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Design UpdateCREATINGCITYCENTERMGM MIRAGE’s urbane andsustainable “city within a city”redefines Las Vegas
CityCenter is for people who want the Las Vegasthey’ve never seen before. Jim Murren, Chairman and CEO, MGM MIRAGEThis is the future of Las Vegas—CityCenter is inan entirely different category.Bobby Baldwin, President and CEO, CityCenterCityCenter is the best example anywhere of acollaborative design process.Art Gensler, Founder and Chairman, Gensler12/16/09CityCenter Grand OpeningREINVENTINGLAS VEGASOnce a generation, Las Vegas reinvents itself. In the Rat Packera, it embraced midcentury modernism. Then, The Mirageand Bellagio remade The Strip as an entertainment resortdestination. Early in this new century, MGM MIRAGEenvisioned a “city within a city”—a new symbol of Las Vegasthat, in the words of CityCenter’s Bobby Baldwin, combines“the vitality of Las Vegas with the experiences touristsseek in great cities around the world.” In 2005, master planin hand, MGM MIRAGE asked Gensler to join it and makeCityCenter a reality. How our team helped reinvent Las Vegasis a case study in design leadership.ContentsThe vision2Making it happen14The challenge4Greening CityCenter18Design leadership6The vision realized22Catalyst for ideas8Project and team information24Branding the destination10Gensler Design UpdateCityCenter1
CityCenter aims to transform Las Vegas as a newsymbol at its core.Bobby Baldwin, President and CEO, CityCenterA CITY WITHINA CITYTHE VISIONIt took strong design leadership to bring the initialplan and building program to a fully realized visionof an urbane and dynamic place, the heart of a newworld city of entertainment.originalBobby Baldwin on CityCenter: “This is one of the fewplaces in the world where we had a completely cleancanvas—and the resources for the best of everythingpossible. There is no such development anywhere inthe country. There’s going to be Las Vegas and there’sgoing to be CityCenter—it’s in an entirely differentcategory: the largest, the highest density, and by far thelongest list of amenities. We offer the best entertainment and the best accommodations, with unparalleledaccess to Las Vegas. It’s only eight minutes from theairport. Unlike other would-be world destinations,CityCenter combines leading-edge design with an overall vision, well-conceived and executed. It will standthe test of time.”dynamicdiverseGensler Design UpdateCityCenter2CityCenter gives The Strip an urban core—a newcity-scale development that supports a rich, full, 24/7life. Calibrated to a Manhattan density, CityCenterencourages people to cover longer distances using thethree-station PeopleMover and then explore eachneighborhood on foot. Of the major projects on TheStrip, only CityCenter connects directly to adjacentresorts—Monte Carlo and Bellagio—to create a walkable, accessible urban district. CityCenter is a wholegreater than any of its distinctive parts, a world-classdestination for leisure and entertainment.visionaryexcitingsmarturbanartful3
We had a new vision for Las Vegas.I-15Jim Murren, Chairman and CEO, MGM MIRAGEI-15Frank Sinatra DriveParis Bally’sFlamingoVenetianMGM GrandPalazzoFlamingo RoadrialRoadCircusCircusWynnEncoreTwain AvenueKoval LaneHarmon AvenueMcCarran International AirportMaryland Parkway18 mil sq ftCityCenter is a remarkable mix of uses, 18 millionsquare feet—1.67 million square meters—of high-endresidential, hospitality, entertainment, shopping, andrecreational buildings and settings. These uses areconnected not only by a PeopleMover system, but alsoby underground circulation and infrastructure,minimizing the impact of parking and servicing toensure a walkable experience. Integrating theseindividually stunning buildings as a rich, compellingwhole was one of the main design challenges.I-15Frank Sinatra DriveCityCenter is the single largest development in the worldto pursue LEED—six LEED Gold projects in one.MGM MIRAGE is committed to sustainability, so designleadership meant defining the green opportunitiesand then creating the framework to ensure that everyproject and every participant worked to accomplishthem. The Gensler-led sustainability effort addressedthe entire development, from site clearance andmethods of construction to design and materials, andthe operation of the buildings and settings.Hotel & SpaPeopleMoverResort & CasinoResidencesRetailHotelHarmon Avenuer PlaHotel es PavilionMonte CarloRue de Monte CarloNew York–New YorkTropicana AvenueIn late 2004, MGM MIRAGE committed to openingCityCenter in December 2009—from concept to completion in just five years. Accomplishing this meant leadingmultiple teams of architects, designers, engineers,specialists, and—with the construction leaders—an armyof contractors and subcontractors. The leadershiphad to be seamless—MGM MIRAGE and Gensler werejoined at the hip, with the expertise and resources toguide a development of unprecedented scope and scaleto an on-time finish.PlanetHollywoodFashionShowMallustLas Vegas BoulevardGensler Design UpdateCityCenter45Sahara AvenueAs a Harvard Business School case study notes,CityCenter reflects Jim Murren’s global strategy ofreinventing MGM MIRAGE as a real estate–focusedcompany leveraging its development expertise inconcert with partner companies, and expanding itsbrands in Las Vegas and around the Sales PavilionTropicanaIndEast Desert Inn RoadNY– MonteNY CarloLEEDgold5 yearsCaesarsPalaceBellagioCityCityCenter is essentially an urban district, 67 acres(27.1 hectares) or about 12 Manhattan blocks in area.This made compact, high-density development possible.Connecting CityCenter by transit with the adjoiningBellagio and Monte Carlo properties, also owned byMGM MIRAGE, creates an even larger setting thatresidents, guests, and visitors can experience on foot,without ever having to use cars or cabs to get totheir destinations. This is part of what makes CityCentera true “city within a city.”ExcaliburLas Vegas BoulevardMGM MIRAGE is no stranger to large-scale development. The company previously led the design anddelivery of The Mirage and Bellagio, two projects thatredefined The Strip and made the city’s reputation asan entertainment resort destination. CityCenter isexponentially bigger. The world’s largest LEED-registereddevelopment, planned from the outset for a December2009 opening, CityCenter posed unprecedented challenges for its design leaders, MGM MIRAGE and Gensler.67 acresLuxorTropicana AvenueA CITY WITHINA CITYTHE CHALLENGETHEhotelSpring Mountain RoadMandalayBay
CityCenter is about world-class architecture forming acomplementary l Smith, President, MGM MIRAGE Design GroupDESIGNLEADERSHIPIn 2004, MGM MIRAGE Design Group was given theassignment of assembling the team of leading architects,interior designers, and specialty consultants thatwould create CityCenter. After traveling around theworld, conducting hundreds of interviews, MGMMIRAGE Design Group realized it would need topartner with a global design firm that could seamlesslyreinforce and complement its in-house capabilities toorchestrate a project of unprecedented size andcomplexity, to meet a challenging, fast-track schedule.At 5:00 p.m. on January 3, 2005, MGM MIRAGE askedGensler to join the CityCenter design leadershipteam as its partner. At 8:00 a.m. on January 4, Genslersenior design-delivery leaders were on the job.Drawing talent from 12 different offices across itsglobal network, Gensler mobilized a core group of 50design professionals at MGM MIRAGE’s CityCenterproject office. Among them were specialists for suchspecific assignments as brand strategy, developmentof tracking tools and databases, and LEED guidanceand research. Gensler set to work on the most pressingpriorities: get the full CityCenter design and implementation team in place; establish an upfront sustainabilitystrategy; infuse the initial master plan for CityCenterwith a design vision, brand strategy, and pragmatic rigor;and put methods and systems in place to help simplifythis complex project and expedite its completion.CityCenter design leadershipMGM MIRAGE and Gensler formed the CityCenterdesign leadership team to oversee the architects,designers, engineers, and specialists responsible forthe different blocks and their projects. The blockstructure simplified the task of managing this massive,18-million-square-foot development.Delivering CityCenter in just five years required a fullthrottle, fast-track process. To give CityCenter a moremanageable scale, the design leadership team redefinedCityCenter as three blocks plus common areas—eachwith distinct programs and uses. This framework madeeverything that followed simpler, from choosingthe project teams to developing building concepts andbranding, updating the program, controlling projectdocumentation, providing data to support financial andoperational models and analysis, and acceleratingprocurement to offset spiking materials prices.GeneralContractorDesign Leadership TeamPerini BuildingCompanyandBlock ABlock BBlock CCommonareas10,350,000 sf1,615,000 sf5,220,000 sfARIA Resort &CasinoVdara Hotel & Spaand Bellagio Employee GarageMandarinOriental,Las VegasThe HarmonHotelVeer TowersCrystalsRetail andEntertainmentPlanning/Infrastructure/Common Areas61 stories, 4,004guestrooms,casino, restaurants, bar/lounges, Cirquedu Soleil theater57 stories, 1,495 suites, restaurants, bar/lounges, health/beautyspa, pool, conference space,landscaped park, connection toBellagio Hotel57 stories, 392guestrooms,227 residences,restaurants,bar, tea lounge,bakery café26 stories,400 guestroomsand suites,restaurant, bar/lounge, salon,fitness center2 towers, 669residences,adjoiningCrystals; towershave rooftoppools500,000 sf totalretail center,with exclusiveflagship storesand restaurantsStreetscape,landscape,wayfinding,people mover,branding,sales pavilionDesignArchitectDesign tectDesignArchitectDesignArchitectArchitect ofRecordArchitect ofRecordArchitect ofRecordArchitect of RecordArchitect of RecordArchitect ofRecord30 InteriorDesigners SpecialtyConsultants6 InteriorDesigners SpecialtyConsultantsSpecialtyConsultants7 Interior Designers Specialty Consultants5 Interior Designers Specialty ConsultantsSpecialtyConsultantsMGM MIRAGE Design LeadershipI-15Frank Sinatra DriveBlock BSven Van AsscheVice President,MGM MIRAGEDesign GroupTony DennisExecutiveVice President,CityCenterBill McBeathPresident,ARIA Resort &CasinoBill HamVice President,FacilitiesCindy OrtegaSVP, Energy &EnvironmentalServicesBlock APeopleMoverGensler Design LeadershipCasino/HotelHunter ClaytonProjectDirector/CityCenterBob StefkoTechnicalDirector/CityCenterNellie ReidSustainabilityDirector/CityCenterBlock CBlock CHarmon AvenueWalter Hunt, Jr.ManagingDirector/CityCenterCenteJ.F. Finn IIIProjectExecutive/CityCenterBellagioCityAndy CohenExecutiveDirectorCityCenterResidentialSales PavilionMonte CarloRue de Monte CarloArt GenslerChairmanand FounderTropicana AvenueNew York–New YorkceBill SmithPresident,MGM MIRAGEDesign Groupr PlaBobby BaldwinPresident andCEO, CityCenterLas Vegas BoulevardGensler Design UpdateCityCenter67
Our first priority at CityCenter was to orchestratedesign collaboration.Andy Cohen, Executive Director, GenslerCATALYSTFOR IDEASDesign leadership takes a vision and makes it real. MGMMIRAGE saw the need—the opportunity—to reinventLas Vegas as a world-class city, with CityCenter as thecatalyst. What was envisioned was much bigger thananything the company had done before. A master planestablished its initial scope. Design leadership orchestrated the rest. Gensler helped MGM MIRAGE identifyleading designers around the world, meet them andsee their work, explore the potential for sustainabilityin every aspect of the new development, and—once ashort list of global talent was identified—engage themin a uniquely collaborative, idea-generating introductionto CityCenter.Gensler led the charrette process including visionbriefings, brainstorm sessions, and design discussions,capturing the ideas in play and feeding them backto the design architects and their teams.Leading designers usually focus on individual signatureprojects. Only rarely are they called on to work togetherto create a city. There are famous instances of forcedmarriages that produced acrimony and mediocrity.To counter this, Gensler’s Andy Cohen proposed a designcharrette that would spur collaboration and innovation.Invited teams spent time in Las Vegas understandingthe plan and vision for CityCenter. They returned to theirhome cities, came back a second time to collaborateand learn, left again, and then reconvened to presentto the CityCenter design leadership team and eachother. The energy and synergy the charrette processgenerated resulted in a rich and seamless set of overalldesign ideas for CityCenter that transcended any onebuilding concept.MGM MIRAGE’s Bobby Baldwin (below right), Bill Smith(below left, on left), and Sven Van Assche (above, withtie), and Gensler’s Art Gensler (top left) and Andy Cohen(left, holding drawing) are shown leading the CityCenterdesign charrette in Las Vegas. Over seven weeks, theinvited design architects alternated between Las Vegasand their own studios in the US and abroad, spending atotal of three weeks working with and learning fromeach other. Besides elaborating the vision, this let thedesign leadership team finalize selection of designteams for the CityCenter projects.7-week scheduleWeek 1Kick-off, Charrette 1Las VegasWeek 2Elaborating the visionHome studios*Week 3Charrette 2Las VegasWeek 4Elaborating the visionHome studios*Week 5Charrette 3Las VegasWeek 6Elaborating the visionHome studios*Week 7Final presentationLas Vegas* In Asia, Europe, and North AmericaGensler Design UpdateCityCenter89
Las Vegas is ripe for a new paradigm.CityCenter provides it.Sven Van Assche, Vice President, MGM MIRAGE Design GroupBrandingthe DestinationGensler helped MGM MIRAGE capture its vision ofCityCenter—so big, bold, and brilliant that it will transform Las Vegas for generations. Part of the challenge,as CityCenter’s Tony Dennis explains, was to “establisha hierarchy of brands to differentiate CityCenter’sbusiness units and residential properties from each otherand from all non-CityCenter offerings” to create acomplementary whole. To achieve this, the Genslerbrand design team analyzed CityCenter’s marketsegments and then developed strategic positioning forthe residential and retail properties. This includednaming many of the buildings and creating the lookand feel—words and visual language—to attractpotential buyers and support MGM MIRAGE’s multistep sales process.In just five months, MGM MIRAGE and Genslerdeveloped strategic positioning for CityCenter and themajority of its components, all of the collateral material,scripting of the film that introduces the development,and the planning and design of the sales pavilionsettings that would introduce prospective owners toMGM MIRAGE’s vision of Las Vegas as the world’sleading urban entertainment destination. Drawing onits global experience in planning, positioning, anddesigning high-end mixed-use development in a worldcity context, Gensler was able to assemble a team ofbrand strategists, designers, and writers to help MGMMIRAGE create everything needed to bring CityCenterand its unique properties to market.A series of museum-like galleries, like this one forVdara, allows people to familiarize themselves withthe different CityCenter properties.The Sales Pavilion’s settings preview the experience ofliving at each CityCenter property. Shown here is theMandarin Oriental, Las Vegas.Gensler’s design of the CityCenter ResidentialSales Pavilion settings immerses prospective ownersin MGM MIRAGE’s vision of a new Las Vegas andintroduces them to each of its world-class offerings.Gensler Design UpdateCityCenter1011
DElivering THE BRANDThe Gensler brand design team extended the CityCentervision to many of its residential properties and tothe “connective tissue” of environmental graphics andsignage. Services included naming several of theresidential properties and designing their identities;creating collateral to support their marketing andsales; and leading the design of landmarks, directionalsignage, and other environmental cues to makeCityCenter easy to navigate and give each of its areasa distinctive character. Even the PeopleMover’s trackway, as a ribbon of light, contributes to this.Part of the extension of theCityCenter brand was to namethe CityCenter projects, designtheir identities, and createthe collateral material to supporttheir marketing and sales.Brochures like this one for theVeer Towers express the lookand feel of the property in a waythat’s immediate and compellingto its audience.A series of short films presentCityCenter and its properties. Theoverview is an important featureof the Sales Pavilion, to introducepeople to an entirely new way oflooking at Las Vegas. The individualfilms can be packaged with a viewerfor serious buyers.The renowned Mandarin Orientalbrand was applied to the CityCenterhotel’s collateral materials.The brand identity for Crystalsand other CityCenter propertieswas applied to everything thatsupported the sales process, eventhe bottled water.Gensler designed the bundled“metal and light” stanchions thatare an important part of aprogram that ranges beyond moreconventional directional andGensler Design UpdateCityCenterwayfinding signage (bottom) toprovide visual landmarks thatcan hold signage in some instancesand become part of the visitor’sexperience in others.Front ElevationFront ElevationFront ElevationSide tionElevationFront ElevationFrontSideElevationElevationFrontFrontSide ElevationFrontSide evationElevationElevationSide ElevationElevationFrontSide ElevationFrontElevationSide ElevationElevationFront ationElevationElevationElevationElevationFront nBack ElevationSideElevationElevationBackSide ionBack ionElevationSide ElevationElevation ElScale: 1/4 Scale: 1 1/4 Scale:1 Scale:1/4 1 1/4 Scale: Scale:1 1/4 1/4 Scale: Scale:1 1 1/4 1/4 Scale: 1 1 1/4 Scale:Scale: 1 1/4 1/4 Scale:Scale:Scale: 1 1 1/4 1/4 1/4 Scale:Scale: Scale:1 1 1 1/4 Scale:1/4 Scale:1/4 1 1 1/4 1 1/4 Scale:Scale: Scale:1 1 1/4 1/4 1/4 Scale: Scale:Scale:1 1 1 1/4 1/4 Scale:1/4 Scale: 1 1 1/4 1 Scale:1/4 Scale:1 1 1/4 Scale:1/4 Scale: Scale:1 1 1/4 1/4 1/4 Scale:Scale: 1 1 1 Scale:1/4 Scale:1/4 1/4 1 1 1/4 Scale: Scale: 1 Scale:1 1/4 1/4 1/4 Scale:Scale:1 Scale:Scale: 1 1 1/4 1/4 1/4 Scale:1/4 Scale: Scale: 1 1 1 1 1/4 1/4 1/4 Scale: 1 1 Scale:1 1/4 Scale:Scale: 1/4 Scale:1 1/4 1/4 1 1/4 Scale: Scale:1 Scale:1 Scale:1 1/4 1/4 Scale:1/4 1/4 Scale:1 1 1/4 Scale:1 Scale:1 Scale:1/4 1 1/4 1/4 Scale: 1 1/4 1 Scale:Scale:1 1/4 1 Scale: 1/4 Scale:1/4 1 1/4 Scale:Scale:1 Scale:1 1/4 1 1/4 Scale:1/4 1 1/4 Scale: Scale: 1 1 1/4 1 Scale:1/4 Scale: 1/4 Scale:1 1/4 1 1/4 1 1/4 Scale: Scale: Scale:1 1 1 1/4 1/4 1/4 Scale: 1 Scale: 1 1 Scale:1/4 1/4 Scale:Scale: 1/4 1 Scale:1 1/4 1/4 Scale:1 Scale: 1/4 1 1 1/4 1/4 Scale:1 Scale:Scale: 1 1 Scale:1/4 1/4 Scale:1/4 1/4 1 1 1 1/4 Scale: Scale:1 Scale: 1 1/4 1/4 1/4 Scale: Scale:1 Scale:1 1 1/4 1/4 1/4 Scale:Scale: 1 1 1 1/4 3/8 1/4 Scale:Scale: 1 1 1/4 3/8 Scale: 1 Scale:1 1/4 Scale: 3/8 1 1/4 1 Scale: Scale:1 1/4 Scale: 3/8 1 Scale: 1/4 1 3/8 Scale:1 Scale: 1 1/4 Scale:3/8 1 1/4 1 1 Scale: 3/8 Sc1213
The challenge was to meld all these great designconcepts into a cohesive whole.J.F. Finn III, Gensler Principal and Project Executive/CityCenterMAKING ITHAPPENMGM MIRAGE has an enviable track record for effectivedesign and construction leadership, proven on suchlandmark developments as The Mirage and Bellagio.Led by Bill Smith and Sven Van Assche, MGM MIRAGEDesign Group had standards, systems, and controlsin place to generate high-quality, high-performancebuildings and settings, but never at this scale and withsuch diversity of projects and participants. WhenGensler joined the CityCenter design leadership team,it brought its global design and delivery expertise,honed on comparably large mixed-use developmentsin China, the Gulf, the US, and the UK. Gensler tookthe process to a whole new level.When the cost of steel and other materials and productswent through the roof, Gensler helped MGM MIRAGEaccelerate procurement and tap suppliers and manufacturers on a global basis. Gensler also set up theorganizational framework for directing, managing, andcoordinating the work of all the different projectteams. This made it easier for them to document, report,and share information digitally in a consistent andtimely way. Gensler continually updated project data tosupport MGM MIRAGE’s program and procurementdecisions and inform key negotiations with public agencies, utilities, and others—efforts that helped CityCenterstay on track, despite its complexity.The leadership team constantly updated the CityCenterplan (below) and program during design and delivery.The photo (opposite) shows the massive development’surban scale and complexity.CityCenter posed numerous challenges to its builders.Gensler expedited the owners’ response to requestsfor information, working closely with the differentproject teams.Gensler Design UpdateCityCenter1415
CONCEPT TO COMPLETIONFIVE YEARS01/03/0510/28/05CityCenter becomesthe largest-everLEED-registeredprojectMGM MIRAGEchooses Gensler asdesign leadershippartner01/04/05Gensler’s core designleadership teamjoins MGM MIRAGEin Las Vegas08/21/05Opening sessionof 7-week designcharrette forCityCenter Block C04/21/06New CityCenterproject office opens11/09/05MGM MIRAGEBoard reviews finalmaster plan,approves CityCenter03/15/05First eco-charretteconvened11/15/05Constructionstarts on CityCenterproject office11/30/05MGM MIRAGEapproves CityCenterPeopleMover04/04/05Groundbreaking forBellagio employeegarage04/12/06Groundbreaking forARIA Resort & Casino200509/11/06Brands unveiled forVdara Hotel, VeerTowers, and HarmonCityCenter1612/19/06Executive LEEDManual rolled out04/27/06First CityCenterLEED Summit heldFACT:CityCenter used78,000 tons ofstructural steel(enough to build10 Eiffel Towers)FACT:CityCenter used1,000,000 cubic yardsof concrete (enoughfor a sidewalk fromLV to NYC and back)FACT:CityCenter used32 tower cranesat the peakof construction08/30/06LEED Project Planaddresses new LEEDrequirements02/07/07LEED team meetingand MEP briefingsbegin05/14/08The 57-story Vdarais the first CityCentertower to top out11/15/07MGM MIRAGE andDubai World form a50/50 joint ventureto develop CityCenter200707/03/0701/12/09Central Plant comesonline, with twoCogen units, each at4.6MW capacity11/17/09Crystals Retailand EntertainmentDistrict complete10/14/09Veer Towers complete09/17/09First CityCenterprojects certifiedLEED Gold08/10/09Mandarin Orientalcomplete06/17/09ARIA Resort &Casino complete09/01/08Gensler is engagedin design/deliveryof CityCenterPeopleMover05/11/09Vdara Hotel & Spacore/shell complete200807/05/08CityCentercelebrates grandopening—designed/delivered in 5 yearsFACT:CityCenter used2.7 million sq. ft. ofglass for the curtainwalls (enough toenclose 12 Luxors)01/02/07CityCenterResidential SalesPavilion opens06/17/06First CityCenterBrand Summit held12/16/0912/01/08Gensler is engagedin design/delivery ofcommon-use areas10/15/07Building permitsissued for all projects06/05/06Groundbreaking forVdara Hotel & Spa200607/01/06Gensler Design Update11/30/06Partnering sessionswith Clark Countyofficials begin200912/06/0810/08/0917
We aimed to create a vibrant destination to demonstratethat a community can be both beautiful and sustainable.Cindy Ortega, Senior Vice President, Energy and Environmental Services, MGM MIRAGECITYCENTERIS THEWORLD SLARGESTLEEDDEVELOPMENTThe CityCenter eco-charrettes, held in Las Vegas andled by Gensler’s Nellie Reid and Jim Oswald, establishedgoals for sustainability in design, construction, andoperations, and created a framework for achieving LEEDGold certification for the CityCenter projects.Gensler Design UpdateCityCenter18GREENINGCITYCENTERCityCenter is the world’s largest LEED development.How do you certify six LEED Gold projects at once? Ittakes a motivated client and a committed, collaborativeteam. In March 2005, MGM MIRAGE and Genslerconvened an eco-charrette with the construction leadership and the ARIA design team. The charrette confirmedgoals, explored options, and created the road map tomove CityCenter from concept to final LEED certification. Gensler then assembled a 40-person LEED team—including sustainability experts for every project—toensure that CityCenter met its ambitious goals.The LEED team briefed every project’s consultants—700 people in all—on LEED goals, design credits, andsubmittals. To set a high sustainability baseline,Gensler provided green “master” specifications for allof the projects; convened annual LEED summits withthe experts; held weekly calls to resolve problems; andhelped fine-tune the process with the US GreenBuilding Council (USGBC). This spirit of collaborationled to new strategies and innovative solutions. And itpaid off in LEED Gold—as MGM MIRAGE’s CindyOrtega notes, “We achieved every design certificationpoint we went for.”How we did it1Setting the stage for LEED. Genslerhelps MGM MIRAGE assemble a40-person LEED team of experts anddevelops LEED tools and procedures,including green master specs.4Analyzing LEED strategies.After analyzing potential LEEDcredits, the 40-person LEED teamselects the most appropriate forCityCenter and records them in aLEED scorecard.7Preparing the LEED design phasesubmittal. The LEED team workswith each project’s architect ofrecord (AOR) to assemble the LEEDdesign phase submittal to obtaindesign credits.2Holding the eco-charrettes. Thetwo eco-charrettes make the casefor sustainability, explore strategies,define LEED goals, get contractorbuy-in, and provide initial cost/benefit analysis.5Developing LEED manuals. Withbuy-in from the entire CityCenterteam, the LEED team develops LEEDmanuals outlining detailed compliance strategies for all LEED creditspursued.8Preparing the LEED constructionphase submittal. Working with thegeneral contractor and CM, theLEED team assembles the construction phase submittal to obtainconstruction credits.3Registering with USGBC. Genslerregisters the CityCenter campuswith the US Green Building Council(USGBC), making it the largestsingle project ever registered.6Presenting the LEED project plan.The LEED team meets with USGBCto discuss CityCenter’s uniquechallenges and gain agreement onthe logistics of its complex certification process.9Achieving LEED Gold certifications. Green Building CertificationInstitute (GBCI) reviews andcertifies each submitted LEEDregistered project, resulting in sixLEED Gold certifications.19
Results that matter—LEED GOLDFrom the start, CityCenter was envisioned as a transformative development. MGM MIRAGE viewed sustainability as a crucial way for Las Vegas to meet thechallenges of a new century. This reflects a widely sharedconcern with global warming and resource shortages,as well as a consumer preference for environmentallysafe, healthy settings. MGM MIRAGE also saw sustainability as a huge source of added value for CityCenterand its owners, guests, and visitors. As part of the designleadership team, Gensler worked closely with thecompany and its construction partners to achieve sustainability at CityCenter in every aspect of its development: demolition, design, construction, and operations.MGM MIRAGE and Gensler agreed on the sustainablestrategies for CityCenter at the eco-charrette, and thenset them out as performance criteria for every project.The goals were to optimize energy performance, reducewater use, and improve indoor air quality. Constructionand demolition waste was almost entirely divertedfrom landfill, and construction waste was minimized.Among the sustainable design measures are highperformance façades with low-emittance insulatingglass and sunshades, cool roofs, and the pervasiveuse of materials with locally sourced and/or recycledcontent. Achieving LEED Gold at CityCenter was bydesign—and Gensler helped make it happen.5% 30%Added cost to achieve LEED Gold:Energy savings due to LEED Gold:The US Green Building Council launched theLeadership in Energy and Environmental Design(LEED) rating system in 2000. Six CityCenterprojects are LEED Gold-certified, a remarkableachievement that reflects an unwavering commitment to sustainability.Wood products in ARIA andCrystals that are ForestStewardship Council certified:WALKABLE URBANISMAn important development in urban sustainability isthe recognition that higher-density development servedby transit can dramatically reduce traffic congestionand pollution by encouraging people to leave their carsbehind and walk. The Gensler-designed Las VegasMonorail introduced this concept to the city.The size and density of a typical dis
lenges for its design leaders, MGM MIRAGE and Gensler. 5 years In late 2004, MGM MIRAGE committed to opening CityCenter in December 2009—from concept to comple-tion in just five years. Accomplishing this meant leading multiple teams of architects, designers, engineers, specialists, and—with the construction leaders—an army
