of Pennsylvania. A portion of the slot technicians may be hired from the local labor pool however they will need a certification in general electronics. These employees will need to be trained in slot machine repair and maintenance. An experienced gaming professional may com‐plete this training but it will take approximately four to six weeks.

Phase II:

* Based on applications submitted

The following locations will open in 2007* Philadelphia

Poconos

Seven Springs

Pittsburgh

53

The timing of Phase II provides more opportunity for improving training of Pennsylvania residents for semi skilled jobs. Most openings will be 2nd Quarter or later in 2007. This will enable local colleges and community colleges to provide specialized training in semi skilled gaming jobs and above. Local community colleges could hire trained casino professionals in a partnership with licen‐sees to offer courses for the general public. This would result in efficiencies in training since some lo‐cations will have more than one casino in the area. In Philadelphia for example, two casinos will be open around the same time. A local college or university could assist in the training to facilitate these efficiencies.

Phase III:

* Based on applications submitted ** Approved

The timing of phase III provides the best opportunity for advanced training. By 2008, local colleges and universities should have Gaming Education in place for higher‐level degrees and certifi‐cates. This will enable higher level, manager positions to be filled from within the local communities. Also, as the phase I casinos mature, more experienced managers and supervisors will be able to trans‐fer to the newly opening companies. This will make best use of Pennsylvania residents because it will enable the first residents that were hired in phase I who now have two years of experience, to move into higher level jobs. This will create vacancies in the higher‐level positions in the Phase I and II casi‐nos and racinos. These vacant positions would become promotional opportunities for the residents who are occupying the lower‐level semi‐skilled and entry‐level positions. This is the natural progres‐sion of experienced workers that leads to more promotions for all.

The timing of Phase II will also allow more time for local residents to obtain training in elec‐tronics to qualify for the Slot Technician positions.

The following locations will open in 2008* Allentown

Pittsburgh

Philadelphia

Grantville Harrisburg **

Cross Roads –Gettysburg

54

Institution Degree School

Gaming Credits Credit Courses

Intro to Casino

Casino I

Casino II

Gaming Law

Casino Acct.

Casino Marketing

Gaming Tech Other

In‐tern‐ship

Drexel University (Proposed)

BS Hospitality, Minor Business Administra‐tion, Concentration Gaming/Resort Man‐agement Hospitality 15 * * * * Resort Mgt

UNLV BS Gaming Manage‐ment

Hotel Ad‐ministration 21 * * * * * * *

University College of Tulane

Associate Degree, Mi‐nor Casino Resort Man‐agement, Post Baccalau‐reate Certificate Business 18 * * * *

Gaming and Society *

University Southern Mississippi

BS Business Admini‐stration Casino/Resort Emphasis Business 18 * * * * * Resort Mgt

Michigan State BS Hospitality Business Hosp/Business 9 * * *

University of Houston BS Hospitality, Gaming Concentration *

Gaming Ops NJ, Gaming Ops NV, Current Issues

University Massachu‐setts Amherst

BS Hospitality Tourism, Major Casino Manage‐ment Hospitality 9 * *

Gaming products protection and probabil‐ity

Cornell BS Hospitality Hospitality 2 * Widener BS Hospitality Hospitality 3 *

Appendix I: Degree programs in gaming, related fields

Source: CollegeBoard.com

55

Virginia College at Jackson (Mississippi)

Occupational Associ‐ate Degree Casino Resort Management

Casino Resort Management 40 * * * *

Slot Ops, Psychology, Credit *

Gibbs College (Cranston, RI)

Associate Business, Casino Concentration Business N/a

Sullivan County Community College

Associate Degree Club Management Hospitality

Courses not Listed

Morrisville State College (SUNY)

Associate Degree Gaming and Casino Management Hospitality 15 * * *

Security and Casino De‐sign

University Ne‐vada Reno

Professional Certifi‐cate (Non‐Credit)

Gaming Management

University Wis‐consin‐Stout

Professional Develop‐ment Certificate

Human De‐velopment 12 * *

Psych/Soc, and Casino Tourism

San Diego State University

Professional Certifi‐cate

Extended Studies 15 * * * *

Security/ Surveillance

Niagara County Community College

Associate in Applied Science

Business/Hospitality 12 * * * *

Institution Degree School

Gaming Credits Credit Courses

Intro to Casino

Casino I

Casino II

Gaming Law

Casino Acct.

Casino Marketing

Gaming Tech Other

In‐tern‐ship

Appendix I: Degree programs in gaming, related fields


56

Appendix II: Non‐degree programs Institution Non‐Credit Courses Dealer School Class I Class II


Atlantic Cape Community College (NJ) BJ, Baccarat, Craps, Pai Gow, Poker, Roulette, Surveillance Tech, Slot Tech

Niagara County Community College Black Jack I, II and Poker

Ohio Gaming College BJ, Craps, Roulette, Poker, Baccarat, Pai Gow

Morrisville State College (SUNY) BJ, Craps, Roulette, Poker, Baccarat, Pai Gow, Mini Bac, Caribbean Stud

Stockton SIGMA ‐ Stockton Institute Gaming Manage‐ment

Casino Dealer College ‐ San Francisco, San Jose, LA, Sacramento, Phoenix AZ (Not a Col‐lege or University)

Various Dealer Training Schools in Las Vegas, (Not a College or University) All Games

58

Contributors:

Michael Pollock, Managing Director Spectrum Gaming Michael Pollock began analyzing the casino industry in New Jersey at its inception in 1978. He leads

all economic studies conducted by Spectrum, and he played an integral role in all of the studies cited above. Pollock served as spokesman for the New Jersey Casino Control Commission from 1991 through 1996. During this period of rapid deregulation, Pollockʹs charge was to maintain public confidence in the integrity of the regulatory system. He is the author of the award‐winning book, Hostage to Fortune: Atlantic City and Casino Gambling, pub‐lished by the Center for Analysis of Public Issues in Princeton. This book, which is presently being updated, examines the impact of casinos on Atlantic City and New Jersey. Pollock publishes Gaming Industry Observer, a nationally recognized, award‐winning newsletter that focuses on trends that impact the gaming industry. Pollock founded and is a producer of the prestig‐ious East Coast Gaming Congress, held each spring in Atlantic City, and the Gaming and Technology Conference, held each fall, as well as the Pennsylvania Gaming Congress and the Florida Gaming Summit. He has testified on regulatory issues before the U.S. Senate Select Committee on Indian Gaming, and has been a featured speaker at the Congressional Gaming Caucus, a group of U.S. House of Represen‐tatives members from gaming jurisdictions. He has also testified numerous times before New Jersey legislative committees on gaming matters. Pollock has won 20 journalism awards, and is the former editorial page editor of The Press of Atlantic City. Pollock is listed in ʺWhoʹs Who in Americaʺ and ʺWhoʹs Who in the World,” and is often cited by national media outlets, including the New York Times, the Star‐Ledger, BBC, ABC News and National Public Radio. He has earned his MBA, with high honors, from Rutgers University, and is a member of the adjunct faculty of both Rutgers University and Richard Stockton College. Joseph S. Weinert is Vice President of Spectrum Gaming Group, a full‐service international gaming consultancy based in Northfield, N.J., and Managing Editor of its acclaimed newsletter, the Gaming Industry Observer. He assists in the research and preparation of Spectrum’s economic studies; prepares the Observer’s premium client reports including the monthly Northeast Slot Report©; and produces or co‐produces the East Coast Gaming Congress, Florida Gaming Summit and Pennsylvania Gaming Congress. Weinert previously served as lead casino‐industry reporter for The Press of Atlantic City, where he worked for 18 years, and his work has appeared in numerous gaming‐related publications. He is a frequent speaker at industry conferences and is regularly quoted in regional and national me‐dia.

59

Jane Bokunewicz Jane Bokunewicz is a full time faculty member at Drexel University. She is currently developing a concentration in Gaming and Resort Management that will be offered to Hospitality students. Drexel is one of the first Universities in Pennsylvania to offer Casino Gaming Education. Jane enjoyed a 22 year career in the Atlantic City Casino Industry. Upon graduating from Indiana University of Pennsylvania with a BS in Business Administration, she began her career as an Informa‐tion Technology Professional at Playboy Casino. She later joined the Tropicana and became the Direc‐tor of Management Information Systems. After earning an MBA from Monmouth College, Jane was promoted to Vice President of Administration. She has worked as a Vice President at the Tropicana for 12 yeas until she joined Drexel University in 2006. Jane oversaw the departments of Human Resources, Facilities Management, Security, Purchasing and Capital Renovation Projects. She was part of the executive team that opened The Quarter, an upscale Dining, Entertainment, and Retail complex that helped to transform Atlantic City from a Day Trip Slot Market, to a hip destination resort with first class restaurants and non‐gaming attractions. Jane is a board member of the Atlantic City chapter of the New Jersey National Conference for Community and Justice, an organization committed to fighting bias bigotry and racism. Jamie Fischer, MBA, MA, CHFP Jamie Fischer has more than 20 years of experience in social science research, business analysis, and systems engineering. Ms. Fischer holds an MBA from Rutgers University, an MS in Applied Behavior Science and Human Performance from Wright State University, and a BA in Psychology from the University of Delaware. Ms. Fischer has performed market research for the gaming industry. Recently, Ms. Fischer evaluated the potential impact of the upcoming tobacco ban in the casinos of Puerto Rico. She performed socio‐economic analysis of a proposed casino locale for a major casino company. Ms. Fischer has also per‐formed business analysis of the casino industry for an equity investment organization. For more than eight years, Ms Fischer has acted as the business manager of a forensic engineering firm. She has participated in forensic psychology analyses of traffic accidents. Ms. Fischer conducted focus groups at the traffic control center for the New York Transit Authority. She evaluated work‐station ergonomics and user satisfaction. For more than thirteen years, Ms. Fischer supported various agencies within the United States Federal Government as a systems engineer, social science researcher, and task manager. She supported the development of air traffic control systems for the FAA, communication systems for the Army, and aircraft cockpits and radar systems for the Air Force.

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Joan M. Danko, Consultant Joan Danko is responsible for Spectrum Pennsylvania. She is resident in Harrisburg and has been in‐volved in providing consulting and marketing services to Government entities since 1988. Joan Danko has a background in the technology industry as well as entrepreneurial ventures, consulting, economic development and higher education. As a former IBM Executive, she was responsible for all aspects of the company’s dealings with Pennsylvania state government including sales, marketing and consulting services. Joan has worked in all the regions of the Commonwealth and with all sizes of companies and business segments. She is knowledgeable of business and the demographics of the various regions of the state.

As Director, Office of Corporate Alliances, State System of Higher Education, she developed the concept and deployed the Office of Corporate Alliances for the State System and initiated university corporate outreach programs with companies such as IBM, UNISYS, SAIC, Inc., PNC, Nabisco, Bayer Corp., High‐mark, Adelphia, and Marconi. She wrote and received grant funding in excess of $1M for e‐commerce‐based workforce projects at Bloomsburg University and Lock Haven University for workforce projects. Joan also consulted to define the community‐oriented curriculum content for the University of Lock Ha‐ven’s Clearfield Campus. As Executive Director Pennsylvania Chamber of Business and Industry, Joan lobbied for Business Taxes, Workforce and Education. Joan is a member of the ABLE ICC State Literacy Council, Board of Directors RSVP, Former Board of Directors Team Pennsylvania Foundation, Member of the Workforce Resource Network Board of Direc‐tors, Member of the PA Business Education Partnership, and Co‐founder and President of the Pennsyl‐vania Small and Minority‐Women’s Business Coalition.

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