Professional Documents
Culture Documents
R F P No . 8 9 7 5 - 0 1 7 7 5
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Pivotal considerations define why HRI stands out in this competition. Its track record of
success assures certainty on:
1. Performance. You can trust HRI to complete the project on time, on budget, as
promised. Its team combines national prominence and local experience. It has a
successful history of doing mixed-use projects on this scale, and in New Orleans, HRI
has a track record of success with similar development projects. These include the
Hyatt French Quarter, the D.H. Holmes Apartments, Hibernia Tower, 225 Baronne and
the Iberville Revitalization Project. Each is revitalizing the surrounding neighborhoods
and is, or will provide, extraordinary returns to New Orleans. HRI stands out in the
competition in offering a proven ability to bring a complex project like this to
successful completion.
2. Partnership. Completing this project and doing so properly requires close
cooperation with NOBC. HRI has a proven track record of working successfully with
the City of New Orleans day-in and day-out on major mixed-use projects. Knowing
your partner makes a difference. We know you and you know us. For its hotel
partner, HRI selected Starwood Hotels and Resorts, which knows this market and
already operates four hotels here, to open a new, four-star hotel called The Crescent
that celebrates our culture. That decision shows our business understanding of the
market. Selecting Starwoods five-star St. Regis brand would have seemed more
glamorous. But to be financially viable, a St. Regis must charge over $400 per night for
a room. History, and prudent forecasting, shows that this market will not yet support
that price point.
We selected famed restaurateur Dickie Brennan to open a signature lobby restaurant/
bar on the ground floor with a New Orleans theme. This restaurant will have tables
that flow outside. On the 33rd floor, he will open a revolving sophisticated bar that
features craft cocktails and champagne.
Recognizing that this project must be completed by the summer of 2017, success
requires the resources of a national player. Thus we selected as our contractor Roy
Anderson Contractors. As a locally based subsidiary of Tutor Perini Corporation,
one of the nations largest and publicly traded construction firms, it brings local
knowledge and national resources.
3. Product. NOBC seeks a project that enhances the unique cultural heritage of
New Orleans. HRI has built a national reputation for such work. It stands apart for
its innovative success in renovating historic buildings into invigorated, adaptive
commercial and residential use that renews cultural vibrancy to surrounding
neighborhoods. We built our company on that philosophy. It defines who we are and
our work. Armed with an integrated in-house team comprised of 1,400 employees
that handles architecture, design, construction, apartment and hotel management,
finance, and development, weve completed over 70 large-scale projects costing
over $2 billion. Our plan will yield a WTC that authentically expresses our city and
celebrates its culture and history.
4. Participation. It is said there are two cities of New Orleans. Rising like a Phoenix after
Katrina, one has achieved international acclaim for creating business opportunity
and as a place to live. The other, sadly, reflects challenges such as a significant
unemployment rate for African American males. HRI is committed to providing job
training and job opportunity to meet that challenge.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
Our proposal exceeds the minimum DBE requirements. We have hired DMM, the
firm recognized by the City of New Orleans Office of Supply Diversity as a model for
DBE participation to ensure this happens. DMM implemented the DBE participation
plan in the New Orleans East Hospital Service District and was recognized as a
model for DBE participation.
As to workforce development, HRI is working with Urban Strategies, a national
not-for-profit corporation that works with developers to rebuild neighborhoods
and empower residents in distressed urban core neighborhoods, to perform HUD
Section 3 services that assure low-income New Orleans residents the opportunity to
work on the project both during construction and upon completion. This project will
create not only 864 construction jobs, but also an estimated 454 direct permanent
jobs. HRIs track record of success at Iberville in hiring former residents shows this is
no empty boast.
Our plan assures that all New Orleanians, especially low-income residents, enjoy the
fruits of the projects success.
5. Profit. HRIs lease proposal is structured to pay above fair market value for the
WTC property through creative revenue sharing structures that we have successfully
utilized on the Hyatt French Quarter property in New Orleans with the Canal Street
Development Corporation. Over the 99-year lease term, HRI projects that NOBC
will receive over $1.9 billion in total lease payments including a $10 million
up-front lease payment, base rent, sale participation rent,visitor attraction rent,
and percentage rent.
HRI stands out for its commitment. Thus, to ensure that the State Historic Tax Credit
is available, well begin demolition and abatement in June 2015. That assures the
development team 24 months to complete and a six-month completion time cushion
needed to assure that other financial participants close the financing on the project.
NOBC has selected five worthy competitors. But there are distinctions. They matter.
Our proposal details our strategy and approach to providing New Orleans a landmark
achievement open for the 2018 Tri-centennial. As you review each proposal, we
respectfully submit that HRIs most fully and elegantly satisfies your requirements
and meets or exceeds your hopes and expectations for a historic achievement that
represents for this unique city the next step forward.
Whats the bottom line? HRI will create a unique New Orleans experience. And it can be
trusted better than any other party to actually deliver on time, on budget a special
project that elegantly express our culture and our history.
Thank you again for the opportunity to make this presentation and to compete for
this project.
Yours very respectfully,
Pres Kabacoff
Chief Executive Officer
CEL EBR AT I NG N E W OR L E A NS
Visitors and residents of New Orleans crave the culture, excitement and beauty the city has
to offer. HRI Properties, LLC (HRI) is proposing to restore the iconic World Trade Center
building into a world class, mixed-use project that celebrates and honors the rich history
of New Orleans. HRIs proposal will create a one of a kind, only in New Orleans project that
will transform the Canal Street riverfront into a vibrant hub for locals and tourists to enjoy.
HRI has chosen the name The Crescent to represent the finest property of its kind in the
Crescent City.
K EY FE ATUR ES
> $ 267MM MIXED-USE PROJECT funded with all private capital and requiring
no subsidies from the City of New Orleans
> 4
54 NEW FULL AND PART-TIME JOBS CREATED
> 3
09-ROOM LUXURY COLLECTION HOTEL by Starwood with over 16,000
square feet of meeting space, a separate rooftop pool, fitness center and spa for
hotel guests, overlooking the Mississippi River.
> 2
61 LUXURY RESIDENTIAL UNITS with high ceilings, high-end appliances,
stunning views and wonderful amenities, including fitness center, rooftop pool on
the 32nd floor reserved for residents only, with access to the hotel services.
> 3
36-SPACE PARKING GARAGE with ground floor retail space located on the
corner of Poydras Street and Convention Center Boulevard and direct access into
the WTC building.
> R
ESTAURANT AND 33RD FLOOR REVOLVING BAR/RESTAURANT.
A ground floor restaurant with outdoor dining and a 33rd floor revolving bar
and restaurant featuring champagne and craft cocktails with a 360-degree view
of the city, both designed and operated by New Orleans own DICKIE
BRENNAN & COMPANY.
> V
ISITOR ATTRACTION
Our vision for the 31st floor is to create a world-class visitor attraction including two
immersion theaters showing a specially produced synoptical film of the 300-year
history of New Orleans. It will be complete with curated displays and explanatory
signage integrated with actual views from a newly created observation deck and
a gift shop plus rentable event space. This world-class visitor attraction will be
named The New Orleans Experience. SMG will operate the attraction and estimates
500,000 annual visitors generating $9 million in revenue.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
THEATER B
OUTDOOR
OBSERVATION DECK
EXHIBIT
SPACE
THEATER A
GIFT SHOP
EXHIBIT
SPACE
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K E Y F E A T U R E S (C O N T I N U E D)
T H E C R E S C E N T T OW E R LU X U R Y A PA R T M E N T S
T HE CR ESCEN T HOT EL NE W OR L E A NS
The best amenity of the Crescent is its bold and dominating world-class location at the edge of the
Mississippi River and in between everything vibrant in the City. This 261 luxury residential building offers
a luxurious lifestyle opportunity that will be the first and only one of its kind in New Orleans. Developed
by the premier mixed-use developer in New Orleans, HRI Properties, The Crescent will offer a 24hr
lifestyle of luxury hotel rooms, luxury residential apartments and world class restaurants and attractions;
all in one building.
The Crescent Hotel New Orleans, A Luxury Collection Hotel by Starwood will house 309 guest rooms,
including 17 Junior Suites. Included in the key count, we will have 15 Upscale, One-of-a-Kind Luxurious
Suites to include butler services. The hotel rooms will occupy floors 4 through 13 of the former World
Trade Center and will be surrounded by top of the line apartment units, dinning and retail outlets. The
hotel will have 21,419 sq. ft. of meeting space available for group meetings and social events, including
pre-function space. As part of the Starwood Family, we will offer our corporate clientele amenities such
as a Club Lounge, Business Center and a Sundry area available 24 hours a day. Additional offerings will
be a 1,750 sq. ft. Fitness Center and 3,300 sq. ft. Spa on the 9th floor to include an 800 sq. ft. Childrens
Club.
As property manager for the Crescent Tower, HRI Management will lease and maintain the spacious
114 one bedroom, 139 two bedroom apartments and the 8 two bedroom penthouse suites for the
property owner and the residents. The customer service levels and property finishes at Crescent Towers
will exceed all current apartment level finishes in the market.
The Crescent Lifestyle experience will include:
PROPERT Y A M EN I T I E S
30 9 Room Starwood Luxury Brand Hotel serves as a lower floor amenity
Exclusive 32nd Floor Rooftop pool and fitness center with breathtaking views
Walk to the French Quarter, Shops at Canal Place, restaurants and bars
Pet friendly
HRI Lodging will operate the hotel with best-in-class employees and business practices, with a goal of
exceeding guest, brand, and owner expectations. Our mission will be to surround the guest with luxury
and comfort and to provide true Southern and New Orleans hospitality. The hotel will have the best
views in the city and our accommodations will feature luxury services, amenities and comfort.
UNIT AMENITIES
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INTRODUCTION
INTRODUCTION
R E N A I S S A N C E . R E B I R T H . R E S P E C T.
Its a refrain that seeps into your pores. And as a local company, we see it reflected in everything we do,
from our very first project reviving the New Orleans Warehouse District to the projects we complete every
day in cities across the nation.
N E W OR L E A NS IS OU R M USE .
Its not a fad. Not a design style. Not an affectation for us. Its home.
I T S R E A L .
And its our greatest hope that what we build together inspires New Orleans in return.
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INTRODUCTION
INTRODUCTION
CERTA INT Y
Selecting HRI is a decision to opt for certain success. That certainty is manifest in HRIs proven track
record of success in achieving performance, partnership, product, participation and profit that benefit
all of us in the community and define the exceptional qualities that set New Orleans apart. HRIs financial
capacity, ability to move quickly, boots on the ground and commitment to extra steps (e.g. early
demolition start prior to financial closing) to ensure the availability of the State Historic Tax Credits mark
its confidence and passion.
C U R R E N T C I T Y PA R T N E R S H I P S
Completing this project and doing so properly requires close cooperation with NOBC and City Hall.
HRI is currently working with the City of New Orleans on three important properties that have been
financially successful and very transformative: (i) Hyatt French Quarter, (ii) Holmes Apartments and (iii)
the Iberville Revitalization Project. All three projects have been challenging and have overcome many
of the same development obstacles facing the redevelopment of the WTC. HRI has demonstrated to
the City of New Orleans and its staff that HRI is diligent, fair and responsive on these three projects
and NOBC can be confident that HRI will achieve the same results on WTC. HRI also has both
strong relationships and a track record with (i) the City Council of New Orleans, (ii) the City Planning
Department, (iii) the State Historic Preservation Office and (iv) the National Park Service, which will be
important for the successful completion of the WTC project.
AU T H EN T IC PL A N
One definition of success for the WTC renaissance is whether the result enhances the unique cultural
heritage of New Orleans. HRI has built a national reputation for such work. HRIs development plan
for the WTC will be unique and authentic to the City of New Orleans. The selection of Starwoods
Luxury Collection brand gives HRI the latitude to create a project that celebrates New Orleans rich
heritage and the WTCs important place in the development of the City. Guests and visitors to The
Crescent will experience a uniquely New Orleans environment like no other currently in the City.
They will enjoy sweeping views of the City skyline and river. They will enjoy unparalleled luxury living
and accommodations in New Orleans. They can enjoy local cuisine and hospitality at both of Dickie
Brennans restaurant and bar outlets. Finally, visitors and locals can enjoy the world-class visitor attraction
on the 31st floor that will offer sweeping views of the city, a state of the art visual movie experience
dedicated to the history of New Orleans and an innovative, interactive design experience that celebrates
its 300 years of rich history.
LU X U RY A ND POW ER F U L HOT EL BR A ND
Luxury Collection by Starwood Hotels and Resorts has been selected as the ideal brand given the
unique layout, location and history of the building. Featuring more luxury properties than any other
hotel company (90 hotels in over 30 countries), Luxury Collection by Starwood understands the allure
of uncompromising style as well as its unique operational requisites in the 4-diamond/star category.
Starwood Hotels & Resorts brand distribution is one of the industrys largest through global sales,
central reservations, marketing and the prestigious SPG repeat guest program with 41 million members
which will drive significant business to the property. HRI and Starwood did not select its five-star brand,
St. Regis, for the WTC project because we felt like the market for this hotel product was too thin in
New Orleans and the over $400 average hotel room rate necessary to make the St. Regis viable was
unachievable given the current hotel market conditions. The Luxury Collection enables HRI to create
a truly one-of-a-kind hotel property that celebrates the rich culture and history of the City. Starwood
has agreed to provide key money to the project, which signifies its commitment and confidence in the
success of the hotel component of the project.
*There are no five star hotels in New Orleans. The Windsor Court and the Ritz-Carlton hotels were built as five-star hotels and both proved to be financial failures. Each of these hotels were acquired by
current owners at prices well below what they cost to build. Even then, the Ritz website states that Forbes now ranks it a four star while AAA ranks it below a four diamond hotel. Windsor Court is also a four
star, four diamond hotel. The city currently has no five star, five diamond hotels because the market here will not support one. We found opting for a St. Regis tempting, but realized such a choice put the
success of the project at risk.
Sources: http://www.ritzcarlton.com/en/Corporate/Awards/Default.htm#AAA
http://www.windsorcourthotel.com/awards
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INTRODUCTION
INTRODUCTION
R E SI DE N T I A L A N D M I X E D-USE E X PE R I E NCE
F I N A NC I A L C A PAC I T Y
The residential component of the WTC project is equal in size and importance to the hotel component
of the project. HRI has chosen the name The Crescent Tower for the residential component of the
project. HRI has developed, owned and operated more luxury apartments in downtown New Orleans
than any other competitor. In addition, HRI is the only company in the City of New Orleans that operates
both a hotel and apartments in the same building or complex. HRI has successfully developed four, and
currently operates three buildings that include both uses and has two additional mixed-use projects
under construction. HRI has structured its hotel and apartment management company to share services
between the two uses with the goal of providing outstanding services to both hotel guests and
residents alike while benefitting from operational efficiencies. Over the past 30 years, HRI has refined its
design and operating approach to mixing uses in a single building to ensure a successful marriage of
both project components.
In April 2014, HRI Properties closed a $150 million capital facility with Almanac Realty Investors to enable
the company to grow through development opportunities like WTC. HRI plans to work with Capital One
Bank as its lead lender for the project, which has a major banking presence in New Orleans and the State
of Louisiana. HRI plans to work with the National Trust and Stonehenge Capital to provide tax credit capital
to the project. Finally, HRI will utilize its unique access to $20 million of New Markets Tax Credit (NMTC)
investment authority on the WTC project. HRI has worked with all of these financial participants on similar
projects to the WTC in New Orleans and nationally. HRI has the financial capacity and relationships in place
to successfully finance the redevelopment of the WTC site.
F I NA NCI A L BEN EF I T S
HRIs lease proposal is structured to pay above fair market value for the WTC property through creative
revenue sharing structures that we have successfully utilized on the Hyatt French Quarter and D.H.
Holmes properties in New Orleans with the Canal Street Development Corporation. Over the 99-year
lease term, HRI projects that NOBC will receive nearly $1.9 billion of total lease payments including
a $10 million up-front lease payment, base rent, sale participation and visitor attraction rent and
percentage rent.
LOC A L TE A M
HRI has assembled a project team with national prominence and deep local experience to make WTC
a reality. HRI operates its corporate headquarters six blocks away from the WTC site with an in house
team of architects, construction managers, development and finance professionals and its hotel and
apartment operational teams. HRI Lodging will manage the WTC hotel operations and is one of the 50
largest hotel management companies in the U.S. with an average experience of 25 years managing Four
and Five Diamond hotels and resorts. We have selected Roy Anderson Corp Contractors, a Tutor Perini
company, (RAC) to act as our general contractor for the project. HRI believes that the complexity and
scale of the WTC construction project requires local knowledge with national resources. RAC brings
both of these aspects to the HRI team. Dickie Brennans participation in the operating of the two food
and beverage outlets will bring local cuisine and hospitality to the project. Finally, SMG will operate the
world-class visior attraction on the 31st floor.
PROJ EC T V ELOCI T Y
Because of HRIs track record, financial strength, historic experience, local team and working relationship
with the City, our time frame for completion of the WTC project is fast. Unfortunately, time kills deals.
Markets change, world events occur and economic uncertainty is ever present. By selecting HRI, NOBC is
assured of a smooth and fast closing process that will ensure successful completion of the project prior
to the Tricentennial Celebration in 2018. In addition, HRIs plan is confined to the current property owned
by NOBC and does not require and land approval from any adjacent property owners, such as the New
Orleans Public Belt Railroad to proceed. Such thinking highlights HRIs ability to grasp what is essential to
moving a project forward, getting the job done and achieving proud success.
W TC G A R AGE
HRIs plan does not require the use of the existing WTC garage to move forward. HRI has designed a new
garage structure on the corner of Poydras Street and Convention Center Boulevard to service the project
and create a state-of-the-art meeting venue for the hotel with sweeping views of the river and access
to Spanish Plaza for special events. In addition, the apartment residents will have direct access from the
parking garage into the building so that they can enjoy covered access to their elevators without having to
interact with hotel guests. HRIs plan gives NOBC the flexibility to repurpose the WTC garage site in order to
develop the corner of Poydras and Convention Center Boulevard tp better serve the tourism needs of the
City. HRIs plan also provides convenient parking access for its residents and hotel guests, which will prove
important for the projects success.
Given the foregoing points and the detailed information provided in this RFP response, HRI is confident
its proposal represents a compelling, lucrative and certain choice for NOBC that will be transformative for
New Orleans.
right JT BLATTY
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HR I HOT ELS
H R I PROJ EC T S N E W OR L E A NS
MILLS ROW
HIBERNIA TOWER
HR I MI X ED USE
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INTRODUCTION
1.
INTRODUCTION
INTRODUCTION
OV ERV IE W
HRI Properties, LLC, through its wholly owned subsidiary entity, Crescent Tower Partners, LLC (collectively
referred to herein as HRI) is pleased to present its proposal for the redevelopment of the long vacant
World Trade Center New Orleans as requested by the City of New Orleans Request For Proposal No.
8975-01775 (RFP). This iconic building located at the foot of Canal Street, represents one of the last
key undeveloped buildings remaining in New Orleans. Through the vision of Mayor Landrieu and the
World Trade Center selection committee, the building is poised to once again become a beacon for
New Orleans ongoing renaissance. HRI will make that vision a reality by creating the finest and most
exciting development of its kind in the City. Our response to the RFP is designed to meet or exceed
all City requirements and reflects the over 30 years of experience HRI has in transformative historic
redevelopment work in New Orleans and across the country.
We are especially excited to make the World Trade Center redevelopment a part of the citys tricentennial celebration in 2018. HRI, a local, homegrown real estate developer with signature projects
nationally, is extremely well suited to deliver this exciting project to the citizens of New Orleans. HRI
employs over 1,400 employees nationally with its headquarters located right here in New Orleans, just
a few blocks away from the Project. HRI is pleased and honored to have been selected to provide our
thoughts and vision for the renaissance of this truly authentic New Orleans icon.
HRI will provide an important and substantial subsidy to the project by allocating National Cities Funds
(an HRI affiliate) $20 million of New Markets Tax Credit (NMTC) investment authority plus $10 million of
additional NMTC allocation provided through our financial partners. The proposed use of a $30 million
NMTC allocation will mean almost $9 million of additional sources into the project, at no additional cost
to the City. No other respondent to the RFP has NMTC allocation authority.
Starwood, one of the largest hotel companies in the world, will also provide a significant investment to
the project, demonstrating their belief in the future of New Orleans, our plans for the Project and their
confidence in HRI Lodgings ability to successfully operate the hotel.
HRI has the team, vision, financing, plan, experience and track record to make the renaissance of the
former World Trade Center New Orleans finally a reality. Weve completed over $2 billion of difficult
development projects and weve completed or have under construction six similar projects to the
World Trade Center, including the 225 Baronne project just down the street. We are the team to bring
this one home, for our home, New Orleans.
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INTRODUCTION
INTRODUCTION
A FTER
BEFORE
LT V TOW ER DA LL A S
After two failed attempts by local developers to redevelop this 1960s office tower, HRI
worked closely with the City of Dallas and the FDIC to close financing for this $100 million
development creating a better-than-brand Hilton Garden Inn and luxury apartments, with
self-contained parking for 350 vehicles inside the historic tower. The building was purchased
April 2014, and construction began the following day. The project is under construction and
set to be complete in the fall of 2015.
BEFORE
A FTER
A FTER
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BEFORE
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INTRODUCTION
BEFORE
A FTER
BEFORE
A FTER
TO THE RIGHT
are examples of
buildings bought
speculatively that still
sit vacant, despite
numerous changes in
ownership. HRIs history
is to purchase a building
and begin construction
immediately, often
the day after financial
closing.
PL A Z A TOW ER
JUNG HOTEL
SA NLIN
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TA B L E O F C O N T E N T S
1.
TA B L E O F C O N T E N T S
A. DEV ELOPMENT PL A N
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B. PROJECT DESIGN 42
2. Site plan
C. DEV ELOPMENT TE A M
2. Evidence of commitments
78
134
144
146
G. OTHER REQUIREMENTS
2. Required Documents:
Veracity Statement
A PPENDI X
162
166
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a.
DE VELOPMENT PL AN
SECTION
QUESTION 1
Provide a description of the proposed development plan and development
schedule, highlighting any changes to the plan and schedule included in your
response to the RFQ, and describe how the proposed plan will generate maximum
financial, economic and social benefits, including community benefits. In addition
to projected dates for construction start and project completion, the development
schedule should include other key milestones, including commencement and
completion of the design process, financing, and operational stabilization. Any
contingencies that may affect this timeline should be included, together with a plan
to mitigate any such contingencies.
DE VELOPMENT PL AN
DEVELOPMENT PLAN
DE SCR I P T ION OF T H E PROPOSED
R EDE V ELOPM EN T PL A N
HRI proposes to redevelop the World Trade Center (WTC) building into a full-service Luxury Collection
hotel by Starwood and luxury residential apartments (HRIs RFQ response proposed a Hyatt Andaz, but
the Starwood Luxury Collection flag became available when the group proposing a W hotel, also by
Starwood, did not advance in the RFQ stage). The hotel will be called The Crescent, a Luxury Collection
Hotel and The Crescent Tower. The project will include 309 hotel rooms on floors one through thirteen
(increased from 250 rooms in the RFQ), 16,174 square feet of meeting space, nearly 3,000 square feet of
commercial space plus 261 luxury apartments on floors fourteen through thirty (295 in the RFQ). A new
structure located adjacent to the historic tower will include parking for 336 vehicles, including charging
stations for electric vehicles, a new, column-free 5,600-square-foot ballroom on the third level and a
rooftop pool/amenity deck on the rooftop.
The former Plimsoll Club located on the 30th floor will become luxury apartments with sweeping views
of the river, French Quarter, Algiers Point, Warehouse District and the Central Business District through
large, unobstructed floor-to-ceiling windows and eighteen-foot ceiling heights. Given current life safety
codes, the total capacity for the Plimsoll Club would have to be restricted to 300 people (including
employees). This constraint made its re-use as an event space not viable. The former Top of the Trade
Mart space on the 33rd floor will be transformed into an upscale champagne and craft cocktail bar
operated by Dickie Brennan & Company. The revolving floor mechanism will be repaired so residents,
hotel guests, tourists and locals will once again be able to enjoy 360-degree views of the City. HRI will
work closely with its design team to maximize the impact of this space.
Spanish Plaza will be better integrated into the WTC site via a monumental staircase from the third floor
balcony at the WTC, connecting the newly constructed meeting space, which overlooks Spanish Plaza.
This new additional connection to Spanish Plaza can be enjoyed by hotel guests and the residents of
the building in addition to a new access point to the plaza for the neighborhood. Additional foot traffic
in the plaza should drive demand for new events and retail, driving additional economics for the City.
On the 31st floor, visitors to New Orleans and local residents will be able to enjoy an authentic New
Orleans experience including an inspiring movie about the history of New Orleans along with a state of
the art audio visual experience and an observation deck to enjoy unobstructed, 360-degree views of the
City. We believe this new experience will capture its fair share of visitors and locals and be among the
top visitor attractions in the City, along with the Audubon Zoo, The National WWII Museum, Aquarium
of the Americas and the Insectarium. SMG will operate the attraction, which will be concepted by
Unified Field, who created many of the World War II museum attractions. The new attraction will also be
utilized after hours as a venue for private events, economic development activities, convention center
and tourism marketing events that may include audio-visual presentations on the venues two-story
movie screens with access to the observation deck featuring the port, downtown, Lake Pontchartrain
and a great view of much of Orleans Parish. HRI proposes that the City will financially participate in the
success of the venue through an attractive profit-sharing agreement. Based on our analysis with SMG,
we believe the venue can generate $10 million per year in annual revenues with the City receiving
$2.5 million in visitor attraction rent in additional annual rent from the venue.
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a.
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QUESTION 1
DE VELOPMENT PL AN
DEVELOPMENT SCHEDULE
CON T I NGENCI E S
HRI will start interior demolition shortly after executing the lease with construction starting upon
financial closing, which is expected in December 2015. Construction is anticipated to take approximately
18 months to complete. This schedule is revised from the RFQ in that it starts demolition immediately,
thereby completing construction earlier. HRI believes completing the project in July 2017, well ahead of
the sunsetting of the state historic tax credit program in January 2018, is critical to attracting lenders and
historic tax credit investors to the project. HRI proposes to fund 100% of the early demolition work, at
HRIs own risk, to start within 60 days of signing the lease, subject to receiving a demolition permit from
the City. A detailed construction schedule provided by Roy Anderson is provided on page 77.
In addition to the 60 day financing contigency called out in the RFP, HRI proposes two contingencies
to the transaction, (i) the approval of the plans and specifications by the City of New Orleans and (ii)
historic approvals (State Historic Preservation Office and the National Park Service) necessary to secure
the tax credits for the project. HRI has a long and successful track record of managing this approval
process through careful design and working closely with our historic consultants. We have allowed
a five-month contingency period in our schedule to have a temporary certificate of occupancy well
before the sunset of the state historic tax credit program. We believe, based on our 30+ years of
experience, that we are well-positioned to secure all necessary tax credit approvals and complete the
project well before the end of 2017.
HRI is confident that it will obtain approval of its plans by City of New Orleans Planning Department
through the conditional use process, which is required for this project. Having completed over 50
projects locally, we are confident that we can proceed expeditiously through the various City approval
processes. HRI has allowed time in its schedule to deal with reasonable unforeseen events.
DATE MILESTONE
JA NUA RY 2015
M A RCH 2015
A PRIL 2015
M AY 2015
JUNE 2015
DECEMBER 2015
JULY 2017
JULY 2019
28
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
QUESTION 2
DE VELOPMENT PL AN
QUESTION 2
Provide detailed plans for the Project, including plans for services, amenities and
securing adequate parking and access. If parking is not requested in the Parking
Facility, indicate how parking needs will be addressed. If the respondent desires
to obtain parking at the Parking Facility, an acknowledgment of agreement to the
Parking Agreement must be included, or a markup of any comments to the Parking
Agreement must be submitted.
Please see Section B for our full site plans and renderings.
K EY FE ATUR ES
> $ 267MM MIXED-USE PROJECT funded with all private capital and requiring no
subsidies from the City of New Orleans
> 4
54 NEW FULL AND PART-TIME JOBS CREATED
> 3
09-ROOM LUXURY COLLECTION HOTEL by Starwood with over 16,000
square feet of meeting space, a separate rooftop pool, fitness center and spa for
hotel guests, overlooking the Mississippi River.
> 2
61 LUXURY RESIDENTIAL UNITS with high ceilings, high-end appliances,
stunning views and wonderful amenities, including fitness center, rooftop pool on
the 32nd floor reserved for residents only, with access to the hotel services.
> 3
36-SPACE PARKING GARAGE with ground floor retail space located on the
corner of Poydras Street and Convention Center Boulevard and direct access into the
WTC building.
> R
ESTAURANT AND 33RD FLOOR REVOLVING BAR/RESTAURANT.
A ground floor restaurant with outdoor dining and a 33rd floor revolving bar
and restaurant featuring champagne and craft cocktails with a 360-degree view
of the city, both designed and operated by New Orleans own DICKIE BRENNAN
& COMPANY.
> V
ISITOR ATTRACTION
Our vision for the 31st floor is to create a world-class visitor attraction including two
immersion theaters showing a specially produced synoptical film of the 300-year
history of New Orleans. It will be complete with curated displays and explanatory
signage integrated with actual views from a newly created observation deck and a
gift shop plus rentable event space. This world-class visitor attraction will be named
The New Orleans Experience. SMG with operate the attraction and estimates 500,000
annual visitors generating $10 million in revenue.
SECTION
DE VELOPMENT PL AN
T H E C R E S C E N T T OW E R LU X U R Y A PA R T M E N T S
The best amenity of the Crescent is its bold and dominating world-class location at the edge of the
Mississippi River and in between everything vibrant in the City. This 261 luxury residential building offers
a luxurious lifestyle opportunity that will be the first and only one of its kind in New Orleans. Developed
by the premier mixed-use developer in New Orleans, HRI Properties, The Crescent will offer a 24hr
lifestyle of luxury hotel rooms, luxury residential apartments and world class restaurants and attractions;
all in one building.
As property manager for the Crescent Tower, HRI Management will lease and maintain the spacious
114 one bedroom, 139 two bedroom apartments and the 8 two bedroom penthouse suites for the
property owner and the residents. The customer service levels and property finishes at Crescent Towers
will exceed all reasonable expectations.
The Crescent Lifestyle experience will include:
PROPERT Y A M EN I T I E S
309 Room Starwood Luxury Brand Hotel its services as a lower floor amenity
Exclusive 32 Floor Rooftop pool and fitness center with breathtaking views
Walk to the French Quarter, Shops at Canal Place, restaurants and bars
Pet friendly
UNIT AMENITIES
T HE CR ESCEN T HOT EL NE W OR L E A NS
The Crescent Hotel New Orleans, A Luxury Collection Hotel by Starwood will house 309 guest rooms,
including 17 Junior Suites. Included, we will have 15 Upscale, One-of -a -Kind Luxurious Suites to include
butler services. The hotel will occupy floors 4 through 13 of the former World Trade Center and will be
surrounded by top of the line apartment units, dinning and retail outlets. The hotel will have 21,419 sq.
ft. of meeting space available for group meetings and social events. As part of the Starwood Family, we
will offer our corporate clientele amenities such as a Club Lounge, Business Center and a Sundry area
available 24 hours a day. Additional offerings will be a 1,750 sq. ft. Fitness Center and 3,300 sq. ft. Spa on
the 9th floor to include an 800 sq. ft. Childrens Club.
HRI Lodging will operate the hotel with best-in-class employees and business practices, with a goal of
exceeding guest, brand, and owner expectations. Our mission will be to surround the guest with luxury
and comfort and to provide true Southern and New Orleans hospitality. The hotel will have the best
views in the city and our accommodations will feature luxury services, amenities and comfort.
31 ST FLOOR VIEW
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T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
31
SECTION
V I S I T O R AT T R A C T I O N
A N A R R A T I V E B Y R IC H A R D C A M PA N E L L A
Every great city ought to have an observation deck. Prior generations visited the Hibernia Bank
tower (1923) to see New Orleans from above. After that observation deck closed in the 1960s, people
ascended the International Trade Mart (todays WTC) and enjoyed the views from its famous rotating bar
but since that facility closed in the early 2000s, only guests and workers in certain downtown high-rises
are privy to spectacular vistas of New Orleans.
Our vision for the 31st floor aims to give New Orleans the lofty public observation deck it deserves
and more.
Here, visitors and locals alike will find a destination where unparalleled (and unobstructed) vistas of both
banksplus nearly all metropolitan neighborhoods, not to mention the river, lake, and surrounding
wetlandsmay be enjoyed from a single point.
The horizon views offer a unique opportunity for interpreting the history and geography of our city.
Our vision takes maximal advantage of this one-of-a-kind perch through three types of interrelated
programming: (1) two immersion theaters showing a specially produced synoptical film of the 300-year
history of New Orleans; (2) curated displays and explanatory signage integrated with actual views, so
that visitors may learn, see, and orient themselves (indoors and outdoors) amid a curvaceous metropolis
that oftentimes perplexes newcomers; and (3) gift shop.
The result will be a new must activity for the visitor, on par with a streetcar ride and the ferry to Algiers,
as well as a destination for historical and cultural education and an outing for local school children.
T H E N E W OR L E A NS E X PER I ENCE
DESCRIPTION
The new Visitors Attraction at the top of The Crescent Tower will be a must see destination for anyone
visiting the city. Like The New York Experience, which was the longest-running commercial multimedia
show in history seen by millions of people over its 15-year span, the New Orleans Experience will be a
21st century multi-purpose visitor center serving multiple audiences from tourists to business people, to
economic development professionals and investors.
At the New Orleans Experience, visitors to the city will get a multimedia experience of the vibrant
culture of New Orleans, its local celebrities and characters, contemporary and historical, and a taste of
the flavors, food, arts, events and music of the city.
Using different exhibition techniques from large-scale indoor and outdoor displays, to mobile
devices, gesture-based media environments, real-time visualizations, websites and mobile apps, and
a combination of theatrical media presentation and physical artifacts, we will offer a breathtaking
panoramic view of New Orleans, over time, space and place.
The New Orleans Experience will also give visitors an understanding of the city through different eyes,
like those of a native, by revealing the hidden patterns of the city and capturing its essence. HRI has
budgeted $5 million to create The New Orleans Experience.
CONTENT
In addition to themes mentioned previously, the experience will also cover the ongoing revitalization
of New Orleans and new developments (which could include the story of the storms, live updates of
personal narratives and experiences, and the citys resiliency plans in action). For the different functions
for the center, content will be fed from a robust and flexible technology platform, content resource and
display system.
Content can be a combination of original content, live data feeds, and sourced from different resources
including local institutions, dedicated social media apps and promotional programming. Original
content made for the center can be digital videos, audio, interactive media and large-scale displays. In
addition we will also provide a robust multi-channel digital content management system to dynamically
manage content from on-floor experiences to online, mobile and social media applications.
REV ENUE
There are several revenue streams from entrance fees, to event rentals and special events such as
corporate and institutional presentations. In addition, different forms of licensing will be explored.
For example, for the economic development and investor audience, The New Orleans Experience will
provide a paid event forum for presentations of upcoming initiatives, research, product and urban
development announcements. SMG estimates the New Orleans Experience will host 500,000 visitors
annually and generate over $10 million of revenue annually.
32
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
33
a.
QUESTION 2
DE VELOPMENT PL AN
QUESTION 2
SECTION
DE VELOPMENT PL AN
34
a.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
35
QUESTION 2
QUESTION 2
DE VELOPMENT PL AN
SECTION
a.
DE VELOPMENT PL AN
DIC K I E B R E N N A N S C H A M PAG N E B A R
The 33rd floor is the crown jewel of The Crescent and will feature a sophisticated bar and lounge with
the best panoramic views in the city. The atmosphere will be upbeat and festive and will attract guests
looking for a beautiful place to soak in a sunset as well as those looking for a late night place to enjoy a
drink and a view of the lights from the Crescent City. There will be a large selection of champagne and
sparkling wine to complement the spectacular 360 degree view. Careful attention will be paid to the
wine selection along with a thoughtfully curated cocktail list. Small plates will be offered and the overall
feel is one that entices guests to stay and order multiple drinks. The area will be able to accommodate
approximately 150 people at any one time.
D OW N T OW N PA R K I NG / R E T A I L
All of the projects parking demand will be serviced by a modern 336-space parking garage to be
constructed on-site on the up-river side of the building. This state of the art garage will also house
a column-free, 5,600 square foot ballroom on the third level which will be connected to the historic
tower where the remainder of the meeting space will be located. This third-floor location will afford
spectacular views of the river from both the pre-function space adjacent to the ballroom and also
around the historic towers third-floor balcony, which wraps around the whole building on the
ground floor. Nearly 3,000 square-feet of retail space will be constructed, activating the streetscape for
pedestrians and creating an attractive facade at a highly visible intersection.
Our parking solution for the project was the result of an extensive analysis of the existing World Trade
Center tower to determine if parking could be made to work within the existing footprint of the
building, which is our preferred approach. Given the small footprint of the tower, providing new vehicle
ramps within the building was inefficient and not feasible. The existing World Trade Center garage was
simply too remote from the building to satisfy the needs of our future residential tenants. Having utilized
automobile lifts on an earlier project and witnessed the extreme wait times for parking and retrieving
vehicles, not to mention the potentially catastrophic consequences of an equipment failure, it was
obvious that constructing a new stand-alone parking garage was the only reasonable solution to the
long-term parking needs of the project.
36
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
37
QUESTION 3
DE VELOPMENT PL AN
QUESTION 3
SECTION
DE VELOPMENT PL AN
O P E R AT I O N A L & M A N A G E M E N T P L A N
The leadership and staff from HRI Lodging (HRIL) and HRI Management (HRIM) will work very
closely with the development team and architects from HCI Architecture (HCIA) to design, coordinate
and operate The Crescent. This internal coordination and operational cooperation will result in a
well-thought-out project that operates efficiently and seamlessly once completed. HRI delivers this
unique mixed-use capability along with a 30-year track record of similar, successful projects.
38
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
a.
39
QUESTION 3
QUESTION 3
DE VELOPMENT PL AN
SECTION
a.
DE VELOPMENT PL AN
R E SI DEN T I A L M A NAGER
HOT EL F L AG
HRIM will operate the residential component of the project. HRIM operates 42 multifamily developments with 4,300 apartment units in New
Orleans, LA, Jackson, MS, Richmond, VA, Shreveport, LA, Lafayette, LA, Hammond, LA, New Iberia, LA, Houma, LA, St. Louis, MO and WinstonSalem, NC. HRIMs signature projects include the Hibernia Tower, King Edward and Standard Life apartments and the soon-to-be completed
Strand Apartments (225 Baronne) and the LTV Tower apartments which will be completed in the third quarter of 2015. HRIM also operates
the D.H. Holmes apartments, currently undergoing a major renovation, in the historic French Quarter.
Starwood Hotels, one of the largest hotel brands in the world, with over 1,200 properties in over 100 countries, has provided its term sheet
for a Luxury Collection franchise for the project. HRI currently has another Starwood hotel, an Aloft, under construction in New Orleans and
has a great working relationship with the brand. Senior executives from Starwood have visited the site and top management is engaged in
the transaction.
David Aupied
RESIDENTIAL MANAGER
H R IM LE T TE R OF COM MITMENT AND
S TATE ME N T OF AVA ILA BILIT Y
STA R WO O D L E T TE R OF COM M I T M E N T
L E A SE NEG OT I AT IONS
HRI has extensive experience in negotiating long-term lease structures in publicprivate ventures and anticipates being able to work with
the City of New Orleans and its representatives to structure a market rate/term lease for the building. Examples include the successful
lease restructuring for the Hyatt French Quarter and D.H. Holmes Apartments projects, which successfully closed in 2012 and 2014,
respectively. HRI has provided minimal comments to the draft lease form provided by the City and anticipates executing the lease by the
April 30, 2015 deadline. All of HRIs proposed changes to the legal aspects of the proposed lease were intended to make the WTC lease
generally consistent with the terms already accepted by the City and HRI on existing leases between the parties. Please see Section E of this
document for more specifics.
Other HRI affiliates, HCIA with HCID, will serve as the projects architect of record. HCID employs 16 architects, 14 of which are located in
New Orleans. HCI Construction will provide construction management services to the Project.
40
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
41
b.
PROJECT DESIGN
QUESTION 1
Provide, at a minimum, a sketch plan of the site, showing the proposed development.
Concept plans should include site layout with a minimum of one hundred feet of
context beyond the site boundary (scale 1 = 100), building and unit configuration,
including types of uses and square footages, floor plans and quality of materials.
NOBC would prefer to see detailed architectural drawings for each floor of the
building. If the proposal includes the construction of an additional structure, then
NOBC would prefer to see a detailed analysis of the structure, the current zoning and
other restrictions affecting the new building, as well as a separate timeline detailing
the construction period for the proposed new structure.
SECTION
PROJECT DESIGN
QUESTION 2
Provide a site plan with dimensions, first grade level floor plan, typical upper grade
floor plans, sample elevations that capture the projects location, character, typical
sections with floor-to-floor height indicated, and any other drawings, together with
accompanying presentation materials that the developer feels would clarify the
development concept. Include seven (7) illustrative three dimensional renderings
of concept design.
QUESTION 3
Provide large scale elevations and perspectives depicting how building(s) will look
from pedestrian approach (scale to vary from 1/16 to 1/32 per foot) should be
provided. At a minimum, perspectives from the approaches from Canal and Poydras
Streets will be beneficial in demonstrating the impact the proposed project will have
from these view corridors. In addition, provide large scale sections of relevant public
private spaces and how these spaces will connect to the exterior.
QUESTION 4
All plans which are submitted as part of the Project Design portion of the RFP should
be submitted in an electronic format which allows the Selection Committee to
examine them to actual scale digitally.
42
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
b.
43
SECTION
PROJECT DESIGN
PROJECT DESIGN
PROJECT DESIGN
HCI Architectures design concept adeptly repurposes the landmark historic International Trade Mart
office building for mixed-use occupancy. The projects prominent site at the confluence of two major
thoroughfares directs a solution to supplement the existing tower with two new focal point additions
at the ends of both Canal and Poydras streets. The historic buildings tripartite design will be divided
by locating hotel functions at its base while efficiently repurposing its mid-section as livable residential
apartments and locating public amenity attractions in the crown of the original structure. The complex
mix of uses and program creates challenges for vertical transportation; however, existing elevators are
organized to facilitate the different functions attracting both tourists and local residents.
Both new additions are held away at distances to provide a physical separation respecting the historic
tower. New addition elevations emphasize horizontal elements and organic curves to also provide visual
differentiation. Materials for new construction including concrete, stucco, glass and aluminum reference
materials used on the original building but are finished in tones of grey different from Edward Durell
Stones Modern icon. This design approach will be developed into a final solution allowing the 1960s
era skyscraper of New Formalist style to integrate with contemporary additions resulting in a pleasing
and functional design complementing its vibrant new uses.
A new access structure, designed to complement the historic tower, takes advantage of the sites
prominent location by terminating the approaching lane of Canal Street with a landmark pedestrian
feature in the form of a curved, open stairway which invites the public up its steps to a second floor
bar enabling views down Canal street. A curved stair above connects to a third floor deck with vistas
of the Mississippi river and to the original buildings third floor walkway leading back down to Spanish
plaza and the riverfront. This additions horizontal orientation contrasts the verticality of historic tower
but incorporates curves recalling the circular elements of its rotating cocktail lounge, adjacent Spanish
Plaza fountain and the Rivers curve. The curvaceous new stairways base is centered in a void between
wings of the original building and surrounded by a landscaped Plaza with site furnishings to animate
the space and allow use as an outdoor dining area to reinforce Convention Center Blvd. as a pedestrian
corridor.
Reinventing the original buildings Lobby as Hotel Lobby separates the newly hardscaped plaza from
an opposing void on the South side of that wing which becomes the location for the vehicular drop
off and porte-cochere. Vehicular entry is framed by a new precast concrete parking structure at the
corner of Convention Center Boulevard and Poydras Streets. The new structure not only brings parking
in proximity to the new uses but also incorporates retail, hotel ballrooms and amenity uses. Its ground
floor level features sheltered sidewalks and transparent storefront to engage the building with the
streetscape and enhance walkability at sidewalk level. The retail presence at the corner promotes the
sites connection to the Riverwalk beyond. The structures facade of laser cut metal screens reference
the shading devices and perforated canopy design features of the existing building in contemporary
construction techniques. While Its Crescent shaped corner recalls the elevation of the original, 1948
International Trade Mart building. This vertical place marker and video screen incorporated in building
cladding will activate the prominent open space at the end of Poydras street.
I N S P I R AT I O N F O R N E W C R E S C E N T G A R A G E
44
b.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
45
SECTION
PROJECT DESIGN
+SITE PLAN
PROJECT DESIGN
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
10-Feb-15
46
b.
47
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49
H R I P R O P E R T I E S | REQUEST FOR PROPOSAL NO. 8975-01775 RESPONSE
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
48
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51
H R I P R O P E R T I E S | REQUEST FOR PROPOSAL NO. 8975-01775 RESPONSE
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
50
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b.
SECTION
KITCHEN
0300
BOH
MGR.
0300
1,187 SF
CHEF
0300
MTG ROOM
439 SF
MTG ROOM
BUSINESS
OFFICE
0300
STOR
0300
3,257 SF
1,625 SF
MEP
0300
ELEV.
LOBBY
0300
MEP
0300
PREFUNCTION
MTG ROOM
MEP
0300
1,313 SF
PREFUNCTION
3,091 SF
MTG ROOM
MEN
0300
1,755 SF
PREFUNCTION
WOMEN
0300
618 SF
MTG ROOM
618 SF
MTG ROOM
CONNECTION
0300
ROOF DECK
0300
3,170 SQ. FT.
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
10-Feb-15
53
H R I P R O P E R T I E S | REQUEST FOR PROPOSAL NO. 8975-01775 RESPONSE
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
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PROJECT DESIGN
b.
SECTION
DQ
422 SF
196 SF
Parlor
507 SF
430 SF
430 SF
411 SF
411 SF
430 SF
400 SF
498 SF
DQ
472 SF
DQ
498 SF
413 SF
413 SF
407 SF
407 SF
MEP
DQ
419 SF
SERVICE
HOTEL ELEV.
LOBBY
DQ
CORRIDOR
CORRIDOR
419 SF
DQ
419 SF
MEP
MEP
DQ
419 SF
407 SF
DQ
498 SF
407 SF
K
413SF
DQ
472 SF
413SF
DQ
498 SF
430 SF
430 SF
411 SF
411 SF
430 SF
430 SF
DQ
422 SF
196 SF
Parlor
507 SF
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
55
H R I P R O P E R T I E S | REQUEST FOR PROPOSAL NO. 8975-01775 RESPONSE
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
54
PROJECT DESIGN
b.
SECTION
498 SF
DQ
472 SF
MEP
DQ
498 SF
DQ
DQ
498 SF
413SF
407 SF
419 SF
SERVICE
HOTEL ELEV.
LOBBY
419 SF
DQ
413 SF
CORRIDOR
DQ
472 SF
CORRIDOR
413 SF
407 SF
407 SF
MEP
MEP
DQ
498 SF
430 SF
430 SF
411 SF
411 SF
430 SF
430 SF
DQ
422 SF
196 SF
Parlor
507 SF
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
57
H R I P R O P E R T I E S | REQUEST FOR PROPOSAL NO. 8975-01775 RESPONSE
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
56
PROJECT DESIGN
b.
SECTION
1,080SF
805SF
SUITE
790SF
SUITE
850SF
SUITE
905SF
SUITE
1,340SF
SUITE
1,340SF
SUITE
1,340SF
SUITE
1,072SF
SUITE
HOTEL ELEVATOR
LOBBY
300SF
BUTLER
PANTRY
1,340SF
SUITE
778SF
SUITE
1,055SF
SUITE
SUITE
1,340SF
1,340SF
SUITE
1BR
1,080SF
2BR
1,340SF
IBR
805SF
1BR
790SF
IBR
850SF
2BR
1,340SF
APT. ELEVATOR
LOBBY
1BR
905SF
2BR
1,340SF
2BR
1,340SF
2BR
1,340SF
2BR
1,340SF
2BR
1,340SF
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
59
H R I P R O P E R T I E S | REQUEST FOR PROPOSAL NO. 8975-01775 RESPONSE
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
58
SUITE
1,340SF
SUITE
PROJECT DESIGN
b.
SECTION
SECTION
PROJECT DESIGN
+ P E N T H O U S E A PA R T M E N T 3 0 T H F L O O R
+ 3 0 TH F L O O R P L A N
PROJECT DESIGN
PENTHOUSE APARTMENT
60
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
b.
61
SECTION
PROJECT DESIGN
+ T H E N E W O R L E A N S E X P E R I E N C E 3 1 ST F L O O R
+ 3 1 ST F L O O R P L A N
PROJECT DESIGN
62
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
b.
63
SECTION
PROJECT DESIGN
+ A PA R T M E N T P O O L D E C K + 3 3 R D F L O O R R E S TA U R A N T
+ 3 2 ND- 3 4 TH F L O O R P L A N
PROJECT DESIGN
3125 SF
POOL
DECK
#
#
5%#.'
PF(NQQT2NCP/GEJCPKECN
MEN
JAN
WOMEN
ELEVATOR
EQUIPMENT
ELEVATOR
EQUIPMENT
'.'8
#265
'.'8
$#4
'.'8
$#4
1745 SF
FITNESS
#
#
#
#
5%#.'
VJ(NQQT2NCP
5%#.'
TF(NQQT2NCP%QEMVCKN.QWPIG
RESIDENTIAL POOL
MEN
'.'8
#265
WOMEN
COCKTAIL
LOUNGE
STORAGE
STORAGE/
PREP
MECH
'.'8
$#4
'.'8
$#4
241)4#/%1.14.')'0&
/''6+0)52#%'
*16'.
4'5+&'06+#.
24'(70%6+1052#%'
%+4%7.#6+10
PFVJ(NQQT2NCP
2.16'
241,'%601
&4#9+0)(+.'
5,$
CACRVFYI
)%/
)GPGTCN0QVGCNNFTCYKPIU
KPVJKURTGUGPVCVKQPCTG
RTKPVGFCVJCNHUECNG
6JG%TGUEGPV0GY1TNGCPU
% # 0 # . 5 6 0 ' 9 1 4 . ' # 0 5 . 1 7 + 5 + # 0 #
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
5 E J G O C V K E 5 G V
8+5+614#664#%6+10
4'56#74#06$#4
2#4-+0)
#
33 RD FLOOR BAR/RESTAURANT
64
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
b.
65
SECTION
PROJECT DESIGN
+ V I E W F R O M C O N V E T I O N C E N T E R B LV D .
b.
PROJECT DESIGN
APARTMENTS
HOTEL ROOMS
66
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
67
SECTION
PROJECT DESIGN
+ E X T E R I O R E L E VAT I O N
b.
PROJECT DESIGN
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
68
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
69
SECTION
PROJECT DESIGN
+AIR S
PROJECT DESIGN
70
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
NOT FOR
REGULATORY
APPROVAL,
PERMITTING, OR
CONSTRUCTION
9-Feb-15
b.
71
SECTION
PROJECT DESIGN
PROJECT DESIGN
LOGIST IC S PL A N
The Redevelopment of 2 Canal Street is similar to the 225 Barrone Street project that Roy Anderson
Corp. (RAC) is currently completing with HRI. To ensure the successful completion of this project, RAC
has identified two distinct phases for construction.
Phase 1 encompasses the demolition and abatement of all existing conditions inside the building.
This includes asbestos, lead paint, furnishings, and interior walls. Installation of a temporary roof on
the 31st floor will also occur at this phase to dry-in the building for finishes on the floors below. As
demolition is completed from a top down progression, the design team will be able to do more
thorough measurements and investigations of existing infrastructure to continue with design of those
spaces. Preconstruction activities for all scopes of work will progress during Phase 1 to prepare for the
construction during Phase 2.
Phase 2 involves the full build-back of the interiors of the tower as well as the new construction of the
parking garage and ancillary structure.
CI T Y ZON I NG ST U DY
(DR A F T COM PR EH ENSI V E ZON I NG OR DI NA NCE)
>
>
ermitted uses include; Amusement Facility, Bar, Hotel/Motel, Reception Facility, Restaurant), Retail
P
Goods establishment and Parking structure. (Conditional use acceptance for Multi-family dwellings
will be assumed)
Multifamily dwellings in CBD districts require 120 square feet of on-site open space per dwelling unit
either private or common.
>
>
>
U N DER STA N DI NG T H E A R E A
RACs 50 years of experience constructing in New Orleans affords an understanding of the unique
planning and coordination required to successfully complete a project within the schedule. The
site logistics plan includes where deliveries can be made, the placement of cranes and hoists, and
ongoing vehicular traffic along Canal Street, Convention Center Boulevard, and Poydras Street as
well as pedestrian traffic between the Audubon Aquarium of the Americas and the Riverwalk Outlet
Collections.
Additionally, the streetcar line and railroad tracks on the river side of the project must be coordinated
with the New Orleans Regional Transit Authority and the New Orleans Public Belt Railroad throughout
construction.
The site logistics plan will be continually maintained and reevaluated throughout the duration of
construction. Through relevant experience with similar renovation projects in New Orleans, such as 225
Barrone (2013-2015), the Roosevelt Hotel Renovation (2007 -2009), the Hilton Garden Inn Commerce
Building (2004), the Hotel Monaco (2001) and the US Customs House (2004), RAC fully understands:
The specifics of enhancing a listed, historic structure;
>
>
>
Limited site access is simply a project condition not an obstacle or barrier to progress.
Areas:
Existing Tower
Parking Garage
Retail Building
Project Total Gross=
671,673
157,201
9,310
838,184 sq. ft.
(<1,015,320 sq. ft.)
Parking requirements Exempt with CBD-4 designation. The Central Business District is exempt from
the vehicle parking requirements of Table 22-1
>
>
Applications for Curb cut variances on Convention Center Blvd. will be submitted.
PROJ EC T OF F ICE
Project Offices will be built within the existing tower including space for the design team, developers,
and major subcontractors. Because of the site constraints, there will not be any construction trailers.
M AT ER I A L STAGI NG
Due to limited site area surrounding the building, material staging will be allowed for only those
materials required for each weeks activities. RACs field staff will coordinate deliveries to minimize onsite
material staging and traffic concerns. Major equipment deliveries will be scheduled for just-intime
deliveries when possible allowing equipment to be permanently installed immediately rather than
stored on the site.
The following site logistics plan provides visual detail.
72
b.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
73
SECTION
PROJECT DESIGN
+SITE LOGISTICS
PROJECT DESIGN
CR I T IC A L F E AT U R E S
74
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
b.
>
IRE PROTECTION SYSTEM Before demolition can commence, functionality of the fire
F
protection system must be verified.
>
EMOLITION & A BATEMENT Demolition and abatement will be the first scope of work
D
performed on this project. All existing interior walls, flooring, fixtures and furniture will be removed
along with the abatement of all asbestos and lead paint containing materials. Demolition and
abatement will be performed simultaneously in a coordinated fashion.
>
INDOW FR A MES A ND GL A SS Following demolition, the window package will be the first
W
scope of work in the existing tower. This package must begin submittals and procurement during
the preconstruction activities in Phase 1. The windows will be removed and reinstalled from the
interior of the building with swing stages on the exterior for louvre removal and refurbishment,
exterior caulking and precast cleaning and refurbishment.
>
LEVATORS Because of the long lead time to procure and install elevator equipment, this scope
E
of work should begin submittals and procurement during the preconstruction activities in Phase 1.
>
>
75
SECTION
PROJECT DESIGN
+PHASE I | DEMOLITION
+ T H E C R E S C E N T F U L L S U M M A RY S C H E D U L E
Activity ID
Activity Name
PROJECT DESIGN
Finish
550.00 04-May-15
The Crescent New Orleans A Luxury Collection
Hotel
Owner Deliverables
0.00
0.00
0.00
184.00
04-May-15*
01-Sep-15*
04-Jan-16*
04-May-15
26-Jan-16
Windows/Curtainwall
Elevators
Main Electrical Gear
Electrical Buss Duct
Precast Parking Garage
Heat Pump Units
164.00
04-May-15
24-Dec-15
184.00
04-May-15
26-Jan-16
174.00
04-May-15
11-Jan-16
144.00
04-May-15
24-Nov-15
134.00
04-May-15
10-Nov-15
124.00
04-May-15
27-Oct-15
530.00
04-May-15
Tower
530.00
04-May-15
284.00
04-May-15
Start Demolition
Release Long Lead Fabrication
Start Construction
Construction
Level 31 to 33
4100010
4100020
Level 31
Tower Skin
A1080
Vertical Transportation
5001010
5005110
2015to 14
Apartment
2015 Levels 30
Activity ID
Apr
-9
May
-8
2015
Jun Jul
-7
-6
Aug
-5
Sep
-4
Oct
-3
Nov
-2
Dec
-1
Jan
1
Feb
2
Activity Name
OrigFinish
Dur Start
Finish
04-Jan-16
Start Demolition
08-Jun-17
Activity Name
08-Jun-17
16-Jun-16
Crescent 29-Jun-15
New Orleans A
40.00The
04-May-15
6.00 Owner
30-Jun-15
08-Jul-15
Deliverables
65.00 1000000
04-Jan-16 Start Demolition
05-Apr-16
Long Lead Fabrication
116.001000020
04-Jan-16 Release16-Jun-16
1000050
Start Construction
111.00 26-Jan-16
30-Jun-16
190.00Procurements
04-Jan-16
30-Sep-16
190.00Windows/Curtainwall
04-Jan-16
30-Sep-16
105.00Elevators
17-Feb-16
14-Jul-16
Main Electrical Gear
105.00 17-Feb-16
14-Jul-16
Electrical Buss Duct
280.00 09-Feb-16
20-Mar-17
Precast Parking Garage
200.00Heat
09-Feb-16
Pump Units18-Nov-16
200.00 02-Jun-16
Construction
400.00 04-May-15
2016 2016
20-Mar-17
01-Dec-16
Finish
Mar
-10
Apr
-9
May
-8
201
Jun
-7
550.00 04-May-15
10-Jul-17
Demo MEPHotel
Equip /Finishes From Floors 31 to 34
Luxury Collection
168.00
04-May-15
04-Jan-16
Install
Temp Roofing
on Level 31
Start Demo
0.00
0.00
0.00
184.00
04-May-15*
01-Sep-15*
04-Jan-16*
04-May-15
26-Jan-16
164.00
04-May-15
24-Dec-15
184.00
04-May-15
26-Jan-16
174.00
04-May-15
11-Jan-16
144.00
04-May-15
24-Nov-15
134.00
04-May-15
10-Nov-15
124.00
04-May-15
27-Oct-15
530.00
04-May-15
08-Jun-17
20172017
2018
530.00 04-May-15
08-Jun-17
Tower
Orig Dur Start
Aug Nov
Sep Oct
Mar May
Apr Jun
May Jun
Nov Dec
Dec Jan
Jan Feb
Aug Aug
Sep Oct
Mar Apr 30thFloor
May Mar
Jun Apr
Jul MayAugJun SepJul Oct
Dec Nov
Jan Dec
Feb JanMarFeb Apr
Jul Jul
Aug Aug
Sep SepOctOct Nov
Feb Mar
Mar Apr
AprMay
MayJun JunJul Jul
Sep Nov
Oct Dec
Nov JanDec
240.00
04-May-15
14-Apr-16
284.00
Apartments
-10
-9
-8
-7
-6
-5
-4
-3
-2
-1
1
2
3
4Level
5 316to 33
7
8
9
10
11
12
13
14
15
16
17 04-May-15
18
19
20 16-Jun-16
21
22
23
24
25
-10
-9
-8
-7
-6
-5
-4
-3
-2
-1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
MEP Equip /Finishes From Floors 31 to 34
40.00
04-May-15
29-Jun-15
550.00 04-May-15
10-Jul-17 29th Floor Apartments
246.00 4100010
08-May-15 Demo 28-Apr-16
The Crescent New Orleans
A
Luxury
Collection
Hotel
550.00 04-May-15
10-Jul-17
Temp Roofing on Level 31
6.00
30-Jun-15
08-Jul-15
252.00 4100020
14-May-15 Install12-May-16
168.00 04-May-15
04-Jan-1628th Floor Apartments
Owner Deliverables
168.00 04-May-15
04-Jan-16
65.00
04-Jan-16
05-Apr-16
Level Roof Area
258.00 3420-May-15
26-May-16
Start Demolition
27th Floor Apartments
1000000
Start Demolition
0.00
04-May-15*
116.00 04-Jan-16
16-Jun-16
Start Demolition
Level Roof Area
Release Long Lead Fabrication
Start Demolition 1000020
0.00
04-May-15*
Release Long Lead Fabrication
0.00
01-Sep-15*
264.00 3227-May-15
10-Jun-16
26th Floor Apartments
111.00 26-Jan-16
30-Jun-16
Start Construction Level 31
Release Long Lead Fabrication
1000050
0.00
04-Jan-16*
Release Long Lead
Fabrication Start Construction
0.00
01-Sep-15*
Activity ID
Activity Name
Mar
3
10-Jul-17
04-May-15
Procurements
Activity ID
Mar
-10
168.00
1000000
1000020
1000050
b.
2018
Jan
25
Start Construction
Procurements
Procurements
Windows/Curtainwall
Elevators
Main Electrical Gear
Electrical Buss Duct
Precast Parking Garage
Heat Pump Units
Windows/Curtainwall
Elevators
Main Electrical Gear
Electrical Buss Duct
Precast Parking Garage Construction
Heat Pump Units
Tower
Construction
Tower
Level 31 to 33
4100010
4100020
Level 31
Tower Skin
A1080
76
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
CresNewOrl-003
04-May-15
144.00
04-May-15
04-May-15
24-Nov-15
124.00
04-May-15
134.00
04-May-15
530.00
04-May-15
10-Nov-15
124.00
04-May-15
27-Oct-15
530.00
04-May-15
530.00
04-May-15
284.00
04-May-15
08-Jun-17
40.00
04-May-15
08-Jun-17
6.00
30-Jun-15
16-Jun-16
65.00
04-Jan-16
29-Jun-15
116.00
04-Jan-16
111.00
26-Jan-16
08-Jul-15
24-Dec-15
26-Jan-16
11-Jan-16
134.00
04-May-15
284.00
04-May-15
40.00
6.00
65.00
116.00
111.00
04-May-15
30-Jun-15
04-Jan-16
04-Jan-16
26-Jan-16
190.00
04-Jan-16
190.00
Install Apartment Elevators
Install Hotel Elevators 105.00
04-Jan-16
17-Feb-16
105.00
280.00
17-Feb-16
09-Feb-16
200.00
200.00
400.00
09-Feb-16
02-Jun-16
04-May-15
240.00
246.00
252.00
258.00
264.00
270.00
276.00
282.00
288.00
292.00
298.00
304.00
310.00
316.00
324.00
332.00
340.00
434.00
04-May-15
08-May-15
14-May-15
20-May-15
27-May-15
02-Jun-15
08-Jun-15
12-Jun-15
18-Jun-15
26-Jun-15
02-Jul-15
09-Jul-15
15-Jul-15
21-Jul-15
23-Jul-15
27-Jul-15
29-Jul-15
06-Aug-15
344.00
352.00
356.00
364.00
372.00
380.00
388.00
396.00
404.00
06-Aug-15
10-Aug-15
30-Dec-16
18-Aug-15
17-Jan-17
Remaining Level
of Effort
20-Aug-15
Actual Level31-Jan-17
of Effort
24-Aug-15
Actual Work14-Feb-17
26-Aug-15
01-Mar-17
Remaining Work
28-Aug-15
15-Mar-17
Critical Remaining
Work
01-Sep-15
29-Mar-17
03-Sep-15
12-Apr-17
Vertical Transportation
Apartment Levels 30 to 14
Hotel Levels 13 to 4
Page 1of 2
Data Date: 05-Feb-15
Printed 06-Feb-15
174.00
04-May-15
30thFloor Apartments
29th Floor Apartments
5001010
Install Apartment Elevators
28th Floor Apartments
5005110
Install Hotel Elevators
27th Floor Apartments
Apartment Levels 30 to 1426th Floor Apartments
30thFloor Apartments
25th Floor Apartments
29th Floor Apartments
24th Floor Apartments
23rd Floor Apartments
28th Floor Apartments
22nd Floor Apartments
27th Floor Apartments
21st Floor Apartments
26th Floor Apartments
20th Floor Apartments
25th Floor Apartments
19th Floor Apartments
24th Floor Apartments
18th Floor Apartments
23rd Floor Apartments
17th Floor Apartments
22nd Floor Apartments
16th Floor Apartments
15th Floor Apartments
21st Floor Apartments
14th Floor Apartments
20th Floor Apartments
Hotel Levels 13 to 4
04-May-15
144.00
Vertical Transportation
184.00
174.00
5005110
164.00
04-May-15
26-Jan-16
04-May-15
04-May-15
04-May-15
Tower Skin
A1080
184.00
184.00
04-Jan-16*
04-May-15
164.00
Level 31 to 33
4100010
4100020
0.00
184.00
Temp
Hotel LevelsInstall
13 to
4 Roofing on Level 31
30-Jun-16
190.00
04-Jan-16
05-Apr-16
30-Sep-16
190.00
04-Jan-16
16-Jun-16
105.00 17-Feb-16
30-Sep-16
12th Floor
14-Jul-16
30-Jun-16
105.00 17-Feb-16
30-Sep-16
280.00 09-Feb-16
30-Sep-16
200.00
09-Feb-16
14-Jul-16
200.00
02-Jun-16
400.00
04-May-15
14-Jul-16
240.00
04-May-15
20-Mar-17
246.00
08-May-15
18-Nov-16
252.00 14-May-15
20-Mar-17
258.00 20-May-15
01-Dec-16
264.00 27-May-15
14-Apr-16
270.00
02-Jun-15
28-Apr-16
276.00
08-Jun-15
282.00
12-Jun-15
12-May-16
288.00
18-Jun-15
26-May-16
292.00 26-Jun-15
10-Jun-16
298.00 02-Jul-15
24-Jun-16
304.00 09-Jul-15
11-Jul-16
310.00 15-Jul-15
25-Jul-16
316.00
21-Jul-15
08-Aug-16
324.00
23-Jul-15
332.00
27-Jul-15
22-Aug-16
340.00
29-Jul-15
06-Sep-16
434.00 06-Aug-15
20-Sep-16
344.00 06-Aug-15
04-Oct-16
352.00 10-Aug-15
18-Oct-16
356.00 18-Aug-15
01-Nov-16
364.00
20-Aug-15
15-Nov-16
372.00
24-Aug-15
380.00
26-Aug-15
01-Dec-16
388.00
28-Aug-15
26-Apr-17
396.00 01-Sep-15
15-Dec-16
404.00 03-Sep-15
Milestone
Page
1of 2Amenities & Entrance Level 3 to 1
Hotel
Data Date: 05-Feb-15
Printed 06-Feb-15
270.00 02-Jun-15
24-Jun-16
Tower Skin
276.00 08-Jun-15
11-Jul-16
A1080
Refurbish Tower Skin
282.00 12-Jun-15
25-Jul-16
Main MEP Systems
288.00 Main
18-Jun-15
08-Aug-16
Electrical Systems
292.00 Vertical
26-Jun-15
22-Aug-16
Transportation
298.00 5001010
02-Jul-15 Install06-Sep-16
Apartment Elevators
Hotel Elevators
304.00 5005110
09-Jul-15 Install20-Sep-16
30 to 14
310.00 Apartment
15-Jul-15 Levels
04-Oct-16
316.00 30thFloor
21-Jul-15Apartments
18-Oct-16
Floor Apartments
324.00 29th
23-Jul-15
01-Nov-16
28th Floor Apartments
332.00 27-Jul-15
15-Nov-16
27th Floor Apartments
340.00 29-Jul-15
01-Dec-16
26th Floor Apartments
434.00 25th
06-Aug-15
26-Apr-17
Floor Apartments
412.00 14th
08-Sep-15
26-Apr-17
Floor Apartments
CresNewOrl-003
Parking Garage
Foundation
Structure
Skin
Build Out / Finishes
04-Jan-16
30-Sep-16
190.00
105.00
04-Jan-16
17-Feb-16
30-Sep-16
14-Jul-16
105.00
280.00
17-Feb-16
09-Feb-16
14-Jul-16
20-Mar-17
200.00
200.00
400.00
09-Feb-16
02-Jun-16
04-May-15
18-Nov-16
20-Mar-17
01-Dec-16
240.00 04-May-15
246.00 08-May-15
252.00 14-May-15
258.00 20-May-15
264.00 27-May-15
270.00 02-Jun-15
344.00 24th
06-Aug-15
15-Dec-16
276.00 08-Jun-15
Floor Apartments
Refurbish Tower Skin
282.00 12-Jun-15
352.00 23rd
10-Aug-15
30-Dec-16
Floor Apartments
288.00 18-Jun-15
Floor Apartments
356.00 22nd
18-Aug-15
17-Jan-17
292.00 26-Jun-15
Floor Apartments
364.00 21st
20-Aug-15
31-Jan-17
Refurbish Tower
Skin
Floor Apartments
Install Apartment Elevators 298.00 02-Jul-15
372.00 20th
24-Aug-15
14-Feb-17
304.00
09-Jul-15
Install
Hotel Elevators
19th Floor Apartments
380.00 26-Aug-15
01-Mar-17
310.00 15-Jul-15
18th Floor Apartments
388.00 28-Aug-15
15-Mar-17
316.00 21-Jul-15
Floor Apartments
2015
Orig Dur 17th
Start
Finish
396.00 16th
01-Sep-15
29-Mar-17
Install Apr
Apartment
23-Jul-15
Floor Apartments
Mar
MayElevators
Jun 324.00
Jul Aug
Sep
404.00 15th
03-Sep-15
12-Apr-17
332.00
27-Jul-15
-10
-9
-8
-7 Install
-6 Hotel
-5Elevators
-4
Floor Apartments
Milestone
Remaining440.00
Level Hotel
of 10-Sep-15
Effort
Levels 13 to
4
08-Jun-17
24-Jun-16
13th
Floor
Hotel
Rooms
11-Jul-16
Actual
Level
of
Effort
420.00 10-Sep-15
10-May-17
3rd Floor Hotel Ball Rooms/Prefunction
25-Jul-16
Floor Hotel Rooms
426.00 12th
16-Sep-15
24-May-17
Actual Work
2nd Hotel Floor BOH
08-Aug-16
11th Floor Hotel Rooms
22-Sep-15
08-Jun-17
1st Floor Entrance/Restaurant/BOH
Remaining432.00
Work 10th
22-Aug-16
Floor Hotel Rooms
06-Sep-16
252.00 Work
04-Jan-16
30-Dec-16
Critical Remaining
9th Floor Hotel Rooms
20-Sep-16
155.00 8th
04-Jan-16
11-Aug-16
Floor
Hotel
Rooms
04-Oct-16
80.00 7th
13-Apr-16
04-Aug-16
Floor Hotel Rooms
18-Oct-16
Floor Hotel Rooms
01-Nov-16
60.00 6th
12-Jul-16
04-Oct-16
15-Nov-16
Floor Hotel Rooms
130.00 5th
23-Jun-16
28-Dec-16
01-Dec-16
8000180
Install
New
Elevators
@
Parking
Structure
80.00
09-Aug-16
01-Dec-16
26-Apr-17
Page 1of 2
15-Dec-168000200
30-Dec-16
8000210
17-Jan-17
8000220
31-Jan-17
14-Feb-178000230
01-Mar-17
8000240
15-Mar-17
29-Mar-17
12-Apr-17
190.00
50.00
01-Sep-16
Data 23-Jun-16
Date: 05-Feb-15
80.00
02-Sep-16
Printed 06-Feb-15 28-Dec-16
60.00
30-Jun-16
23-Sep-16
CresNewOrl-003
25.00
15-Jul-16
18-Aug-16
50.00
19-Sep-16
29-Nov-16
20.00
02-Dec-16
30-Dec-16
340.00
434.00
29-Jul-15
06-Aug-15
356.00
364.00
372.00
380.00
388.00
396.00
404.00
18-Aug-15
20-Aug-15
24-Aug-15
26-Aug-15
28-Aug-15
01-Sep-15
03-Sep-15
14-Apr-16
28-Apr-16
12-May-16
26-May-16
10-Jun-16
24-Jun-16
11-Jul-16
25-Jul-16
08-Aug-16
22-Aug-16
06-Sep-16
20-Sep-16
04-Oct-16
18-Oct-16
01-Nov-16
Oct
Nov Dec
-315-Nov-16
-2
-1
01-Dec-16
26-Apr-17
Jan
1
40.00
0.00
11-May-17
17-Jan-17
31-Jan-17
14-Feb-17
01-Mar-17
15-Mar-17
29-Mar-17
12-Apr-17
The C
Milestone
10-Jul-17
10-Jul-17
Remaining Work
Critical Remaining Work
Mar
3
The 344.00
Crescent
New
Orleans A Luxur
06-Aug-15
15-Dec-16
352.00 10-Aug-15 Preliminary
30-Dec-16
Project Sche
200.00 24-Feb-16
06-Dec-16
North Addition / Bar/Kitchen
145.00 03-Oct-16
01-May-17
Site
Work
Milestone
The Crescent New Orleans A Luxury
Hotel
43.00 Collection
08-May-17
10-Jul-17
Project Completion
Preliminary
Project
Schedule
A1000
Complete & Test MEP Systems
30.00
08-May-17
19-Jun-17
A1010
A1020
Feb
2
77
c.
DE VELOPMENT TEAM
SECTION
QUESTION 1
Provide the contact person(s) and complete development team, and indicate
any changes to the development team that was included in your response to
the RFQ, including specific experience and technical capabilities and professional
competencies of each team member. Include a description of the basis for selection
of team members for the Project and any past relationships among team members,
including resumes. Team members should include, at a minimum, the hotel operator
and flag, Project and residential management company, general contractor, architect
and engineer, and evidence of each team members availability and capacity to
complete its responsibilities within the timeframe proposed.
DE VELOPMENT TEAM
DEVELOPMENT TEAM
CON TACT
A. THOM A S LEONH A RD, JR.
PRESIDENT A ND CHIEF OPER ATING OFFICER
HRI Properties, LLC
812 Gravier Street, Suite 200
New Orleans, LA 70112
Phone (504) 566-0204
Fax (504) 525-3932
TLEONH A RD@HRIPROPERTIES.COM
DE V ELOPM EN T T E A M
HOTEL OPER ATOR: HRI LODGING, LLC
A PA RTMENT OPER ATOR: HRI M A NAGEMENT, LLC
A RCHITECT: HCI DESIGN, LLC
HOTEL FL AG: STA RWOOD HOTELS & RESORTS WORLDW IDE, INC.
RESTAUR A NT & BA R OPER ATOR: DICKIE BRENNA N & COMPA N Y
V ISITOR AT TR ACTION OPER ATOR: SMG GROUP
EX HIBIT CONCEPT: UNIFIED FIELD
LENDER: CA PITA L ONE, NA
FEDER A L NEW M A RKETS IN V ESTOR: CA PITA L ONE, NA
SECTION 3 A DV ISOR: URBA N STR ATEGIES
CI V IL ENGINEER: ILSI ENGINEERING
STATE HISTORIC IN V ESTOR: STONEHENGE CA PITA L, LLC
FEDER AL HISTORIC INVESTOR: NATIONAL TRUST FOR HISTORIC PRESERVATION
LEGA L COUNSEL: CH A FFE MCCA LL, LLP
INTERIOR DESIGNER: CH A MPA LIM AUD
EX HIBIT CONTENT: RICH A RD CA MPA NELL A, DR. MONA LISA SA LOY
GENER A L CONTR ACTOR: ROY A NDERSON, A TUTOR PERINI COMPA N Y
78
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
79
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
L E A D DE V ELOPM EN T EN T I T Y
L E A D DE V ELOPMEN T EN T I T Y
HRI Properties (HRI) is a vertically integrated, full-service, turn-key real estate development company
with over thirty (30) years of experience in furthering its mission of Revitalizing Cities by Creating Diverse,
Vibrant Sustainable Communities. The Company is based in New Orleans and is recognized as a national
leader in public/private partnership development and adaptive re-use of historic structures.
HRI has successfully completed 70 large-scale projects, including 5,226 apartment units, 4,116 hotel
rooms, and 1,378,404 square feet of office and retail space, with a total funding value in excess of
$2 billion. HRI, along with its affiliates, is a one stop shop for the development of significant real estate
projects, especially those that have a larger synergistic impact on a community. From conceptualizing
to designing, structuring and sourcing capital; managing regulatory and brand requirements; managing
construction and managing the completed project; HRI possesses, in-house, all the expertise needed to
control a project and ensure its successful outcome and continued efficient operation.
Long-term relationships developed over its history with investors and financial institutions have enabled
HRI to creatively structure the capital stack for development projects and minimize the required gap
financing. Because of its mission, HRIs projects have entailed a close working relationship with cities,
other public entities and other stakeholders, as will be required to facilitate the development of a worldclass hotel and residential development at World Trade Center New Orleans.
THE TEAM
The team was carefully assembled based on the familiarity of team members with each other, many of
which have not only worked with HRI in the past, but have separately worked together as well. We are
very excited to have put together such a professional group with the experience and knowledge to
get a project like the World Trade Center successfully completed and to operate the hotel, apartments,
restaurant and visitor attraction seamlessly in the future.
It is important to understand how well this team has worked together successfully on past projects.
The connections between HRI and almost every team member are deep and interconnected. HRI has
worked with Capital One on dozens of financing over the last 15 years. HRI, Capital One, National Trust
Community Investment Corporation and Roy Anderson have worked on projects together, including
225 Baronne. HRI and Roy Anderson have worked together on several projects, including 225 Baronne
and Hilton Garden Inn Convention Center. Roy Anderson and Champalimaud worked together on the
Loews Hotel New Orleans. HRI and Starwood are currently team members on the Aloft Hotel at 225
Baronne Street, New Orleans project. Champalimoud has completed several Starwood hotels, including
Luxury Collection product. HCI Design, HCI Construction, HRI Lodging and HRI Management, although
all affiliates of HRI, work collaboratively on every mixed-use project that HRI develops and owns, but
also provide design and financial input on a project from start to finish. Our DBE partners, such as Urban
Strategies and DMM have worked on HRI projects previously. We currently have members of the Brennan
family as a restaurant tenant at the Hyatt French Quarter.
JT BLATTY
80
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
81
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
UNIFIED FIELD
Unified Field creates content-rich, experiential and interactive media for next-generation digital branding
environments, multichannel media experiences and interactive exhibits. Its clients include major brands,
museums, non profit institutions and Fortune 100 corporations around the world. For over 20 years,
Unified Field has forged new ground in applying media to create paradigm shifts in how we think about
our world, and ourselves. Unified Fields signature local project was the National World War II Museum.
CAPITAL ONE, N.A.
Capital One Financial Corporation (www.capitalone.com) is a financial holding company whose
subsidiaries, which include Capital One, N.A., and Capital One Bank (USA), N.A., had $205.5 billion in
deposits and $308.9 billion in total assets as of December 31, 2014. Headquartered in McLean, Virginia,
Capital One offers a broad spectrum of financial products and services to consumers, small businesses
and commercial clients through a variety of channels. Capital One, N.A., has branches located primarily
in New York, New Jersey, Texas, Louisiana, Maryland, Virginia and the District of Columbia. A Fortune 500
company, Capital One trades on the New York Stock Exchange under the symbol COF and is included in
the S&P 100 index.
Over the last 15 years Capital One and its predecessor bank, Hibernia National Bank, has lent or invested
over $400 million to HRI and currently is the lead lender for construction loans outstanding to HRI
projects in excess of $100 million.
URBAN STRATEGIES
Urban Strategies is a national, not-for-profit corporation that works with developers to rebuild
neighborhoods with a range of amenities and comprehensive service supports. Its goal is to lead
distressed urban-core residential communities and low-income families toward positive social and
economic integration.
ILSI ENGINEERING
ILSI Engineering is a 100% female, minority-owned civil engineering firm. ILSI is located in New Orleans
and provides competent, cost-effective services in the civil engineering field, specializing in sewer, water,
streets and drainage design projects, as well as program and construction management.
STONEHENGE CAPITAL, LLC
With headquarters in Baton Rouge, Louisiana, Stonehenge spun out of Bank Ones capital markets group
in 1999 during the Bank One/First Chicago merger. Stonehenges founding partners were managing
directors of Banc One Capital Markets, overseeing a multi billion dollar investment portfolio with 1,200
employees. Stonehenge enjoys a strong relationship with Bank Ones successor, JPMorgan Chase, as the
firm continues to manage legacy Bank One assets for JPMorgan Chase. The largest financier of state tax
credits in the country, the group has monetized nearly $2 billion in various state tax credit incentives
across the United States since 1994 without having a single credit recaptured, disallowed, or otherwise
forfeited in any capacity. Active in various state tax credit programs in over 20 states, Stonehenge
employs over 50 professionals in nine states.
Stonehenge has invested in nine HRI projects, totaling more than $70.5 million tax credit investment
volume.
NATIONAL TRUST COMMUNITY INVESTMENT CORPORATION
The National Trust Community Investment Corporation (NTCIC) makes equity investments in real estate
projects that qualify for federal and state Historic, Low-Income Housing (LIHTC) and New Markets Tax
Credits (NMTC). NTCIC works with a wide variety of property owners including for-profit developers,
nonprofit organizations and local governments. Its focus is on projects that have a high economic impact
on the surrounding community.
CHAFFE MCCALL, LLP
Since 1826, the lawyers of Chaffe McCall have always focused on their primary mission: to provide
the highest-quality legal services in their clients best interests. The firm owes its continuing success
and longevity to a history of distinguished leaders and a team of talented, creative, and hardworking
attorneys and professional staff, who meet its clients legal needs in a timely manner and cost effectively.
These guiding principles have made Chaffe McCall the exceptional and progressive firm that it is today.
Chaffe McCall has offices in New Orleans, Baton Rouge, Lake Charles and Houston. The firms attorneys
are organized into working groups in a variety of practice areas.
Partners Shawn Bridgewater and Ted George have completed several transactions with HRI, including
advising on federal and state historic and new markets structures in addition to advising on tax matters.
JT BLATTY
82
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
83
QUESTION 1
SECTION
QUESTION 1
DE VELOPMENT TEAM
DE VELOPMENT TEAM
CHAMPALIMAUD DESIGN
Good design begins with an exceptional story. Champalimauds New York-based studio is dedicated
to expressing the individual character of each space through extraordinary design. Champalimaud has
partnered with its clients to create some of the worlds most distinctive properties, transforming context
and heritage into compelling stories and unparalleled experiences. As Champalimaud develops each
projects unique expression, the firms atelier of designers considers all the elements that define a spacehistory, setting, purpose and, above all, people. The firms designers possess a rich understanding of
all aspects of a project, from strategic planning through expert craftsmanship and elegant styling, that
enable the creation of bespoke luxury environments. Champalimauds imaginative and forward-thinking
design teams are leading successful award-winning projects around the globe.
HRI Properties
HRIP Crescent
Manager, LLC
(Managing Member)
Equity Investors
Stonehenge
Capital
Company
HRIP Crescent
Manager, LLC
Lenders
Capital One
Crescent Tower
Partners, LLC
(Project Lessee)
National Trust
Community
Investment
Corporation
National Trust
Community
Investment
Corporation
National Cities
Fund
Roy Anderson
(Contractor)
HCI
Architecture
(Architect)
Champalimaud
(Interior
Design)
HCI Design
(Design Staff)
ILSI
Engineering
(Engineer)
Development Consultants
Operations
HRI
Development
(Developer)
Heritage
Consulting
(Historic
Preservation)
HRI
Management
(Apartments)
HRI Lodging
(Hotel)
Chaffe McCall
(Counsel)
Urban
Strategies
(DBE)
HRI Realty
Services
(Retail)
Starwood
Hotels
(Hotel Flag)
Peter Mayer
(Public
Relations)
Visitor Experience
SMG Group
(Manager)
Richard
Campanella
(Curator)
Unified Field
(Concept)
Mona Lisa
Saloy
(Content)
Dickie Brennan
(Restaurant)
Roy Anderson is currently serving as the general contractor for HRI on the conversion of the 500,000square foot, historic 225 Baronne building in New Orleans into a mixed-use project including a hotel,
apartments and parking for HRI.
84
c.
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85
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
225 BARONNE
HOTEL FLAG
Starwood Hotels & Resorts Worldwide, Inc., has provided a term sheet for its Luxury Collection
lifestyle brand for this project. HRI believes this would be a wonderful brand and product in the New
Orleans market, complementing the other Starwood products already in the market, including the
W Hotel, L Meridien, Sheraton, Four Points and Starwoods only Aloft, soon to be opened at 225
Baronne Street. We believe the Starwood brand is underrepresented in the New Orleans markets as
compared to Marriott, Hilton, and IHG.
With the Luxury Collection flag, Starwood would have offerings at every price point and product
type. Behind the Luxury Collection flag is Starwood Hotels and Resorts, with a worldwide portfolio
consisting of nearly 1,200 hotels in 100 countries with 347,000 rooms. For more information, please
visit www.starwood.com. Starwood is a publicly traded company (NYSE: HOT ) and owns 37% of its
hotels; 63% are franchised hotels.
Under the Luxury Collection flag there are 90 properties in 30 countries with 18,033 rooms.
The Luxury Collection brand fits into Starwoods Luxury hotel segment, along with St. Regis and W.
Featuring more luxury properties than any other company, Starwood understands the allure of
uncompromising style as well as its unique operational requisites. For properties interested in joining
the collection, Starwood offers a managed and a franchise model. While entry into The Luxury Collection
is strictly controlled, the process of joining is fast and simple for most established independent luxury
hotels. This creates a powerful link to a vast audience of affluent global travelers, as well as the prestige
derived from an incomparable collection that continues to grow and earn the highest accolades.
NINE
DISTINCT,
GLOBAL
LIFESTYLE
BRANDS
NINE
DISTINCT,
GLOBAL
LIFESTYLE
BRANDS
NINE DISTINCT,
N I N E D I S T IGLOBAL
N C T, G L O BLIFESTYLE
A L L I F E S T Y L EBRANDS
BR A NDS
LUXURY
LUXURY
LU
X U RY
LUXURY
UPPER
UUPPER
PPER
UPSCALE
UPPER
UUPSCALE
PSC A L E
UPSCALE
SEL
ECT
SELECT
SELECT
SERV
ICE
SERVICE
SELECT
SERVICE
SERVICE
86
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
31 hotels
31 hotels
6,686
rooms
31 hotels
6,686 rooms
15 countries
6,686
rooms
15 countries
15 countries
198 hotels
198 hotels
75,542
rooms
198
hotels
75,542 rooms
36
countries
75,542
rooms
36 countries
36 countries
80 hotels
80 hotels
13,486
rooms
80 hotels
13,486 rooms
14
countries
13,486
rooms
14 countries
14 countries
87 hotels
87 hotels
17,340
rooms
87 hotels
17,340 rooms
30
countries
17,340
rooms
30 countries
30 countries
433 hotels
433 hotels
433
152,338
rooms
hotels
152,338 rooms
69
countries
152,338
rooms
69 countries
69 countries
182 hotels
182 hotels
33,008
rooms
182
hotels
33,008 rooms
31
countries
33,008
rooms
31 countries
31 countries
45 hotels
45 hotels
13,021
rooms
45 hotels
13,021 rooms
19
countries
13,021
rooms
19 countries
19 countries
95 hotels
95 hotels
25,739
95
hotels
25,739
rooms
25,739
rooms
38 countries
rooms
38 countries
38 countries
11 hotels
11 hotels
1,793
rooms
11
hotels
1,793 rooms
2 countries
1,793
rooms
2 countries
2 countries
5
5
5
U N I Q U E. E N R I C H I N G. C O L L E C T I B L E.
Being a part of The Luxury Collection means keeping the independence and authenticity owners
treasure most. As the worlds second-largest luxury hotel brand, we offer managed and franchised
opportunities to properties and owners interested in joining the collection.
While entry into The Luxury Collection is highly selective, the process of joining is fast and simple for
the worlds finest independent luxury hotels. Once a hotel has demonstrated that it meets the exacting
standards of entry, we have developed a seamless process to transition into The Luxury Collection.
>
>
>
>
>
>
>
>
87
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
L OYA LT Y PROG R A M
Starwoods loyalty program, Starwood Preferred Guest (SPG) is a leader in the industry with over
41 million members
L O YA LT Y W I T H O U T L I M I T S
S T A R W O O D P R E F E R R E D G U E S T (SPG)
Unique in the industry and the luxury segment, Starwood Preferred Guest is the industrys most honored
hotel loyalty program. SPG members stay more often and spend more at The Luxury Collection.
SPG provides industry-leading member benefits and a strong marketing platform:
>
Innovative programming that offers no blackouts, cash and points, SPG Flights and our exclusive SPG
MomentsSM online auction offering once-in-a-lifetime opportunities
>
>
embers contribute 46% of global net room revenue to Luxury Collection hotels with a higher daily
M
room rate and food and beverage spend
>
>
> Owners are paid full ADR on reward nights when occupancy is above 95%
> S upplemental compensation is paid to hotels with high share of total reward nights
> R eturn on investment for owners is $2:$1*
TIBURON TAVERN
88
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
89
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
C O R E VA LU E S
E XCEP T IONA L
The traditions of a place are perfectly captured by unique and luxurious settings, complemented by
attentive staff delivering extraordinary, personalized service at every touch point.
I N DIGENOUS
Each property of The Luxury Collection is chosen specifically for its inspiring and distinctive character.
The design, history, service, amenities and cuisine are authentic to the locale and capture the sense of
both luxury and place.
E X PER I ENCE
Every stay is an enriching and authentic experience of the senses, whether it is the visual delight of a
truly magnificent setting, exploration of the locale or cultural immersion. All are supported by culturally
astute professionals who cater to guests need for choice and sense of adventure.
INDIGENOUS EXPERIENCES
The Luxury Collection is the key that unlocks the worlds most treasured destinations. Our core values
define how we create the rare memories each hotel curates. Each hotel in The Luxury Collection is an
iconic landmark that offers the promise of the authentic, with assurances of a global brand.
AUTHENTIC EXPERIENCES . COLLECTING & CUR ATING . INDIGENOUS TREASURES . EXCLUSIVE ACCESS
90
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
91
QUESTION 1
SECTION
QUESTION 1
DE VELOPMENT TEAM
DE VELOPMENT TEAM
The New Orleans inspirational photos that resonate with tourists and locals alike include the following:
ROYA L ST A N T IQU ES | C U R A T I N G
M A R DI GR A S IN DI A NS | I N D I G E N O U S T R E A S U R E S
TOP OF T HE M A RT | E X C L U S I V E A C C E S S
ZU LU/ R E X AT SPA N ISH PL A Z A | I N D I G E N O U S E X P E R I E N C E
GLOBAL EXPLORERS
ACT I V I T I E S
Global Exploration, Epicurean Dining, Sailing, Golfing/Tennis, Art Connoisseurship, Collecting, Photography, Journaling
MINDSET
Artisans of Leisure, Sophisticated, Multilingual, Privileged Access, Well-Traveled, Culture Connoisseurs, Philanthropists,
Collectors of the Rare, Technology/Social Media Savvy
DEMOGR A PH IC S
Middle-aged (40+), HHI $300K+, 70% are from U.S. and Europe, Educated, Affluent Professionals, 65 Days of Travel
per Year (Business & Pleasure)
92
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
93
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
GEN R E: MODER N
This contemporary pied terre represents an escape from the confines of formality, where guests
can experience sophisticated elegance and signature rituals redefined with a nontraditional setting.
The minimalist design approach places Modern at the pinnacle of modernist style and innovative luxury.
94
c.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
95
QUESTION 1
QUESTION 1
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
D I C K I E B R E N N A N & C O M PA N Y
OV ERV IE W
The Dickie Brennan family of restaurants includes four restaurants located in the heart of New Orleans
picturesque French Quarter. Each restaurant is dedicated to showcasing the unique culinary history of
New Orleans by featuring the freshest local ingredients prepared using traditional techniques with a
modern twist.
The Dickie Brennan family of restaurants was founded in 1991 with the opening of Palace Caf. This
classic New Orleans restaurant, located at the foot of the French Quarter, serves contemporary Creole
food in an upbeat and lively grand cafe. The restaurant, housed in the historic Werleins Music building,
is constantly evolving Creole dishes and creating new favorites. Palace Caf serves breakfast, lunch and
dinner daily, and offers weekend Jazz Brunch.
Dickie Brennans Steakhouse opened in 1998 and features straightforward USDA beef with a New Orleans
touch. At Dickie Brennans Steakhouse, they tap into the Brennan familys 60 years of expertise in the art
of beef preparation. Thats why they grill their chops, sear their strips, and broil their filets. The same level
of detail extends to the service. Guests are treated to a grand dining experience, with all the hospitality
for which New Orleans is noted. Because of this, discerning locals as well as national publications have
taken notice. Travel + Leisure named it one of the Best Steakhouses in the U.S. in March 2013, while
USA TODAY noted its mouthwatering steaks with an unusual twist. Dickie Brennans Steakhouse is
open for dinner nightly and lunch on Fridays.
Bourbon House Seafood & Oyster Bar, New Orleans premiere oyster bar and seafood restaurant, is all
about local seafood. If its not in season, you wont find it on the menu. The restaurant boasts a lively
atmosphere with huge picture windows overlooking Bourbon Street. Guests are invited to enjoy an
incredible menu of classic New Orleans dishes complemented by new favorites in the main dining room,
featuring handcrafted wrought iron and custom millwork, or to dine on fresh Gulf oysters at the oyster
bar. And, Bourbon House is more than just a name the restaurant offers one of the countrys most
extensive and impressive list of small batch and single barrel bourbons and is home to the famed New
Orleans Bourbon Society. Bourbon House is open daily for breakfast, lunch and dinner.
Tableau, Dickie Brennans latest production, opened in the spring of 2013. Located on Jackson Square
at Le Petit Theatre, right in the heart of the French Quarter, Tableau showcases regional ingredients
and classic French Creole dishes revisited. Upon opening, Tableau was selected one of the Best New
Restaurants in New Orleans A grand staircase spans three stories of the restaurant, connecting private
dining rooms as well as courtyard and balcony dining with a view of Jackson Square for an authentic
New Orleans dining experience. Tableau and Le Petit Theatre, one of the nations oldest community
theatres, share a lobby, courtyard and restroom facilities, and pre-theatre menus are available to complete
an evening of entertainment on performance nights. Tableau is open seven days a week for lunch and
dinner with a Jazz Brunch on Sundays.
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QUESTION 1
DE VELOPMENT TEAM
+SMG
SECTION
DE VELOPMENT TEAM
DICK I E BR EN NA N
MANAGING PARTNER
ABOUT
Dickie Brennan, Owner and Managing Partner of Dickie Brennan & Company, is a trained chef and thirdgeneration New Orleans restaurateur of the renowned Brennan family. Growing up under the tutelage
of esteemed Chef Paul Prudhomme, Dickie helped Commanders Palace lead the American Regional
Cuisine movement by introducing the world to Cajun and Creole cooking.
As an ambassador for New Orleans and its unique culture, Dickie is an avid supporter of local farmers
and fishermen. Each of his restaurants accentuates Louisianas culinary history through the use of local
ingredients and techniques.
Currently, Dickie serves on the National Restaurant Association and its Education Foundation Board of
Directors, formerly a member of the James Beard Foundations Board of Trustees and the Board for the
Southern Food & Beverage Museum.
L AU R EN BR EN NA N BROW ER
MANAGING PARTNER
ABOUT
From a childhood spent at family-owned Commanders Palace, to a formal education at Louisiana State
University, Ville de Francais and La Varenne Cooking School, carving out her place in the restaurant
business was a natural next step for Lauren. After returning to New Orleans from her studies in France,
Lauren held positions in operations at Mr. Bs Bistro and Commanders Palace.
In 1991, Lauren moved to Palace Caf as a Managing Partner. She shares ownership of Palace Caf, Dickie
Brennans Steakhouse, Bourbon House and Tableau with her brother Dickie and business partner Steve
Pettus. Lauren focuses on shaping the overall dcor and ambiance and is a familiar presence in the dining
rooms of all four restaurants.
SMG
OV ERV IE W
SMG is the gold standard in public facility management. No municipality or outside management
company can match the breadth and range of its capabilities. Since SMG was founded in 1977,
it has brought facilities under management worldwide. A measure of the confidence it inspires among
clients is SMGs unparalleled record of client retention. SMG is known as a tireless advocate for
the municipalities it represents. It has has the programs, systems and talent in place to ensure that
all SMG-managed facilities run smoothly, and every event SMG hosts feels like a celebration to patrons,
fans and guests. Stadiums and arenas, convention centers, performing arts theaters and recreational
events centers are the signatures of a city. They create a vibrant cultural life for residents, build
tourism, and foster a robust local economy. A citys reputation depends on the excellence of its
public facilities and so does SMGs.
A R E A S OF FOCUS:
>
>
MANAGING PARTNER
>
>
>
>
>
>
TECHNICAL SERVICES Video production, audio production, sound and light rigging, IT, etc.
>
>
ABOUT
Steve began his working relationship with the Brennan family in 1991 as the General Manager of
Palace Caf. After earning his law degree at Loyola University, Steve became the In-House Counsel for
the Commanders Palace family of restaurants (then comprised of Commanders Palace, Mr. Bs Bistro,
Brennans of Houston, Third Coast, Bacco and Palace Caf). In 1997, he partnered with Dickie Brennan and
Lauren Brennan Brower to form Dickie Brennan & Company, a restaurant group comprised of Palace Caf,
Dickie Brennans Steakhouse and, later, Bourbon House and Tableau.
Deeply committed to the city of New Orleans, Steve currently serves on the board of multiple civic
organizations, including the New Orleans Convention & Visitors Bureau, the Morial Convention Center, the
Louisiana Restaurant Association, the French Quarter Management District and New Orleans City Park.
Steve was also recently honored with the award for 2014 Louisiana Restaurateur of the Year.
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QUESTION 1
QUESTION 1
+SMG VENUES
DE VELOPMENT TEAM
+SMG TEAM
SECTION
c.
DE VELOPMENT TEAM
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T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
MERCEDES-BENZ SUPERDOME
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QUESTION 1
QUESTION 1
+UNIFIED FIELD
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
UNIFIED FIELD
OV ERV IE W
Unified Field is an award-winning, internationally recognized, multimedia consulting, design and
production firm. Pioneers in the field since 1990, it works with museums, visitors centers, corporations
and educational institutions to help position them for the future by forging new ground in the
application of new media technologies. They create interactive exhibits, digital way-finding, large-scale
media displays, gesture based immersive environments, multi-player games, 4D data visualizations, and
mobile, web-based and social media applications.
For over 20 years, Unified Field has created hundreds of compelling interactive experiences that
communicate knowledge and engage a range of audiences from children to experts. Inside the
inspirational setting of an exhibit, it places visitors in an exploratory frame of mind to create personal
points of discovery that transform information into an experience. As participants, visitors consider the
broader issues and wider implications of the material presented. Their interaction creates a resonance,
an emotional connection that reinforces a shift in their thinking and a bond to the exhibit, the institution
and its community.
GEN ER A L EL EC T R IC
A M ER IC A N COM PET I T I V EN E S S CON F ER ENCE
When G.E. wanted to take on the issue of American Competitiveness at a conference at the Mellon
Auditorium in Washington, D.C., on February 13, they turned to Unified Field.
Unified Field developed a number of innovative programs that included gesture-based presentations,
multi-touch projection tables, mediascapes and an immersive interactive environment that connects
the key job-creation initiatives of G.E. to its target audience. Visitors included members of Congress and
senior G.E. managers, in addition to the general public.
Unified Fields success has been a result of a crafted combination of expertise and close collaboration
with its clients to deliver extraordinary user experiences and results. It has a proven iterative process
that relies on facile communication between experts in a number of fields, encouraging collaboration
between diverse groups of internal and external project contributors.
Unified Fields strategic approach ensures the optimum use of resources to provide its clients with results
perfectly aligned to their mission. Unified Fields facility has in-house capabilities for all required services
from concept and design development, design and production of software to creation of editorial
content, graphics, modeling and animations, programming, testing and support. It has a dedicated
lab used for iterative prototyping and for software and hardware testing. Unified Field develops
nonproprietary technology and evergreen systems that are robust, durable, flexible and easy to maintain
for the life of the project.
K E N N E DY S PAC E C E N T E R
SPACE SH U T T L E AT L A N T IS AT T R AC T ION
It was the last space shuttle to go into space, so its fitting that Kennedy Space Center Visitor Complex
constructed a $100 million, 90,000-square-foot facility to honor one of the most complex machines ever
built by mankind Space Shuttle Atlantis. At the center of the attraction, the 153,996 pound Atlantis orbiter
is displayed at an angle that gives visitors a view of the shuttle from the perspective of the International
Space Station. Unified Fields designers, programmers, writers, and 3D modelers crafted eleven interactive
programs for the Space Shuttle Atlantis attraction, which features multimedia walls, simulators and
augmented reality viewers that make it possible for anyone to walk in space, fly Atlantis or tour the
International Space Station. To allow guests to explore Atlantis without touching it, Unified Field created
markerless augmented reality viewers that can pan, scan, and investigate the space shuttle to reveal hidden
structures like the Orbital Maneuvering System, the cockpit, and the RS-25 cryogenic rocket engine.
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QUESTION 1
QUESTION 1
+UNIFIED FIELD
DE VELOPMENT TEAM
SECTION
DE VELOPMENT TEAM
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QUESTION 1
QUESTION 1
+ U R B A N S T R AT E G I E S
DE VELOPMENT TEAM
+ U R B A N S T R AT E G I E S T E A M
SECTION
DE VELOPMENT TEAM
U R B A N S T R AT E G I E S
OV ERV IE W
Founded in 1978, Urban Strategies is a not-for-profit corporation that helps communities build safe
neighborhoods, good schools, and a range of comprehensive human service supports. Our goal is to
lead distressed, urban-core residential communities and low-income families toward positive social and
economic mobility.Urban Strategies understands that the physical revitalization of housing by itself is
not sufficient to create communities that produce social and economic integration. To create successful
and thriving mixed-income developments, a network of community support systems must be planned
and implemented concurrent with the development of new housing. These supportive services often
include: adult education, job training, job retention and economic development programs; highquality and reliable child caret; access to quality education for children, youth and adults; employment
opportunities for youth; family support programs; Initiatives around personal and community safety; and,
senior and intergenerational activities.Urban Strategies works with communities that are undergoing
revitalization to plan and implement this network of community services that can ensure successful
transformation.
S A N DR A M. MOOR E
PRESIDENT
ABOUT
As President of Urban Strategies, Sandra Moore leads a team of professionals working in communities
across the United States where mixed- income housing communities have recently been completed
or are in development. They help residents and community stakeholders transform distressed urban
core communities into vibrant, safe residential neighborhoods with new housing, good schools, strong
institutions and a range of human service supports and amenities.
Ms. Moore formerly served as the CEO of the Missouri Family Investment Trust, a public-private
partnership entity leading Missouris multi-system reform efforts. As CEO she was responsible for helping
communities across the state develop, implement and evaluate strategies to improve education, health,
mental health, human resources and economic development outcomes for vulnerable Missouri families.
Prior to joining the Family Investment Trust, Ms. Moore was Vice President of St. Louis 2004, Inc., an all-out,
citizen-based effort to make the St. Louis region a recognized leader in the 21st century by accomplishing
major projects. She is the former Director of the Missouri Department of Labor and Industrial Relations
(DOLIR), where she served as a member of Governor Mel Carnahans cabinet and a former administrative
Judge with the United States Equal Employment Opportunity Commission.
Ms. Moore is a graduate of Washington University in St. Louis, Missouri. She received her J.D. degree from
the School of Law in 1979 and a B.A. degree in Urban Studies in 1976.
Ms. Moore is committed to strengthening the growth and development of citizens and the fiber of the
community. To that end, she serves as a member of the board for Advantage Capital, Barnes-Jewish
Hospital Foundation, Big Brothers and Big Sisters of Eastern Missouri, Center for Urban Redevelopment
Excellence Advisory Board, Clear Corp USA, Missouri Historical Society, St. Louis Black Leadership
Roundtable, Washington University National Law Council and the YWCA-Metro St. Louis.
MIS SION
TO E M P O W E R R E S I D E N T S I N D I S T R E S S E D U R B A N C O R E
N E I G H B O R H O O D S T O L E A D H E A LT H Y, P R O S P E R O U S L I V E S
I N T H R I V I NG , S E L F- S U S T A I N I NG C O M M U N I T I E S .
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QUESTION 1
QUESTION 1
+ILSI ENGINEERING
DE VELOPMENT TEAM
+ILSI ENGINEERING
SECTION
DE VELOPMENT TEAM
ILSI ENGINEERING
OV ERV IE W
Integrated Logistical Support Incorporated (ILSI Engineering) is a New Orleans-based Civil Engineering
firm in business for over 19 years and is 100% minority/woman owned. ILSI Engineering is certified as an
8(a) firm with the U.S. Small Business Administration (SBA).
ILSI Engineering is certified locally through the Louisiana Minority Supplier Development Counil
(LAMSDC), and the Womens Business Enterprise National Council (WBENC). ILSI Engineering is also a
certified SDB with over 30 agencies within the Southeast region, including the Sewerage and Water
Board of New Orleans, the City of New Orleans, LA DOTD, the New Orleans Louis Armstrong International
Airport, the Regional Transit Authority, and various other local and state agencies.
ILSI Engineering is qualified in the area of Civil Engineering, Mechanical Engineering, Structural
Engineering, Hydraulic/Hydrologic Modeling, Planning, Program Management, Construction
Management, Inspection Services, GIS Services and Database System Design.
ILSI Engineering is a 100% female, minority owned civil engineering firm. It is located in New Orleans
and provides competent, cost-effective services in the civil engineering field, specializing in sewer, water,
streets and drainage design projects, as well as Program and Construction Management.
ILSI Engineering, has worked closely with several of the top engineering firms in the U.S., such as Shaw,
AECOM, CH2MHill and Jacobs.
Founded almost two decades ago, ILSI Engineering is a New Orleans-based civil engineering firm with
a strong record of performance on projects completed in the federal, state and municipal sectors. ILSI
Engineering is 100% minority/woman owned and a certified DBE with multiple agencies.
A R E A S OF FOCUS
> C
IVIL/STRUCTURAL ENGINEERING
> C
IVIL DESIGN
> D
RAINAGE PUMPING STATIONS
> O
N- AND OFF-SHORE STRUCTURES
> G
EOGRAPHIC INFORMATION SYSTEM > S TADIUMS & SPORTING ARENAS
> C
OMPUTER AIDED DESIGN &
DRAFTING
> O
FF-SYSTEM HIGHWAY BRIDGE
CONSTRUCTION
> C
ONCEPTUAL DESIGN REVIEW
> M
ASTER DRAINAGE STUDIES
> S TORMWATER
MANAGEMENT/ PLANNING
DESIGN
CLIENTS
I A M C . T UCK E R
PRESIDENT
ABOUT
Five years ago, Iam C. Tucker, daughter of the firms founder, assumed ownership of the firm and currently
serves in the capacity of President and CEO. She has assembled a team of professionals with over 600
man-years of experience in the fields of civil engineering, program and construction management, water
system design, sewer system design, drainage infrastructure design, highways and road design, bridge
design and structural engineering. Under Ms. Tuckers leadership ILSI Engineering continues to extend
and expand the companys capabilities and clients.
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ILSI Engineering has provided engineering services and construction management services on projects
ranging from $1M to $400M for various clients.
These clients include:
>
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109
QUESTION 1
QUESTION 1
+NTCIC
DE VELOPMENT TEAM
T H E NAT I O NA L T RU S T C O M M UN I T Y
I N V E S T M E N T C O R P O R AT I O N
+NTCIC TEAM
SECTION
c.
DE VELOPMENT TEAM
J O H N L E I T H -T E T R A U L T
FOUNDER & PRESIDENT
T R ACK R ECOR D
ABOUT
Since its inception in 2000, NTCIC has placed $784 million of gross equity and debt in 104 tax credit
transactions with over $2.8 billion in total development costs. NTCIC pioneered the twinning of historic
tax credits and New Markets Tax Credits (NMTCs) in 2003, was the first Community Development Entity
(CDE) to sign a NMTC allocation agreement, and the first to report a Qualified Equity Investment to the
CDFI Fund of the U.S. Treasury. It has closed more twinned transactions than any other NMTC allocatee.
In addition to providing additional NMTC equity to projects through its own allocation, NTCIC helps
developers find NMTC allocations through its National Trust New Markets Brokering Service.
As founder and President of NTCIC, John manages investor relations and governing and advisory board/
staff relations; oversight of the acquisitions process; program goal setting; and conceptualizing and
implementing overall strategy and new lines of business. John has a Masters degree in Urban Planning
from GWU and brings over 30 years of community development, banking and tax credit experience
to NTCIC. In addition to his 14 years since founding NTCIC, Johns experience includes employment in
various community development financing capacities with the following organizations: Neighborhood
Housing Services, NeighborWorks USA, Enterprise Community Partners, Bank of America and the National
Trust Loan Fund (the National Trust for Historic Preservation).
NTCIC is the historic tax credit industrys leading advocate for improving and expanding the use of
federal and state historic tax credits. NTCICs President, John Leith-Tetrault, is the Chair of the Historic
Tax Credit Coalition. He also sits on the boards of the National New Markets Tax Credit Coalition, the
Novogradac & Co. New Markets Working Group and the National Housing & Rehabilitation Associations
New Markets Steering Committee.
R A N DY B A RT HOLOM E W
N TCIC IMPACT ON T HE CI T Y OF NE W OR L E A NS
NTCIC has had more impact in New Orleans than any other American city. Since 2005, NTCIC and
its investment partners have closed on 7 investments totaling $109 million on projects with total
development costs of $333.5 million. These transactions have generated 5,934 jobs, $326,261,000 in
household and business income and $16,994,000 in state and local taxes. These commitments have been
made to fulfill the National Trusts pledge to help the City of New Orleans recover from the widespread
damage sustained from Hurricane Katrina. Investments have been concentrated in the Central Business
District. Our three hotel projects, the Aloft, The Saint and The Pontchartrain, have helped restore New
Orleans tourist industry. NTCICs two mixed-income housing projects have supported the Citys goal to
promote downtown living. Our investment in the reopening of the Saenger Theater has led the rebirth of
New Orleans theater district along Canal Street, which includes the rehabilitation of the Joy Theater and
the planned reuses of the State and Orpheum Theaters.
Aloft Hotel
K A N DI JACK SON
NTCIC has
$412 M
in New Markets Tax Credits placed.
Since Hurricane Katrina in August of 2005, NTCIC and its corporate investment partners have proudly placed
$109 million of gross equity and debt in 7 New Orleans tax credit transactions with over $333.5 million in total development costs.
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Hibernia Tower
111
QUESTION 1
QUESTION 1
+ C H A M PA L I M A U D
DE VELOPMENT TEAM
+ C H A M PA L I M A U D R E C E N T LY C O M P L E T E D P R O J E C T S
SECTION
DE VELOPMENT TEAM
C H A M PA L I M A U D
OV ERV IE W
Champalimaud is a full-service interior design and interior architecture firm specializing in distinctive
hospitality design. Champalimaud has built a reputation for consistently achieving highly individual
aesthetic results for an international portfolio of clients. In as much as the spirit of each project is defined
by its design, we firmly believe that successful design must be rooted in the characteristics unique to
each property. Our portfolio of completed work includes a diversity of projects from the most respectful
of historic restorations to highly contemporary renovations and new constructions.
Established 29 years ago in Montreal by Alexandra Champalimaud as Alexandra Champalimaud &
Associates, the Firm relocated the head office to New York in 1994, quickly establishing itself as a leading
hospitality design firm with the renovations of The Drake Hotel, The Carlyle, and the award-winning
renovation of the famed Algonquin Hotel. Today, Champalimaud has a significant portfolio of completed
work across the Americas, Europe and China.
SCOPE OF WORK
Recently completed projects include the ultra-luxurious Hotel Bel-Air in Los Angeles, The New York
Palace, the St Regis Beijing, the award-winning Astor Hotel in Tianjin, China, and the Green Leaf Hotel in
Niseko, Japan. Current projects include the renovation of the flagship Waldorf-Astoria Hotel in New York,
the St. Regis Jakarta and a renovation of the luxury suites at Londons famed Dorchester Hotel.
While widely known for its hotel projects, Champalimaud has completed a broad range of project types
including Restaurants, Retail and Residential commissions.
SCOPE OF WORK
Renovation of the Presidential Penthouse Suite including Bedrooms & Bathrooms, Living Room, Dining
Room, Kitchen, Library, Billiard Room and Terrace
CHAMPALIMAUD TEAM
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QUESTION 1
DE VELOPMENT TEAM
QUESTION 1
+ C H A M PA L I M A U D R E C E N T LY C O M P L E T E D P R O J E C T S
+ C H A M PA L I M A U D R E C E N T LY C O M P L E T E D P R O J E C T S
SCOPE OF WORK
SCOPE OF WORK
SCOPE OF WORK
SCOPE OF WORK
Full renovation
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
DE VELOPMENT TEAM
Renovation of Main House, Lobby, Lobby Lounge, Troubles Trust, 2nd Floor Pre-Function & 3rd Floor Function Level
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115
QUESTION 1
+ C H A M PA L I M A U D C U R R E N T P R O J E C T S
DE VELOPMENT TEAM
SECTION
QUESTION 1
+ C H A M PA L I M A U D A WA R D S
DE VELOPMENT TEAM
CU R R EN T PROJ EC T S
AWA R D S
Guided by a long proven philosophy of allowing the project and its context to drive the design
Champalimaud is recognized as a leading firm of imaginative, world class designers completing awardwinning work around the globe. In November 2012, Alexandra Champalimaud was inducted into the
Interior Design Hall of Fame. Other recent awards include:
Guided by a long proven philosophy of allowing the project and its context to drive the design Champalimaud is recognized as a leading
firm of imaginative, world class designers completing award-winning work around the globe. In November 2012, Alexandra Champalimaud
was inducted into the Interior Design Hall of Fame. Other recent awards include:
2014
HOSPI TA L I T Y DE SIGN AWA R DS
TOPPING ROSE HOUSE
CO-WINNER - GUEST ROOMS/SUITES
HOSPI TA L I T Y DE SIGN AWA R DS
TOPPING ROSE HOUSE
WINNER - HOTEL (BOUTIQUE/LIFESTYLE)
124 Guestrooms, Specialty Suites, 3 Food & Beverage outlets, all Public Spaces, Meeting and
Banqueting Facilities, and Spa
WA LDORF A STORI A CHENGDU CHENGDU, CHINA
SCOPE OF WORK NEW CONSTRUC TION
300 Guestrooms, 250 Serviced Apartments, 2 Food & Beverage outlets, all Public Spaces,
Meeting and Banqueting Facilities, and Spa
OMNI MONT-ROYA L MONTRE A L, CA NA DA
SCOPE OF WORK NEW CONSTRUC TION
2013
G OL D K E Y HONOR A BL E M EN T ION
TOPPING ROSE HOUSE
2012
I N T ER IOR DE SIGN H A L L OF FA M E I N DUC T ION
ALEXANDRA CHAMPALIMAUD
I N T ER NAT IONA L PROPERT Y AWA R DS
THE HOTEL BEL-AIR
BEST OVERALL HOTEL INTERIOR
I N T ER NAT IONA L PROPERT Y AWA R DS
THE HOTEL BEL-AIR
BEST OVERALL HOTEL RENOVATION/REFURBISHMENT
2009
I N T ER IOR DE SIGN ER OF T H E Y E A R
ALEXANDRA CHAMPALIMAUD
G OL D K E Y AWA R D F I NA L IST
PENINSULA SPA, NEW YORK, NY
I N T ER IOR DE SIGN M ER I T AWA R D
THE BAVARIAN CHALETS, TAOS, NM
2008
G OL D K E Y AWA R D GR A N D PR I ZE
THE LIBERTY HOTEL, BOSTON, MA
G OL D K E Y AWA R D BE ST HOT EL LOBBY
THE LIBERTY HOTEL, BOSTON, MA
I N T ER IOR DE SIGN M ER I T AWA R D:
THE LIBERTY HOTEL, BOSTON, MA
HOSPI TA L I T Y DE SIGN M AG A ZI N E
PL AT I N U M CI RCL E AWA R D
ALEXANDRA CHAMPALIMAUD
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QUESTION 1
QUESTION 1
+ C H A M PA L I M A U D T E A M
DE VELOPMENT TEAM
+ C H A M PA L I M A U D T E A M
SECTION
c.
DE VELOPMENT TEAM
A L E X A N DR A C H A M PA L I M AU D
W I NS T ON KONG
PRESIDENT
PRINCIPAL
ABOUT
ABOUT
Alexandra founded the firm in Montreal, Canada and quickly established a reputation for developing
bespoke designs of the highest caliber. Alexandra completed her design training at the Espirito Santo
Foundation in Lisbon, Portugal . Born and raised in Portugal, Alexandra received her early education in
Switzerland and England.
Winston Kong joined Champalimaud in 1995 as an Architectural Designer and rapidly proved himself
to be a strong leader and gifted designer valued by both the firm and its clientele. From 2005 to 2008,
Winston has overseen the design and completion of a number of international award-winning projects
including The Astor Hotel in Tianjin and the Berkeley in London, to name a few.
Alexandra brings a dynamic intellectual curiosity and an absence of pretense to her work. Drawing
upon a wealth of personal experiences and professional commissions throughout Europe, Africa, Asia
and South America, her work is known for subtle references unique to her multi-faceted vantage point.
With a unique talent for the application of color, pattern, texture and a seasoned understanding of the
foundations and principals of classic design Alexandra remains an uncompromising aesthete respectful
of the needs of her clients and the cultural context of each project.
One of Winstons most celebrated accomplishments at Champalimaud was the transformation of Beacon
Hills 19th Century Charles Street Jail into what is now the Liberty Hotel (Boston, MA), which garnered two
Gold Key Awards - Grand for Best Hotel Design and Best Hotel Lobby - in 2008.
Whilst in Montreal, Alexandra served on the board of the Commissions des Biens Culturels du Qubec
and was an active member of Heritage Montreal. She is presently a member of the Network for Executive
Women in Hospitality, the International Interior Design Association and is a past vice-president of the USPortugal Chamber of Commerce
Winston graduated from the Pratt Institute with a Bachelor of Arts in Architecture and completed
a multidisciplinary summer studio program at the University of Copenhagen where he studied
architecture, interior design and industrial design.
In 2012 Alexandra was inducted into the Interior Design Hall of Fame, in 2000 she was awarded the
Platinum Circle for Lifetime Achievement by Hospitality Design magazine and was honored in 2009 by
Interior Design and Hotels magazines, as the Interior Designer of the Year.
Alexandra drives the creative process on all of the firms projects and oversees the overall relationship
with clients.
Prior to joining Champalimaud, Winston worked on high-end residential design projects at Marcelle
Aizenstat Studio Interiors in Miami, Florida and served as a Junior Architect at Raphael Violy Architects.
JON K A ST L
E D B A KO S A I A ,
PRINCIPAL
IIDA
MANAGING DIRECTOR
ABOUT
Ed Bakos joined Champalimaud in December 2012 as Managing Director. Mr. Bakos extensive luxury
hospitality and restaurant experience, spanning 26 years, has positioned him as a leader in the design
industry.
Ed is recognized for his ability to collaborate with high profile clients on complex projects to create
innovative and engaging guest experiences. Past projects have included the first W Hotel, the Belvedere
Hotel in Mykonos, the Cosmopolitan Resort and Casino in Las Vegas, and the Andaz Wall Street. Ed served as
Principal in charge of interior design for the Marina Bay Sands Project in Singapore.
In addition to his hospitality experience, Ed has also completed numerous signature restaurants and award
winning bars including the Cosmopolitans Chandelier Bar, Jaleo Restaurant, and the Talon Club as well as
Langham Chicagos new Travelle Restaurant. Other notable restaurants include Bobby Flay Steak in Atlantic
City, The National and Town for chef Geoffrey Zakarian in New York, Wall and Water at the Andaz Wall Street,
and Print Restaurant and Press Lounge at the Ink 48 hotel in Manhattan.
Over the course of his career, Eds work has been the recipient of numerous design awards, including a
Presidential Design Award for his role in the renovation of the Lower Concourse of New Yorks Grand Central
Terminal, several Gold Key Awards, and a Boutique Design Award for Best Hotel in 2010. He was a member of
the Think Team for the World Trade Center redevelopment and has given numerous lectures about his work.
A graduate of Cornell University with a Bachelor of Architecture and a Masters in Architecture from Harvard
University, Mr. Bakos worked for several years overseas teaching architecture at Cornell Universitys Rome
Program and at the Swiss Federal Institute of Technology in Zurich. Ed returned to New York to join Rockwell
Group, where he served as Principal and Studio Leader for 18 years.
ABOUT
Jon, LEED AP, brings to his role as Principal at Champalimaud over 20 years of experience in Hospitality,
Residential and Restaurant design, as well as a resume populated by some of the worlds most exclusive
hotel properties.
Jon has an ability to transform a grand, complex design vision to a reality at a five-star level, thoroughly
considering what luxury hotels need from an interior design as well as an operational stand point.
His successful completion of the Hotel Bel-Air in Los Angeles, which received several Hospitality and
International Design Awards, is one of his proudest accomplishments.
Jon received his Bachelor of Science in Design from the College of Design, Architecture, Art and Planning
at the University of Cinncinnati. Before joining the firm in 2009, Jons projects included The Four Seasons
Bora Bora, The Four Seasons Resort Camelo (Uruguay), Matsui at the Grand Hyatt (Santiago, Chile), and
the Peninsula (Chicago, IL).
T HOM A S JOHNSON
DIRECTOR OF DEVELOPMENT
ABOUT
Thomas Johnson has joined the growing Champalimaud team as Director of Development as of 2014. He
has extensive international experience in design and development with a particular focus on resorts and
exclusive residential projects. His expertise is complimented by a long history in hospitality design and he
has firsthand knowledge of how to structure and deliver services across the globe.
His previous design experience includes planning and design for residential and luxury resorts in North
America, Europe, Middle East, India, and throughout Asia.
Thomas is a frequent speaker at industry conferences and events. He travels extensively reaching out to
new and existing clients as part of his role at Champalimaud.
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QUESTION 1
QUESTION 1
+EXHIBIT CONTENT
DE VELOPMENT TEAM
+EXHIBIT CONTENT
SECTION
c.
DE VELOPMENT TEAM
EXHIBIT CONTENT
DR. MONA L IS A S A LOY
R IC H A R D C A M PA N E L L A
ABOUT
ABOUT
Mona Lisa Saloy, Ph.D., Author & Folklorist, Educator, and Scholar, is an award-winning author of
contemporary Creole culture in articles and poems about Black New Orleans before and after Katrina.
Most recently, Dr. Saloy received a NEH grant to aid in documenting contemporary Black Creole Culture.
As a Folklorist, Saloy documents sidewalk songs, jump-rope rhymes, and clap-hand games to discuss
the importance of play. As a poet, her first book, Red Beans & Ricely Yours, won the T.S. Eliot Prize, the PEN/
Oakland Josephine Miles Award, and tied for a third. Shes written on the significance of the Black Beat
poets, on the African American Toasting Tradition, on Black & Creole talk, on life and keeping Creole
after the devastation of Hurricane Katrina. Her new book, Second Line Home, is a refreshing collection of
poems that captures the day-to-day New Orleans speech, contemplates family dynamics, celebrates New
Orleans, and gives insight into the unique culture the world loves. As Conrad N. Hilton Endowed Professor
and Coordinator of English at Dillard University, Dr. Mona Lisa Saloy was nominated as Best Female
Faculty 2014, by HBCU Digest, out of 101 Historically Black Colleges & Universities; also in 2014, she was
honored as best female artist by the Margaret Burroughs/New Orleans Chapter of the National Council of
Black Artists; and honored as Exemplary faculty in scholarship and creativity on campus.
Richard Campanella, a geographer with the Tulane School of Architecture, is the author of seven critically
acclaimed books and numerous articles on the geography of New Orleans. Campanella is also a monthly
columnist for the The Times-Picayune, Preservation in Print magazine, and the quarterly Louisiana Cultural
Vistas.
The only two-time winner of the Louisiana Endowment for the Humanities Book of the Year Award,
Campanella has also received the Williams Prize for Louisiana History, the Mortar Board Award for
Excellence in Teaching from the Newcomb College Institute of Tulane University, the Hannah Arendt
Prize for Scholarship in the Public Interest from Bard Early College, and the Monroe Fellowship from the
Tulanes New Orleans Center for the Gulf South.
Campanellas research has been praised in the Journal of Southern History, Urban History, Places, Journal
of the Abraham Lincoln Association, Louisiana History and Bloomsbury Review; cited regularly in the The
Times-Picayune and The New York Times; and featured on NPR All Things Considered, CBS Evening News, PBS
NewsHour, CNN, and BBC. Gambit Weekly readers voted @nolacampanella the winner of the Y@Speak
Most Informative Twitter Account Award for 2014.
THEATER B
OUTDOOR
OBSERVATION DECK
EXHIBIT
SPACE
THEATER A
GIFT SHOP
EXHIBIT
SPACE
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QUESTION 1
QUESTION 1
+ R OY A N D E R S O N
DE VELOPMENT TEAM
+ R OY A N D E R S O N P R O J E C T S
OV ERV IE W
Roy Anderson Corp has completed many historical renovations as well as hotel renovations throughout
the years. After Hurricane Katrina, RAC renovated over $500 million in hotel space in the Gulf Coast
Region. All of these projects had expedited schedules to get the facilities operational. The historical
construction experience of RAC specifically includes building conversions where the exterior was
restored or maintained while the interiors were adjusted to meet the new program requirements for the
space. A few examples of historic renovation projects are:
Key aspects that differentiate RAC from other local contractors and reiterate why RAC is the
appropriate fit for this project include:
>
ISTORY RAC, through its acquired subsidiary Brice Building Company, has had an office in
H
New Orleans since 1952.
>
EXPERTISE RAC has converted four office buildings into Hotel Space in New Orleans.
>
XPERIENCE RAC has renovated over $500 million in hotel spaces on the Gulf Coast since
E
Hurricane Katrina in 2005. Additionally, RAC has completed over 30,000 keys and TPC has
completed over 90,000 keys.
>
>
> C
OMPLEX PROJECT EXECUTION TPC is currently the contractor on the largest private
development in U.S. history - Hudson Yards in New York City valued at $20 billion.
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T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
DE VELOPMENT TEAM
R OY A N D E R S O N
Roy Anderson Corp (RAC) is a company with New Orleans roots and an international reach.
As a wholly owned subsidiary of Tutor Perini Corporation (TPC), RAC has access to resources
above and beyond any other local contractor in New Orleans. TPC is a leading civil and building
construction company offering diversified general contracting and design-build services to private
clients and public agencies throughout the world. TPC has provided construction services since
1894 and has established a strong reputation within their markets by executing large complex
projects on time and within budget while adhering to strict quality control measures. TPC
offers general contracting, pre-construction planning and comprehensive project management
services, including the planning and scheduling of the manpower, equipment, materials, and
subcontractors required for a project. They are known for major complex building project
commitments as well as the capacity to perform large and complex transportation and heavy civil
construction for government agencies and private clients throughout the world.
SECTION
123
QUESTION 1
DE VELOPMENT TEAM
QUESTION 1
+ R OY A N D E R S O N P R O J E C T S
STR A ND A PA RTMENTS/
A LOFT HOTEL NEW ORLEA NS DOW NTOW N
> T his project involves the conversion of an existing 31story office building into a mixed-use development. The
development will consist of 192 luxury apartment units,
a 188-key Aloft hotel by Starwood and a 356 -space public
parking garage. The project will include an on-site property
management office, a multi-purpose room, exercise room, rooftop swimming pools, and covered bicycle parking. Also included
in the development is the demolition of the 919 Gravier Building
and the construction of an enclosed structural steel parking
garage ramp on the 919 Gravier Building lot to provide access to
the parking garage levels.
+ R OY A N D E R S O N P R O J E C T S
SECTION
DE VELOPMENT TEAM
T H E RO O SE V E LT HO T E L
$56,300,000
CON T R AC T A MOU N T
DIMENSION DEVELOPMENT
OW N ER OF T H E PROJ EC T
STEVEN J. FINEGAN
A RCH I T EC T A N D/OR ENGI N EER
$75,000,000
CON T R AC T A MOU N T
JUNE 2009
COM PL ET ION DAT E
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T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
125
QUESTION 1
SECTION
QUESTION 1
+ R OY A N D E R S O N T E A M
DE VELOPMENT TEAM
+ R OY A N D E R S O N T E A M
c.
DE VELOPMENT TEAM
BOB K E L LY
ABOUT ROY
ABOUT BOB
Roy Anderson, III, is a graduate of the University of Alabama and the University Of Mississippi School Of
Law, where he served as Vice President of his law class. He is past president of the Associated General
Contractors (AGC) Mississippi Chapter and is a past National AGC Board member. He was selected as
2012 Industry Person of the Year by the Associated Builders and Contractors of Mississippi. He is past Vice
President and charter trustee of the AGC Self-Insured Workers Compensations Fund, two time President
of Westminster Academy, a graduate of Leadership Gulf Coast, and has been active in etc. local and
statewide charities. Roy was selected Top 40 Under 40 in 1992 by the Mississippi Business Journal. He
was the recipient of the 2004 Distinguished Citizen Award given by the Boy Scouts Pine Burr Council and
was a recipient of the Top 10 Outstanding Community Leaders for 2005. Roy is currently serving on the
Chairman of the Board for Mississippi Gulf Resort Classic, Board Member of Gulf Coast Business Council,
and former Board of Directors of American Contractors Insurance Group (ACIG).
Bob Kellys years of experience in corporate development have given him an unparalleled expertise in
all phases of project concept, design and development. Prior to joining Roy Anderson Corp, Bob served
as president of Innovation Project Development where he oversaw a team of seasoned professionals
in representing owners interests in carrying through the vision of a project to its opening. Preceding
Innovation Project Development, Bob had a much-lauded sixteen-year career with various divisions
of Harrahs Entertainment. Prior to that position, Bob was corporate vice president of design and
construction for Caesars Entertainment, where he was responsible for a department of professionals
charged with the planning and implementation of new plans for all expansion projects and for all
on-going development activities for Caesars brands worldwide. At Roy Anderson Corp, Bob is
responsible for managing the preconstruction services portion of each project.
INDUSTRY EXPERIENCE
INDUSTRY EXPERIENCE
>
>
30+ years
30+ years
ACTIVE CERTIFICATIONS
EDUCATION/CERTIFICATIONS
>
>
AREAS OF EXPERTISE
>
>
Corporate Leadership
>
Owner Representation
Technical Experience
>
Bob has been the holder of multi-jurisdictional gaming licenses throughout the country
AREAS OF EXPERTISE
>
>
>
>
>
>
>
Amenities Specialization
MIK E PIERLE
TOM G ONZ A L EZ
ABOUT MIKE
ABOUT TOM
Mike Pierle has a 23-year track record of success including the Senior V.P. and Director of Operations
for Bovis Lend Lease and subsequently KBR Building Group, LLC, both in Charlotte, N.C. Mike was
responsible for building and adhering to operational excellence standards recognized by several
significant national, regional and local award winning projects. At Roy Anderson Corp, Mike is responsible
for the overall operations management. Mike received his Bachelor of Science degree in Construction
Management from Purdue University and his Graduate Degree from the School of Business and Executive
Development at Columbia University.
Tom earned the respect of his peers and sharpened his skills as a Superintendent for 20 years before
being promoted to Director of Field Operations. Toms primary responsibility is to provide oversight to
field operations. He manages and directs Superintendents and field employees with the aim of achieving
operational excellence. Tom is well versed in all aspects of the construction management processes;
preconstruction, construction and closeout. He has a proven track record as a construction expert in
systems, logistics, scheduling, safety, quality and personnel management.
INDUSTRY EXPERIENCE
INDUSTRY EXPERIENCE
>
>
20+ years
30+ years
EDUCATION/CERTIFICATIONS
EDUCATION/CERTIFICATIONS
>
>
>
126
Strategic Planning
>
AREAS OF EXPERTISE
>
>
AREAS OF EXPERTISE
>
>
>
>
>
Constructability Review
Senior Field Management
Executive Leadership
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
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QUESTION 2
DE VELOPMENT TEAM
QUESTION 2
rovide evidence of commitments between the development team and any advisors,
P
consultants, contractors or subcontractors. The Selection Committee is seeking
evidence of a well thought out plan in which respondents have made substantial
progress towards assembling their complete team.
SECTION
DE VELOPMENT TEAM
E V I DE NC E O F C O M M I T M E N T S (C O N T I N U E D)
JT BLATTY
EVIDENCE OF COMMITMENT
L E A D DE V ELOPM EN T EN T I T Y
A RCHITECT: HCI Architecture, Inc., A Professional Corporation
INTERIOR DESIGNER: Champalimaud
GENER A L CONTR ACTOR: Roy Anderson, a Tutor Perini Company
CI V IL ENGINEER: ILSI Engineering
P L E A S E REFER TO
S E C T I O N A Q U ES TIO N 3
F O R E V I D ENCE O F
CO M M I T MENTS
L E T T E R O F CO M M I T M E N T F R O M HC I CO N S T R U C T I O N
QUESTION 3
Provide any details of any past or pending litigation, or claims filed, felony convictions,
pending criminal investigations or bankruptcy filings by or against the respondent or
any team members.
PA S T OF P E N DI NG L I T IG A T ION
HRI Properties, LLC has no past or present litigation, claims filed, felony convictions, pending
criminal investigations or bankruptcy filings.
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T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
L E T T E R O F CO M M I T M E N T F R O M C H AM PA L I MAU D
129
QUESTION 2
QUESTION 2
DE VELOPMENT TEAM
130
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
DE VELOPMENT TEAM
E V I DE NC E O F C O M M I T M E N T S (C O N T I N U E D)
SECTION
E V I DE NC E O F C O M M I T M E N T S (C O N T I N U E D)
L E T T E R O F CO M M I T M E N T F R O M S TO N E H E N G E ( PAG E 1)
L E T T E R O F CO M M I T M E N T F R O M N T I C I ( PAG E 1)
131
QUESTION 2
QUESTION 2
DE VELOPMENT TEAM
132
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
c.
DE VELOPMENT TEAM
E V I DE NC E O F C O M M I T M E N T S (C O N T I N U E D)
SECTION
E V I DE NC E O F C O M M I T M E N T S (C O N T I N U E D)
L E T T E R O F CO M M I T M E N T F R O M N AT I O N A L C I T I E S F U N D
133
d.
DE VELOPMENT TEAM
SECTION
QUESTION 1
d.
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
Provide the proposed capital structure for the Project, including a detailed summary
of sources and uses. Please specify the anticipated amount to be financed and
identity of anticipated lenders; the amount of equity to be invested and the identity
of anticipated investors; and to the extent applicable, the type and amount of
tax credits to be utilized in the Project and the anticipated tax credit purchasers
and investors. Also note any changes to your financial capacity, proposed capital
structure and financing sources relative to your response to the RFQ. Provide written
confirmation from all investors that adequate funds are available to invest in the
Project, and from all other funding sources that they are interested in financing the
Project, subject to underwriting and any other conditions specified.
C A PI TA L S T RUC T U R E
HRI will utilize bank debt, owner equity, Federal Historic Tax Credit equity, State Historic Tax Credit
equity, and Federal New Markets Tax Credit equity, and potentially hotel key money to finance the
redevelopment of the World Trade Center. HRI Properties, LLC will provide all customary and standard
guarantees to the various financial participants.
The project Sources and Uses are as follows:
Total
$ 50,000,000
%
18.75%
$ 125,000,000
48,000,000
44,350,000
40,220,000
9,048,000
$ 266,618,000
46.88%
18.00%
16.63%
15.09%
3.39%
100.00%
0.62%
8.85%
5.84%
2.31%
6.06%
67.51%
5.06%
100.00%
1,648,600
23,589,259
15,579,327
6,155,000
16,145,814
180,000,000
13,500,000
$ 266,618,000
150.17
57.66
53.28
48.32
10.87
320.30
1.98
28.34
18.72
7.39
19.40
216.24
16.22
320.30
Notes:
(1) Excludes any accrued deferred developer fee payable from project cash flow.
(2) Includes development, construction management, FF&E, and architecture fees to affiliates of HRI.
134
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
135
QUESTION 1
QUESTION 1
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
SECTION
d.
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
Term sheets for each source of funding have been received from several of HRIs long-standing financial
partners, including:
OW N ER EQU I T Y
HRI Properties, LLC is committed to fund $48.0MM of cash equity into Crescent Tower Partners, LLC
at financial closing through a wholly-owned subsidiary. The amount of HRI equity will be reduced by
receipt of hotel key money, if any, from the hotel franchisor. HRIs investment is subject to approval by
the Board of Directors of HRI Properties, LLC of the transaction, including the final lease and capital
structure. The projected equity investment has increased from $39.0MM in HRIs RFQ response due to
increased project scope. Such equity commitment is subject to approval by the Board of Directors of
HRI and the Final Lease and capital structure for the project.
136
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
F EDER A L N E W M A R K ET S EQU I T Y
HRI plans to utilize $30.0MM of Federal New Markets Tax Credit (NMTC) allocation to generate $9.1MM
of project funding. HRIs affiliate, National Cities Fund, L.L.C. (NCF), has issued a term sheet for $20.0MM
of allocation to the transaction, and $5.0MM each has been requested from NTCIC and Capital One.
NMTC allocation is very hard to attract, and the commitment of NCFs $20.0MM allocation makes it
much more likely that other allocatees will commit their tax credit authority to the project. Capital One
is underwriting the transaction to provide approximately $9.1MM of equity. 100% of this equity will
be contributed at financial closing. NMTC regulations state that allocation should only be utilized on
a but-for basis, and as such was not included in HRIs RFQ response. Increases in project scope have
necessitated the inclusion of this gap financing.
F I N A NC I A L C A PAC I T Y
There have been no adverse changes in HRIs financial capacity as investor or guarantor since the
submission of the RFQ response
137
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
QUESTION 2
QUESTION 3
rovide the identity of the proposed guarantor to guaranty completion of the Project
P
and evidence of the guarantors financial capacity, which evidence may include
a certification by the guarantor attesting to its financial wherewithal to complete
the Project and satisfy the usual and customary guarantor requirements for the
construction and tax credit financing contemplated by the respondent.
SECTION
d.
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
COMPLETED PROJECTS
THIS INFORMATION IS PROVIDED SEPERATELY AND IS SUBJECT TO CONFIDENTIALITY.
OU R T R ACK R ECOR D
HRI has a long track record of securing financing for adaptive-re-use projects involving federal and state
historic and new markets tax credits and other public incentives. HRI currently has two projects under
construction with total development costs of approximately $200 million that utilized New Markets tax
credits, Federal and State historic tax credits, bank debt financing and private equity. These transactions
closed in the fourth quarter of 2013 and second quarter of 2014. Lenders and tax credit investors in
these two projects include New Orleans based financial institutions, national banks and syndicated
state historic investors. HRI will utilize these and other national providers of debt and historic and New
Markets tax credit equity to finance the WTC project. In its 30 year history, HRI has completed 70 large
scale projects with total development costs in excess of $2 billion, exhibiting its long track record of
successfully completing projects similar to the WTC project.
HRI will utilize bank debt from Capital One, private equity provided by HRI through its $150 million
facility provided by Almanac Realty Partners, and federal historic tax credit equity provided by The
National Trust Community Investment Corporation and state historic tax credit equity provided by
Stonehenge Capital as well as New Markets tax credit equity provided by Capital One to finance the
improvements to the WTC building. HRI has closed transactions with all of these investors and lenders
within the last 18 months.
National Cities Fund, an affiliate of HRI, currently has its own $20 million allocation of New Markets tax
credit allocation that can be utilized in the WTC project.
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T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
139
QUESTION 4
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
SECTION
QUESTION 4
Provide a proposed development budget of the projected total costs of the proposed
Project including estimated hard costs and soft costs with an itemization of costs by
category, and other project or development expenses. Provide an updated 10-year
financial pro-forma detailing loan repayment, debt coverage, operating and capital
reserves, revenues and return on equity at the project cost, in hard copy and in Excel
format on computer disk.
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
D E V E L O P M E N T B U D G E T A N D 1 0 -Y E A R
PRO FOR M A
The proposed development budget of $266.6MM is shown below divided by cost category.tt
Total
$ 50,000,000
$ 125,000,000
48,000,000
44,350,000
40,220,000
9,048,000
$ 266,618,000
1,648,600
23,589,259
15,579,327
6,155,000
16,145,814
180,000,000
13,500,000
$ 266,618,000
d.
%
18.75%
46.88%
18.00%
16.63%
15.09%
3.39%
100.00%
0.62%
8.85%
5.84%
2.31%
6.06%
67.51%
5.06%
100.00%
150.17
57.66
53.28
48.32
10.87
320.30
1.98
28.34
18.72
7.39
19.40
216.24
16.22
320.30
Notes:
(1) Excludes any accrued deferred developer fee payable from project cash flow.
(2) Includes development, construction management, FF&E, and architecture fees to affiliates of HRI.
P R O P E R T Y C A S H F L O W, D E B T R E P A Y M E N T,
R ET U R N ON EQU I T Y
Pro Forma
2018
72.94%
$275.42
66%
$2,926
Pro Forma
2019
75.88%
$287.64
93%
$3,014
Pro Forma
2020
76.27%
$296.15
93%
$3,104
Pro Forma
2021
76.98%
$303.57
93%
$3,197
Pro Forma
2022
77.50%
$311.18
93%
$3,293
Pro Forma
2023
78.12%
$318.52
93%
$3,392
Pro Forma
2024
78.10%
$328.08
93%
$3,494
Pro Forma
2025
78.11%
$337.97
93%
$3,599
Pro Forma
2026
78.14%
$347.85
93%
$3,707
$ 25,630,977
6,134,381
1,643,813
49,517
16,168,500
9,185,549
58,812,736
226.51%
$ 27,908,957
8,865,135
1,761,261
61,203
16,653,555
9,131,267
64,381,378
9.47%
$ 28,980,260
9,131,089
1,828,563
63,039
17,153,162
9,057,844
66,213,957
2.85%
$ 29,917,540
9,405,021
1,895,756
64,931
17,667,756
9,415,133
68,366,137
3.25%
$ 30,890,973
9,687,172
1,965,750
66,879
18,197,789
9,317,172
70,125,735
2.57%
$ 31,892,415
9,977,787
2,040,948
68,885
18,743,723
9,534,002
72,257,760
3.04%
$ 32,918,269
10,277,121
2,107,420
70,951
19,306,035
9,815,975
74,495,772
3.10%
$ 33,808,083
10,585,434
2,164,900
73,080
19,885,216
10,106,326
76,623,039
2.86%
$ 34,791,506
10,902,998
2,230,612
75,272
20,481,772
10,405,305
78,887,465
2.96%
5,714,876
611,545
279,591
1,204,610
5,167,118
879,004
13,856,743
n/a
16,259,519
1,680,119
756,154
2,893,245
12,773,115
2,136,312
36,498,463
163.40%
17,419,668
1,832,799
792,567
2,896,841
13,156,308
2,200,401
38,298,586
4.93%
17,938,949
1,887,783
822,853
2,901,981
13,550,998
2,266,413
39,368,977
2.79%
18,426,051
1,944,417
853,090
2,996,339
13,957,528
2,334,405
40,511,830
2.90%
18,988,915
2,002,749
884,587
2,997,238
14,376,253
2,404,438
41,654,181
2.82%
19,553,360
2,062,832
918,426
3,074,230
14,807,541
2,476,571
42,892,960
2.97%
20,102,815
2,124,717
948,339
3,165,622
15,251,767
2,550,868
44,144,129
2.92%
20,528,304
2,188,458
974,205
3,259,740
15,709,320
2,627,394
45,287,422
2.59%
20,983,685
2,254,112
1,003,775
3,356,664
16,180,600
2,706,216
46,485,052
2.64%
4,155,945
23.07%
22,314,273
37.94%
26,082,792
40.51%
26,844,979
40.54%
27,854,306
40.74%
28,471,554
40.60%
29,364,800
40.64%
30,351,643
40.74%
31,335,618
40.90%
32,402,413
41.07%
265,812
32,607
196,220
54,150
60,000
17,500
626,289
1,090,992
80,649
646,740
367,422
60,000
17,500
2,263,303
1,186,809
83,068
666,142
365,251
60,000
17,500
2,378,770
1,232,353
85,561
686,126
362,314
60,000
17,500
2,443,854
1,272,532
88,127
706,710
376,605
60,000
17,500
2,521,475
1,314,269
90,771
727,912
372,687
2,505,639
1,357,335
93,494
749,749
381,360
2,581,938
1,401,028
96,299
772,241
392,639
2,662,207
1,438,919
99,188
795,409
404,253
2,737,769
1,480,885
102,164
819,271
416,212
2,818,532
3,529,656
20,050,971
23,704,022
24,401,126
25,332,832
25,965,915
26,782,862
27,689,436
28,597,849
29,583,882
500,000
229,346
223,959
953,305
1,750,000
483,223
2,429,202
4,662,425
1,845,000
641,255
2,406,362
4,892,617
1,891,125
680,900
2,375,355
4,947,380
1,938,403
714,392
2,477,297
5,130,092
1,986,863
749,522
2,438,371
5,174,756
2,036,535
786,034
2,492,149
5,314,718
2,087,448
823,143
2,565,663
5,476,254
2,139,634
853,618
2,641,357
5,634,609
2,193,125
888,572
2,719,296
5,800,993
2,576,351
15,388,546
18,811,405
19,453,746
20,202,739
20,791,159
21,468,144
22,213,182
22,963,240
23,782,888
6,447,497
(6,447,497)
n/a
6,970,486
6,970,486
2.88x
6,910,538
2,369,328
9,279,866
2.55x
6,774,985
2,504,881
9,279,866
2.63x
6,631,678
2,648,189
9,279,866
2.73x
6,480,171
2,799,695
9,279,866
2.80x
6,319,996
2,959,870
9,279,866
2.89x
6,150,658
3,129,208
9,279,866
2.98x
5,971,631
3,308,235
9,279,866
3.08x
5,782,363
3,497,504
9,279,866
3.19x
2,576,351
8,418,059
9,531,539
10,173,880
10,922,873
11,511,292
(1,330,500)
(1,370,415)
(1,411,527)
(1,453,873)
(3,714,989)
$ 1,245,851 $ 7,047,644 $ 8,120,011 $ 8,720,006 $ 7,207,884 $ 11,511,292
12,188,278
$ 12,188,278
12,933,316
$ 12,933,316
13,683,374
$ 13,683,374
14,503,022
$ 14,503,022
12/31/2023
12/31/2024
12/31/2025
12/31/2026
The following operating pro forma was prepared by HRI, utilizing input from SMG, Dickie Brennan
& Company; HRI Lodging, which operates 17 hotels nationwide; HRI Management, which operates
42 multifamily projects regionally. HRI Lodging uses third party information from Smith Travel, PKF,
Convention and Visitors Bureau statistics and airlift statistics. The pro forma provides a 10 year forecast
of project loan repayment, debt service coverage, capital reserves, and return on equity based on
HRIs current assumptions regarding the hotel and multifamily market, interest rate environment, bank
underwriting, market equity return hurdles, brand requirements for a Starwood Luxury Collection
hotel, and HRIs standards for luxury apartments. Detailed revenue and expense information has been
submitted confidentially under separate cover.
Capital Contributions
Free Cash Flow
$ (45,000,000) $
-
$ (45,000,000) $
12/31/2017
12/31/2018
12/31/2019
12/31/2020
12/31/2021
12/31/2022
$
$
$
$
$
1,245,851
7,047,644
8,120,011
8,720,006
7,207,884
11,511,292
2.8%
15.7%
18.0%
19.4%
16.0%
25.6%
Gross Sale Proceeds (Apartment Cap = 6.0%; Hotel & Restaurant Cap = 7.75%; Tourist Attraction = 6.0x Free Cash Flow) (5)
-less: Value of Ground Lease (5.0% Cap Rate) (6)
-less: Cost of Sale (0.55% )
-less: City Participation (7)
-less: Senior Debt
-add: Working Capital
Net Sale Proceeds
1,245,851
7,047,644
8,120,011
8,720,006
7,207,884
$ 11,511,292
12,188,278
27.1%
$ 12,188,278
12,933,316
28.7%
$ 12,933,316
13,683,374
30.4%
$ 13,683,374
14,503,022
32.2%
357,860,672
(116,019,865)
(1,330,124)
(1,134,977)
(101,783,091)
4,056,000
141,648,615
$ 156,151,637
20.49%
Notes:
(1) Operations begin August 1, 2017
(2) FF&E Reserve calculated as 4% of Total Hotel , Restaurant, & Visitor's Attraction Revenue; Apartment Replacement Reserve calculated as $300 / unit / year
(3) Senior Loan is Interest-Only for the first 36 months
(4) Calculated as 3.0% of HTC Investor's equity plus a Year-5 sale put payment equal to 5.0% of its equity
(5) Calculated as the value of the fee-simple interest in the property
(6) Value discount for lease-hold interest in the property based on the annual lease payment
(7) 10% of Net Proceeds after Investor achieves a 20.0% IRR
140
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
141
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
SECTION
QUESTION 5
QUESTION 6
FINANCIAL
ARRANGEMENTS &
FUNDING SOURCES
PROJ EC T EM PLOY M EN T
W TC - M I X ED USE PROJ EC T
R AC BON DI NG L E T T ER
See below, correspondence from a qualified surety company qualified to do business in the State of
Louisiana in the amount of 100% of the estimated value of the improvements on behalf of the general
contractor, Roy Anderson, a Tutor Perini company
d.
Construction
Employees
864
$75,000,000
Operations
Hotel
Employees
Annual Salary
Average Salary
Full time
210
$6,690,045
$31,857
Part time
56
$691,945
$12,356
$7,381,990
$27,752
266
Residential
Full time
$307,440
$38,430
Part time
---
---
$307,440
$38,430
Full time
$108,000
$54,000
Part time
10
$396,576
$39,658
12
$504,576
$42,048
Full time
108
$3,553,200
$32,900
Part time
60
$1,080,000
$18,000
168
$4,633,200
$27,579
Full time
328
$10,658,685
$32,496
Part time
126
$2,168,521
$17,210
454
$12,827,206
$28,254
Attraction
Restaurants
QUESTION 7
R AC BON DIN G LE T TE R
PAGE 1 OF 9
PLE A SE R EFER TO
QU E ST ION 1 OF SECT ION F
F OR PA R T IC I PA T ION P L A N.
142
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
143
e.
SECTION
QUESTION 1
Respondents must provide specific rental terms offered for the Property, including
completing all of the blanks in Article V (Rent) in the form of Lease attached hereto.
Respondents should also complete all other blanks in the attached form of Lease
and Parking Agreement (if parking in the Parking Facility is required for the Project),
and also include in their responses a detailed mark-up of the attached form of Lease
and Parking Agreement, showing all changes that respondent will request if selected,
and any requested contingencies or conditions to the effectiveness of the Lease.
Respondents should not assume that any changes to the Lease or Parking Agreement
will be considered unless they are raised as part of the response to this RFP.
F I NA NCI A L & L E A SE T ER M S
HRI proposes the following lease terms, which are more fully described in the Lease Agreement, a redline
of which is included with the submission materials separate from this RFP response document, as follows:
1. An upfront payment of $10 million, to be paid at financial closing, including the deposit
2. A
n estimated $1.9 billion paid over the 99-year term of the lease, which amount includes the $10
million up-front payment
3. HRI will begin interior demolition work, at its own risk and expense, within 60 days after execution and
City Council approval of the Lease Agreement
4. A copy of our redlined suggested modifications to the Lease Agreement are provided with this
submission in a separate printed document as well as an electronic copy, as requested in the RFP
Lease Assumptions
Upfront Lease Payment
Base Lease Payment
Percentage Rent (% of Gross Revenue ex. Attraction)
Tourist Attraction Rent (% of Net Income)
Projected Annual Stabilized Lease Payment (2019)
Sale Participation (% of Net Proceeds above 20% IRR)
Assumed Terminal Growth Rate
$
$
10,000,000
1,750,000
4.50%
41.00%
4,892,617
10.00%
2.50%
Total
$ 10,000,000
738,050,000
298,440,000
915,120,000
$ 1,961,610,000
NPV @ 8%
$10,000,000
26,190,000
10,230,000
32,440,000
$ 78,860,000
Total
$ 10,000,000
18,370,000
6,850,000
22,770,000
1,130,000
1,903,620,000
$ 1,962,740,000
e.
NPV @ 8%
$10,000,000
10,110,000
3,720,000
12,510,000
450,000
42,520,000
$ 79,310,000
Notes:
(1) Assumes lease terms are unmodified with Purchaser
145
e.
f.
D I S A D V A N TA G E D B U S I N E S S E N T E R P R I S E S P A R T I C I P A N T S
SECTION
QUESTION 1
f.
D I S A D VA N TA G E D B U S I N E S S
E N T E R P R I S E S PA R T I C I PA N T S
A DBE goal of 35% has been established for this Project. To ensure the full participation of
DBEs, all respondents must complete and submit a DBE Participation Plan (Attachment
C). A completed DBE Participation Plan shall be considered a methodology as to how
the respondent plans to meet the DBE contract goal if awarded the project.
HRI Properties and Roy Anderson Corp (RAC), a Tutor Perini company (TPC), are committed to
achieving the Citys thirty-five percent (35%) Disadvantaged, Minority and Woman Owned Business
Requirement, as well as providing extensive employment opportunities and training for New Orleans
residents with a specific focus on low-income residents.
DB E PA R T IC I PA T ION P L A N
HRIs proposal guarantees that our team will meet the required Disadvantaged Business Enterprises
(DBE) participation of 35% by hiring DMM & Associates (DMM), the firm recognized by the City of
New Orleans, Office of Supplier Diversity as a model for DBE participation. DMM implemented the DBE
participation plan in the New Orleans East Hospital Service District and was recognized as a model for
DBE participation.
DMM will facilitate the DBE program for this project. During the preconstruction phase, RAC and DMM
will diligently assemble a plan to maximize opportunities for the participation of DBEs on this project.
DMM will be responsible for administering this effort in close coordination with the RAC Preconstruction
Team. The DBE Participation Plan aims to:
>
>
>
>
>
>
>
>
PL A N A DM IN IST R AT ION
The following individual will administer the DBE Participation Plan:
NA ME A ND TITLE: Dottie Reese DMM & Associates, Inc.
E-M A IL: dottie&dmmassociates.com
A DDRESS: 4298 Elysian Fields New Orleans, LA 70122
TELEPHONE: (504) 282-8222
This individuals specific duties, as they relate to the DBE Participation Plan for the Redevelopment of
2 Canal Street, are as follows:
>
>
>
>
>
>
>
>
>
>
>
left C
ASA MADRONA SAUSALITO, CA
HRIL MANAGED
146
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
147
QUESTION 1
QUESTION 1
DISADVANTAGED BUSINESS
ENTERPRISES PARTICIPANTS
SECTION
D I S A D VA N TA G E D B U S I N E S S
E N T E R P R I S E S PA R T I C I PA N T S
P L A N A DM I N I S T R A T IO N (C O N T I N U E D)
EQU I TA BL E OPPORT U N I T Y
Roy Anderson Corp is fully committed to providing meaningful and substantial participation
opportunities for DBE in the services to be provided for the Redevelopment of 2 Canal Street. Roy
Anderson Corp intends to take all measures necessary to ensure that DBE firms are afforded the
maximum opportunity to participate in the construction of this project. Roy Anderson Corp is dedicated
to fostering the development of economic opportunities to DBEs and all small businesses. Its efforts in
securing participation have been instrumental in assisting DBE business entities in becoming successful
in an increasingly competitive market and in participating in the construction activities associated with
large-scale projects throughout the country.
The following efforts will be taken to assure that DBEs will have an equitable opportunity to compete for
subcontracts.
Roy Anderson Corps DBE Participation Plan is designed in accordance with the requirements set forth
in the Request for Proposal. The following DBE Participation Plan outlines the efforts that Roy Anderson
Corp will make to achieve the 35% participation from registered SLDBEs.
>
n April 7, 2014, Roy Anderson Corp sponsored an outreach event at the Holiday Inn in Metairie,
O
Louisiana to offer bid opportunities to small businesses, especially Small Disadvantaged and
Women Owned Businesses, to participate in construction projects at the Sherwood Forest School
and Paul Habans School, located in the New Orleans area. Prior to the event, Roy Anderson
Corp reached out to over 300 small businesses locally, and we met many new companies that it
otherwise would have not met.
>
n Saturday, March 22, 2014, The Recovery School District of New Orleans and the Urban League of
O
Greater New Orleans held a DBE Design-Build Networking Session. The purpose of this event was
to connect DBE firms with General Contractors bidding on schools in New Orleans. As a result, RAC
made contact with many DBE firms that will be bidding on the 2 Canal Street project.
For the Redevelopment of 2 Canal Street in New Orleans, RAC will utilize the SLDBE list provided by the
City of New Orleans, which includes approved contractors by the Sewerage and Water Board and the
New Orleans Aviation Board. Additionally, DMM Associates will play an integral role in the identification
and prequalification of DBE subcontractors for this project.
C. R
eviews to determine the competence, abilit y, experience and capacit y
avail able from DBE firms and providing technical assistance to same.
Once identified, RAC conducts reviews to determine the ability, experience, capacity and qualifications
of small and disadvantaged businesses. Using the information collected from these sources, its staff
assesses the capability levels of each firm, and uses its internal Subcontractor/Vendor Registration system
to manage the process. DBE firms will be pre-qualified by area of expertise, similar experience, track
record and financial capability. New information will be entered into our database, and records will
be checked periodically. Good faith efforts will be documented during the bidding and procurement
process, and records of this effort will be maintained in a central location.
E. I nternal efforts will be made to guide and encour age bu yers to assure
that DBE concerns will have an equitable opportunit y to compete for
subcontr acts.
RAC will encourage bidder participation in the recruitment of DBEs through direct solicitation during
subcontractor bid preparation. Bid packages will be prepared and divided in a manner that maximizes
the utilization of diversity subcontractors across all trades. In some instances, TPC establishes initial setasides for packages that match the dollar thresholds of potential DBE firms.
D. E
valuations of our DBE award performance and progr am effectiveness against
the goals established.
>
AC has an established corporate policy to afford DBEs opportunities to participate in all contracts
R
with federal government agencies and private sector entities.
>
orkshops, seminars and training programs will be conducted to ensure subcontractors are
W
educated on RACs processes and procedures for submittals, RFIs, certified payroll, etc.
>
ctivities will be monitored to evaluate compliance with this subcontracting plan, evaluating DBE
A
award performance and program effectiveness.
Invitations to bid will be published in the legal section of the Times Picayune, the official publication
of City of New Orleans RFP/RFQ. The following other media outlets will also be used such as the New
Orleans Agenda (electronic newsletter), NOELA News (electronic newsletter), The Collaborative, the New
Orleans Regional Black Chamber, the Hispanic Chamber, the City of New Orleans Office of Supplier
Diversity, Louisiana Weekly, New Orleans Tribune, and New Orleans City Business Additionally, trade
association publications such as the McGraw Hill Construction News will be used. In addition, RAC/DMM
will reach out to other associations that advocate for small disadvantaged businesses in the local area
such as The Urban League of Greater New Orleans and the Good Work Network. These organizations
target subcontracting and supplier opportunities for the local subcontracting community.
148
f.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
149
QUESTION 1
QUESTION 1
DISADVANTAGED BUSINESS
ENTERPRISES PARTICIPANTS
SECTION
f.
D I S A D VA N TA G E D B U S I N E S S
E N T E R P R I S E S PA R T I C I PA N T S
RAC has teamed with several registered SLDBE contractors to ensure achievement of the thirty-five
percent goal. The following SLDBEs are expected to participate with RAC on this contract:
CON T R ACT
VA L U E
$38,000,000
M / W/ DBE
G OA L
28.7%
M / W/ DBE
ACH I E V EM EN T
40.8%
$21,400,000
77.5%
88.4%
DMM & Associates, LLC (DMM) is a woman-owned business base in New Orleans. Their firm specializes in creating high-performance organizations
through Human Capital Strategies. DMMs expertise in DBE Program Coordination and Diversity and Inclusion Management will ensure the project meets
the minimum goal of 35% DBE participation.
$21,400,000
70%
77.3%
$40,500,000
17.5%
66.9%
$26,000,000
65%
73.5%
Las Vegas, NV
$8,500,000,000
7%
16%
$845,000,000
30%
30%
San Francisco, CA
$609,458,576
25%
32.50%
International Terminal
San Francisco International Airport,
$513,791,000
15%
19.47%
$528,100,000
15%
25%
Queens, NY
$526,000,000
25%
27%
$485,000,000
35%
40%
$380,000,000
17%
22%
Hoboken, NJ
$284,837,354
11.60%
15.20%
$26,609,077
13.50%
13.60%
Improvements, Philadelphia, PA
$261,000,000
35%
42%
$204,000,000
10%
17.55%
$180,012,067
21%
31%
VAMC Biloxi, MS
CityCenter
Oxon Hill, MD
CA
Philadelphia, PA
Los Angeles, CA
$177,778,000
8%
20.10%
$170,557,000
21%
23.50%
$143,380,000
18%
18.08%
$141,618,000
15%
29.40%
H A RVA RD CONSTRUCTION
FIRM CONTACT: Bill Richardson
PHONE: (504) 376-6498
EM A IL: wrichardson79@yahoo.com
CERTIFICATIONS: Louisiana Unified Certification Program DBE - New Orleans Aviation Board DBE, Building Construction License #57415, PE Louisiana
#35403
WORK PERFORMED: Cast-in-Place Concrete
150
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
151
QUESTION 1
QUESTION 1
DISADVANTAGED BUSINESS
ENTERPRISES PARTICIPANTS
SECTION
D I S A D VA N TA G E D B U S I N E S S
E N T E R P R I S E S PA R T I C I PA N T S
L OW-I NC OM E R E S I DE N T H I R I NG A N D
WOR K FORCE T R A I N I NG
In addition to our commitment to achieving the DBE contracting requirements, our team is committed
to achieving a 40% City of New Orleans residency workforce requirement, as well as HUDs Section 3
low-income workforce requirement. To help us achieve and surpass these workforce requirements,
HRI has engaged Urban Strategies to ensure that low-income residents of New Orleans can have
meaningful employment and job training opportunities during both the construction and long-term
operations of the World Trade Center Project.
Founded in 1978, Urban Strategies is a not-for-profit corporation that helps communities build safe
neighborhoods, good schools, and a range of comprehensive human service supports. Our goal is to
lead distressed, urban-core residential communities and low-income families toward positive social
and economic mobility. Urban Strategies understands that the physical revitalization of housing
by itself is not sufficient to create communities which produce social and economic integration.
To create successful and thriving mixed-income developments, a network of community support
systems must be planned and implemented concurrent with the development of new housing.
These supportive services often include: adult education, job training, job retention and economic
development programs; high quality and reliable child care; access to quality education for children,
youth and adults; employment opportunities for youth; family support programs; initiatives around
personal and community safety; and, senior and intergenerational activities. Urban Strategies works
with communities that are undergoing revitalization to plan and implement this network of community
services that can ensure successful transformation.
Urban Strategies has a deep understanding of the Section 3 program and has served as a Section 3
compliance consultant on several large mixed-income housing developments, including the C.J. Peete
HOPE VI projects in New Orleans, and two phases of the Iberville Choice Neighborhood Initiative project
in New Orleans. Its experience on these projects includes both Individual Employment and Training
Utilization Compliance and Contractor Utilization Compliance.
On the Individual Employment and Training Utilization Compliance side, Urban Strategies services
included educating stakeholders, certifying candidates, securing placements, training contractor staff
on reporting requirements, monitoring certified payroll data, and submitting monthly HUD reports.
On the Contractor Utilization Compliance side, its services included collaborating with the general
contractor and subcontractors to create opportunities for Section 3 firms, assisting contractors with
identification and solicitation of Section 3 firms, maintaining and augmenting the housing authoritys
database of Section 3 firms, providing technical assistance and capacity building support to Section 3
firms, and creating monthly reports detailing all contract tiers, number and value of contracts awarded
to Section 3 firms and the amount of contracts to be let.
Urban Strategies is also deeply committed to fostering the growth of M/WBE businesses. Urban
Strategies contracts with multiple resident-owned M/WBE businesses in the communities where it
works. Urban Strategies is also unique in its commitment to hiring staff from within the communities
served. At every project site, Urban Strategies directly employs and trains residents in a variety of areas,
including outreach, case management, and programming.
During the construction period, Urban Strategies will work with HRI and RAC to place lowincome New Orleans residents in construction positions and in construction training courses and
apprenticeship programs. Urban Strategies and HRI have been achieving great success together on
an identical undertaking on the Iberville Redevelopment. As of the end of January 2015, the Iberville
Redevelopment Project has employed 64 low-income New Orleans residents, which reflects 55.7% of
new hires. Urban Strategies and HRI have also been maximizing low-income resident training through
apprenticeship and pre-apprenticeship opportunities and through wraparound supportive services. To
date, 11 low-income New Orleans residents have been placed in apprenticeship programs. Apprentices
attend classes in addition to working on-site where they are able to directly apply the skills acquired in
the classroom. All apprentices are currently enrolled in ABC New Orleans/Bayou Chapter Apprenticeship
Programs. Additionally, Urban Strategies has sponsored six low-income residents to enroll in Delgado
Community College HVAC Pre-Apprenticeship Training. Participants receive assistance with job
placement and post-placement case management upon completion of the Pre-Apprenticeship Training.
Urban Strategies has also hosted an OSHA 10 Training Course and successfully trained 14 low-income
residents in construction safety. OSHA training helps to ensure that workers are more knowledgeable
about workplace hazards and their rights.
152
f.
T H E C R E S C E N T H O T E L & LU X U RY R E S I D E N C E S
During the operating period, Urban Strategies will work with HRI Lodging, LLC (HRIL) to ensure that
HRIL receives low-income New Orleans employment candidates ready to be trained for work in the
Hospitality Industry. Urban Strategies currently conducts job readiness classes and customer service
training geared toward hotel jobs, and will have a list of candidates ready to work for HRIL in the
Crescent Hotel New Orleans.
HRIL is committed to fostering, cultivating and preserving a culture of diversity and inclusion. Human
capital is HRILs most valuable asset. The collective sum of the individual differences, life experiences,
knowledge, inventiveness, innovation, self-expression, unique capabilities and talent that their
associates invest in their work represents a significant part of not HRILs corporate culture, but HRILs
reputation and achievements.
HRIL embraces and encourages their associates differences in age, color, disability, ethnicity, family
or marital status, gender identity or expression, language, national origin, physical and mental ability,
political affiliation, race, religion, sexual orientation, socio-economic status, veteran status, and other
characteristics that make our associates unique.
HRIL offers a full range of benefits including competitive wages, health insurance, career advancement,
educational assistance, employee social activities, discounted hotel rooms and uniforms.
HRIL has identified the following positions as ideal for entry level candidates to receive on the job in
accordance with Starwoods proven training standards:
ROOM AT T EN DA N T
Room attendants will start with a comprehensive training that familiarizes them with HRILs policies and
procedures, health and safety, regulatory compliance and customer service expectations. This will help
the room attendant understand how to successfully satisfy a guest with the customer service skills they
learn in training. HRIL room attendants will learn all aspects of the housekeeping department, including
the steps to successfully clean a guest hotel room, proper bed-making and bathroom cleaning.
LOBBY AT T EN DA N T
Lobby attendants will start with a comprehensive training that familiarizes them with HRILs policies and
procedures, health and safety, regulatory compliance and customer service expectations. This will help
the lobby attendant understand how to successfully interact with guests. The Lobby attendant will learn
all aspects of how the lobby should be set up, cleaned and properly maintained.
B E L L / VA L E T A T T E N D A N T
Bell Attendants will start with a comprehensive training that familiarizes them with HRILs policies and
procedures, health and safety, regulatory compliance and customer service expectations. This will help
the bell attendant understand how to successfully satisfy a guest and shape the guest journey. The bell
attendant will learn all aspects of the hotel and how satisfy each guest request. Added skills will include
guest recovery, communication, and guest conversations.
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DISADVANTAGED BUSINESS
ENTERPRISES PARTICIPANTS
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D I S A D VA N TA G E D B U S I N E S S
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L OW-I NC OM E R E S I DE N T H I R I NG A N D
W O R K F O RC E T R A I N I NG (C O N T I N U E D)
SERV ER / HOST ESS
Servers will start with a comprehensive training that familiarizes them with HRILs policies and
procedures, health and safety, regulatory compliance and customer service expectations. This will help
the server understand how to successfully serve a guest with the customer service skills they will learn
in training. HRIL servers will learn all aspects of the food and beverage department, including the steps
to successfully serve a guest, how to communicate properly with the back of the house, and how to
work as a team.
ENGI N EER
Engineers will start with a comprehensive training that familiarizes them with HRILs policies and
procedures, health and safety, regulatory compliance and customer service expectations. This will help
the engineer understand all aspects of the engineering department and how to maintain equipment
throughout the hotel. Learning the skills and knowledge of the PM system will ensure the compliance of
how a room should be laid out.
SECUR I T Y
Security officer will start with a comprehensive training that familiarizes them with HRILs policies and
procedures, health and safety, regulatory compliance and customer service expectations. This will help
the security officer understand how to maintain the safety of guests and the building perimeter. The
security officer will learn all aspects of safety, including CPR and first aid, how to escort unwanted guests
off-property and customer service.
HRI Management, LLC
During the operating period, Urban Strategies will work with HRI Management, LLC (HRIM) to ensure
that HRIM receives low-income New Orleans employment candidates ready to be trained for work in
the Apartment Industry. Urban Strategies currently conducts job readiness classes and customer service
training geared toward Service jobs, and will have a list of candidates ready to work for HRIM in the
Crescent Apartments, New Orleans.
HRI Management is committed to fostering, cultivating and preserving a culture of diversity and
inclusion. Human capital is HRIMs most valuable asset. The collective sum of the individual differences,
life experiences, knowledge, inventiveness, innovation, self-expression, unique capabilities and talent
that their associates invest in their work represents a significant part of not HRIMs corporate culture, but
HRIMs reputation and achievements.
HRIM embraces and encourages their associates differences in age, color, disability, ethnicity, family
or marital status, gender identity or expression, language, national origin, physical and mental ability,
political affiliation, race, religion, sexual orientation, socio-economic status, veteran status, and other
characteristics that make our associates unique.
HRIM offers a full range of benefits including competitive wages, health insurance, career advancement,
educational assistance, employee social activities, discounted hotel rooms and uniforms.
HRIM has identified the following positions as ideal for entry level candidates to receive on the job
training accordance with HRIMs internal training program:
PORT ER
Porters will start with a comprehensive training that familiarizes them with HRI Managements policies
and procedures, health and safety, regulatory compliance and customer service expectations. This will
help the Porter person understand how to successfully satisfy a guest with the customer service skills
they learn in training. The Porter person will learn all aspects of how to accomplish proper cleanliness of
the property common areas.
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ENTERPRISES PARTICIPANTS
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D I S A D VA N TA G E D B U S I N E S S
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QUESTION 1
QUESTION 1
DISADVANTAGED BUSINESS
ENTERPRISES PARTICIPANTS
SECTION
f.
D I S A D VA N TA G E D B U S I N E S S
E N T E R P R I S E S PA R T I C I PA N T S
DBE L ET T ER S OF COM M I T M EN T
DB E L E T T E R S O F C O M M I T M E N T (C O N T I N U E D)
D B E L E T T E R O F CO M M I T M E N T F R O M G U L F S O U T H
QUESTION 3
Within ten (10) days of selection by the Selection Committee, the selected respondent
must complete and submit a DBE Compliance Form-1. This form is used to establish
the respondents DBE commitment for this Project. All proposed DBE subcontractor(s)
must be listed on this form.
QUESTION 4
If the amount of DBE participation committed on DBE Compliance Form-1 is less
than the Contract Goal, a respondent must complete and submit DBE Compliance
Form-2. This form is used to document Good Faith Efforts when the amount of DBE
participation committed on DBE Compliance Form-1 is less than the Contract Goal.
NOT A PPL IC A BL E
QUESTION 5
QUESTION 2
If a DBE Participation Plan is not submitted, it shall be determined that the respondent
was non-responsive to the DBE provisions and the proposal will not be evaluated by
the Selection Committee.
We understand all DBE Compliance forms are maintained by the Office of Supplier Diversity and are subject to change.
HRI has also partnered with Urban Strategies to expand upon the RFPs DBE requirements. HRI and Urban Strategies will utilize much of HUDs
Section 3 requirements to create both construction and permanent jobs targeted specifically for local residents, as they have done very
successfully on the Iberville Redevelopment project. Permanent jobs will include jobs in the hotel component with significant opportunities
for advancement, professional training and career opportunities in New Orleans vibrant tourism sector.
NOT A PPL IC A BL E
158
All DBE Compliance forms are maintained by the Office of Supplier Diversity and
are subject to change. The Office of Supplier Diversity shall review the contents of
all required DBE Compliance Forms and may, if deemed advisable, request further
information, explanation or justification from any respondent. DBE Compliance forms
are available on www.nola.gov or by request at supplierdiversity@nola.gov.
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g.
OTHER REQUIREMENTS
SECTION
QUESTION 1
OTHER REQUIREMENTS
Include in your response a description of any changes included in your response to the
RFQ if not provided elsewhere in this proposal.
OT H ER R EQU I R EM EN T S
CH A NGE S F ROM T H E OR IGI NA L R FQ
Changes from the original RFQ are as follows:
> T he hotel flag has changed from Hyatt Andaz to Starwood Luxury Collection which was a result
of the respondent proposing a W flag, also by Starwood, not advancing to the RFP phase of the
process
> T otal project cost has increased from $192 million to $266 based on a detailed estimate by the
general contractor partner, Roy Anderson, a Tutor Perini Company
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QUESTION 2
OTHER REQUIREMENTS
QUESTION 2
SECTION
g.
OTHER REQUIREMENTS
Include in your response the following required documents and forms: conflict
of interest disclosure affidavit and veracity statement, as attached hereto.
225 BARONNE
JT BLATTY
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g.
OTHER REQUIREMENTS
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OV ERV IE W
HRI Lodging (HRIL) is an affiliate of HRI Properties and offers the unique perspective of hotel and mixeduse property ownership as well as management for multiple third-party owners. HRIL is an approved
operator for full and focus service brands such as Hilton, Hyatt, IHG, Marriott, Starwood and Wyndham.
In May of 2013, a joint venture brought HRIL to operate MetWest Terra Hospitality (MWTH), a
management company comprised of seasoned luxury hospitality professionals, operating and
developing a dynamic collection of hotels and resorts in spectacular locations. MWTH also provides
development and asset management services for investors, financing institutions and owners.
HRIL & MWTH currently operate 17 hotels with over 2,500 keys across nine states, employing over 1,200
associates. Both companies practice the best-in-class balanced approach to property management and
continue to grow in their respective markets.
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MAY 2012
DAT E COM PL ET ED
HRIM
T H E H R IM L E A DER SH IP
HRIM
HRIM
HRIM
>
Retail tenants include Red Fish Grill and Hard Rock Caf
> T he hotel continues to rank in the top 10% of the brand for
service/quality
>
9 MONTHS
281,000 sq ft HOTEL
23,489 sq ft RETAIL
SQUA R E FOOTAGE
JT BLATTY
$45,688,755
TOTA L DE V ELOPM EN T COST
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APPENDIX
LT V T OW E R
DA L L A S, T X
MAY 2012
DAT E STA RT ED
M I X ED USE PROJ EC T
16.5 MONTHS
DE V ELOPM EN T PER IOD
552,354 sq ft
SQUA R E FOOTAGE
Homestead
$77,914,617
APPENDIX
&
FEBRUARY 2009
DAT E COM PL ET ED
22 MONTHS
DE V ELOPM EN T PER IOD
133 APARTMENTS
250 HOTEL ROOMS
UNITS
$110,584,000
TOTA L DE V ELOPM EN T COST
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K I NG E DWA R D/S TA N DA R D L I F E
JACK SON, MS
OCTOBER2009/AUGUST 2010
DAT E COM PL ET ED
M I X ED USE PROJ EC T
225 B A RON N E
NE W OR L E A NS
APPENDIX
NOVEMBER 2013
DAT E STA RT ED
M I X ED-USE PROJ EC T
18 MONTHS/16 MONTHS
2 PH A SE DE V ELOPM EN T PER IOD
370,284 sq ft
SQUA R E FOOTAGE
> T he apartments are located on the top four floors of the 12-story
hotel building and the adjacent Standard Life building and
feature large windows, high ceilings, high-end appliances
and design and shared hotel amenities
&
> A t one point 225 Baronne was the tallest building in New Orleans.
It was a former office building that HRI is currently converting into
a mixed-use project
> W
ill be New Orleans first Aloft Hotel by Starwood
16 MONTHS
DE V ELOPM EN T PER IOD
192 APARTMENTS
188 ALOFT HOTEL ROOMS
UNITS
549,746 sq ft
SQUA R E FOOTAGE
$114,440,886
$94,239,196
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M AU R ICE PR E S K A B ACOF F
CO-CHAIRMAN OF THE BOARD OF DIRECTORS & CHIEF EXECUTIVE OFFICER
ST E V EN NA NCE
VICE PRESIDENT, INVESTMENTS
EXPERIENCE
1970-1976 A native of New Orleans, Pres practiced real estate law and general litigation.
1970-1977 Assistant to the Managing Partner of International Rivercenter (IRC), which was the
developer and managing partnership of the New Orleans Hilton Riverside and Towers,
a 1,600-room convention center hotel; Riverwalk; and International Cruise Ship Terminal;
and was the attorney and team member in the development of Beau Chene, a 3,000unit recreational community in St. Tammany Parish, Louisiana.
1982-present Co-founded HRI Properties, based in New Orleans. HRI is a full-service real estate
company and a leader in the adaptive re-use of historic structures. Its mission statement
is to revitalize cities by creating diverse, vibrant, and sustainable communities.
EDUCATION
MR. NANCE IS the Vice President, Investments for HRI Properties, LLC and will serve as the project
executive on the WTC conversion.
In addition to managing the firms debt and equity relationships, since 2008, Mr. Nance has successfully
completed the $45 million recapitalization and renovation of the Hyatt French Quarter and the $24
million acquisition and repositioning of the Hyatt Place, both hotels located in New Orleans. He is
currently overseeing the $90 million conversion of the former LTV building in Dallas, TX into a 171-room
Hilton Garden Inn with 186 luxury apartments and ground floor retail, opening August 2015. Mr. Nance is
also the project executive on the $60 million acquisition and conversion of the Miller & Rhoads mixed-use
project, which is currently operating as a 250-room Hilton Garden Inn with 133 residential units that will
be converted into a full-service Hilton hotel, opening August 2015. Mr. Nance is also involved in project
acquisitions and financing for existing and development projects.
Nance, a 20-year banking and finance veteran, came to HRI from JPMorgan Chase where he was a senior
vice president and spent 10 years financing both private and public companies across several industry
segments, including hotels, energy service, manufacturing and construction.
Prior to working for JPMorgan Chase, he spent five years with the predecessor to Capital One Bank,
Hibernia National Bank, where he served as vice president of commercial banking.
Mr. Nance graduated from Louisiana State University in 1986 with a degree in Petroleum Land Management
and received his Masters of Business Administration from the University of New Orleans in 1993.
R ICH A R D A L L EN
DEVELOPMENT PROJECT MANAGER
Mr. Leonhard was an adjunct professor of Economics and Finance at the University of New
Orleans from 2003 to 2005 and is a member of the Louisiana Chapter of the Young Presidents
Organization. Mr. Leonhard was a seven-year trustee for the Stuart Hall School for Boys, and
currently serves on the Executive Committee for the Business Council of New Orleans.
OVER THE COURSE OF HIS 8-YEAR TENURE with HRI, Mr. Allen has assisted in securing
financing for 13 large-scale projects amounting to over $500 million dollars in total funding value.
Mr. Allen is currently serving as the development project manager for HRIs redevelopment, a $100MM
mixed-use development consisting of 192 apartments, a 188-key Aloft Hotel, and a 356-space public
parking garage. Recently, Mr. Allen served as the project manager of the $60MM Hibernia Tower
redevelopment. Mr. Allen was an Adjunct Lecturer at Tulane University from 2012 to 2014, where he
taught a graduate level finance course entitled Cases in Real Estate Development.
EDUCATION
EDUCATION
> M
BA with Real Estate Concentration, 1992, University of New Orleans
> B achelor of Science in Finance, 1989, University of New Orleans
Tulane University Bachelor of Science in Management degree with a dual concentration in Finance
and Business Management
Tulane University Master of Finance
E DWA R D BOE T T N E R
CO-CHAIRMAN OF THE BOARD OF DIRECTORS; CHIEF ADMINISTRATIVE OFFICER
EXPERIENCE
1970-1976 1977-1988 Founded News on Wheels magazine, photo-classified ads for automobiles and
other vehicles.
1988 - 1997 President Add Inc. of Louisiana Developed publishing and commercial printing business
r. Boettner assumed the responsibility of Co-Chairman of the Board and Chief Administrative Officer
M
of Historic Restoration, Incorporated in January 2000.
EDUCATION
Bachelor of Science in Printing Management, 1976, Rochester Institute of Technology, Rochester, NY
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D AV I D A B B E N A N T E
GA RY GUTIER R EZ
DAVID ABBENANTE IS A HIGH-ENERGY, dynamic real estate professional with over 20 years
of experience in all aspects of commercial and residential asset management, property management
and development project management. Prior to working for HRI Properties, Mr. Abbenante worked
in the third-party residential and commercial management business and was a facility manager for a
Louisiana-based bank.
MR. GUTIERREZ IS President of HRI Lodging, LLC, with responsibility over the
companys hotel properties in New Orleans, LA; Shreveport, LA; Jackson, MS and Richmond,
VA. He also is responsible for eleven third party owned hotels in the Bay Area around San
Francisco, CA, Jackson Hole, WY, Chandler, AZ and Birmingham, AL.
In 1996, Mr. Abbenante joined HRI as a development Project Manager to oversee low-to-moderateincome residential properties and hotel conversion developments. He was promoted as head of the
Asset Management Division wherein he represented HRI in its role as Managing General Partner on
a portfolio which at the time was comprised of 1,395 residential apartments, 750,000 square feet of
office space, three hotels and five parking garages.
In February of 2000, the HRI Asset Management Division was merged with the Property Management
Division, and Mr. Abbenante was promoted to President of HRI Management where he oversees all
HRI-owned real estate assets and HRI Management functions.
EDUCATION
B.S. in Business from USM
&
In addition to overseeing all aspects of operations and performance of the companys hotel
assets, Mr. Gutierrez provides guidance and oversight to project acquisitions and brand
relations. His extensive background has focused on turnaround strategies for distressed
and underperforming hotel properties. These strategies included the oversight of over
$300 million dollars in renovation and repositioning programs. His multi-property, regional
and corporate experience coupled with the knowledge to quickly assess and develop
appropriate revenue and profit generating initiatives, fits well with HRI Lodgings focus on
creating high returns for their investment partners.
Gutierrez, a 30-year lodging industry veteran, came to HRI Lodging from Highgate Hotels,
a leading independent hospitality management firm serving some of the countrys largest
and most sophisticated institutional owners based in Dallas, Texas. As vice president of
operations, he successfully oversaw operations of hotels such as the AAA 4-Diamond
676-room Westin Hotel and 1010-room Parc55 Hotel in San Francisco. In addition, he has
managed boutique and lifestyle hotels such as the iconic Paramount Hotel and On The
Avenue Hotel in New York City.
Prior to working for Highgate Hotels, Gutierrez served as divisional vice president of
Remington Hotels, managing operations of both independent and Marriott-branded
venues.
SIDN E Y B A RT H EL EM Y
VICE PRESIDENT, CIVIC AFFAIRS
As Area Director of Operations with Wyndham International for 16 years, Gutierrez managed
all operations of the companys trophy assets such as the coveted AAA 5-Diamond
Boulders Resort & Golden Door Spa, AAA 4-Diamond Carmel Valley Ranch Resort and Isla
Navidad Luxury Resort in Mexico.
ELECTED OFFICES
EXPERIENCE
EDUCATION
Tulane University, New Orleans, Louisiana, Masters Degree, Social Work, 1971
L A R RY DA N I EL S
VICE PRESIDENT OF OPERATIONS, HRI LODGING
A 30-YEAR VETERAN OF HYATT HOTELS, Larry Daniels joined HRI Lodging in 2011 as General
Manager of the Chateau Bourbon Hotel. He led the property through a $20 million renovation and
conversion to a Four-Diamond-rated Hyatt French Quarter. In 2013, he was promoted to Vice President/
General Manager with responsibility for HRILs assets owned with investor group Carey Watermark, Inc.
and now serves as Regional Vice President of Operations with direct oversight of the entire HRIL-branded
portfolio.
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G A RY ME A DOW S
PRESIDENT, HCI DESIGN
MR. MEADOWS HAS BEEN RESPONSIBLE for management of Architectural services for HCI since
1995, thus enabling HCI to offer in-house comprehensive design services. His employment history also
includes eleven years as Architectural Design Coordinator for a major design-build firm and experience
dating to 1980 in the New Orleans marketplace.
Mr. Meadows is the Architect for the St. Thomas Hope VI Housing Redevelopment, the Marriott Residence
Inn, the Hilton Garden Inn, the Cotton Mill Apartments and the American Can Apartments all in New
Orleans, Louisiana; the Blackstone Courtyard by Marriott in Ft. Worth, Texas; the Humble Courtyard,
Residence Inn and Apartments in Houston, Texas; the Courtyard by Marriott in Omaha, Nebraska; the
Renaissance Suites Hotel and the Merchandise Mart Apartments in St. Louis, Missouri and numerous other
commercial and industrial facilities.
EDUCATION
Bachelor of Architecture, 1979, Louisiana State University
W A Y N E E . C L E M E N T, S R .
VICE PRESIDENT, CONSTRUCTION
MR. CLEMENT JOINED HCI IN 1986 and has extensive experience in project management,
construction owners representative, construction management, estimating, and the management of
environmental issues.
EDUCATION
Mechanical Engineering Studies, University Of New Orleans
Certified by the Construction Estimating Institute of America
Certified by the State of Louisiana for Supervision of Asbestos
Abatement Projects and Life Safety Systems
LADEQ Storm Water Pollution Prevention Certification
Louisiana State Commercial Construction License
MAJOR PROJECTS
Woodward Wright Apartments, Historic Rehabilitation, 192 units, New Orleans, LA
Henderson Apartments, Historic Rehabilitation, 40 Units, New Orleans, LA
St. Marys Apartments, Historic Rehabilitation, 96 Units, New Orleans, LA
Flint Goodridge Apartments, Historic Rehabilitation, 88 Units, New Orleans, LA
Redemptorist Apartments, Historic Rehabilitation, 71 Units, New Orleans, LA
Bakery Apartments, Historic Rehabilitation, 68 Units, New Orleans, LA
Catholic Presbyterian Apartments, Historic Rehabilitation, 195 Units, Baton Rouge, LA
Mazant Royale Apartments, Historic Rehabilitation, 23 Units, New Orleans, LA
Gravier Apartments, Historic Rehabilitation, 132 Units, New Orleans, LA
Chateau Sonesta Hotel, Historic Rehabilitation, 255 Suites, New Orleans, LA
D.H. Holmes Apartments, Historic Rehabilitation, 127 Units, New Orleans, LA
Courtyard by Marriott Hotel, Historic Rehabilitation, 175 Suites, Omaha, NE
Humble Oil Building, Historic Rehabilitation, Houston, TX
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