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8/15/2019 Pac Beach Peebles Rfp Response 032816 Full
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Request for Qualifications Response
22 January 2016
2212 Beach Boulevard, Pacifica, CaliforniaPrepared for the City of Pacifica
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Qualification Statement:
The Ocean Front Hotel Business Development Opportunity
1
Table of Contents
I. Transmittal Letter ................................................................................................................... 2
II. Project Concept & Vision .................................................................................................... 3
III. Development Team ............................................................................................................ 6
A. The Peebles Corporation – Lead Developer ................................................................. 6
B. The Peebles Corporation - Key Personnel ...................................................................... 7
C. Starwood Hotels & Resorts – Hotel Operator ................................................................10
D. Starwood Hotels & Resorts - Key Personnel ...................................................................10
E. Handel Architects –
Planning and Design .....................................................................11
F. Handel Architects – Key Personnel ................................................................................12
H. Project Capitalization .....................................................................................................13
IV. Comparable Hotel Development Experience ............................................................... 15
A. The Peebles Corporation Completed Comparable Projects .....................................15
B. The Peebles Corporation Current Comparable Hotel Projects ...................................17
V. References ......................................................................................................................... 19
A. Hotel, Restaurants & Amenities .....................................................................................19
B. Financial Relationships (Peebles Only) ..........................................................................20
C. Public Sector, Government and Community (Peebles Only).....................................20
APPENDIX
A. STARWOOD HOTELS & RESORTS LETTER OF INTEREST
B. DEVELOPMENT TEAM QUALIFICATIONS
C. ATTACHMENTS A & B
D. DEVELOPMENT CONCEPT IMAGES
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I: TRANSMITTAL LETTER
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II: PROJECT CONCEPT & VISION
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II. PROJECT CONCEPT & VISION
The RFQ presents a unique opportunity for the Development Team to leave a special
mark on Pacifica, complementing its world-class natural beauty, amenities and
neighborhood character while catalyzing the Site into a destination hotel and restaurant.
The proposed development is to reposition the Site to become the centerpiece of the
redevelopment and revitalization of Palmetto Avenue, “main street” and West Sharp
Park Neighborhood and to better connect the City’s designated main street to the
promenade and beach. We endeavor to meet the City’s long-term goals to create a
vibrant, culturally-rich, epicenter that would function as a source of community pride and
signal to developers, retailers and tourists in the broader region that Pacifica is an up-
and- coming beach community open to fresh new ideas.
Boutique Hotel:
The Development Team in collaboration with the City of Pacifica propose developing asuccessful positioning strategy for the hotel and a design that is both forward thinking
and timeless. We recommend a 100 – 150 key boutique hotel concept branded as either
a Tribute Portfolio Hotel or an Aloft Hotel to be operated by the renowned Starwood
Hotels & Resorts. Throughout its history, Starwood has proven to attract both leisure and
corporate travelers to destinations around the world while leveraging their extensive
network of signature partnerships, multi-concept restauranteurs, and internal brands to
determine the most appropriate food & beverage concept for the hotel to not only drive
hotel traffic but also local businesses. As a drive-to-destination, Pacifica could draw
significant group business from the demand driver surrounding the Bay Area with
sufficient meeting space also.
About Tribute Portfolio & Aloft Hotels:
Tribute Portfolio gives guests access to exceptional upper upscale, independent hotels
around the world. From boutique resorts to compelling hotels in choice locations, Tribute
Portfolio hotels offer inspired style and superior service. With Tribute Portfolio, owners can
maintain their hotel’s individuality while leveraging the power of Starwood Hotels &
Resort’s global infrastructure to help maximize returns.
Bold, sleek and unique, Aloft Hotels completely redefined the select service category by
pairing a tech-savvy, design oriented product with the power of Starwood’s sale and
marketing platform. The brand caters to the next generation of travelers who crave
modern style and vibrant social scene. Launched in 2008, Aloft continues to steal market
share with more than 100 hotels.
Restaurant:
The restaurant is anticipated to be separate from the hotel on the ground level with a
strong covered deck connection. We imagine this area as a neighborhood lynchpin
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integrating hotel guests with community members. We would like explore possible hotelrooms atop the restaurant as upper floors would afford better views of the shoreline.
The Peebles Corporation, its current and prior hotel operators and Starwood Hotels &Resorts have worked with internationally recognized, award winning and local chefs to
create unique dining experiences in the cities they operate. Starwood has a significantamount of experience developing internal restaurant and bar concepts, and has anextensive network of signature partnerships with world‐renowned chefs, multi‐conceptrestaurateurs and innovative bar operators. Starwood has supported the selection andimplementation of over 50 unique third‐party restaurant and bar concepts within theirnew hotel openings in the U.S. This includes multiple partnerships with Michael Mina’s
Bourbon Steak at the Westin St. Francis, The Gerber Group, Mister Chow at W SouthBeach, The Bazaar by José Andrés at SLS Hotel at Beverly Hills, and The Chandelier Roomat W Hoboken. Additionally, Starwood has created strong internal concepts such asRelish (The Phoenician), Rumba (Le Méridien Philadelphia), Prime (Le Méridien KualaLumpur), Bamboo Chic (Le Méridien Bangkok) and Favola (Le Méridien Pune) just to
name a few.
Starwood also owns Culinary Concepts Hospitality Group (CCHG), a unit founded bymaster chef Jean‐Georges Vongerichten, which exclusively owns five culinary brands:Spice Market, J&G Steakhouse, Cook Hall, Market and J&G Grill. While CCHG is ownedand is exclusive to Starwood, it operates with a dedicated staff out of an office indowntown Manhattan. CCHG also has the ability to concept and brand restaurants ona one‐off basis, as they have successfully done at St. Regis Bahia Beach and St. RegisPrinceville.
The Development Team continues to evaluate the opportunity and looks forward to
discussing our concept with the City of Pacifica. Please see Appendix B for moreinformation regarding our hotel concept and programming.
Planning & Design:
Guided by Handel Architects, our vision for the project is to engage the architecturalforms and design of the buildings into the characteristics of a coastal beach townexperience. As one begins their journey along Palmetto Avenue’s “Main Street” they will
be drawn through a strong view corridor leading them visually towards the Pacific Oceanwhere they will experience an architecture style composed of clean modern lines where
the materials and forms are inspired by the rugged and serene aspect of the NorthernCalifornia’s coastline.
The Site’s organization, incorporating a new mid-site pedestrian and view corridor wouldstrengthen both the Site and town’s “main street” connection to the ocean. Enhancingpedestrian and view access along Montecito Avenue would further join the coast withthe main street. The hotel and restaurant with balconies and decks would front theOceanside. Through a narrow mid-block private lane, vehicular access to the hotel, with
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Qualification Statement: The Ocean Front Hotel Business Development Opportunity
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underground parking, would allow the Beach Boulevard to remain unencumbered for astrong ocean connection. Differential massing in-keeping with the PlanningDepartment’s height and bulk recommendation would tie the development with theneighborhood’s fabric.
Landscape and architecture would be inspired by the surrounding natural environmentwith references to driftwood, rocky outcrops and earth tone colors. The hotel andrestaurant would also feature large openings looking over ocean front, in conjunctionwith durable light colored matt finish aluminum panels and architectural concrete baseelements. The design would create a distinct contemporary landmark engaging with,and reinforcing the coastal town identity.
Please see Appendix A for RFQ page 15 Attachment A Questions and Responses andAppendix D for selected Site images.
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III: DEVELOPMENT TEAM
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III. DEVELOPMENT TEAM
The Peebles Corporation has assembled a talented team of industry-leadingprofessionals in support of the enclosed RFQ submission for the acquisition anddevelopment of 2212 Beach Boulevard, Pacifica. The Team possesses extensive
experience with public/private partnerships, land-use, development, propertymanagement, sustainable design and investment in multiple asset classes includinghotels. Please see Appendix B for more Development Team details.
As lead developer, Peebles will lead the development/investment in 2212 Beach
Boulevard, in addition to guiding the concept design, project administration, andcapitalization.
A. THE PEEBLES CORPORATION – LEAD DEVELOPER
The Peebles Corporation was founded by R. Donahue Peebles, in Washington D.C. in
1983. Today, with offices located in New York City and Miami, TPC is widely recognizedas the largest minority-owned Real Estate Development Company having acquired anddeveloped a multi-billion dollar portfolio of luxury hotels, high-rise residential and Class-A
commercial properties over the course of its history. TPC’s portfolio consists of completed
and current developments totaling 7 million square feet and more than $6 billion across
the country in cities such as New York, Philadelphia, Washington DC, Boston, SanFrancisco, Las Vegas, Miami, and Miami Beach.
TPC is driven by projects that directly impact the community, and each of the firm’s completed developments have succeeded to a great extent by understanding the
needs of the neighborhood in which they build. Herein, TPC demonstrates the capacityto develop a signature 100-150 key boutique hotel with complimentary uses to activatethe “main street” and fully utilize the potential of the development Site. The Developer is
enthusiastic about the prospect of delivering a premier Project that will enhance theworld-class natural beauty, vibrant, mixed-use neighborhood that is rapidly burgeoning
in Pacifica.
TPC has a long-standing and successful track record of investing in major American
gateway cities across multiple property types and through several economic cycles.Additionally, the firm has established a successful record with public/private partnershipsin which it develops underutilized publically owned real property assets to maximize value
and transform communities. In 2013, TPC acquired 346 Broadway (aka 108 Leonard), thelargest single-building sale in New York City government history. Redevelopment plans for
the 420,000 square foot Tribeca landmark include residential condominiums, retail and adedicated community space.
Most recently in January 2015, TPC was selected by the Massachusetts Department ofTransportation (“MassDOT”) and the Metropolitan Bay Transit Authority (“MBTA”) to
oversee the design to develop Air Rights Parcel 13 in Boston’s Back Bay neighborhood at
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the corner of Massachusetts Avenue and Boylston Street, as well as, perform the dutiesof Construction Manager / Project Manager of The Hynes Convention Center Green Line
Station in Boston’s Back Bay neighborhood. Mr. Peebles targeted Boston as a strategicmarket not only because of the City’s strong real estate market fundamentals driven bya thriving economy, but also because of its diverse population that should be reflected
in new business opportunities throughout the City of Boston.
Mr. Peebles has built a national track record based of sustained excellence in executingcommunity focused development projects. Over the course of his career, Mr. Peebleshas partnered with public agencies and municipalities across the US to improve the built
environment and provide opportunities for minorities. In additional to his role as CEO, Mr.Peebles is an avid supporter of mentoring youth to expose younger generations to the
value of entrepreneurship.
As a 100% owned minority firm, TPC is equally committed to affording business
opportunities to minority- and women-owned businesses and individuals (“M/WBEs”)
throughout the development, financing, design, construction and operation of theProject. For more than 30 years, TPC has lead the cause of M/WBE advancement bycreating opportunities for minorities in each phase of the development process. Herein,TPC demonstrates its commitment to M/WBE participation through its portfolio of
completed projects, as well as, pipeline of current developments.
The firm’s project history demonstrates the financial and technical capacity to execute
large-scale projects with a high degree of complexity. Although our firm has experiencedsignificant growth since inception, we are guided by our CEO & Chairman’s founding
principal – to develop projects that are transformative.
B. THE PEEBLES CORPORATION - KEY PERSONNEL
R. Donahue Peebles – Chairman & CEO
Recognized as one of the most successful entrepreneurs in the nation, R. DonahuePeebles is Founder, Chairman and CEO of The Peebles Corporation, one of the country’s
few national privately held real estate investment and development companies with amulti-billion dollar portfolio of projects in New York, Washington D.C., Philadelphia, Boston,
Miami and Miami Beach.
In addition to his role as CEO of The Peebles Corporation, Mr. Peebles is a top-selling
author (The Peebles Principles and The Peebles Path to Real Estate Wealth), a regularguest on CNN, CNBC and FOX, and a highly sought-after speaker who has addressed
educational, business and professional audiences across the United States.
Mr. Peebles is an avid supporter of mentoring to expose youth to the value of
entrepreneurship. He is currently the Chairman of the Board of the Congressional BlackCaucus, serves on the Board of Directors of YMCA of Greater New York, Miami-Dade
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County Mayor Gimenez’s Business Roundtable, is a two-time former member of PresidentBarack Obama’s National Finance Committee, and is former Chairman of the Greater
Miami Convention and Visitors Bureau.
Tawan Davis –
Chief Investment Officer
Tawan Davis spearheads capital raising initiatives, directs developments, andimplements strategy for The Peebles Corporation. Most recently, Mr. Davis led publicprivate partnerships with the New York City Economic Development Corporation
(NYCEDC) in the administration of Mayor Michael R. Bloomberg. During that time, heanalyzed, structured and executed high-profile transactions that brought nearly $1 billion
to New York City’s coffers, created more than 5,000 jobs, and initiated several billion
dollars in economic activity.
Prior to NYCEDC, Mr. Davis was an investment manager with Prudential Real Estate
Investors, where he managed more than $6 billion dollars of real estate private equityinvestments, joint ventures, developments, and operating assets throughout the UnitedStates and Europe. He has also worked as an investment banker with Goldman Sachs,where he concentrated on mergers, acquisitions and financing of publicly traded
companies. Mr. Davis was notably named one of “40 Under 40 Emerging BusinessLeaders” by Network Journal, and has been compared to former President Bill Clinton forleadership potential by Newsweek Magazine.
Mr. Davis earned a BA in Political Economy with honors from Georgetown University, an
MS from England's Oxford University, and an MBA from Harvard University's BusinessSchool. In addition to his role with The Peebles Corporation, Davis is currently an AdjunctProfessor at New York University's Shack Institute of Real Estate and serves as a member
of the board of directors of Harlem Hospital and New Horizon’s Children’s AdvocacyCorporation.
Gregory P. Cola – Director of Acquisitions and Investments
Gregory P. Cola is responsible for sourcing, structuring, closing and monitoring The
Peebles Corporation’s real estate development and investment portfolio. In his decadeof experience in real estate acquisition, Mr. Cola has analyzed several billion dollars’worth of institutional properties throughout the United States.
Prior to The Peebles Corporation, Mr. Cola worked as an advisor with Red Stone Partners,where he identified and analyzed prospective opportunistic joint venture multifamilydebt and equity investments, as well as led asset management and institutional reportingfor the company’s $200 million equity and mezzanine loan portfolio. Previously, Mr. Cola
was engaged in all aspects of the acquisition process with TGM Associates L.P., where heled underwriting for the company’s $400 million value-added fund. He has also served asa Senior Real Estate Consultant at PricewaterhouseCoopers, and began his career with
Deloitte & Touche in its Audit and Assurance practice.
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Mr. Cola earned an MS in Real Estate Finance & Investment from New York University and
a BA in Business Administration in Accounting from Hofstra University. He is currently anAdjunct Assistant Professor at New York University teaching graduate-level financecourses and is a member of the Urban Land Institute.
Amelia E. Patt – Associate Director, Acquisitions and Investments
Amelia Patt has robust investment and analytical experience along with an architecture
and design background. Her primary responsibilities include sourcing, underwriting andclosing new development deals for The Peebles Corporation. In addition to her role on
new investments, Ms. Patt oversees the schematic design and entitlement process for
Peebles’ 400,000 square foot ground-up development project in Boston’s Back Bayneighborhood. Additionally, she coordinates the day-to-day communication with
MassDOT and MBTA for the Parcel 13 – Hynes Station project.
Prior to joining Peebles, Ms. Patt was a Senior Analyst in Acquisitions for Clarion Partners,LLC, during which time she analyzed and valued prospective multifamily, retail, officeand industrial investments throughout the Mid-Atlantic and Southeast. During her tenure
Ms. Patt was critically involved in the acquisition and financing of approximately $395million of real estate assets. Ms. Patt began her career at Jones Lang LaSalle in the NewYork City-based Capital Markets Group, primarily working on debt and equity originations
for institutional clients.
Ms. Patt studied Architecture at Columbia’s Graduate school of Architecture Planningand Preservation. She holds a Masters in Real Estate Development from ColumbiaUniversity and a BA from University of Michigan. Ms. Patt stays involved in academia as
an adjunct faculty member at Columbia University and as a mentor for current MSREDcandidates at the school.
Chris Leng Smith – Managing Director of Development
Chris Leng Smith is responsible for the overall execution and day-to-day management of
The Peebles Corporation’s developments in the Northeastern and mid-Atlantic UnitedStates. Prior to joining the company, Mr. Leng Smith was Senior Vice President with theNew York City Economic Development Corporation (NYCEDC) where he led the
structuring and negotiation of public-private partnerships and transactions for more than
2.5 million square feet of developments including Flushing Commons, the BatteryMaritime Building, and Coney Island, to name a few.
Before NYCEDC, Mr. Leng Smith managed the financial analysis, project planning, market
positioning, design, and preliminary leasing of more than $5 billion of world-class domesticand international real estate projects as Senior Director of Tishman Speyer and VicePresident of AIG Global Real Estate Investment Corp. Mr. Leng Smith began his career as
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a resident engineer and engineering project manager on large-scale renovation andconstruction projects in New York, Trinidad, Malaysia, and London.
Chris earned a BA in Engineering from Cambridge University in England and an MBA inFinance and International Business from Columbia University’s Business School. He is an
active member of the Urban Land Institute and participated on a panel advising theMayor of Portland, Oregon.
Dan Robinson – Director of Development
Dan Robinson is responsible for executing The Peebles Corporation’s development
projects in the Northeast and Mid-Atlantic United States. Prior to joining the company, Mr.
Robinson directed development and operations for partnerships of Angelo, Gordon &Co. and Belvedere Capital. His responsibilities included leading broad project teams and
working closely with all stakeholders to achieve mutually beneficial outcomes.
In his more than 15 years in the industry, Mr. Robinson has stewarded more than $1.5 billionin real estate investment and development activity. His project experience includes theacclaimed Printing House condominium redevelopment in Manhattan’s West Village, as
well as the redevelopment of a 450,000-square-foot residential portfolio in Queens, NewYork. Mr. Robinson also directed the turnaround of a distressed 2,600-key hotel portfolio.Mr. Robinson earned a Bachelor of Science in Economics degree from The Wharton
School of the University of Pennsylvania with a concentration in Real Estate Finance
C. STARWOOD HOTELS & RESORTS – HOTEL OPERATOR
Starwood Hotels & Resorts Worldwide, Inc. is an innovative hotel and leisure companywith over 1,200 properties in 100 countries, and 181,400 employees at its owned and
managed properties. Starwood is a fully integrated owner, operator and franchisor ofhotels, resorts and residences with the following internationally renowned brands: St.
Regis, The Luxury Collection, W, Westin, Le Meridien, Sheraton, Four Points by Sheraton,Aloft, Element and Tribute Portfolio.
Starwood has reshaped the hospitality industry with its lifestyle branding approach whichleverages design and innovative programming combined with exceptional service to
deliver unparalleled experiences that resonate with guests and drive industry-leadingpremiums. With a focus on being the leading global hotel company with world-classbrands, quality global growth, experienced teams and a powerful sales and marketing
platform, Starwood is strongly positioned for the future.
D. STARWOOD HOTELS & RESORTS - KEY PERSONNEL
Starwood’s brands provide guests value and experience beyond expectation whichdrives unmatched loyalty and premiums for owners. By working with Starwood
management, partners benefit from a deep bench strength of talent with regional
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expertise, better integration with Starwood systems and resources, and cost efficiencies
to ensure both a great guest experience and overall hotel profitability.
Each hotel has its dedicated management team which is supported through a regional
team that guides brand standards, operating best practices, revenue management
guidelines and sales and marketing functions, as directed from the Regional Leader andSenior Leadership Team. All of these teams are experienced and aligned to help create
the most iconic and effective hotel possible. These teams cultivate innovative talent who
are personally engaged from a lifestyle standpoint to the intimate, bespoke and inviting
environment of the brand. Starwood respects collaboration through expansive, diverse
perspectives from all team members.
Carla Murray – SVP, Operations West Region North America
Ms. Carla Murray is responsible for managing over 100 properties in Alaska, Washington,
Oregon, California, Arizona, Colorado, New Mexico, Utah, Nevada and Texas across all
Starwood brands. Carla was promoted into this position following a series of GeneralManager positions she held at The St. Regis Aspen, The Westin Seattle, and the Sheraton
Seattle Hotel & Towers, from the years 1998-2002.
Ms. Murray is supported by Jon Kimball, Area Managing Director of Operations, Doug
Collins, Regional VP Sales & Marketing, Natalie Lo, Regional Director Finance, Sarah
Cannon-Foster, Regional Director Human Resources and John Savage, Regional
Director, Revenue Management.
E. HANDEL ARCHITECTS – PLANNING AND DESIGN
Handel Architects is an architecture, interior design, and planning firm that began in NewYork City in 1994. With more than 150 architects, interior designers, planners, and support
staff, the firm is working on projects globally from offices in New York City, San Francisco,
and Hong Kong. Internationally recognized projects include the Dream Downtown Hotel
in New York City, the World Trade Center Memorial in New York City, the Millennium Tower
in San Francisco, and the Ritz-Carlton Hotel in Washington DC’s Georgetown
neighborhood.
The practice places a focus on designing to enrich the local environment, and is a leader
in the design of hybrid mixed-use buildings, designed to support density as a community
growth strategy. Recent recognition includes a 2014 AIA Honor Award in Urban Design
for the firm’s work in downtown Boston.
Handel Architects’ work is regularly featured in architectural journals and design
publications, and clients range from private developers to publicly funded organizations
to institutional and not-for-profit groups.
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F. HANDEL ARCHITECTS – KEY PERSONNEL
Glenn Rescalvo AIA -Design Partner
Glenn Rescalvo is the Principal-in-Charge of the San Francisco office of Handel Architects
and oversees the design and construction of all projects. Currently Mr. Rescalvo is leadingthe design of a number of projects in the San Francisco area, including a new boutique
hotel at 950 Market Street, a new residential tower at 706 Mission Street, and a new low-rise residential building at 240 Pacific Avenue. Projects under construction include thelow-rise residences at 450 Hayes, and the low-rise residences at 346 Potrero.
Prior to opening the San Francisco office in 1994, Mr. Rescalvo was a Senior Designer at
Kohn Pedersen Fox Associates, P.C. While at KPF Mr. Rescalvo collaborated on a numberof office building projects including the Chalpultepec Tower in Mexico City, the Bank ofHawaii in Honolulu, the Hanseatic Trade Center in Hamburg, the State House in London,
the Station Building in Nagoya, and the Telecom Competition in Buenos Aires.
Mr. Rescalvo’s projects have received recognition both locally and abroad and have
been published in Urban Land, Architecture, Architecture + Urbanism, Oculus,Architectural Record, Interni Magazine, and Icons of Architecture: The 20th Century.
Mr. Rescalvo is certified by the National Council of Architectural Registration Boards(NCARB) and licensed in California, New York, and Hawaii.
Michael Lin -Project Designer
Michael Lin joined Handel Architects in 2004 and serves as the Design Director for thefirm’s San Francisco office. He has worked on a variety of the office’s projects, and is
currently the Lead Designer for the Proper Hotel in Austin, TX.
Mr. Lin has extensive experience with complex mixed-use projects, and served as theLead Designer for the firm’s W Hotel, Office Tower, and Residences in Santiago, Chile. The
1.1M sq. ft. project, which completed in 2010, was recently nominated for a 2013 ULIGlobal Excellence Award.
Mr. Lin has also worked on a number of Handel Architects’ residential projects in SanFrancisco, including Blu Residences, 706 Mission Street, and 2550 Van Ness.
Prior to joining Handel Architects, Mr. Lin worked for Gensler’s San Francisco office, where
he served as a Senior Designer. Prior, he worked at Jim Jennings Architecture in SanFrancisco, where he designed high-end residential projects.
Mr. Lin earned his Bachelor of Arts in Architecture from the University of California at
Berkeley, and his Master in Architecture from Harvard University. He has instructed at
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Berkeley’s College of Environmental Design, and the California College of Arts
Department of Architecture.
Stephen Kirkish -Project Manager
Stephen Kirkish brings 30 years of comprehensive experience with residential, hospitality,
commercial, institutional and civic projects. Joining Handel Architects in 2001, he is aSenior Associate adept at managing a multitude of project teams, and addressingtechnical issues with complex mixed-use projects throughout the design and construction
process.
Throughout construction, Mr. Kirkish led the consultant project team for the Rosewood
Abu Dhabi, a 1.1 million square foot luxury hotel, residential and retail development,awarded the 2014 Gold Key award for Best Luxury Hotel. Prior notable projects include
the multifaceted phased (8 years) Jessie Plaza Development in San Francisco, which
included subterranean public parking and interconnecting pedestrian lanes withassociated retail, and required several special entitlements with attention to numerousneighboring interests. Within existing high-rises, he also managed a series of leading-edgeSports Club LA / Reebok additions and renovations in San Francisco, New York and
Boston. Other noteworthy projects include Hokua Residential & Mixed-Use Tower inHonolulu, and 149 Second Street – a historically sensitive office/retail and seismic retrofit,in San Francisco.
Prior to joining Handel Architects, in the Bay Area, Mr. Kirkish led construction
administration services on the Charles Schwab Electronic Headquarters rehab, and thefast-tracked Microsoft Campus, Mountain View, CA, and provided oversight of technicalissues for the BlueCross Headquarters Tower, Chicago.
Mr. Kirkish earned his Masters and Bachelors of Architecture Degrees from the University
of Wisconsin. He is a Certified Construction Contract Administrator, International CodeCouncil Member, LEED Accredited Professional and has served as a CaliforniaArchitectural Board Exam Commissioner.
H. PROJECT CAPITALIZATION
In its more than 30 year history, TPC has financed, constructed and completed everyproject on which it has begun development. TPC does not default on its financial
obligations, and therefore enjoys consistently strong credit ratings.
It is anticipated that the Project will be funded with a mixture of debt and equity. Givenits reputation and success, TPC is consistently able to attract to its projects the world'sleading investors as capital partners. Recently, these have included Goldman Sachs,
Deutsche Bank, Bank of America, DLJ, Jeffries, Apollo and Ares.
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During the RFP phase for the ocean front hotel development of 2212 Beach Boulevard,The Peebles Corporation intends to provide all required Letters of Interest for debt and
equity. Most recently, Peebles met the financial capacity requirements established byMassDOT/MBTA for the Parcel 13 – Hynes Station project in Boston, MA and requirementsestablished by The New York City Economic Development Corporation (NYCEDC) for 108
Leonard in New York, NY which have total development budgets of $350 million and $500million, respectively. We are confident that we will meet the requirements to be
established by the City of Pacifica.
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IV: COMPARABLE HOTEL DEVELOPMENT EXPERIENCE
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Qualification Statement:
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IV. COMPARABLE HOTEL DEVELOPMENT EXPERIENCE
The Peebles Corporation has a pipeline of $1.35 billion and approximately 2.2 millionsquare feet across five projects. It should be noted each project in TPC’s pipeline is a
public-private partnership, in which TPC partners with the public sector to maximize the
value of its underutilized assets.
The Development Team has a long standing and successful track record of investing,
developing and completing hospitality assets in select urban infill metropolitan marketsthrough several economic cycles.
Please see Appendix C for the completed Attachment B by The Peebles Corporationand Starwood Hotels & Resorts.
A. THE PEEBLES CORPORATION COMPLETED COMPARABLE PROJECTS
Courtyard by Marriott Convention Center, 900 F Street, NW Washington, DC
Convention Center Hotel
Construction Value. $25,000,000
Project Size. 188-Keys
Year Completed. 1997
The Courtyard Marriott, Lobby Photo The Courtyard Marriott, Exterior Photo
Project ObjectivesThis 135,000-SF hotel is located in Washington D.C.’s East End submarket, which has
gained significant momentum in recent years as the center of gravity has shifted east ofthe White House. This investment represents Peebles’ acumen in preempting market
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movements. While at the time of acquisition 9th & F Streets was on the fringe, today theProperty enjoys a prime location across the street from the National Portrait Gallery.
One of the first savings banks in Washington D.C., the building dates back to 1890 and ison the National Register of Historic Places. Peebles designed and executed the
complicated historic renovation of the structure, which has allowed the building to retainits original charm.
ApproachTPC bought 900 F Street in Washington, D.C., a former bank on the registry of historic
places, from the Redevelopment Land Corporation. During the course of design andconstruction TPC coordinated closely with elected officials and numerous District
agencies including the Historic Preservation and Renewal Board.
Key Features
Historic Restoration:
Adaptive reuse of a historic structure
ResultsTop Performing Asset.
The conversion into the 188-key Courtyard by Marriott Hotel and
Convention Center has resulted in the hotel being ranked #1 in performance for twoconsecutive years among Courtyard Hotels worldwide.
The Royal Palm Resort, 1545 Collins Avenue, Miami Beach, FL
Luxury Lifestyle HotelConstruction Value. $85,000,000
Project Size. 393-KeysYear Completed. 2002
Year Sold. 2005
The Royal Palm, Interior Photo The Royal Palm, Exterior Photo
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Project Objectives
In the mid- 1990s, there was a black tourism boycott of Greater Miami. In an effort toencourage tourism and right past wrongs, the City of Miami Beach created an incentiveprogram for African American developers, including- setting aside the Royal Palm hotel
for teams with significant minority stakeholders. After a competitive RFP process, thePeebles’ team was awarded the project.
Directly overlooking the Atlantic Ocean along the world famous Collins Avenue in theheart of South Beach, the Royal Palm was designed by world-renowned Arquitectonica.
The design combined two restored Art Deco Hotels and created a balancedatmosphere of an intimate boutique hotel while being the Beach’s largest hotel.
ApproachTPC was awarded the project through careful consideration of community stakeholder s’
needs and the strategic pursuit of the adjoining parcel. Peebles was under contract to
purchase the adjacent parcel at the time of the bid — the ability to create a larger hotelgave the team a competitive advantage, both in terms of achieving the City’s policyobjectives and a higher land value.
Key FeaturesHistoric Restoration:
Adaptive reuse of a historic structure
Value Maximization. At the time of sale, it was the highest price paid for a hotels on Miami
Beach at $127,500,000.
B. THE PEEBLES CORPORATION CURRENT COMPARABLE HOTEL PROJECTS
5th & I Streets
In partnership with the District of Columbia, ThePeebles Corporation was selected to redevelop901 5th Street NW, or “5th & I” into a nearly 250,000-
square-foot mixed-use project complementing
and enhancing Washington, D.C.’s dynamic andvibrant Mount Vernon Triangle neighborhood.
The plan, a 175-key SLS Boutique Hotel with 34
branded residences and various world-classamenities and entertainment offerings, will build on
the neighborhood’s vibrant culture with its uniquecombination of luxury and purpose. A “living room”
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Qualification Statement:
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lounge, restaurant, outdoor beer garden, and aniconic rooftop lounge will invite guests, residents,
and neighbors alike to stay and play, while theproperty’s ideal location puts them in walking
distance to The Verizon Center, Walter Washington
Convention Center, the Central Business District,and less than a mile away from both the White
House and Union Station.
In addition, and as part of its plan to revitalize and
enhance the neighborhood, The PeeblesCorporation will develop workforce housing in an
under-developed area east of the Anacostia River,
as well as two parks, Milian Park and Seaton Park,into family-friendly recreation areas.
1801 Vine Street
In partnership with the City of Philadelphia, ThePeebles Corporation is redeveloping a historically
significant property known as The Judge NicholasA. Cipriani Family Court building.
The proposed development features a 216-key,full-service hotel to be operated by a leading hotel
management company under a luxury brand. Thecompleted property will feature a ground floorrestaurant, as well as a rooftop restaurant and
lounge.
The Property is within walking distance of thePennsylvania Convention Center and CenterCity’s many attractions including museums,
restaurants, and retail amenities.
The Property is listed on the National Register ofHistoric Places and is under the purview of thePhiladelphia Historical Commission and
Philadelphia Art Commission.
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V: REFERENCES
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V. REFERENCES
A. HOTEL, RESTAURANTS & AMENITIES
Company
Name
Hotel
Project
Individual
Name
Title Telephone Email
Peebles
InterContinental
Hotel Group
Royal
Palm,
Miami
Robert
Chitty
SVP
Corporate
Finance
(770) 604-5321 Bob.chitty@ihg.
com
The DonohoeCompanies
CourtyardMarriott,
DC
ChristopherBruch
President& COO
(202) 625-8402 [email protected]
Hospitality
Partners
Courtyard
Marriott,
DC
Michael
Dickens
President (301) 718-6161 Mike.dickens@h
ospart.com
Starwood
ChesapeakeLodging Trust
RoyalPalm,
Miami
Rick Adams EVP &COO
(410) 972-4143 [email protected]
Triyar Hospitality
LLC
Aloft
Tempe
Michael
Mahoney
CEO (310) 234-2888 mmahoney@triy
ar.com
Stockbridge
Capital Group,
LLC
SLS Las
Vegas
Hotel &
Casino
Dan
Webster
Managing
Partner
(610) 688-2996 webster@sbfund
.com
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B. FINANCIAL RELATIONSHIPS (PEEBLES ONLY)
Company
Name
Individual
Name
Title Telephone Email
Goldman
Sachs
Beth
Gordon
Vice
President
(212) 357-4356 [email protected]
MacFarlane
Partners
Victor
MacFarlane
Chairman
& CEO
(415) 356-2500 vmacfarlane@macfarlanep
artners.com
Capri
Capital
Quintin
Primo
Chairman
& CEO
(312) 546-5725 [email protected]
C. PUBLIC SECTOR, GOVERNMENT AND COMMUNITY (PEEBLES ONLY)
Company
Name
Individual
Name
Title Telephone Email
NYCEDC Jeffery
Nelson
Vice
President
(212) 986-1800 [email protected]
D.C. DGS
Portfolio
Division
Charleen
Ward
Realty
Program
Specialist
(202) 724-4148 [email protected]
City of Miami
Beach
Jorge
Gonzalez
(Fmr.) City
Manager
(305) 695-0588 Not available.
DMPED William Lee Project
Manager
(202) 765-9869 [email protected]
MassDOT William
Tuttle
Director of
Projects
(617) 222-5472 [email protected]
.us
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APPENDIX A: STARWOOD HOTELS & RESORTS LETTER OFINTEREST
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January 20, 2016
Via Email
Gregory ColaThe Peebles Corporation
745 Fifth Avenue, Suite 1610 New York, NY 10151
Re: Proposed Hotel at 2212 Beach Boulevard, Pacifica, California
Dear Mr. Cola:
Thank you for your interest in Starwood’s involvement in the proposed hotel on Beach Boulevard inPacifica, California (the “Hotel”). Based on our understanding of the market and your description of the
project, we are pleased to express our interest in further evaluating this opportunity. We have separately prepared further explanation of Starwood’s powerful global systems and dynamic management, whichwill make the Hotel an attractive destination for guests and residents. Starwood has reshaped the public
perception of the hotel experience with its emphasis on innovation, design and brand differentiation and believes the Hotel will benefit from this expertise from the initial planning stages through opening and
ongoing operations.
Starwood’s goal would be to collaborate with The Peebles Corporation and the City of Pacifica to develop
a successful positioning strategy for the hotel and a design that is both forward thinking and timeless. We believe developing either a boutique hotel under the Tribute Portfolio or the Aloft Pacifica would
ultimately provide a beloved hotel for the area.
As we have discussed, Starwood will continue to evaluate the project as the development process
continues. Please note that this letter is only an expression of our interest to further evaluate thisopportunity and does not create any legally binding obligation on Starwood. You should not rely on this
letter, or any further discussions regarding this potential transaction as an agreement, offer or commitment by Starwood to enter into any transaction with respect to the Hotel.
Please let us know if you have any questions, and we look forward to continuing our discussions withyou.
Sincerely,
Charlotte DeHavenVice President of Development
cc: Adrienne Jubb, Director of Development
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APPENDIX B: DEVELOPMENT TEAM QUALIFICATIONS
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New York CityPhiladelphiaWashington, D.C.
rancisco
MiamiMiami Beach
••• •
••
• Boston
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ABOUT
The Peebles Corporation is a privately held national real estate
investment and development company specializing in residential,
hospitality, retail, and mixed-use commercial properties. Founded
in 1983 by R. Donahue Peebles, the company has become an
industry leader with a portfolio of completed and current
developments totaling more than 6 million square feet and more
than $5 billion in key markets including New York, Philadelphia,
Washington D.C., San Francisco, Boston, Miami and Miami Beach.
The Peebles Corporation strategically selects its projects with
excellence and community commitment in mind. High-quality
development, elegant materials, meticulous engineering, along
with careful construction and craftsmanship are united with
premier locations, attention to neighborhood context,
environmental best-practices, historic preservation and innovative
design for transformative results.
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R. DONAHUE PEEBLESChairman & CEO
Recognized as one of the most successful entrepreneurs in the nation, R.
Donahue Peebles is Founder, Chairman and CEO of The Peebles Corporation,
one of the country’s few national privately held real estate investment and
development companies with a multi-billion dollar portfolio of projects in New
York, Washington D.C., Philadelphia, San Francisco, Boston, Miami and Miami
Beach.
In addition to his role as CEO of The Peebles Corporation, Mr. Peebles is a top-
selling author (The Peebles Principles and The Peebles Path to Real Estate
Wealth), a regular guest on CNN, CNBC and FOX, and a highly sought-after
speaker who has addressed educational, business and professional audiences
across the United States.
Mr. Peebles is an avid supporter of mentoring to expose youth to the value of
entrepreneurship, as well as an active political supporter and fundraiser for
local, state and federal campaigns of both major parties. He is currently the
Vice Chairman of the Board of the Congressional Black Caucus, served on the
National Finance Committee of President Barack Obama, the Board of
Directors of YMCA of Greater New York, Miami-Dade County Mayor Gimenez’sBusiness Roundtable, and is former Chairman of the Greater Miami Convention
and Visitors Bureau.
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SELECT AWARDS
The Beacon Award
“Developer of the Year” by Women Builders Council of New York
“Company of the Year” by Black Enterprise
"Best Real Estate Deal of the Year" by Ernst & Young for The
Residences at The Bath Club
"Community Leader" Award from the Miami Dade Chamber of
Commerce
“Hotel of the Year” Award by Crown Plaza for The Royal Palm
“Outstanding Hotelier of the Year” by Hotel Owners, Operators &
Developers for The Royal Palm Hotel
"Florida's Best" Platinum Architect Award and Overall Project
Award from The Builders Association of South Florida and The
Miami Herald for The Residences at The Bath Club
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R. DONAHUE PEEBLESChairman & CEO
Recognized as one of the most successful entrepreneurs in the nation, R.
Donahue Peebles is Founder, Chairman and CEO of The Peebles Corporation,
one of the country’s few national privately held real estate investment and
development companies with a multi-billion dollar portfolio of projects in New
York, Washington D.C., Philadelphia, San Francisco, Boston, Miami and Miami
Beach.
In addition to his role as CEO of The Peebles Corporation, Mr. Peebles is a top-
selling author (The Peebles Principles and The Peebles Path to Real Estate
Wealth), a regular guest on CNN, CNBC and FOX, and a highly sought-after
speaker who has addressed educational, business and professional audiences
across the United States.
Mr. Peebles is an avid supporter of mentoring to expose youth to the value of
entrepreneurship, as well as an active political supporter and fundraiser for
local, state and federal campaigns of both major parties. He is currently the
Vice Chairman of the Board of the Congressional Black Caucus, served on the
National Finance Committee of President Barack Obama, the Board of
Directors of YMCA of Greater New York, Miami-Dade County Mayor Gimenez’sBusiness Roundtable, and is former Chairman of the Greater Miami Convention
and Visitors Bureau.
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PORTFOLIO: SIGNATURE PROJECTS
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10 G STREET N.E. – WASHINGTON, D.C.
This project demonstrates how The Peebles Corporation employed a common-se
approach to complex negotiations to achieve a highly desirable outcome.
Located just a few blocks from the U.S. Capitol and Union Station, this 280,000-squ
foot Class A office building houses the American Psychological Associat
headquarters, Amtrak offices and other private-sector and non-profit organizations
This was an early example of how the company successfully influenced mul
stakeholders with conflicting agendas for redevelopment. "Opportunities com
everyone," according to Don Peebles, "but the winner is the one prepared to t
advantage of them when they arrive." The Peebles Corporation has since sol
interest in the project.
250 BRANNON – SAN FRANCISCO, CA
250 Brannan represents the opportunistic acquisition of a fully equipped o
building left vacant in the SOMA district in the wake of the dot-com meltdown.
Peebles Corporation purchased the 90,000-square-foot property and its 175 par
spaces at a significant discount to its intrinsic value, and successfully rezoned
accommodate a residential conversion that would capitalize on the location
premium for convenient parking. While preparing to initiate sales, the SOMA of
market took a favorable turn, and The Peebles Corporation profited from an attracrisk-adjusted return through the sale of the property on an as-is basis.
The outcome was in line with the company’s core strategy of enhanced value capt
by the initial investment and subsequent expansion through redevelopm
repositioning and/or zoning modification.
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2100 MARTIN LUTHER KING, JR. AVENUE, S.E. – WASHINGTON, D.C.
This office building was The Peebles Corporation’s first commercial real es
development, as well as its first public/private venture.
The design of this 100,000-square-foot project involved the preservation of a s
historic Art Deco structure and the introduction of new construction. Developed i
economically distressed section of the city, the finished building has been cred
with contributing to the area's economic revitalization.
The property was featured on the "Parade of Mayors" tour as an example of excelle
in urban renewal. Today, it is leased primarily to the government of the Distric
Columbia.
COURTYARD BY MARRIOTT – WASHINGTON, D.C.
Built in 1891 and listed on the National Register of Historic Places, this pro
showcases the company's ability to reconcile seemingly conflicting developm
needs.
The extensive renovation of the former Washington Loan & Trust building inclu
restoration of original marble floors, the ornate gold-leaf ceiling, and the lob
Corinthian columns.
The conversion into the 188-key Courtyard by Marriott Hotel and Convention Ce
has resulted in the Center being ranked #1 in performance for two consecutive y
among Courtyard Hotels worldwide. The 135,000-square-foot property is located
the Smithsonian Mall, the Verizon Center and Pennsylvania Avenue.
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THE LINCOLN – MIAMI BEACH, FL
This mixed-use project was one of the first Class A office buildings on South Be
located within steps of world-famous Lincoln Road.
Witnessing the growing appeal of Lincoln Road to an expanding wave of natio
retailers, The Peebles Corporation undertook a public/private partnership with the
of Miami Beach.
This 200,000-square-foot building combines office and retail space with a m
needed six-level public parking garage. The Peebles Corporation focused on the ma
nuances, which in turn attracted strong, committed office tenants.
THE RESIDENCES AT THE BATH CLUB – MIAMI BEACH, FL
Representing the pinnacle of ultra-luxury condominium living, this project comb
historic preservation with the needs of modern oceanfront development.
Having led the market in price per square foot at its sales launch, The Residence
The Bath Club successfully blends a meticulously restored 1928 private club wi
modern 107-unit condominium tower and six Mediterranean-style oceanfront villa
Services and amenities are modeled after those of a 5-star resort hotel. All reside
include private or semi-private elevators and floor-to-ceiling "walls of glass." Eacthe six large villas features a private infinity-edge pool and direct beach access. S
the launch of the project, the value of these residences has increased dramatically.
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THE ROYAL PALM HOTEL – MIAMI BEACH, FL
Ideally located on Collins Avenue in the heart of Miami Beach's Art Deco District,
Royal Palm has a fabled history brought vividly to life by The Peebles Corporation.
The Royal Palm combined the architectural assets of two existing hotels – the orig
Royal Palm and the Shorecrest – along with two new 17-story towers and a three-s
row of lanai suites. The result was a graceful integration of historic preservation
new construction.
The hotel was among the first nationally branded hotels on South Beach, and
awarded "Hotel of the Year" within its franchise. Today, after a change of owners
the hotel is known as The James.
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PORTFOLIO: PROJECTS IN DEVELOPMENT
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108 LEONARD STREET – NEW YORK, NY
In 2013, The Peebles Corporation acquired the single largest building ever sold by
City of New York, a late 19th-century Tribeca landmark.
This Renaissance-Revival palace in Lower Manhattan was completed in 1898,
included a thirteen-story addition by the legendary architect architectural firm
McKim, Mead & White, whose designs for the first Madison Square Garden
Pennsylvania Station set the esthetic standard in turn-of-the-century New Yor
1987, the exterior and much of the interior spaces at 108 Leonard Street w
designated as New York City landmarks.
Redevelopment plans for this 419,000-square-foot Tribeca landmark will
announced Fall 2015.
1801 VINE STREET – PHILADELPHIA, PA
The historic neo-classical former courthouse on Philadelphia's Logan Circle
become, under guidance of The Peebles Corporation, the first major hotel in Ce
City to be developed by a minority-owned firm.
The company has assembled a world-class team of collaborators to transform
building into a 247,000-square-foot, 199- room luxury hotel, with the expe
inclusion of a 16,000-square-foot spa and fitness center, 14,000 square feet of meeand event space, and 5800 square feet for a restaurant and bar.
The transformation of this grand building is based on a sensitive approach to
historic preservation of the structure's interiors and exterior façade. Newly
purposed spaces will include a spectacular ballroom, a world-class d
establishment, a roof-top lounge, and some of the largest hotel guest rooms in
city.
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5TH & I STREET – WASHINGTON, D.C.
In May 2014, The Peebles Corporation was selected to redevelop 901 5th Street
or “5th & I” into a nearly 250,000-square-foot mixed-use project complementing
enhancing Washington, D.C.’s dynamic and vibrant Mount Vernon Tria
neighborhood.
The plan, a 198-key boutique hotel with 59 branded residences and various wo
class amenities and entertainment offerings, will build on the neighborhood’s vib
culture with its unique combination of luxury and purpose. A “living room” lou
restaurant, outdoor beer garden, and a rooftop lounge will invite guests, residents,
neighbors alike to stay and play, while the property’s ideal location puts them
walking distance to The Verizon Center, Walter Washington Convention Center,
Central Business District, and less than a mile away from both the White House
Union Station. In addition, and as part of its plan to revitalize and enhance
neighborhood, The Peebles Corporation will develop workforce housing in an un
developed area east of the Anacostia River, as well as two parks, Milian Park
Seaton Park, into family-friendly recreation areas.
THE BATH CLUB ESTATES – MIAMI BEACH, FL
This high-end boutique condominium builds on the success of The Residences at
Bath Club to extend a legacy brand and bring together a team of celebr
contemporary architects and interior designers in a striking new joint artistic ventu
A limited-edition collection of just 13 full-floor residences on the ocean, The Bath
Estates captures the essence of private oceanfront living, while reflecting each own
aesthetic standards. In addition to signature architecture by Bernardo Fort-Bresc
Architectonica, The Bath Club Estates will offer the interior design services of s
design luminaries as Alexandra Champalimaud, Jennifer Post, Joao Armentano
Alison Spear.
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THE VIOLA BACK BAY – BOSTON, MA
In January 2015, The Peebles Corporation was selected to develop a cr
intersection in Boston’s historic Back Bay neighborhood. Dubbed The Viola Back Ba
homage to the adjacent Berklee College of Music, the proposed 390,000-square-
landmark development will be the company’s first in Boston.
Featuring a 156-key boutique lifestyle hotel, 88 condominiums, 85 class-A reside
rental apartments, and 20,000 square feet of retail, the transformative project aim
link the Back Bay and Fenway neighborhoods and reinvigorate the Newbery St
corridor with its distinctive design and diverse mix of uses, respectively. In addi
and as part of the company’s ongoing commitment to delivering innovative result
the communities in which it builds, The Viola Back Bay’s transit-oriented design
include a new, universally accessible, state-of-the-art Hynes MBTA Station.
DOWNTOWN MIAMI BLOCKS 45 AND 55 – MIAMI, FL
Block 45 is a mixed-use, transit-friendly development consisting of 900,000 g
square feet, including 350 rental apartments, a 150-room hotel, office space
ground-level retail. Block 55 will consist of two 20-story towers of approxima
500,000 gross square feet each, plus parking, for a total of nearly 1 million g
square feet of development.
Located in the historic Overtown section of Downtown Miami, this project residents, hotel guests and shoppers in the midst of some of the city's premier a
business and entertainment districts. Situated here are the American Airlines Ar
the Adrienne Arsht Center for the Performing Arts and the new Perez Art Mus
Miami. Within a two-mile radius are the Brickell Financial District and the Wynw
Arts District.
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New York CityPhiladelphiaWashington, D.C.
rancisco
MiamiMiami Beach
••• •
••
• Boston
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R. DONAHUE PEEBLES
CHAIRMAN AND CHIEF EXECUTIVE OFFICER
ASSOCIATIONS
Congressional
Black
Caucus
Foundation,
Chairman
of
the
Board
of
Directors
YMCA of Greater New York, Member of the Board of Directors
Miami‐Dade County Mayor Gimenez’s Business Roundtable, Member
Phi Beta Sigma Fraternity, Inc., Honorary Member
National Finance Committee of President Barack Obama, Two‐time Former Member
Greater Miami Convention and Visitors Bureau, Former Chairman
REFERENCES
The Royal Palm, Miami Beach
Jorge Gonzalez
City Manager of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
(305) 673
‐7010
2100 Martin Luther King, Jr. Avenue, Washington, D.C.
J. Forest Hayes
Associate Director | Portfolio
DC Department of General Services
(202) 724‐4109
Charleen Ward, Realty Program Specialist
DGS ‐ Portfolio Division
2000
14th
Street,
NW
–
Eighth
Floor
Washington, DC 20009
(202) 724‐4148
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SUMMARY
Recognized as one of the most successful entrepreneurs in the nation, R. Donahue Peebles is Founder, Chairman
and CEO of The Peebles Corporation, one of the country’s few national privately held real estate investment and
development companies with a multi‐billion dollar portfolio of projects in New York, Washington D.C., Philadelphia,
Boston, Miami and Miami Beach.
In addition to his role as CEO of The Peebles Corporation, Mr. Peebles is a top‐selling author (The Peebles Principles
and The Peebles Path to Real Estate Wealth), a regular guest on CNN, CNBC and FOX, and a highly sought‐after
speaker who has addressed educational, business and professional audiences across the United States.
Mr. Peebles is an avid supporter of mentoring to expose youth to the value of entrepreneurship, as well as an active
political supporter and fundraiser for local, state and federal campaigns of both major parties.
SELECT AWARDS
"Developer of the Year" by the Women Builders Council of Greater New York
“The Business Trailblazers and Titans of Black America: 40 most powerful African Americans in business” by
Black Enterprise
“Entrepreneur of
the
Year”
at
the
Best
of
Black
Business
Awards
“Entrepreneur of the Year” from the South Florida Business Journal
“Entrepreneur of the Year” by the Miami‐Dade Chamber of Commerce
National Executive Service Corps Award for “Outstanding Service to the Non‐Profit Community”
Honored by Miami‐Dade Career Specialist Association for Dedication to Career Enhancement
“Reginald F. Lewis Award” for Entrepreneurship
“Entrepreneur of the Year” presented by Rev. Jesse Jackson at the 11th annual Wall Street Project Economic
Summit
Inducted into the Martin Luther King International Board of Renaissance Leaders Hall of Fame at Morehouse
College
DEVELOPMENTS
The Peebles Corporation is known for its transformative residential, commercial and mixed‐use developments in
major American gateway cities.
Select signature developments include 2100 Martin Luther King, Jr. in Washington, D.C., which has been credited
with contributing to the area's economic revitalization; the Courtyard by Marriott Hotel and Convention Center in
D.C., a top‐performer among Courtyard Hotels; The Royal Palm Hotel, one of the first nationally branded hotels on
South Beach; and luxury condominium, The Residences at The Bath Club, in conjunction with his restoration of the
historic Bath Club, the oldest social club in the southeast United States.
In 2013, Peebles acquired 346 Broadway for $160 million in what was the largest single‐building sale in New York
City government history. Development plans for the Renaissance Revival landmark and former New York Life
Insurance
Building
include
luxury
condominiums.
In 2014, Peebles was selected to redevelop Fifth and Eye, a parcel in Washington, D.C.'s burgeoning Mount Vernon
Triangle neighborhood, into a nearly 250,000‐square‐foot project to include a boutique hotel, branded residences
and more. As part of Peebles' transformative plan, the company will develop workforce housing in an under‐
developed are east of the Anacostia River, as well as two parks into family‐friendly recreation areas.
In 2015, the Massachusetts Bay Transportation Authority and Massachusetts Department of Transportation chose
Peebles for the development of a critical intersection in Boston's historic Back Bay neighborhood. Plans for the
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proposed $330 million, 390,000‐square‐foot project – Peebles' first in Boston – include a hotel, condominiums,
rental apartments, retail, and a Hynes MBTA station.
In addition, Peebles is currently developing 1801 Vine Street, the historic neo‐classical former courthouse on
Philadelphia's Logan Circle into a hotel, which will be the first major hotel in Center City to be developed by a
minority‐owned
firm.
Miami
and
Miami
Beach
projects
include
a 900,000
‐square
‐foot
mixed
‐use
project
in
Downtown Miami and The Bath Club Estates, a super‐luxury condo development consisting of just 13 custom
residences on the Atlantic Ocean.
PORTFOLIO: SIGNATURE PROJECTS
2100 MARTIN LUTHER KING, JR. AVENUE, S.E. – WASHINGTON, D.C.
This office building was The Peebles Corporation’s first commercial real estate development, as well as its first
public/private venture. The design of this 100,000‐square‐foot project involved the preservation of a small historic
Art Deco structure and the introduction of new construction. Developed in an economically distressed section of
the city, the finished building has been credited with contributing to the area's economic revitalization. The
property was featured on the "Parade of Mayors" tour as an example of excellence in urban renewal. Today, it is
leased primarily to the government of the District of Columbia.
COURTYARD
BY
MARRIOTT
–
WASHINGTON,
D.C.
Built in 1891 and listed on the National Register of Historic Places, this project showcases the company's ability to
reconcile seemingly conflicting development needs. The extensive renovation of the former Washington Loan &
Trust building included restoration of original marble floors, the ornate gold‐leaf ceiling, and the lobby's Corinthian
columns. The conversion into the 188‐key Courtyard by Marriott Hotel and Convention Center has resulted in the
Center being ranked #1 in performance for two consecutive years among Courtyard Hotels worldwide. The
135,000‐square‐foot property is located near the Smithsonian Mall, the Verizon Center and Pennsylvania Avenue.
10 G STREET N.E. – WASHINGTON, D.C.
Located just a few blocks from the U.S. Capitol and Union Station, this 280,000‐square‐foot Class A office building
houses the American Psychological Association's headquarters, Amtrak offices and other private‐sector and non‐
profit organizations. The Peebles Corporation has since sold its interest in the project.
250 BRANNON – SAN FRANCISCO, CA
The Peebles Corporation purchased the 90,000‐square‐foot property and its 175 parking spaces at a significant
discount to its intrinsic value, and successfully rezoned it to accommodate a residential conversion that would
capitalize on the location and premium for convenient parking. While preparing to initiate sales, the SOMA office
market took a favorable turn, and The Peebles Corporation profited from an attractive risk‐adjusted return through
the sale of the property on an as‐is basis. The outcome was in line with the company’s core strategy of enhanced
value captured by the initial investment and subsequent expansion through redevelopment, repositioning and/or
zoning modification.
THE LINCOLN – MIAMI BEACH, FL
This mixed‐use project was one of the first Class A office buildings on South Beach, located within steps of world‐
famous Lincoln Road. Witnessing the growing appeal of Lincoln Road to an expanding wave of national retailers,
The Peebles
Corporation
undertook
a public/private
partnership
with
the
City
of
Miami
Beach.
This
200,000
‐square
‐
foot building combines office and retail space with a much‐needed six‐level public parking garage.
THE RESIDENCES AT THE BATH CLUB – MIAMI BEACH, FL
Representing the pinnacle of ultra‐luxury condominium living, this project combines historic preservation with the
needs of modern oceanfront development. Having led the market in price per square foot at its sales launch, The
Residences at The Bath Club successfully blends a meticulously restored 1928 private club with a modern 107‐unit
condominium tower and six Mediterranean‐style oceanfront villas. Services and amenities are modeled after those
of a 5‐star resort hotel. All residences include private or semi‐private elevators and floor‐to‐ceiling "walls of glass."
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Each of the six large villas features a private infinity‐edge pool and direct beach access. Since the launch of the
project, the value of these residences has increased dramatically.
THE ROYAL PALM HOTEL – MIAMI BEACH, FL
Ideally located on Collins Avenue in the heart of Miami Beach's Art Deco District, The Royal Palm has a fabled history
brought vividly
to
life
by
The
Peebles
Corporation.
The
Royal
Palm
combined
the
architectural
assets
of
two
existing
hotels – the original Royal Palm and the Shorecrest – along with two new 17‐story towers and a three‐story row of
lanai suites. The result was a graceful integration of historic preservation and new construction. The hotel was
among the first nationally branded hotels on South Beach, and was awarded "Hotel of the Year" within its franchise.
Today, after a change of ownership, the hotel is known as The James.
PORTFOLIO: PROJECTS IN DEVELOPMENT
108 LEONARD STREET – NEW YORK, NY
In 2013, The Peebles Corporation acquired the single largest building ever sold by the City of New York, a late 19th‐
century Tribeca landmark. This Renaissance‐Revival palace in Lower Manhattan was completed in 1898, and
included a thirteen‐story addition by the legendary architect architectural firm of McKim, Mead & White, whose
designs for the first Madison Square Garden and Pennsylvania Station set the esthetic standard in turn‐of ‐the‐
century New York. In 1987, the exterior and much of the interior spaces at 108 Leonard Street were designated as
New York
City
landmarks.
Redevelopment
plans
for
this
419,000
‐square
‐foot
Tribeca
landmark
include
luxury
condominiums.
1801 VINE STREET – PHILADELPHIA, PA
The historic neo‐classical former courthouse on Philadelphia's Logan Circle will become, under guidance of The
Peebles Corporation, the first major hotel in Center City to be developed by a minority‐owned firm. The company
has assembled a world‐class team of collaborators to transform the building into a 247,000‐square‐foot, 199‐ room
luxury hotel, with the expected inclusion of a 16,000‐square‐foot spa and fitness center, 14,000 square feet of
meeting and event space, and 5800 square feet for a restaurant and bar. The transformation of this grand building
is based on a sensitive approach to the historic preservation of the structure's interiors and exterior façade. Newly
re‐purposed spaces will include a spectacular ballroom, a world‐class dining establishment, a roof ‐top lounge, and
some of the largest hotel guest rooms in the city.
5TH & I STREET – WASHINGTON, D.C.
In May 2014, The Peebles Corporation was selected to redevelop 901 5th Street NW, or “5th & I” into a nearly
250,000‐square‐foot mixed‐use project complementing and enhancing Washington, D.C.’s dynamic and vibrant
Mount Vernon Triangle neighborhood. The plan, a 198‐key Standard Boutique Hotel with 59 branded residences
and various world‐class amenities and entertainment offerings, will build on the neighborhood’s vibrant culture
with its unique combination of luxury and purpose. A “living room” lounge, restaurant, outdoor beer garden, and
The Standard's iconic rooftop lounge will invite guests, residents, and neighbors alike to stay and play, while the
property’s ideal location puts them in walking distance to The Verizon Center, Walter Washington Convention
Center, the Central Business District, and less than a mile away from both the White House and Union Station. In
addition, and as part of its plan to revitalize and enhance the neighborhood, The Peebles Corporation will develop
workforce housing in an under‐developed area east of the Anacostia River, as well as two parks, Milian Park and
Seaton Park, into family‐friendly recreation areas.
THE VIOLA BACK BAY – BOSTON, MA
In January 2015, The Peebles Corporation was selected to develop a critical intersection in Boston’s historic Back
Bay neighborhood. Dubbed The Viola Back Bay in homage to the adjacent Berklee College of Music, the proposed
390,000‐square‐foot landmark development will be the company’s first in Boston. Featuring a 156‐key boutique
lifestyle hotel, 88 condominiums, 85 class‐A residential rental apartments, and 20,000 square feet of retail, the
transformative project aims to link the Back Bay and Fenway neighborhoods and reinvigorate the Newbery Street
corridor with its distinctive design and diverse mix of uses, respectively. In addition, and as part of the company’s
ongoing commitment to delivering innovative results for the communities in which it builds, The Viola Back Bay’s
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transit‐oriented design will include a new, universally accessible, state‐of ‐the‐art Hynes MBTA Station.
DOWNTOWN MIAMI BLOCKS 45 AND 55 – MIAMI, FL
Block 45 is a mixed‐use, transit‐friendly development consisting of 900,000 gross square feet, including 350 rental
apartments, a 150‐room hotel, office space and ground‐level retail. Block 55 will consist of two 20‐story towers of
approximately 500,000
gross
square
feet
each,
plus
parking,
for
a total
of
nearly
1 million
gross
square
feet
of
development. Located in the historic Overtown section of Downtown Miami, this project puts residents, hotel
guests and shoppers in the midst of some of the city's premier arts, business and entertainment districts. Situated
here are the American Airlines Arena, the Adrienne Arsht Center for the Performing Arts and the new Perez Art
Museum Miami. Within a two‐mile radius are the Brickell Financial District and the Wynwood Arts District.
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CHRIS LENG SMITH
DEVELOPMENT DIRECTOR
‐NORTHEAST
EDUCATION
MBA – Finance, International Business, Columbia Business School
BA (Honors) – Engineering, Cambridge University
ASSOCIATIONS
Urban Land Institute, Member
REFERENCES
Atlantic Station mixed‐use:
Peter Seeley
Managing Director – Head of Real Estate
Starr Insurance
Holdings
Inc.
646‐227‐6783
Atlantic Station SouthTrust office building:
Jeffrey Freeman
Associate Director
Turner & Townsend Ferzan Robbins
212‐810‐4866
SUMMARY
Chris Leng Smith is responsible for the overall execution and day‐to‐day management of The Peebles Corporation’s
developments in the Northeastern and mid‐Atlantic United States. Prior to joining the company, Mr. Leng Smith was
Senior Vice President with the New York City Economic Development Corporation (NYCEDC) where he led the
structuring and negotiation of public‐private partnerships and transactions for more than 2.5 million square feet of
developments including Flushing Commons, the Battery Maritime Building, and Coney Island, to name a few.
Before NYCEDC, Mr. Leng Smith managed the financial analysis, project planning, market positioning, design, and
preliminary leasing of more than $5 billion of world‐class domestic and international real estate projects as Senior
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Director of Tishman Speyer and Vice President of AIG Global Real Estate Investment Corp. Mr. Leng Smith began his
career as a resident engineer and engineering project manager on large‐scale renovation and construction projects
in New York, Trinidad, Malaysia, and London.
EXPERIENCE
NYC ECONOMIC DEVELOPMENT CORPORATION, New York, NY. As Senior Vice President, Leng Smith managed team
responsible for the execution of large, mixed‐use, public‐private developments on behalf of the City of New York.
Responsibilities included taking projects through the City’s politically sensitive Uniform Land Use Review Procedure.
Projects for which he negotiated the sale of, agreements for redevelopment and/or disposition of land included
Flushing Commons, Battery Maritime Building, Coney Island, Brooklyn Army Terminal, Brooklyn Academy of Music,
and Broadway Plaza.
TISHMAN SPEYER, New York, NY. As Senior Director, Leng Smith managed development projects in China totaling
more than 12 million square feet of residential, office and mixed‐use as a value add partner and bridge between US
functional experts and the local development teams. He managed all aspects of projects from financial analysis and
project planning to market positioning, design, and preliminary leasing. He also modified development plans to
accommodate changing
markets
and
enhanced
returns
by
reducing
development
costs
and
increasing
building
efficiencies.
AIG GLOBAL REAL ESTATE INVESTMENT CORPORATION, New York, NY. As Vice President, Leng Smith managed
renovation and development of world‐class domestic and international office, retail, residential and hotel
properties. He was responsible for analyzing potential markets, underwriting investments as well as hiring and
overseeing on‐site construction managers. During this time, he managed the negotiation, underwriting, structuring,
renovation, and design of nearly $1 billion of property in Asia, UK, Eastern Europe, Puerto Rico, Connecticut and
Vermont.
SAKS FIFTH AVENUE, New York, NY. As Director of Real Estate Administration, Leng Smith administered and
controlled a $50 million capital program for new construction and renovation of 45 stores.
COOPERS &
LYBRAND,
MANAGEMENT
CONSULTING
SERVICES,
New
York,
NY.
As
Senior
Consultant,
Leng
Smith
conducted financial analyses and evaluated real estate acquisition/ disposition plans, market economics, site
selection and transaction structuring. Clients included Massachusetts Turnpike Authority, U.S. Department of
Housing & Urban Development, Columbia University, Olympia & York, Cleveland Public Library and Chemical Bank.
SELECT PROJECT EXPERIENCE
ATLANTIC STATION LAND DEVELOPMENT, Atlanta, GA. Joint Project Leader responsible for underwriting plus direct
oversight of financing, design, construction and land sales in association with local partner. Completed initial
underwriting then managed procurement of infrastructure contractor to complete remediation, road construction
and 7,000 space parking garage. Worked with legal team to develop organizational documents. Financing structure
included TAD bonds negotiated with City. Project handed over to local team at 95% completion of infrastructure
plus construction
of
approx.
1,200
residential
units
by
others.
ATLANTIC STATION MIXED‐USE, Atlanta, GA. Joint Project Leader responsible for underwriting plus direct oversight
of financing, leasing, design and construction in association with local partner. Underwrote development of 800,000
sf life‐style retail center with residential units and offices above. Managed design using conceptual architect and
local production architect. Oversaw retail leasing by brokerage team. With local team managed construction on top
of infrastructure parking. Sold residential space to investor prior to start of construction.
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JIANGWAN NEW TOWN, Shanghai, China. Bridge and value add partner between US functional experts and the local
development team. Oversaw development of 10 million‐square‐foot, $3 billion master plan and initial construction
sequencing plan.
LONDON NEW HEADQUARTERS, London, England. Located site and negotiated purchase of land lease and new 125
year ground
lease.
Completed
underwriting
and
managed
design
and
construction
of
base
building
and
tenant
fit
‐out. Negotiated all associated contracts including those with design team and contractor. Completed building on
time and within budget.
SAN JUAN MARRIOTT RENOVATION, San Juan, Puerto Rico. Project Leader for renovation of guest rooms, meeting
rooms and ballroom, plus plumbing stacks of resort hotel. Took over project after completion of design. Located
off ‐island contractor and negotiated AIA based construction contract. Contractor completed work on time and
within budget despite work being added after opening of mechanical chases. Coordinated purchase of new FF&E
utilizing procurement agent.
SOUTHTRUST OFFICE BUILDING, Atlanta, GA. Completed underwriting plus managed design and tenant lease
negotiations. Directed local team overseeing construction. Building was sold 6 months after completion for more
than double the development cost.
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TRIBUTE PORTFOLIO & ALOFT HOTELSPACIFICA
RESPONSE TO REQUEST FOR PROPOSAL
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Response to Request for Proposal - PACIFICA
Shared Focus on Creating a Winning Culture. Starwood’s core belief that people want abetter way to experience the world extends not only to our guests and customers, but to ourglobal team of associates, too. Companies with winning cultures attract and retain the best talentand are well-positioned to be industry leaders. Starwood’s values, or what we call our“promises”, of (1) Go the Extra Step by taking actions that build lasting connections and loyalty;
(2) Play as a Team by working globally and across all teams in the company; and (3) Do theRight Thing by using good judgment, respecting our communities, associates, owners, partnersand the environment, are entirely aligned with Dart’s seven guiding principles.
Starwood has an outstanding track record of working with owners to develop successful hotels withinmixed-use projects and we are confident in our ability to do so in Pacifica. We recognize that this is aunique opportunity to secure a new development opportunity in a high-barrier-to-entry market, and we areexcited to discuss our proposal with you in more detail. Please do not hesitate to contact us with anyquestions.
Sincerely,
Charlotte DeHavenVice President of Development
cc: Adrienne Jubb, Director of Development
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Response to Request for Proposal - PACIFICA
Table of Contents
Starwood Overview ......................................................................................................... 1 Tribute Portfolio Brand Overview .................................................................................. 17
Aloft Brand Overview ..................................................................................................... 26
Operational Expertise .................................................................................................... 30
References .................................................................................................................... 33
Programming ................................................................................................................. 35
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Response to Request for Proposal - PACIFICA
Starwood Overview
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THE STARWOOD PORTFOLIO BY BRAND
STARWOOD HOTELS & RESORTS IS A LEADER IN LIFESTYLE BRANDING
Starwood Hotels & Resorts Worldwide, Inc. is an innovative hotel and leisure company with over 1,200properties in 100 countries, and 181,400 employees at its owned and managed properties. Starwood is a fullyintegrated owner, operator and franchisor of hotels, resorts and residences with the following internationallyrenowned brands: St. Regis®, The Luxury Collection®, W®, Westin®, Le Méridien®, Sheraton®, Four Points®
by Sheraton, Aloft®, Element® and Tribute Portfolio®.
Starwood has reshaped the hospitality industry with its lifestyle branding approach which leverages design andinnovative programming combined with exceptional service to deliver unparalleled experiences that resonatewith guests and drive industry-leading premiums. With a focus on being the leading global hotel company withworld-class brands, quality global growth, experienced teams and a powerful sales and marketing platform,Starwood is strongly positioned for the future.
GLOBAL DISTRIBUTION
Starwood is poised for expansive growth with our ten distinct brands and their strong, global pipeline. Nearly
400 new properties are anticipated to enter the system by 2018, including more than 50 luxury properties.
THE STARWOOD PORTFOLIO BY DIVISION
North America: 612Europe, Africa, Middle East: 260 Asia Pacific: 303Latin America: 96TOTAL: 1,271
Owned: 3%Managed: 48%
Franchised: 49%
Source: Data as of Q3 2015
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STARWOOD DOMINATES THE LUXURY AND UPPER-UPSCALE SPACE
Unlike many of our competitors, Starwood has one of the largest luxury and upper-upscale portfolios in theindustry. Our system-wide customer base, from group meeting planners to individual transient guests, isoriented to those customers seeking luxury and upper-upscale full service and premier hotel and resortproperties. Luxury and upper-upscale lodging space represents 85% of the Starwood portfolio.
*Source: Smith Travel Data, December 2014
SLS LAS VEGAS, A TRIBUTE PORTFOLIO RESORT
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THE WORLD IS CHANGING IN STARWOOD’S FAVOR
As the world evolves and globalization continues, Starwood is well-positioned to capitalize on the emergingmiddle and upper classes, worldwide wealth creation and the next generations of travelers – giving a meaningfuladvantage to our owners in North America and across the world.
Seventy percent of the world’s growth over the next decade will come from emerging markets and we are well-positioned to grow all our brands across all segments as part of infrastructure development and response todemand. Starwood has by far the largest global presence and is continuing to grow rapidly in emerging marketslike China, India and the Middle East. Travelers from emerging markets will stay with brands they know,translating into more loyal guests for our owners in North America
We’re also seeing a shift in the demographics of luxury travelers. From established families to self-madeentrepreneurs. From traditional industries to new industries including technology, finance/hedge funds,entertainment and sports. This new global elite share a passion for success and want to live life to its fullest.
Aspen, given its magnificent location in the Rocky Mountains, is well-positioned to benefit from this expandingsegment seeking a high-end lifestyle experience. With direct, year-round access from such centers of wealth asNew York, Washington D.C., Los Angeles, Miami and Chicago, Aspen is well-positioned to function as a home-
away-from-home for this new generation of luxury traveler.
ACTIVE SPG MEMBERSHIP IN KEY EMERGING MARKETS HAS GROWN
SIGNIFICANTLY INTHE LAST FIVE YEARS
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STARWOOD’S CENTRAL SUPPORT PLATFORM DRIVES SUCCESS
The Hotel would benefit from leveraging the strength of Starwood’s global platform given the size of Starwood’sportfolio of hotels. Through our world-class brands, global systems and experienced in-market teams, Starwooddelivers more affluent and discerning global customers to our hotels, resulting in a competitive, market-shareadvantage for our partners.
STARWOOD PREFERRED GUEST (SPG)
Starwood Preferred Guest is the industry’s most prestigious hotel loyalty program, with over 20 million activemembers. SPG members stay more often, spend more in our hotels and have a higher household income thanmembers of our competitors’ programs. SPG members contribute over 68% of total occupied room nights to Wproperties in North America at a 9% rate premium.
Member retention with SPG is extremely high – 78% of SPG Platinum members retain their status year-to-yearand are 26 times more profitable than the average guest. Of new SPG members, 66% come from outside theU.S., up from 50% just four years ago, demonstrating the power of our brands to drive loyalty globally.
Guests love the SPG program with features such as no blackout dates and no restrictions on hotel night
redemption. SPG is uniquely differentiated from competing loyalty programs with Starpoints that can betransferred to major airlines, unique award options through our SPG Moments program and the StarwoodPreferred Guest credit card by American Express®. SPG is continually focused on developing programmingthat drives loyalty and bookings among our most profitable guests.
The effort Starwood undertakes to gain and retain our most loyal members benefits our owners through onesimple fact: loyalty. During the heart of the recession in 2009, occupancy and average daily rates were downacross the country and across all segments. However, Starwood saw one group not only continue to stay, butstay more often: SPG guests. Non-SPG member occupancy was down over 9% in 2009, but SPG memberoccupancy actually grew more than 3%. In years where industry-wide occupancy declined, SPG memberoccupancy increased. This clearly demonstrates the power of loyalty and value of SPG to our ownershipcommunity.
CENTRAL MARKETING DELIVERY (CMD)
Starwood drives business to its hotels through a synergy of state-of-the-art booking technology, customercontact centers and compelling online channels. It’s a winning combination of impressive cross-sell and up-sellperformance that drives occupancy and rates. Over 50% of net consumed room revenue for Starwoodproperties in the North America is booked through our world-class central reservations systems.
The Centralized Marketing Delivery (“CMD”) Platform includes:
• Starwood Web Channels (30%): Each hotel is represented with its own series of content-rich propertypages accessible from multiple web channels including Starwoodhotels.com and SPG.com. Thesedigital channels are offered in 17 languages, handled over 340 million visits in 2014, and each isdelivered in branded voice, look and feel. These industry-leading booking engines offer world-classmarketing, international language capabilities and exceptional online customer support. Starwood andSPG also have an ongoing commitment to digital innovation to meet the needs of today’s connectedglobal traveler. The SPG app offers travelers a convenient way to search and explore destinations aswell as fast and easy personalized booking.
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• Customer Contact Centers (CCC) (17%): Trained service agents handled nearly 21 million phone calls,emails, texts and guest interactions in 26 languages from 12 call centers around the world in 2014.Luxury specific calls/requests are handled by a dedicated luxury call center team.
• Global Distribution System (GDS) (15%): Cutting-edge technology ensures that properties receivemaximum exposure on the Global Distribution Systems used by travel agents around the world. GDSenables travel professionals around the world to book air travel, car rental and hotel rooms on acommon system.
The SPG mobile app continues to be a key focus for Starwood as it allows guests to have a continual dialoguewith and access to Starwood as well as ease of booking. The SPG app is Starwood’s fastest growing bookingchannel and an area where we are dominating the competition with innovative applications and content tocreate a personalized guest experience across our ten brands.
STARWOOD SALES ORGANIZATION (SSO)
As a global sales team, our sellers and proven sales programs have the power to drive occupancy and rates inan increasingly competitive environment. Our sellers build preferred relationships with the largest globalcustomers, resulting in a competitive, market-share advantage.
Over 450 global and divisional sellers based in over 30 offices around the world manage our top accounts, whileour network of nearly 5,100 metro market and property sellers manage bookings at the regional and local level,streamlining sales efforts. Last year, Starwood’s Sales Organization generated $7.5 billion in revenue globally.
Additionally, SSO develops and invests in unique programs that drive business to our hotels, keep our teamseducated and build loyalty with customers. Our strategic programs and revenue drivers include:
• SPG Pro: This comprehensive business-to-business loyalty program offers consistent Starpoint earningopportunities, benefits and recognition to drive loyalty and additional bookings among meeting plannersand travel professionals. Integrated with SPG, the program provides hotels with insight and branding tomarket to customers in a more targeted way. Launched in 2014, this program saw revenue growthamong these key stakeholders more than double compared to previous traditional offers.
• Starwood Preferred Business Program (SPB): This program drives revenue and increases market sharewith business from smaller-sized companies, rewarding them for their loyalty. In 2014, SPB generatednearly $200 million in business.
• Team HOT: Starwood’s internal referral program is the only hotel referral program that rewardsassociates with cash, driving our associates and hotels to keep Starwood customers within theStarwood system of hotels. In 2014, Team HOT generated over $200 million of incremental revenuethroughout the Starwood system globally
• StarwoodPro: This industry-leading education and development tool is strategically designed for ourtravel professional partners to keep Starwood top of mind when booking for their clients. This tool isheavily leveraged to educate and update our travel professional partners about the Hotel from thebeginning of the pre-sale process.
In addition, Starwood has the only dedicated luxury and leisure sales team of the major hotel companies. Ourowners benefit from a dedicated leisure team deployed against luxury accounts, top-producing travel agenciesand world-class luxury partners. Starwood has preferred partnership status with all key Luxury and LeisureConsortia, both established and emerging, with 20 of these top agents having participated in our annual LuxuryTravel Advisory Board. Starwood is the largest hotel partner working with the highly respected and covetedluxury hotel programs such as American Express Centurion, Fine Hotels & Resorts, Virtuoso, Signature,Ensemble, Altour and Vacation.com, reaching over 10,000 agency locations. Starwood also engages over100,000 Travel Professionals through the StarwoodPro strategy with communications, trade shows, events,marketing, advertising and public relations.
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MARKETING RESOURCES
W properties are supported by global, divisional and property-level marketing teams. Our divisional teams willwork closely with the on-property team to create innovative and integrated marketing plans that buildawareness, drive bookings and increase customer preference and loyalty.
FIELD MARKETING
Serving as an online marketing agency, the Field Marketing team works directly with the properties toproactively fill hotels, especially during need periods and off-season, by leveraging online space and Weboptimization methods. This includes paid and organic-search marketing, niche strategies for resorts, group,corporate transient, weddings, national partnerships and email marketing campaigns to our SPG/non-SPGdatabase as well as group customers with special offers. Customer relationship marketing through StarwoodGuest Communications enables us to segment offers and up-sell on property amenities and services. Onaverage, Field Marketing generates $25 dollars of revenue for every one dollar spent.
ADVERTISING / E-MARKETING / SOCIAL MEDIA
Digital technology is a catalyst for globalization and change which plays to Starwood’s penchant for innovation.While we still have presence in traditional advertising outlets, we’ve shifted our marketing spend across all ourbrands to digital platforms and media. Working with field marketing, SPG and divisional brand teams, we areable to leverage online tactics for continual communications to drive awareness and loyalty as well as packageoffers targeted to consumers to drive bookings.
Our goal is to use digital technology to stay connected with people every single day, however, whenever andwherever they choose, inside and outside the hotel. Social media offers an emerging platform for connectingwith new and loyal guests. We also use it to monitor and protect our online reputation on third-party sites, buildrelationships with key online influencers, monitor and track emerging trends and improve customer retention andbrand market share. Facebook, Starbuzz, SPG Insider and Twitter feeds are examples of what we’re alreadydoing. In 2014, we were recognized as the leading hotel company to leverage social media by Hotels Magazine.
PUBLIC RELATIONS
In today’s consumer environment, earned media plays a critical role in driving brand preferences. The StarwoodPublic Relations team has a central role in our marketing strategy and we continuously outperform thecompetition, in both total circulation and frequency of tone-setting coverage. With a worldwide public relationsnetwork, Starwood focuses on driving media coverage for world-class properties globally with special focus onkey feeder markets for W Hotels.
REVENUE MANAGEMENT
Starwood’s Revenue Management program provides a world-class solution for managing pricing and inventory,thereby ensuring that revenues are maximized via all distribution channels. Starwood’s Revenue OptimizationSystems (“ROS”) combines all revenue management tools into one cloud-based system with integratedforecasting and optimization capabilities for better pricing and greater returns in a competitive pricingenvironment. Properties that installed these systems saw a 3% increase in RPI with 95% of the hotels seeing a
full return on investment within three months. The Revenue Management team also ensures each hotel activelyparticipates in all of Starwood’s brand marketing promotions and effective pricing and inventory strategies.
CENTRAL SOURCING
By leveraging our scale, our centralized supply chain services generate significant savings through strategicrelationships on the national, regional and local levels. Hotels using the centralized procurement program saveup to 15% compared to hotels that do not and further benefit from operating efficiencies and reducedaccounting, payroll and benefits expense by leveraging state-of-the-art eProcurement technology.
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SUSTAINABILITY
Starwood is committed to finding innovative ways to do more with less while being good for the environment.We are helping to drive sustainability efforts by thinking about our buildings and business in a way that is agileand flexes with the changing needs of our guests, the environment and the communities in which we areoperating. Our environmental policy addresses six areas of opportunity: water, energy, indoor environmental
quality, waste, emissions and supply chain. Our initial worldwide focus is on energy and water with ourcommitment to reducing energy consumption by 30% and water consumption by 20% by the year 2020. Thesegoals are just the beginning of an ongoing journey toward environmental sustainability.
We are also focused on working with our development partners to implement sustainability practices.Starwood’s green design and construction guidance addresses both new development and major renovationprojects and aims to minimize environmental impact through proven and innovative building practices. EveryStarwood Architecture and Construction Project Manager is LEED-certified and committed to finding ways tosupport owners and developers in the pursuit of sustainable development.
SUSTAINABILITY MEETING ROOM AT THE SHERATON BANDARA HOTEL
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TRIBUTE PORTFOLIO PROPERTY – SAVANNAH, GEORGIA
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ALOFT NASHVILLE WEST END– NASHVILLE, TENNESSEE
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TRIBUTE PORTFOLIO PROPERTY – NASHVILLE, TENNESSEE
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ALOFT SAN JOSE HOTEL, COSTA RICA – COSTA RICA
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ROYAL PALM SOUTH BEACH MIAMI, A TRIBUTE PORTFOLIO HOTEL
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ALOFT CHICAGO CITY CENTER – CHICAGO, ILLINOIS
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ROYAL PALM SOUTH BEACH MIAMI, A TRIBUTE PORTFOLIO HOTEL
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ALOFT BWI BALTIMORE WASHINGTON INTERNATIONAL AIRPORT – BALTIMORE, MARYLAND
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Tribute Portfolio
Brand Overview
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STAY INDEPENDENT.
Pacifica is the ideal location to join the Tribute Portfolio given its clear vision and positioning to attract ahigh value clientele – both leisure and business – to the Bay Area. Add Starwood’s global infrastructure,developer friendly approach and clear leadership position in the upper upscale and luxury segments andPacifica will clearly become a sough-after destination for both travelers and locals alike.
ABOUT TRIBUTE PORTFOLIO
Tribute Portfolio gives guests access to exceptional upper upscale, independent hotels around the world.From boutique resorts to compelling hotels in choice locations, Tribute Portfolio hotels offer inspired styleand superior service. With Tribute Portfolio, owners can maintain their hotel’s individuality whileleveraging the power of Starwood Hotels & Resort’s global infrastructure to help maximize returns. It’sour celebration of individuality.
TRIBUTE PORTFOLIO IS AN EXCITING SOLUTION FOR OWNERS – WHO WANT TO
MAINTAIN THEIR HOTELS’ INDIVIDUAL IDENTITY WHILE LEVERAGING THE POWER OFSTARWOOD – AND TO SPG MEMBER WHO DESIRE UNIQUE HOTELS IN MORE CITIES
Known for a focus on innovation and strength in the upper upscale and luxury segments, Starwoodrealized there was a tremendous demand for this type of hotel collection. We heard it from both our loyalStarwood Preferred Guest members and partners. There are many independent hotels that don’tcurrently fit within our other nine brands, however, they would benefit from Starwood’s distributionchannels and loyal, high value guests and customers.
Additionally, SPG members have a growing demand for more high-quality lodging options when theytravel. In fact, nearly 70% of our SPG members surveyed have stayed at an independent hotel whenthere is a unique, appealing property or no Starwood property in the market. They also told us that whilethey like independent hotels that are distinctive, locally influenced and unique, they don’t like theantiquated booking systems, inconsistency and lack of loyalty program.
TRIBUTE PORTFOLIO OFFERS A DEVELOPER FRIENDLY APPROACH WITH LESS COSTS
THAN BEING ASSOCIATED WITH A HARD BRAND
Tribute Portfolio was developed with feedback from our partners. Priced competitively, the brand has thefollowing advantages:
• Standards are focused on ensuring the level of quality, safety and services our guests expectfrom an upper-upscale hotel
• Hotels can convert quickly and cost effectively with teams available to support the hotelsthroughout the process. Smart approach to PIP with focus on quality and lifecycle
• Straightforward, competitively priced bundled fee structure for centralized services. Servicesinclude reservations, sales, marketing, select technology, operations and revenue management.Third-party and one-time costs can are not included in the bundle
Focus is on creating a great experience. As we developed the brand, we gave special consideration towhat was important to our loyal guests and customers. Amenities such as a fitness center, strong wifiand quality food and beverage offerings are essential. We will work with each developer to create themost effective and compelling programming for the project given the market.
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UNLIKE OUR COMPETITORS, STARWOOD’S MIX OF PROPERTIES IS HEAVILY WEIGHTED IN
UPPER UPSCALE AND LUXURY, DEMONSTRATING OUR PROVEN EXPERTISE IN THE SEGMENT
Tribute is a natural brand extension for Starwood. Starwood has long been a global powerhouse in theupper upscale segment which represents 80% of its portfolio. Our guests expect a high-quality
experience when they stay at a Starwood property and they are willing to pay a premium for it.
Additionally, Starwood pioneered the collection concept with The Luxury Collection brand which featuressome of the world’s most iconic independent luxury hotels. In the last decade, The Luxury Collection hastripled its footprint, growing more than 60% in the last five years alone.
TRIBUTE PORTFOLIO IS PROJECTED TO REACH 100 HOTELS BY 2020
Since launching in April 2015, we have had strong developer interest with five hotels announced to jointhe brand, including the iconic Royal Palm South Beach Miami, A Tribute Portfolio resort.
• Royal Palm South Beach Miami – Located on Collins Avenue with direct beach access, this hotelhas 393 guestrooms, two swimming pools surrounded by contemporary cabanas, a fullyequipped gym, and more than 10,000 square feet of modern meeting and event space andsignature dining options.
“We are excited to immediately enjoy the top-line benefits of Starwood’s high-end customer base and SPG
program, South Beach is largely a non-branded marketplace and by affiliating with Starwood, we will continue to
enjoy the flexibility of providing independent services and operating standards, yet benefit from the incredible
strength of our good partner’s global reservation system, distribution channels and powerful loyalty program.”
Jim Francis, CEO, Chesapeake Lodging TrustOwner of The Royal Palm Miami South Beach, A Tribute Portfolio Resort
0% 25% 50% 75% 100%
IHG
HILTON
MARRIOTT
HYATT
STARWOOD
LUXURY AND
UPPER UPSCALE
HOTELS
UPSCALE AND
MIDSCALE HOTELS
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TRIBUTE PORTFOLIO PROPERTY – NASHVILLE, TENNESSEE
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TRIBUTE PORTFOLIO PROPERTY – SAVANNAH, GEORGIA
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TRIBUTE PORTFOLIO HOTELS BENEFIT FROM STARWOOD’S POWERFUL, GLOBAL
INFRASTRUCTURE AND REACH TO DRIVE PERFORMANCE
Tribute Portfolio guests can enjoy all the benefits of the best loyalty program in the business. Customerloyalty is built through differentiation and strengthened through innovative programming.
• Industry leading benefits encourage loyalty and stretcho Suite night awards, Your24 which allows guests to check in and out within any 24 hour
period, and Ambassador concierge services
o Richest elite tier benefits drive preference among the most profitable traveler segment
o Unique benefit structure designed to capture share and encourage stretch
• Rich promotions and campaigns designed to shift share and drive transactional volume
• Cutting edge technology creates a seamless, personalized experience
o Keyless check-in
o iPhone app
o SPG preferences
• Exclusive partnerships not only provide great moments for guests but also expands hotelexposure to different audiences. For example:
o SPG moments lets guests use points to get one-of-a-kind experiences that you can’tpurchase such as seeing great bands up close and back stage, a tennis lesson with Andre Agassi and pit access at a Formula One race
o Delta Crossover Rewards™ - SPG + Delta SkyMiles®: This exclusive partnership
between SPG and Delta SkyMiles launched in 2013 provides both companies’ bestcustomers reciprocal elite-level benefits. This partnership has driven nearly $100 millionin incremental revenue for Starwood while adding new, loyal SPG members. CrossoverRewards™ is an industry first with the goal to attract more loyalty members to eachcompany. Delta’s highest elite SkyMiles members will receive perks such as priority
check-in and late checkout. Additionally, all Delta elites will earn one mile per dollar spenton eligible Starwood room rates. In turn, SPG Platinum members will enjoy the benefit ofpriority check-in, one free checked bag and priority boarding when flying Delta. Plus, allSPG elites will earn one point per dollar spent on eligible flights. It’s a win-win programthat guests love.
o Uber + SPG are making Starpoints even easier to earn. Riders who are SPG membershave the opportunity to earn coveted Starpoints during any ride on the Uber platform.Uber users simply link their account to their new or existing SPG m accounts atspg.com/uber. After completing a qualifying stay at a Starwood hotel, SPG members canstart earning one Starpoint for every $1 spent on Uber, and additional bonus Starpointscan be accumulated during Starwood hotel stays.
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EACH TRIBUTE PORTFOLIO PROPERTY BENEFITS FROM A HOTEL FOCUSED
MARKETING APPROACH
A third of the dollars earmarked for marketing in the centralized services bundle goes directly to
promoting the individual hotel across several channels. This includes:
• Digital marketing and paid search
o Developing and maintaining independent property pages
o Optimizing special web offer pages
o Purchasing, launch and optimizing online media placements
o Reviewing content on OTAs and providing recommendations to improve presence
o Working directly with property to maintain Facebook and other social media pages
• Sales and advertising collateral, including print and online ads
• On-property activation, including managing public relations, marketing plans, etc
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TRIBUTE PORTFOLIO DISTRIBUTION & PIPELINE
The Tribute Portfolio surpassed its goal of signing ten deals in 2015. As of December 31, 2015, there are
six open and operating Tribute Portfolio properties globally with ten in the executed pipeline.
OPERATING
Royal Palm South Beach Miami, a Tribute Portfolio Resort
Miami Beach, FL, USA
393 Rooms
Opened in April 2015
Great Northern Hotel, A Tribute Portfolio Hotel, London
London, United Kingdom
91 Rooms
Opened in September 2015
The Riviera Palm Springs, a Tribute Portfolio Resort
Palm Springs, CA, USA
398 Rooms
Opened in November 2015
The Kiroro, a Tribute Portfolio Hotel, Hokkaido
Yoichi-gun, Hokkaido, Japan282 Rooms
Opened in November 2015
SLS Las Vegas, a Tribute Portfolio Resort
Las Vegas, NV, USA
1,623 Rooms
Opened in December 2015
The Hermitage, a Tribute Portfolio Hotel
Jakarta Pusat, Indonesia
90 Rooms
Opened in December 2015
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EXECUTED PIPELINE
TRIBUTE PORTFOLIO LOCATION ROOMSANTICIPATED
OPEN DATE
Hotel Le Metropolitan, a Tribute Portfolio Hotel, Paris Paris, France 48 March 2016
Hotel Le Dokhan's, a Tribute Portfolio Hotel, Paris Paris, France 45 March 2016
Avenue of the Arts Costa Mesa, a Tribute Portfolio Hotel Costa Mesa, CA 238 April 2016
Colonnade Coral Gables, a Tribute Portfolio Hotel Coral Gables, FL 157 July 2016
Nashville - Noel, a Tribute Portfolio hotel
(Name Not Approved)Nashville, TN 220 Q1 2017
Fort Lauderdale Downtown, a Tribute Portfolio Hotel
(Name Not Approved)Fort Lauderdale, FL 209 Q4 2017
Charleston, a Tribute Portfolio hotel (Name Not Approved) Charleston, SC 100 Q1 2018
Savannah, a Tribute Portfolio hotel (Name Not Approved) Savannah, GA 173 Q1 2018
The Hotel Cassady, a Tribute Portfolio Hotel Denver, CO 165 Q2 2018
Tribute Asheville (Name Not Approved) Asheville, NC 152 Q2 2018
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ALOFT BRAND OVERVIEW
Bold, sleek and unique, Aloft Hotels completely redefined the select service category by pairing a tech-savvy, design oriented product with the Power of Starwood’s sales and marketing platform. The brand
caters to the next generation of travelers who crave modern style and a vibrant social scene. Launched
in 2008, Aloft continues to steal market and will have more than 100 hotels by the end of 2015.
PROGRAMMING: DIFFERENT. BY DESIGN. Authentic design, social scenes amplified by a passion for always being at the forefront of what’s relevant
today sets Aloft apart. Passion points of design, music and technology help direct the brand’s look and
programming for our audience of tech-savvy and confident social consumers.
Clean, contemporary architecture houses open spaces that are alive with activity. The lobby offers a
vibrant social scene anchored by the W XYZ bar, a free-flowing Re:mix lounge with a pool table, and a
grab and go Re:fuel café, while loft-like guest rooms feature high ceilings and the latest technology that
set Aloft apart from its competitors. These spaces can be further activated through localized
programming to attract locals to drive incremental residents. Throughout the hotel, every touch point has
been designed with today’s traveler in mind.
Welcome DeskCheck in or out, guests are greeted at Aloft’s signature and open round welcome desk which puts talent
at the center of the action, conveying a sense of accessibility to guests
W XYZ® BarImagine after a hard day of meetings or a busy day touring the Washington D.C. Mall, the fun flows freely
at the W XYZ bar with signature cocktails, delicious food offerings and live music. Live at Aloft Hotels
events featuring up-and-coming musicians making this hot spot the place to be, generating revenue and
attracting both guests and locals alike.
Re:mix Lounge A playful place or quiet space, the Re:mix lounge has everything right within reach, with plenty of seating,
fast + free WiFi and music to switch up the vibe. Ticker tape messaging and our four-panel video wall add
an extra twist.
Backyard Warm rays, fresh air and lounge tunes keep the vibe going outside, with stylish seating, mood lighting,
and an indoor/outdoor fireplace. The space is perfect for guests who want to relax and take in theWashington D.C. landscape as well as an ideal place for hotel events and programming.
Re:fuel by AloftGuests on the go energize 24/7 with grab ’n go gourmet light meals, mix-and-match snacks and regional
treats from dim sum in China to make-your-own cappuccinos in the U.S.
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Aloft GuestroomsRooms feature high ceilings, plush platform beds, fast + free WiFi, oversized LCD TVs, custom amenities
by Bliss Spa, rainfall showerheads, our signature coffee and more.
Re:charge Gym and Splash PoolSprint, stretch, lift and pump – Guests can use stationary bikes, treadmills and elliptical machines, or take
a dip and relax in style at our pool, open morning to night.
Tactic MeetingsGreat ideas are sparked in our sleek meeting space, equipped with state-of-the-art A/V, plasma TV and
fast + free WiFi.
Work or play, Aloft’s cutting-edge technology and programming is designed to accommodate today’s
trends and the lifestyle of tomorrow’s traveler. It’s all about simplicity and ease of execution. We
recognize that technology has changed how people conduct business and manage their personal lives as
well as how they travel. Aloft was the first hotel brand to introduce Smart Check-In, which enables SPG
members to bypass the welcome desk, go straight to their room, and open their doors using their mobile
device through the SPG App. Additionally, once inside the guest room, guests can plug in their devices
to listen to their favorite music or watch their favorite TV shows or movies. By integrating best in class,
state of the art technologies, we make it easy for our guests to both personalize and control their
experience.
There is so much more to the Aloft experience than a good night’s rest. Unique programming leverages
the hotel’s unique design and brand passion points to connect with guests year-round to drive awareness
and bookings. Additionally, Aloft is the go-to spot for locals given W XYZ and music focus to help drive
additional revenue.
Live at Aloft EventsMusic is part of Aloft’s DNA. It is leveraged throughout the hotel and offers hotels and platform for
marketing promotions to attract both visitors and guests. Live at Aloft events feature live performances
from emerging artists and DJs. In 2013, xx Live at Aloft events were held. Aloft Washington D.C. would
be an ideal venue to host a Live at Aloft event featuring emerging musicians which garner widespread PR
exposure and further position Aloft as the place to be in D.C.
Social ConnectionKeeping in touch with guests even when they are not staying with us ensure Aloft is always top of mind.
That is why Aloft is very active on social media sites like Facebook, Twitter and Instagram to ensure we
stay top of mind and keep them in the loop on the latest happenings for the brand.
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GLOBAL GROWTH: DESTINATION SENSATION Aloft launched in 2008 to acclaim from the industry and by the end of 2015 will have over 100 hotels
worldwide. Despite the economic downturn, the brand has experienced quality growth as a direct result
of its dynamic programming, strong performance and development friendly approach. Ideal for citycenters like the Washington D.C. market, the brand offers a flexible and appealing development option
based on specific market needs. With increasing global momentum, the pipeline has never been stronger
with 77 additional hotels scheduled to open through 2019.
The Aloft design offers a friendly and flexible development approach designed to meet a variety of
locations and markets with an easy to use, fully sourced FF&E package. Flexible food and beverage
options are available based on specific market needs, with requirements limited to breakfast, a pantry and
the W XYZ bar. With a focus on ensuring a great guest experience, the open design and smart layout
utilizes an efficient staffing model.
PERFORMANCE Soaring guest satisfaction scores and increasing third-party recognition has helped Aloft grow its market
share at a record pace. Aloft performance in North America urban markets is especially strong and
continues to rise with a 102% RPI and a SPG contribution of 53% (YE 2014).
ALOFT NEW ORLEANS DOWNTOWN
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Operational Expertise
Operational Expertise
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STARWOOD OPERATIONS EXPERIENCE
Starwood’s brands provide our guests value and experience beyond expectation which drives unmatched
loyalty and premiums for our owners. By working with Starwood management, our partners benefit from
a deep bench strength of talent with regional expertise, better integration with Starwood systems and
resources, and cost efficiencies to ensure both a great guest experience and overall hotel profitability.
Each hotel has its dedicated management team which is supported through a regional team that guides
brand standards, operating best practices, revenue management guidelines and sales and marketing
functions, as directed from the regional leader and Senior Leadership Team. All of these teams are
experienced and aligned to help create the most iconic and effective hotel possible in Aspen. These
teams cultivate innovative talent who are personally engaged from a lifestyle standpoint to the intimate,
bespoke and inviting environment of the brand. We respect collaboration through expansive, diverse
perspectives from all team members.
West Region Operations Team
Ms. Carla Murray is responsible for managing over 100 properties in Alaska, Washington, Oregon,
California, Arizona, Colorado, New Mexico, Utah, Nevada and Texas across all Starwood brands. Carla
was promoted into this position following a series of General Manager positions she held at The St. Regis
Aspen, The Westin Seattle, and the Sheraton Seattle Hotel & Towers, from the years of 1998 – 2002.
Additionally, Starwood has a long-history in the luxury lifestyle space. Leveraging the Starwood system,
our teams work collaboratively to cross-sell to deliver on client needs. In 2014, North America hotels
referred over 68,000 room nights to North America luxury hotels for over $25.5 million in net consumed
revenue, demonstrating the synergies that the Starwood portfolio will provide for this hotel.
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32
Response to Request for Proposal - PACIFICA
CASE STUDY: STARWOOD HOTELS IN SAN FRANCISCO
Starwood’s hotels in San Francisco outperform its competitive set as seen in the case study below.
YTD NOVEMBER 2015 YEAR END2014
RevPAR $243.90 $229.70
RevPAR Index 104.4% 103.9%
CMD% 71.9% 72.2%
MARS + CCC 11.4% 13.4%
External Web 13.8% 13.2%
Internal Web 24.4% 23.9%
GDS 22.3% 21.7%
Hotels Included:
Aloft San Francisco Airport
Four Points By Sheraton Hotel & Suites San Francisco Airport
Four Points By Sheraton San Francisco Bay Bridge
Le Méridien San Francisco
Sheraton Fisherman's Wharf Hotel
The St. Regis San Francisco
The Westin San Francisco Airport
The Westin San Francisco Market Street
The Westin St. Francis San Francisco On Union Square
W San Francisco
Source: YTD November 2015 - Smith Travel Research & Starwood Internal Data of San Francisco hotels open for
24+ months, excluding The Palace due to renovations in 2015
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33Response to Request for Proposal - PACIFICA
References
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34Response to Request for Proposal - PACIFICA
REFERENCES
Company Name: Chesapeake Lodging TrustHotel Project: Royal Palm South Beach Miami, A Tribute Portfolio ResortIndividual Name: Rick Adams
Title: EVP & Chief Operating OfficerTelephone: (410) 972-4143Email: [email protected]
Company Name: Triyar Hospitality, LLCHotel Project: Aloft TempeIndividual Name: Michael MahoneyTitle: Chief Executive OfficerTelephone: (310) 234-2888Email: [email protected]
Company Name: Stockbridge Capital Group, LLC
Hotel Project: SLS Las Vegas Hotel & Casino, A Tribute Portfolio HotelIndividual Name: Dan WebsterTitle: Managing PartnerTelephone: (610)688-2996Email: [email protected]
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35Response to Request for Proposal - PACIFICA
PROGRAMMING
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HOTEL: Tribute Pacifica REV: NoneDATE: 1/15/2016 BY: Gus Escobar
110 Bays
v. 4/16/15 100 Keys
RECAP OF HOTEL AREA PROGRAM
SUMMARY
NET AREA
(SF)
GROSS AREA
(SF)
GROSS
SF/KEY PERCENT COMMENTS
Guestrooms 39,910 58,700 587.0 68.5% 47% Gross factor
Public Areas 13,555 16,250 162.5 19.0% 20% Gross factor
Administration 1,970 2,360 23.6 2.8% 20% Gross factor
Back-of-House 5,110 5,870 58.7 6.8% 15% Gross factor
Mechanical / Electrical Equipment 2,570 25.7 3.0% 3% Allowance (of total gross area)
Total, Summary Program 85,750 857.5 100.0%
PUBLIC AREAS (detail)
Lobby 1,740 2,080 20.8 2.4%
Food & Beverage 2,185 2,620 26.2 3.1%
Function Space 6,800 8,160 81.6 9.5%
Recreation (excluding spa) 730 870 8.7 1.0%
Spa 2,100 2,520 25.2 2.9%
Total, Public Areas 13,555 16,250 162.5 19.0%
BACK-OF-HOUSE (detail)Food Production Areas 1,470 1,690 16.9 2.0%
Receiving and Storage 1,200 1,380 13.8 1.6%
Employee Areas 950 1,090 10.9 1.3%
Laundry and Housekeeping 1,010 1,160 11.6 1.4%
Maintenance Office and Shops 480 550 5.5 0.6%
Total, Back-of-House 5,110 5,870 58.7 6.8%
RECAP OF HOTEL FACILITIES
GUESTROOM MIX QTY. KEYS BAYS % KEYS
King 60 60 60 60%
Double/Double 0 0 0 0%
Queen/Queen 30 30 30 30%
Suites 9 10 20 10%
Club Lounge 0 0 0 0%
Total, Guestrooms 100 110 100.0%
PUBLIC AREAS NET AREA SEATS SEATS/KEY
Food Outlets 1,680 75 0.75
Beverage Outlets 505 20 0.20
Grand Ballroom 0 0 0.00
Total Other Function Rooms 4,600 320 3.20
Total Interior Function Space 4,600 320 3.20
Swimming Pool 0
Fitness 730
Spa 2,100
SUMMARY OF SPACE ALLOCATION PROGRAM
SPACE ALLOCATION PROGRAM
Note: parking is not addressed in this
program, but must be provided in
accordance with market conditions.
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1.1 GUESTROOM MIX
QTY. KEYS BAYS NET AREA COMMENTS
King 60 60 60 21,060 1 Bay
Double/Double 0 0 0 0 1 Bay
Queen/Queen 30 30 30 11,310 1 Bay
Executive Suite 7 7 14 5,278 2 Bays: 1-LR, 1-K (1 Key)
Deluxe Suite 1 2 3 1,131 3 Bays: 1-LR, 2-K (2 Keys)
Hospitality Suite 1 1 3 1,131 3 Bays: 2-LR, 1-K (1 Key)
Presidential Suite 0 0 0 0 5 Bays: 3-LR, 2-K (1 Key)
Club Lounge 0 0 0 0 Bays: Optional
Total, Guestrooms and Suites 100 110 39,910
Total Standard Bays 90
Total Suite and Lounge Bays 20
Total Interconnecting room pairs 14 15%
1.2 GUESTROOM MODULE
WIDTH LENGTH NET AREA 5' (min) deep, full room width, balcony at resorts
Type 1 (K) 13.00 27.00 351
Type 2 (D/D) 13.00 29.00 377Type 3 (Q/Q) 13.00 29.00 377
Suite module 13.00 29.00 377
1.3 GUESTROOM BLOCK ASSUMPTIONS
QTY.
Number of Guestroom Floors 5
Number of Guestroom Bays / Floor 22
Corridor Width (feet) 5
Guest Room ceiling heights 8' bedroom & 7'6" foyer/bath
Number of Public Elevators 1
Number of Service Elevators 1
GUESTROOMS AND SUITES
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2.1 LOBBY AND PUBLIC AREAS
LOBBY NET AREA COMMENTS
Main Lobby 1,000
Registration 160
LOBBY RETAIL AND SUPPORTSundry/gift Shop 0 optional - suggested at resorts
Lobby Retail (may be leased space) 0
Concierge 120
Valet Office 80
Room Service Storage 0
Public Restrooms 300
Fire Command 80
Total, Lobby and Public Areas 1,740
3.1 FOOD AND BEVERAGE OUTLETS
FOOD OUTLETS NET AREA SEATS COMMENTS
3-Meal Restaurant 1,350 75 18
3-Meal Restaurant - Related Areas 330 Incl. bar, coat, hosting
Specialty Restaurant 0 0 20
BEVERAGE OUTLETS
Lobby Bar 330 15 22
Entertainment Lounge 0 0 20
Coffee Express 175 5 15 SF/seat (includes area for service)
Pool Bar 0 0 12
Total, F&B Outlets 2,185 95
4.1 FUNCTION SPACE
FUNCTION ROOMS QTY. SF EACH NET AREA SEATS COMMENTS
Meeting Room "A" 2 1,500 3,000 210 14
Meeting Room "B" 1 1,000 1,000 70 14
Meeting Room "C" 1 600 600 40 14
Total Interior Function Rooms 4,600 320
EXTERIOR FUNCTION SPACE
Terrace event space 0 0 0 0 20
FUNCTION SUPPORT
Banquet/Meeting Prefunction 1,200
Public Restrooms 250
Coatroom 80 market specific per climate
Meeting Planner 100
Ballroom Projection 0
Function Room Storage 460
A/V Equipment Room & Office Space 110Banquet Beverage Storage 0
Meeting Concierge 0
Banquet Manager 0
Total, Function Support 2,200
Total, Function Space 6,800
PUBLIC AREAS
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5.1 RECREATION
SWIMMING POOL AND FITNESS CENTER NET AREA EXTERIOR COMMENTS
Swimming Pool / Whirlpool 0 0 includes deck area
Pool Equipment / Storage 0
Couple Cabanas 0
Family Cabanas 0
Towel/Watersport Amenity 0
Fitness 700
Children's Club 0Restrooms 30
Total, Pool and Fitness 730
SPA (Developer/ Market Option)
Arrival (w/ Retail) 240
Administration 230
Bistro Café/Juice Bar 25
Men's Locker Room 230
Women's Locker Room 300
Therapy/Treatment Rooms 4 560
Co-ed Relaxation Lounge 200
Mens Relaxation Lounge 0
Womens Relaxation Lounge 0
Salon/Mani-Pedi 50Support 265
Total, Spa 2,100
Total, Recreation 2,830
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6 ADMINISTRATION
FRONT OFFICE NET AREA COMMENTS
Front Office Workarea 120
Front Office Manager 80
Asst. Front Office Manager 0
Director of Operations 0Room Service 140 fire alarm & elevator panels
Room Service Manager 0
Room Service Storage 0
Safe Deposit Boxes / Viewing 50
General Cashier / Count Room 0
Data Center 30
Luggage Storage 40
Total, Front Office 460
ACCOUNTING OFFICE
Controller 120
Ass't. Controller 0
Accounting Workarea 240
Storage / Pantry 0MIS Manager 0
Total, Accounting Office 360
EXECUTIVE, SALES AND CATERING OFFICES
Reception 200
General Manager 130
Secretary 0
F&B Director 0
F&B, Director of Outlets 80
Revenue Management, Director 0
Reservations 110
Sales and Marketing, Director 100
Group Sales, Director 0
Catering and Conv. Services, Director 0
Sales Managers 0
Catering Managers 0
Sales and Catering Workarea 320
Convention Services Manager 0
Administrative Support 90
Conference 0
Storage / Pantry 120
Total, Exec., Sales and Catering Offices 1,150 `
Total, Administration 1,970
ADMINISTRATION
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BACK-OF-HOUSE AREAS
7 FOOD PRODUCTION AREAS
KITCHENS AND PANTRIES NET AREA COMMENTS
Main Kitchen 700
Room Service Pantry 240 0 s.f. if lessee provides room service
3-Meal Restaurant Kitchen (leased) 0 Storage/support included
Banquet Pantry 200Specialty Restaurant Pantry 0
Entertainment Lounge Pantry 0
Pool Bar Pantry 0
Total, Kitchens and Pantries 1,140
KITCHEN STORAGE AND SUPPORT
F&B Storage, Dry 50
F&B Storage, Refrigerated 100
F&B Storage, Beverage 100
F&B Storage, Paper / Other 0
Chef Office 80
Total, Kitchen Storage and Support 330
Total, Food Production Areas 1,470
8 RECEIVING AND STORAGE
RECEIVING NET AREA COMMENTS
Loading Dock (outside) 200 not included in subtotal
Receiving Area (inside) 250
Purchasing and Receiving Office 80
Locked Storage 0
Recycling Area / Baler 120
Can Wash 100
Compactor (outside) 200
Total, Receiving Area 950
STORAGE
Bulk Storage 100
China, Glass, Silver 50
Accounting Records (long-term) 0
Landscape Storage 100
Total, Storage 250
Total, Receiving and Storage 1,200
9 EMPLOYEE AREAS
HUMAN RESOURCES OFFICE NET AREA COMMENTS
Reception 0
Human Resources Director 100
Human Resources Asst. Director 0
Human Resources Workarea 150
Training Room 150
Storage / Pantry 0
Total, Human Resources Office 400
EMPLOYEE SUPPORT
Security / Risk Manager 0
Lockers and Restrooms, Men 150
Lockers and Restrooms, Women 150
Employee Cafeteria 250
Total, Employee Support 550
Total, Employee Areas 950
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10 LAUNDRY AND HOUSEKEEPING
LAUNDRY (Developer/ Market Option) NET AREA COMMENTS
Laundry 100
Soiled Linen Room 100
Laundry Manager 0
Laundry Storage 0
Valet / Dry Cleaning 120
Total, Laundry 320
HOUSEKEEPING
Housekeeping, Director 80
Housekeeping Workarea 150
Clean Linen Storage 150
Uniform Issue 220
Amenities Storage 50
Lost & Found 40
Housemen / Night Cleaners 0
Total, Housekeeping 690
Total, Laundry and Housekeeping 1,010
11 MAINTENANCE OFFICE AND SHOPS NET AREA COMMENTS
Engineering, Director 80
Work Control Center 0
Maintenance Workarea 300
Carpentry Shop 0
Plumbing / Electrical Shop 0
Parts Storage 100
Total, Maintenance Office and Shops 480
12 MECHANICAL/ELECTRICAL EQUIPMENT GROSS AREA COMMENTS
Total Gross Allowance, MEP Equipment Rooms 2,570 3% of total gross hotel area
[ END OF PROGRAM ]
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ALOFT V3.0FACILITY PROGRAM
09/30/2015
Copyright ©2015 Starwood Hotels & Resorts Worldwide, Inc. All Rights Reserved.
CONFIDENTIAL & PROPRIETARY – May not be reproduced, disclosed or distributed without the
express written permission of Starwood Hotels & Resorts Worldwide, Inc.
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HOTEL: REV:
DATE: 9/30/2015 BY: 0
136 Bays
136 Keys
v. 9/30/15
1 RECAP OF AREA PROGRAM
SUMMARYNET AREA
(SF)
GROSS AREA
(SF)
GROSS
SF/KEY PERCENT COMMENTS
Guestrooms 40,181 56,700 416.9 83.7% 41% Gross factor
Public Areas 6,590 7,890 58.0 11.6% 20% Gross factor
Administration 503 600 4.4 0.9% 20% Gross factor
Back-of-House 1,680 1,910 14.0 2.8% 15% Gross factor
Mechanical / Electrical Equipment 671 4.9 1.0% 1% Allowance (of total gross area)
Total, Summary Program 67,770 498.3 100.0%
PUBLIC AREAS (detail )
Lobby 2,170 2,600 19.1 3.8%
Food & Beverage 1,250 1,500 11.0 2.2%
Function Space 580 690 5.1 1.0%
Recreation (excluding spa) 2,590 3,100 22.8 4.6%
Spa 0 0 0.0 0.0%
Total, Public Areas 6,590 7,890 58.0 11.6%
Outdoor Public Space
Backyard 1,640 1,960 14.4
BACK-OF-HOUSE (detai l)
Food Production Areas 370 420 3.1 0.6%
Receiving and Storage 0 0 0.0 0.0%
Employee Areas 290 330 2.4 0.5%
Laundry and Housekeeping 865 990 7.3 1.5%
Maintenance Office and Shops 155 170 1.3 0.3%
Total, Back-of-House 1,680 1,910 14.0 2.8%
2 RECAP OF FACILITIES
GUESTROOM MIX QTY. KEYS BAYS % KEYS
Studio Queen/Queen 48 48 48 35.3% 18'-6" Headboard wall
Standard King 87 87 87 64.0% 14'-6" Headboard wallExtended Q/Q 1 1 1 0.7% 19'-6" Headboard wall
Total, Guestrooms 136 136 100.0%
PUBLIC AREAS (Lobby & Exterior) NET AREA SEATS SEATS/KEY
Food Outlets (Refuel) 300 6 0.04
Beverage Outlets (w xyz) 950 24 0.18
Grand Ballroom 0 0 0.00
Total Function Rooms (Tactic) 530 20 0.15
Swimming Pool 1,730
Fitness Center #REF!
Spa 0
Backyard 1,640
SUMMARY OF SPACE ALLOCATION PROGRAM
aloft
HOTELS
SPACE ALLOCATION PROGRAM
Starwood Hotels Resorts Worldwide, Inc. Proprietary and Confidential Page: 1 of 4
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GUESTROOMS AND SUITES
1.1 GUESTROOM MIX
QTY. KEYS BAYS NET AREA COMMENTS
Studio Queen/Queen 48 48 48 15,552 1 Bay
Standard King 87 87 87 24,186 1 Bay
Extended Q/Q 1 1 1 443 1 Bay: 1-LR, 1-Q/Q (1 Key)
Total, Guestrooms and Suites 136 136 40,181
Total Standard Bays 135
Total Suite and Lounge Bays 1
1.2 GUESTROOM MODULE
WIDTH LENGTH NET AREA
Type 2 (Studio Q/Q) 17.50 18.50 324
Type 4 (Standard King) 15.00 18.50 278
Type 5 (Extended Q/Q) 30.00 14.00 443
1.3 GUESTROOM BLOCK ASSUMPTIONS
QTY.
Number of Guestroom Floors 4
Number of Guestroom Bays / Floor 34
Corridor Width (feet) 5
Number of Public Elevators 2
Number of Service Elevators 0
2.1 LOBBY AND PUBLIC AREAS
LOBBY NET AREA COMMENTS
Entry Vestibule 80Front Desk Lobby Area 400
Front Desk 30
Remix 830
Guest Laundry (Clean) 100 on top guest floor
Business Alcove (In-Touch) 20
Public Restrooms 460
Elevators Lobby Area 250
Fire Command - At Front Desk
Total, Lobby and Public Areas 2,170
2.2 EXTERIOR PUBLIC AREAS
NET AREA
Backyard 1,640
Total Exterior Public Areas 1,640
3.1 FOOD AND BEVERAGE OUTLETS
FOOD OUTLETS NET AREA SEATS COMMENTS
Refuel 300 6
Restaurant - 3rd party 0 0 20
BEVERAGE OUTLETS
w xyz 950 24 40
Total, F&B Outlets 1,250 30
PUBLIC AREAS
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4.1 FUNCTION SPACE
FUNCTION ROOMS QTY. SF EACH NET AREA SEATS COMMENTS
Grand Ballroom 0 10,000 0 0 11 SF/se3 divisions
Jr. Ballroom 0 5,000 0 0 11 2 divisions
Banquet Room "A" 0 3,000 0 0 12
Banquet Room "B" 0 2,500 0 0 12
Banquet Room "C" 0 2,000 0 0 12
Meeting Room "A" 0 1,500 0 0 25
Meeting Room "B" 0 1,250 0 0 14
Meeting Room "C" 0 1,000 0 0 14
Tactic Board Room "A" 1 530 530 20 25
Board Room "B" 0 400 0 0 25
Multipurpose 0 0 0 0 20
Exhibit Hall
Total, Function Rooms 530 20
FUNCTION SUPPORT
Function Storage 50
Ballroom Prefunction Area 0
Jr. Ballroom Prefunction 0
Banquet/Meeting/Bd Rm Prefunction 0
Public Restrooms 0Coatroom 0 per market climate
Meeting Planner 0
Ballroom Projection 0
A/V Equipment Room & Office Space 0
Star Meeting Concierge 0
Banquet Beverage Storage 0
Banquet Manager 0
Total, Function Support 50
Total, Function Space 580
5.1 RECREATION
SWIMMING POOL AND FITNESS CENTER NET AREA COMMENTS
Swimming Pool (Splash) 1,600
Pool Equipment / Storage 130
Fitness Center (ReCharge) 800
Restroom 60
Total, Pool and Fitness 2,590
Total, Recreation 2,590
6 ADMINISTRATION
FRONT OFFICE NET AREA COMMENTS
Front Office Workarea 210General Manager 90
Data Center 140
Luggage Storage & Safety Deposit Boxes 63 adjacent front desk
Total, Front Office 503
ADMINISTRATION
Starwood Hotels Resorts Worldwide, Inc. Proprietary and Confidential Page: 3 of 4
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BACK-OF-HOUSE AREAS
7 FOOD PRODUCTION AREAS
KITCHENS AND PANTRIES NET AREA COMMENTS
w xyz Storage 130
Refuel Prep Area (cold) 230
Refuel Storage (dry) 140
3-Meal Restaurant Kitchen (leased) 0 Only occurs w/ leased restaurantBanquet Pantry 0 if restaurant kitchen cannot provide
Total, Kitchens and Pantries 370
Total, Food Production Areas 370
8 RECEIVING AND STORAGE
RECEIVING NET AREA COMMENTS
Loading Receiving Area (outside) 0 not included in subtotal
Compactor (outside) 0
Total, Receiving Area 0
Total, Receiving 0
9 EMPLOYEE AREAS
EMPLOYEE SUPPORT
Security / Risk Manager 0
Restrooms, Unisex 40
Employee Locker Rooms 0
Employee Cafeteria (Break Room) 250
Total, Employee Support 290
Total, Employee Areas 290
10 LAUNDRY AND HOUSEKEEPING
LAUNDRY NET AREA COMMENTS
Laundry 440 includes Housekeeping storage
Soiled Linen Room 0
Laundry Manager 0
Laundry Storage 0
Total, Laundry 440
HOUSEKEEPING
Clean Linen Storage 425
Total, Housekeeping 425
Total, Laundry and Housekeeping 865
11 MAINTENANCE OFFICE AND SHOPS NET AREA COMMENTS
Engineering, Director/Shop(s) 155 Work station in Mechanical Room
Total, Maintenance Office and Shops 155
12 MECHANICAL/ELECTRICAL EQUIPMENT GROSS AREA COMMENTS
Total Gross All owance, MEP Equipment Rooms 671 1% of total gross hotel area
Starwood Hotels Resorts Worldwide, Inc. Proprietary and Confidential Page: 4 of 4
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Manual Disclaimer
This manual and all materials, procedures and systems herein contained or depicted (the “Manual”)
have been developed by, and are the sole and exclusive property of Starwood Hotels & ResortsWorldwide, Inc. (“Starwood”), One StarPoint, Stamford, Connecticut 06902.
The content herein may be protected by patent, trademark, trade secret, copyright, or otherproprietary rights and laws, and is the private and confidential property of Starwood. The contentscontain proprietary trade secrets that are private and confidential property of Starwood. Unauthorizeduse, disclosure, or reproduction of any kind of any material contained in this Manual is expresslyprohibited. The contents hereof are to be returned immediately upon termination of any relationshipor agreement giving user authorization to possess or use such information or materials. Anyunauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available toStarwood.
These documents are intended to serve as a starting point for complete design to be performed bylicensed professionals. They have been prepared with the sole purpose of conveying the brandbenchmark for this particular product only. The architect, engineer, designer or any other designprofessional of record is responsible for compliance with any and all laws or regulations of any type ordescription governing the proposed construction.This manual may be altered, amended or supplemented by Starwood in its sole discretion from timeto time. It is your responsibility to familiarize yourself with the contents of the Manual and to keepyourself apprised of any and all updates to it on www.regdocumentcenter.com.
In the event of any inconsistency or conflict between a provision in this Manual and any federal,provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting
or inconsistent provision(s) of this Manual in all properties subject to that law. All owners/developersshould seek independent legal counsel for advice concerning application of and compliance with anyapplicable law.
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36Response to Request for Proposal - PACIFICA
RESPONSE TO REQUEST FOR PROPOSAL
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W W W . H A N D E L A R C H I T E C T S . C O M
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Viola Hotel & Residences, Boston, MA
OWNER · Peebles Corporation
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 400,000 sq.ft.STATUS · Design Development
DESCRIPTION
Viola is a brand new mix-use project located at the corner of Mass
Ave and Boylston Street in Boston. Won through a design competi-
tion in 2014, the undulating form contains hotel, residential, and re-
tail space, while creating a open plaza along the street. The project
is clad in a glazing and terra-cotta system that has been conceived
to accentuate the undulating form of the building and recall the
texture, tones, and colors of the architectural context, including 360
Newbury Street, the Boston Architectural College, and the fire sta-
tion (Ladder Co. 15 and Engine Co. 33).
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Dream Downtown Hotel, New York, NY
OWNER · Hampshire Hotel & Resorts LLC & Vikram Chatwal Hotels
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 184,700 sq.ft.
STATUS · Completed in 2011
DESCRIPTION
Dream Downtown Hotel is a 184,000 sq. ft. boutique hotel in the
Chelsea neighborhood of New York City. The 12-story building
includes 316 guestrooms, two restaurants, rooftop and VIP loung-
es, outdoor pool and pool bar, a gym, event space, and ground
floor retail.
Originally designed for the Maritime Union in 1966, the building
was converted into a hotel, which created design opportunities
as well as constraints. The original façade was punched with port-
hole windows to express the maritime program, and these werekept and expanded upon. The portholes became central to the
design and the surreal quality they create. The original through
block building offered limited possibilities for natural light, so
four floors were removed from the center of the building, which
created a new pool terrace and beach, new windows and balco-
nies for guestrooms, along with two new floors of guestrooms
on the southern portion of the building. To the north, a glass
enclosed roof-top lounge and terrace was created. The glass bot
tom pool, dotted with portholes of its own, allows guests in the
lobby glimpses through the water to the outside (and vice versa)
and connects the spaces in an ethereal way. Light wells framed in
teak between the lobby, pool and lower levels allow the guest to
be transported between spaces. Two hundred hand blown glass
globes float through the lobby and congregate over The Marble
Lane restaurant filling the space with a light cloud.
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950 Market Street, San Francisco, CA
OWNER · Group I
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 400,000 sq.ft.
STATUS · Design Development
DESCRIPTION
950 Market Street is a new mixed-use development occupying the
majority of a triangular block where San Francisco’s Union Square,
Tenderloin and South of Market districts meet. The 34,000 sq. ft. site
is shared with the historic Warfield Theater, and the development
includes 250 residence and 232 hotel keys above ground floor retail
in a 12-story building.
The scale and aesthetic of the project is designed to relate to the
context of adjacent buildings in the Tenderloin and along Market
Street. The building massing optimizes the potential of the site whilealso carving out generous outdoor plazas for the public realm on
both Turk and Market Streets. Glass fiber reinforced concrete clad-
ding takes cues from the masonry buildings of the surrounding area
while the patterning and textured character of the façade offers a
contemporary interpretation of traditional punched windows in the
neighborhood. Designed to read as a continuous wrapper around
the building, the façade also employs variation and modulation in
window openings and panel sizes to correspond to interior units fo
the hotel and residential spaces within.
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1101 Ocean, Asbury Park, NJ
OWNER · iStar
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 500,000 sq.ft.
STATUS · Construction Documents
DESCRIPTION
Located in the oceanside town of Asbury Park, 1101 Ocean is a new
mixed-use project with 128 residences, 58 hotel rooms, and 22,000
sq. ft. of ground level retail. Designed by Handel Architects, the
building design is an homage to the beach house vernacular – sim-
ple materials, open, light and airy. The podium’s floor edges extend
beyond the wall cladding, accentuating the horizontal. The upper
tower continues the horizontal expression with wrap-around balco-
nies with glass railings and a window wall system.
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Rosewood Hotel & Residences, Abu Dhabi, UAE
OWNER · Mubadala Real Estate & Hospitality
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Brennan Beer Gorman Monk Interiors
SIZE · 1.1M sq.ft.
STATUS · Completed in 2013
DESCRIPTION
Located in Abu Dhabi’s new Al Maryah Island financial district be-
tween the Abu Dhabi Securities Exchange and the Cleveland Clinic,
Rosewood Abu Dhabi is a new 1.1M sq.ft. mixed-use development.
The complex includes a five-star 189-room Rosewood hotel, 131 ser-
viced apartments, banquet facilities, meeting facilities, spa, fitness
center, retail space, restaurants, and parking.
The inspiration for the tower is derived from the glistening Arabian
Gulf and the vast desert that surrounds Abu Dhabi city. The 34-story
hotel is a dramatic modern structure covered with reflective glass,which was chosen for its daytime shimmer and its nighttime lumi-
nescence. The curvilinear architecture of the 470-foot-tall building
is designed to suggest the movement in this vibrant city and the
inspiration for the interiors of the hotel comes from the meeting of
land and sea, desert and sky.
Inside, the lobby is bordered on one side with a flowing water fea-
ture and on the other with a dramatic wall of art to draw guests into
the space with warm tones, clean lines and sleek materials. This is
juxtaposed with comfortable furnishings and flowing fabrics in warm
colors reminiscent of a local souk. Throughout the hotel, traditiona
Middle Eastern textiles and details are mixed with modern lines andforms.
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Nove Residences, San Francisco, CA
OWNER · Linea Built, Inc.
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 20,000 sq.ft.
STATUS · Completed in 2010
DESCRIPTION
Nove is a luxury nine-unit residential development located in San
Francisco’s Mission District. It is contemporary in style but harmo-
nizes with this neighborhood of mostly three-story Victorian-era
structures. The units range in size from 1,200 sq. ft. to 1,600 sq. ft.
There are three units on each site; two front Guerrero Street and the
third fronts Ames Street. The Guerrero units have shared parking
on the ground level, a two-bedroom unit on the second level, and
a three-bedroom duplex on the third and fourth levels. The Ames
units are similar to two-bedroom urban townhouses, each with indi-vidual parking.
Nove is LEED-platinum certified, employing sustainable elements
such as solar thermal hot water, in-floor solar assisted radiant floor-
ing, double glazed thermally broken windows and doors, energy
star appliances, low-flow faucets and toilets, low water / drought tol
erant landscaping, and maximum use of locally sourced sustainable
materials.
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72 Ellis Street Hotel, San Francisco, CA
OWNER · Highgate Hotels
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · indidesign
SIZE · 84,000 sq.ft.
STATUS · Design Development
DESCRIPTION
72 Ellis is a 156-key, 11-story hotel project located in the heart of
Union Square of San Francisco. The site is mid-block infill plot which
is currently a surface parking lot flaked by a historical structure and
a mid-70’s parking garage. The area is known for its high traffic retail
and convention hotel accommodations. Architecturally the area has
numerous structures post 1906 earthquake which highly articulated
and well kept. The design for 72 Ellis is primarily to create a façade
that would accentuate the scale and proportions of the nearby his-
torical fabric and maintain a contemporary feel. The façade is de-signed with as a three bay composition with has a strong vertical
masonry expression emulating the fabric of neighboring structures
The top of the building which is enhanced with a roof garden terrace
is express by the vertical frames extended upward to create exterio
rooms. At the ground floor the vertical frames are raise above the
two story retail façade creating an openness and enhancing the pe-
destrian along the street.
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450 Hayes Residences, San Francisco, CA
OWNER · DM Development
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 64,000 sq.ft.
STATUS · Under construction, est. completion October 2016
DESCRIPTION
450 Hayes was contemplated by the San Francisco’s Market-Octa-
via Plan to help heal the scar to the neighborhood resulting from
the construction, and subsequent demolition, of the Central Free-
way. The project is comprised of 41 residential units, 20 car parking
spaces and includes storage for 42 bicycles. The site is an irregular,
almost trapezoidal lot, that faces both Hayes and Ivy Streets. The
proposal is to construct two structures, up to 45-feet tall, which will
be built to the property lines along Hayes and Ivy. Consistent with
the neighboring buildings, the commercial space is broken up intotwo storefronts and will be constructed on the ground floor along
Hayes Street. An internal courtyard running the east-west width of
the project provides outdoor space and light and air to many of the
residential units. The internal courtyard also provides an outdoor link
to the two buildings through an exterior stair and a series of bridges.
In addition to the residential lobby facing Hayes Street, a secondary
residential entry will be located on Ivy Street.
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240 Pacific Avenue Residences, San Francisco, CA
OWNER · Grosvenor
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 70,200 sq.ft.
STATUS · Design Development
DESCRIPTION
240 Pacific Avenue is a new 32-unit residential development in the
Jackson Square area of San Francisco. The building takes design
cues from the historical warehouses in the area, offering a modern
interpretation of the brick low-rise structures that still adorn the
neighborhood.
The site wraps the north and east sides of the Old Ship Saloon, a
designated historical site at the intersection of Battery and Pacific,
and the massing of the new building has been articulated to address
this adjacency, as well as that of 733 Front Street, east of the site. 240Pacific is carved to include multiple open space opportunities, and
the individual volumes vary in height, keeping in context with the
urban fabric.
Exterior materials are a balance between the historical fabric and the
more recently renovated structures in the district. Jackson Square is
one of San Francisco’s oldest neighborhoods and over the past sev
eral decades many structures have gone through some type of ren
ovation or adaptive reuse. 240 Pacific builds on the idea of masonry
as the main framework of the structure with metal and glass as an
interlacing fabric that melds the project together. The masonry fa
cade includes the vertically punched openings that can be found on
neighboring historical buildings, while the more delicate lattice metal frame curtainwall draws inspiration from the steel sash windows
of nearby warehouse buildings and recently renovated structures.
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The Pacific, San Francisco, CA
OWNER · Trumark Urban
DESIGN ARCHITECT · Handel Architects
ARCHITECT OF RECORD · Handel Architects
INTERIOR DESIGNER · Handel Architects
SIZE · 250,000 sq.ft.
STATUS · Under construction, est. completion August 2016
DESCRIPTION
The Pacific at 2155 Webster Street is a 250,000 sq. ft. adaptive re-
use project in the Pacific Heights neighborhood of San Francisco.
Formerly a dentistry school, the project is being converted from its
office use into a luxury residential development, including seven-
ty-seven condo units and ten individual townhomes.
Handel Architects’ design approach maintains the façade grid of the
original building, but lightens the structure by removing the existing
pre-cast panels to make way for larger scale windows. This thinner,
more delicate structure will be covered with a new champagne colorstainless steel cladding system, which reflects the sunlight in gold
and light brown hues. Puncturing the structure are floor-to-ceiling
glass windows, offering expansive views. Additionally, a three-di-
mensional window bay has been designed to create moments
where the occupants can gain views past the existing structure
These windows are dispersed throughout all four facades, with the
density increasing towards the edges and the top of the building
The penthouse, formerly a mechanical shed, will be converted to
four homes with private terraces, and a common lounge with com-
munal terrace for the building’s residents.
At the ground level, townhomes on the adjacent surface parking lot
have been designed to have a similar scale and form as single family
homes in the neighborhood. The three story homes have access toindividual private gardens and the amenities of the main building
Communal lawns and landscaping have been created in between
the townhomes as open space for the use of all the residents of the
development.
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APPENDIX C: ATTACHMENTS A & B
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ATTACHMENT A
Questions & Responses from RFQ Page 15
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1. Would you consider phasing the hotel construction?
Response: We would not recommend phasing for the main hotel building, unless future hotel phasing involved a
“satellite” building(s). It is not uncommon for hotels to incorporate satellite rooms, cottage and meeting areas.
On a related note, phasing of satellite residential and retail uses in separate building could be readily phased.
Should phasing be contemplated, we would actively manage construction noise to reduce guest discomfort.
2. If a podium was chosen for all or part of the site, could it be engineered and built in phases, and is thatfinancially feasible compared to building it all at once?
Response: Below-grade work, including utility connections would ideally be achieved in phase 1 to avoid
increased future costs for excavation, shoring, tiebacks and underpinning. If phased, below-grade sections should
planned to be as large as possible for the given phase.
3. Where would you want the hotel to have street frontage?
Response: Per initial study we advocate the frontage be along Beach Boulevard to engage the ocean views.
4. Where would you want access and exiting for the hotel?
Response: Per initial review, vehicular access could be from either Palmetto Avenue or Montecito Avenue via a
narrow private lane. This lane could also provide access to future residential uses and provide a connection for
underground parking. (Both avenue’s offer opportunities and further study and program development will help
to locate.)
5. What is maximum and minimum number of hotel rooms that you would consider at this site?
Response: 100 to 150 guest rooms.
6. Do you recommend adding residential uses or another use to the site in addition to the hotel?
Response: Yes, we recommend adding residential uses to the site in addition to the hotel, complementing
residential hospitality functions and the uniqueness of this site. We believe there is significant demand for housing
in Pacifica because of its excellent access to Downtown San Francisco, SFO and Palo Alto/Silicon Valley. Today,
Pacifica offers “value” compared to San Francisco and other locations in Northern Californi a with world-class
natural beauty and setting.
7. Are conference facilities valuable to your vision, either on or off the site, and for what audience?
Response: Yes, the site would be a good semi-remote location for a small retreat or seminar/conference and the
semi-remote and unique character to the site for wedding, anniversary, milestone, etc. celebrations. As a drive-to-
destination, Pacifica could draw significant group business from the surrounding Bay Area large demand drivers
with sufficient meeting space.
8. Do you commit to supporting the existing Hotel Business Improvement District (BID) and a potential BID on
Palmetto Avenue?
Response: Yes, we commit to supporting the existing Hotel BID and potential Palmetto Avenue BID. TPC believes
that we can be a helpful advocate for programs that promote the Avenue’s long-term economic development
thereby creating a thriving boulevard that attracts both residents and visitors.
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ATTACHMENT B
Comparable Hotel Development Experience
The Peebles Corporation
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #1
a. Developer / Operator Name:
The Peebles Corporation / Marriott Hotels
b. Project Name, Address and Web Site:
Courtyard Marriott Washington Convention Center
900 F St. NW, Washington, DC 20004
http://www.marriott.com/hotels/travel/wascn-courtyard-washington-convention-center/
c. Proposer Name on that Comparable Project (if different than above):
Same as above.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
The Peebles Corporation – Developer
Donohoe Development Company – Co-Developer
Hospitality Partners – Hotel Management Partner
e. Current Project Status (predev, in construction, in operation)
In operation. This property has ranked in the top 10 best performing Courtyard Hotels worldwide for five
consecutive years.
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
Resolution Trust Corporation – Contracting Entity
Downtown / Commercial Business District
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
135,000 GSF / 14,645 Land Area
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h. Total Number of Guest Rooms
188 Keys
i. Range of Guest Rooms Size (sf)
350 - 600 sf
j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
10,500 SF – includes Gordon Biersch restaurant. The restaurant can accommodate 450 guests with additional
patio seating available. Private banquet facilities are also available for 50-60 guests in the upstairs dining room,
with a smaller private room on the main floor accommodating 30-35 persons. Full-restaurant banquets are also
available seating up to 400 persons. http://www.gordonbiersch.com/locations/washington-dc?action=view
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above.
l. Total Area of Meeting or Banquet Facilities (sf by type)
700 sf
m. Green Building Features (if any)
None.
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Built in 1891 and listed on the National Historic Places. Extensive renovation included restoration of original
marble floors, the ornate gold-leaf ceiling and the lobby’s Corinthian. Building consists of brick, terra cotta,
exposed metal plaster and stone.
o. Construction Start Date (actual or estimated)
1993
p. Construction Completion Date (actual or estimated)
1997
q. Total Development Cost
$25 million
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r. Financing: Sources of Funds (Debt & equity)
Resolution Trust seller financing / BB&T – Debt
Peebles / Donohoe Development Company – Equity
s. Financing Contact Info (list entity, contact name, and phone number for each source even if also listed under
references)
Christopher Bruch
President & COO, The Donohoe Companies
(202) 625-8402
Robert Pincus
Vice Chairman, Eagle Bank (formerly of BB&T)
(202) 367-3024
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #2
a. Developer / Operator Name:
The Peebles Corporation / InterContinental (IHG) Crowne Plaza Hotel
b. Project Name, Address and Web Site:
The Royal Palm Hotel
1545 Collins Avenue, Miami Beach, FL 33139
http://www.royalpalmsouthbeach.com/
c. Proposer Name on that Comparable Project (if different than above):
Same as above.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
The Peebles Corporation - Developer
e. Current Project Status (predev, in construction, in operation)
In operation. In 2004, The Royal Palm was awarded IHG’s Hotel of the year. Also in 2004, the hotel was ranked
second in IHG’s guest satisfaction for all hotel properties in the Americas. The Royal Palm had the highest
REVPAR increase and largest profit increase of any IHG hotel that same year.
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
City of Miami Beach – Contracting Entity
Coastal Development in South Beach
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
350,000 GSF / 1.9 acres
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h. Total Number of Guest Rooms
393 Keys
i. Range of Guest Rooms Size (sf)
264 - 1,393 sf
j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
Former Restaurant – Britto’s by Romero Britto (renowned Brazilian Artist)
Full pool and beach F&B services for 300 chaise lounges and day beds
1,350 sf fully equipped fitness center and a 500 sf outdoor yoga deck
Renew The Spa (current operator) consisting of 6 treatment rooms plus manicure, pedicure and hair stations
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above
l. Total Area of Meeting or Banquet Facilities (sf by type)
6,000 sf of versatile meeting facilities including outdoor function space.
m. Green Building Features (if any)
None.
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Art Deco materials
o. Construction Start Date (actual or estimated)
1997
p. Construction Completion Date (actual or estimated)
2002
q. Total Development Cost
$85 million
r. Financing: Sources of Funds (Debt & equity)
Ocean Bank – Debt
The Peebles Corporation / Intercontinental Hotel Group – Equity
s. Financing Contact Info (list entity, contact name, and phone number for each source even if also listed under
references.
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Robert Chitty
SVP Corporate Finance, Intercontinental Hotel Group
(770) 604-5321
Federico Tunnermann
SVP, Ocean Bank
(305) [email protected]
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #3
a. Developer / Operator Name:
The Peebles Corporation) / Sbe Hospitality
b. Project Name, Address and Web Site:
SLS Lux DC
901 5th Street NW, Washington D.C. 20001
c. Proposer Name on that Comparable Project (if different than above):
Same as above.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
Lead Developer
e. Current Project Status (predev, in construction, in operation)
Predevelopment
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
District of Columbia – Contracting Entity
Downtown / Commercial Business District
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
250,000 GSF; 20,641 Land Area
h. Total Number of Guest Rooms
175 Keys
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i. Range of Guest Rooms Size (sf)
Average guest Room 365 sf
j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
Restaurant: 6,450 sf / Operator: Spoonful
Rooftop Bar: 1,650 sf / Operator: Spoonful
Operator has managed numerous landmark restaurants in gateway cities including Las Vegas, Miami, Los Angeles
and New York. The restaurant will feature a prominent chef and drive traffic to both the hotel and surrounding
community. http://sbe.com/restaurants
Spa: 4,300 sf / Operator: sbe (hotel operator)
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above.
l. Total Area of Meeting or Banquet Facilities (sf by type)
Meeting and Banquet Space: 11,100 sf
m. Green Building Features (if any)
LEED Silver
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Comprised of primarily steel and concrete with a pre-cast, steel and glass curtain wall.
o. Construction Start Date (actual or estimated)
Q1 2017 (est.)
p. Construction Completion Date (actual or estimated)
Q1 2019 (est.)
q. Total Development Cost
$155 million
r. Financing: Sources of Funds (Debt & equity)
Eagle Bank – Debt (est.)
Peebles / MacFarlane Partners – Equity (est.)
Peebles is currently funding 100% of pre-development costs.
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #4
a. Developer / Operator Name:
The Peebles Corporation / Kimpton Hotels (est.)
b. Project Name, Address and Web Site:
Benjamin Franklin Parkway Hotel
1801 Vine Street, Philadelphia, PA 19103
c. Proposer Name on that Comparable Project (if different than above):
Same as above.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
Lead Developer
e. Current Project Status (predev, in construction, in operation)
Predevelopment
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
City of Philadelphia – Contracting Entity
Downtown / Commercial Business District
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
232,400 GSF / 87,000 Land Area
h. Total Number of Guest Rooms
216 Keys
i. Range of Guest Rooms Size (sf)
325 - 500 sf
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j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
Restaurant: 6,000 sf / Operator: TBD
Rooftop Bar: 1,500 sf / Operator: TBD
Spa: 2,500 sf / Operator: TBD
https://www.kimptonhotels.com/dine-overview
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above.
l. Total Area of Meeting or Banquet Facilities (sf by type)
Meeting and Banquet Space: 20,000 sf
m. Green Building Features (if any)
LEED Silver.
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Built in 1940 and listed on the National Historic Places. Extensive renovation includes restoration of original
interior murals and restoration consisting of brick, terra cotta, exposed metal, plaster and stone.
o. Construction Start Date (actual or estimated)
Q1 2017 (est.)
p. Construction Completion Date (actual or estimated)
Q3 2018 (est.)
q. Total Development Cost
$95 million
r. Financing: Sources of Funds (Debt & equity)
TBD – Debt
Peebles – Equity
Peebles is currently funding 100% of pre-development costs.
s. Financing Contact Info (list entity, contact name, and phone number for each source even if also listed under
references)
Not applicable.
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ATTACHMENT B
Comparable Hotel Development Experience
Starwood Hotels
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #1
a. Developer / Operator Name:
Not Available / Starwood Hotels & Resorts
b. Project Name, Address and Web Site:
The Riviera Palm Springs, A Tribute Portfolio Resort
1600 North Indian Canyon Drive
Palm Springs, CA 92262
https://www.starwoodhotels.com/tributeportfolio/property/overview/index.html?propertyID=4368
c. Proposer Name on that Comparable Project (if different than above):
Not applicable.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
Franchised Resort within Tribute Portfolio
e. Current Project Status (predev, in construction, in operation)
In operation.
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
Not available.
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
Building Area (Gross SF) 383,708 / 21-acre resort; Land Area (Gross SF) 933,491
h. Total Number of Guest Rooms
398
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i. Range of Guest Rooms Size (sf)
300 SF - 1,761 SF
j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
Food and Beverage Outlets: Bikini Pool & Bar, Sidebar, Starlite Lounge and Circa 59
Pools (3), Fitness Center, Business Center, Parking, 11,000 SF Spa
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above.
l. Total Area of Meeting or Banquet Facilities (sf by type)
Indoor = 37,078 SF
Outdoor = 15,000 SF
Largest Ballroom = Grand Ballroom 19,670 SF
m. Green Building Features (if any)
Not available.
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Not available.
o. Construction Start Date (actual or estimated)
Built in 1959, renovated 2008
p. Construction Completion Date (actual or estimated)
Joined Tribute Portfolio 11/3/2015
q. Total Development Cost
Not available.
r. Financing: Sources of Funds (Debt & equity)
Not available.
s. Financing Contact Info (list entity, contact name, and phone number for each source even if also listed under
references).
Not available.
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #2
a. Developer / Operator Name:
Not Available / Starwood Hotels & Resorts
b. Project Name, Address and Web Site:
Aloft San Francisco Airport
401 East Millbrae Avenue
Millbrae, CA, 94030
http://www.starwoodhotels.com/alofthotels/property/overview/index.html?language=en_US&propertyID=3719
c. Proposer Name on that Comparable Project (if different than above):
Not applicable.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
Franchised Hotel, part of Aloft Brand .Previously owned by Starwood and converted to Aloft in 2012 (formerly a
Clarion property)
e. Current Project Status (predev, in construction, in operation)
In operation.
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
Next to San Francisco Airport.
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
Building Area (Gross SF) 94,762 / approximately eight-acre site
h. Total Number of Guest Rooms
253
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i. Range of Guest Rooms Size (sf)
~370 SF - 562 SF
j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
Lobby (5,102 GSF) includes w xyz bar (2,313) and re:fuel by Aloft (756) food and beverage offerings.
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above.
l. Total Area of Meeting or Banquet Facilities (sf by type)
675 SF (1 small meeting space)
m. Green Building Features (if any)
(if any) Standard water and electricity green practices for hotel redevelopment
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Not available.
o. Construction Start Date (actual or estimated)
Built in 1962
p. Construction Completion Date (actual or estimated)
9/13/2012
q. Total Development Cost
Not available.
r. Financing: Sources of Funds (Debt & equity)
Not available.
s. Financing Contact Info (list entity, contact name, and phone number for each source even if also listed under
references).
Not available.
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COMPARABLE HOTEL DEVELOPMENT EXPERIENCE #3
a. Developer / Operator Name:
Not Available / Starwood Hotels & Resorts
b. Project Name, Address and Web Site:
Aloft Cupertino
10165 North De Anza Boulevard
Cupertino, California 95014
http://www.starwoodhotels.com/alofthotels/property/photos/index.html?propertyID=3753&mediaID=1016719
366
c. Proposer Name on that Comparable Project (if different than above):
Not applicable.
d. Proposer Role (i.e., managing partner, limited partner, consultant, etc.)
Franchised Hotel, part of Aloft Brand
e. Current Project Status (predev, in construction, in operation)
In operation.
f. Is Hotel Development a Development Contract with Government, on the Coast, in a Downtown or a
Commercial Business District?
Not available.
g. Total Hotel Building Area (sf), Hotel Site Area (sf).
Not available
h. Total Number of Guest Rooms
123
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i. Range of Guest Rooms Size (sf)
~324 SF - 443 SF
j. Total Area committed to Restaurants, Retail or Spa Services (sf by use. List name, operator, describe role in
creating a destination hotel)
Re:fuel, our 24/7 grab & go gourmet snack station, is full of healthy bites, build-your-own hot breakfast and
make-your-own cappuccinos.
W XYZ® bar offers everything from pints to Pinot Noirs, plus a snack-attack menu that features locally sourced
bites, perfect for some late night noshing. We also host a variety of live entertainment from live acoustic
performances, DJ nights and more. Our 30-foot-long bar at W XYZ seats up to 14 people, plus couches in the
Re:mix Lounge, and outdoor additional seating.
k. Total Area committed to Hotel Dining Room if different than above (sf)
Same as above.
l. Total Area of Meeting or Banquet Facilities (sf by type)
1,110 SF (3 meeting rooms)
m. Green Building Features (if any)
(if any) Standard water and electricity green practices for hotel redevelopment
n. Construction Type (name material, i.e., wood, plaster, stucco, etc.)
Not available.
o. Construction Start Date (actual or estimated)
2012
p. Construction Completion Date (actual or estimated)
8/13/2014
q. Total Development Cost
Not available.
r. Financing: Sources of Funds (Debt & equity)
Not available.
s. Financing Contact Info (list entity, contact name, and phone number for each source even if also listed under
references).
Not available.
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APPENDIX D: DEVELOPMENT CONCEPT IMAGES
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