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G a m i n g N e w s 2 1 Tu e s d a y, M a r ch 1 5 , 2 0 1 6 deliver each version of the product with a noticeable and significant improvement over the last and to try and anticipate what tools company operators would need to help them catch cheaters and casino undesirables over the years. New practices and regulations have helped with this over the years, but it is still undeniable that in today's environ- ment we all have come to rely more on technology than ever before. Embracing any new technology has always been a difficult step with any industry, and understandably so because of the rules, regulations and new learning curves that come included with each new step for- ward. However, the rewards have been great and the usefulness far outweighs the pain and suffering of having to embrace new technology. It doesn't seem like that long ago where a casino surveil- lance team had to operate via VHS (some still do) instead of an all-digital format or look for suspects or known undesirables within a book with pictures of that per- son, scanning every single page until found. Today, what used to take (very valu- able) minutes if not hours, is mitigated through the use of technology and inno- vation. A simple search by name, ethnic- ity, gender or many other characteristics through the CID (Casino Information Database) product line will help you find the person of interest you are looking for in a matter of seconds. Alerting other neighboring properties or friends across states has never been easier and more B io metrica Systems (C o nt'd. fro m p. 1 ) secure than it is today by using the SIN (Surveillance Information Network) product line. Yes, innovation can be scary, it can be difficult to adapt, but the price to pay for the lack of innovation can be overwhelming when regulations step in, not to mention that casinos can leave themselves open to security breaches due to this serious oversight. It is always wise to remember that although not every casi- no embraces technology with open arms, the people who are looking to cheat a casino out of money do, since most are willing to try just about anything to get the upper hand. Technology for 2016 and Beyond This year will be an important one for Biometrica Systems, improving on some much needed tools for incident reporting, data gathering, recognition in both the facial and license plate fields along with more innovations to the current gaming protection software and rolling out the next version of it: VisualCasino 7. There is no doubt that technology and innovation will keep moving for- ward, and Biometrica is constantly looking at ways to evolve within the casino industry. The company heard its clients loud and clear, so the team knows what it is customers are looking for. Clients can look to the team for support, information and certainly to ensure that they come up with the best tools possible to ensure their success within their property. For more information, visit www.data basedynamics.net or call 888.727.3888. serves upscale food to match the atmos- phere; beverage service plays a strong role. Hybrid Center: Combines the FEC and boutique bowling concepts with numerous complementary venues, from arcades and indoor attractions to laser tag arenas. Enhanced food and beverage and a more sophisticated service model cater to both families and the active adult mar- ket, with two different environments under one roof. Hybrid centers are the fastest growth segment for new center construction. Traditional Bowling Center: Focused on bowling, with limited enter- tainment venues such as game room, bil- liards, pro shop and bar. Beverages play a strong role; food is limited to snack bar options. The Brunswick Build-to-Bowl pro- gram is perfect for investors who don't have experience with planning or con- structing a bowling center. Brunswick B runswick B owling (C o nt'd. fro m p. 4 ) Build-to-Bowl is a single-source solu- tion, providing services to kick off the earliest planning stages right through project completion, from site selection and analysis to interior design, product installation, marketing and operations. First-time and veteran developers alike enjoy a smooth planning and con- struction process with help from a team of highly experienced, qualified con- sultants. Brunswick has established long-term strategic partnerships with the most prominent names in the indus- try to assist with everything from facil- ity design, financing and construction to amenities such as foodservice, arcades, billiards and a variety of serv- ices within the center. The bottom line? No matter what assistance is needed to get the most out of a new bowling center, investors can count on Brunswick to deliver state-of- the-art products and exceptional service. For more information, head to booth #1323 or www.brunswickbowling.com/casino/. should also be culturally sensitive and uphold tribal sovereignty. High blanket limits, such as guaran- tees of a $1 billion worth of coverage, and loyalty to an insurer should not be factors just because the gaming operation or trib- al company has always had that insurance firm. One billion dollars worth of cover- age can mean that amount is a pool shared among several tribes while a single cata- strophic claim for an individual tribe can be in the hundreds of thousands of dollars. While a tribal business has had the same company for several years some insurance packages automatically increase the value of property insured, but a tribe may be paying for items, such as machines or vehicles, that are no longer operational. Policies that aren't designed around iden- tified key risks and low deductibles in a tribal operation that has a great safety pro- gram also aren't as feasible. Created and designed by tribes for tribes in 1986, AMERIND Risk provides the same insurance coverage at a cost about 10 to 15 percent less than most mainstream commercial insurance com- panies. The only 100 percent tribally- owned and operated insurance solutions provider in Indian Country, AMERIND Risk tailors packages to individual tribes and tribal businesses, including gaming A MER I ND R isk (C o nt'd. fro m p. 1 ) operations, after assessing safety, but honoring culture and tradition. AMERIND Risk will aid in manag- ing costs by helping to bolster safety and loss programs, and work with tribal enti- ties to help strengthen tribal policies to further protect tribal assets and mitigate high premiums. AMERIND's package also includes an emphasis on arbitration hearings and the appointment of sea- soned, tribal lawyers to avoid lengthy court battles, saving tribes legal expense to help with workman's comp cases. When a tribe does business with a state- covered program or conventional insurer to provide workman's comp at least one state court has ruled that a tribe waived its sovereign immunity when it paid pre- miums to the commercial insurer. "Employee benefits and salary add up to over half of a gaming entity's total operating cost," said Geoffrey C. Blackwell, Chief Strategy Officer and General Counsel at AMERIND Risk. "Saving money on insurance is critical." Using an insurance provider that has a proven record of doing business in Indian Country can ensure peace of mind. Learn more about the company's 30 years of serving Indian Country. For more information, visit booth #1203, call 800.352.3496 or go to amerindrisk.org/whypaythestate. balancing routines and repetitive jour- neys to the bank branch. Cash automa- tion can redeploy labor and ensure your staff is more productive and able to undertake high-value tasks such as serv- ing customers and achieving core opera- tional goals. Glory's comprehensive suite of software connectivity solutions further provides important business intelligence to manage cash across all gaming operat- ing environments. Some of the top gaming organiza- tions are realizing these benefits by applying supply chain best practices into their cash processes – ensuring their cash is in the right place securely, quickly and effectively. This in turn helps build the foundation for an effec- tive cash chain. From customer-facing front of house solutions, through to the G lo ry G lo bal So lutio ns (C o nt'd. fro m p. 4 ) cage and back office, Glory has estab- lished an outstanding global reputation for both understanding the particular needs of the gaming sector while being able to deliver solutions that transform their efficiency and operating perform- ance. At Glory, innovation is at the heart of what we do. We bring real innovation to our customers through technology, process and our people. Through our innovation, we fundamentally change the way cash moves across operations, how teams work, how customers are engaged and the ways in which businesses con- nect their cash management systems and processes. For more information, visit www.glory globalsolutions.com, call 800.527.2638, email info@us.glory-global.com and visit NIGA booth #621. everything in one space. It's a one-of- a-kind entertainment center and ulti- mate destination for families. Our building is 165,000 square feet of affordable family fun, a place where there is something for everyone of all ages. The center hosts 24 state-of-the- art theaters with 12 screens, including 3-D and D-BOX motion seating. Our Star Class Cinemas feature luxury in- theater dining and private VIP movie suites. While mom and dad are watch- ing a movie, the kids can be taking advantage of the most technologically advanced bowling center, two story laser tag arena and expansive arcade. With award winning restaurants and bars also under the same roof, you never have to leave. The fun and enter- tainment options are endless! GN: How is UltraStar making an impact on creating true economic sovereignty for Native American communities? AS: Our enterprise is creating true eco- nomic sovereignty in many ways. First and foremost, we answer the basic ques- tion of how to generate diverse income streams. Our facility generates sales for a U ltraStar (C o nt'd. fro m p. 1 ) wide variety of food and beverage and entertainment attractions, while at the same time collecting sales tax revenue on all of those transactions. Perhaps more importantly, though, is the economic value of creating jobs and job skill training for our communi- ty members. Our entertainment venue offers both entry-level opportunities, supervisory and management roles all the way to department head leadership positions within the organization. The skills that our community members learn are real-world and hospitality- based jobs. They prepare individuals to grow within the organization, or move beyond and earn the experience required to get a good job wherever they may be. Lastly, economic sovereignty is the result of long-term guest loyalty and rev- enue. Our entertainment operations offer the creation of new and unique loyalty programs, which are based in family entertainment and mainstream value. This is a powerful economic force when you are aligning future generations with jobs, revenues and loyalty to promote within a community. For more information, visit booth #1627 or www.ultrastarakchin.com.