2 Canal Redevelopment LLC Proposal PDF

REDE VELOPMENT OF
2 C ANAL S TREE T
Response to RFP No. 8975-01775
Submitted to:
The City of New Orleans and the

New Orleans Building Corporation
Submitted by:
2 Canal Redevelopment, LLC
2 Cana
16 February, 2015
RFP Number 8975-01775
Request for Proposal Submission For;
Redevelopment, LLC
Redevelopment of 2 Canal Street

New Orleans, Louisiana
DEAR CITY ASSOCIATES,

2 Canal Redevelopment, LLC, in partnership with Hilton Worldwide, is pleased to submit our proposal and offer for the redevelopment
Hilton has also been one of our citys most important local corporate citizens. In the New Orleans area, Hilton brands provide a major
of 2 Canal Street coupled with our comprehensive Central Riverfront development plan. Our proposal presents an incredibly exciting
foundation of our local hospitality industry, employing more than 1,100 local citizens. Additionally, the 1,622 room Hilton New Orleans
redevelopment of the iconic building into an internationally renowned Conrad New Orleans Hotel and Residences by Hilton Worldwide.
Riverside has been a bedrock asset for our local hospitality industry for over 30 years, making possible countless conventions and major
Our collaboration with Hilton in turn unlocks and stimulates a unique opportunity for the total transformation and major redevelopment
events in New Orleans which simply would not have been possible without that great hotel. The introduction of the internationally
of the entire Central Riverfront, stretching from the Aquarium/Woldenberg Park through the Ernest N. Morial New Orleans Convention
renowned luxury brand Conrad as part of the Hilton complex will be a fitting addition for this world-class hotel company, and represents
Center.
an invaluable and important addition to this city. Moreover, the Conrad brand itself represents the best expression of new contemporary
Our redevelopment of 2 Canal Street into the Conrad New Orleans Hotel and Residences by Hilton Worldwide is envisioned to make a
major statement on behalf of New Orleans, as our City prepares to enter her fourth century. When the International Trade Mart and
adjacent Rivergate opened a half century ago, the celebrational theme at the time was of New Orleans as an international city. The famed
luxury and is particularly appealing to the global elite: the affluent and informed luxury travelers of today. With its current footprint in
24 global gateway cities and pipeline of 19 more properties slated to open around the world in the near future, the Conrad brand also
represents a dynamic reach to all corners of the globe.
architect Edward Durrell Stone delivered a stunning modernist, cruciform design that symbolically pointed to all corners of the globe. This
In addition to our outstanding sponsoring partnership, our proposal presents the City an incomparable combination of an excellent
icon of architecture and commerce signaled a new day for New Orleans a building viewed as an enduring symbol of our great city with a
business deal, expansive community benefits, and social responsibility. These are highlighted as follows:
clear message that this is a city with a great past and an undoubtedly greater future. Our redevelopment of this iconic structure is designed
to convey the exact same message.
Three hundred years after the founding of our City, adjacent to this very site, this is the project that best symbolizes the arrival of our
Tricentennial. Its redevelopment should play a central role in the Tricentennial, become a permanent and lasting icon of that historic
milestone, and echo the message of New Orleans as an international city, a city with an unlimited future. As a premiere public asset, it
COMMUNITY BENEFITS/ COMMUNITY ENGAGEMENT

In addition to the direct financial payments proposed to the City (Section E), the overall community benefits from our project are
unmatched in terms of economic benefit to the City. These community benefits can be described in four categories:
1. Our development will unlock the necessary resources for the redevelopment of the Central
should also recognize and incorporate the inclusion of all of New Orleans citizens and serve to create maximum community benefits.
Riverfront with a staggering total impact of $8.84 billion in present value terms;
Finally, the development of 2 Canal Street should leverage the opportunity to not only create a great building, but also transform the entire
2. Our design includes a package of signature public features and public amenities in
riverfront and thereby help lift the entire local economy. Thus, we believe our plan and partnership offers the City the best opportunity for
the critically important civic areas which surround the building;
maximizing direct financial results, as well as a package of incomparable additional community benefits. We are pleased to highlight these
3. Our project includes public and community benefits which are designed and incorporated into the building itself; and
unique elements of our proposal in this Executive Summary.
4. Our development plan includes the creation of a set of investments that address the social responsibility
OUR NEW ORLEANS PARTNERSHIP

First, our development partnership consisting of Joe Jaeger, Darryl Berger, Roger Ogden, and Dr. Norman Francis is 100% owned
to use this project as a vehicle to make meaningful and sustainable contributions into our broader
community in partnership with local institutions and initiatives including Xavier University, the Urban
League of Greater New Orleans, The City of New Orleans, NOLA FOR LIFE, and others.
and controlled by New Orleanians. This partnership includes four of our communitys premier individuals in community leadership and
philanthropy, an incredible depth of expertise and track record in New Orleans real estate ownership and development, and, in the case
In conclusion, our proposal is unequaled in quality and magnitude while standing as a project that is 100% by New Orleanians for New
of Dr. Francis, an incomparable individual who has provided this community and all of its citizens with transformative leadership and
Orleanians. It is founded on the pillars of strategic partnership and collaboration with local institutions that are interwoven in the fabric
unparalleled dedication to the City for over a half century.
of the City just as we are.
We would point out that in contrast to certain other proposals, which might perhaps include a number of passive local investors, our
partnership is 100% owned, controlled, and driven by four individuals whose entire lives, livelihoods, reputations, and lifetimes of service
are all rooted solely in New Orleans. When announcing this project, Mayor Mitch Landrieu said this will be a New Orleans project built
by New Orleanians for New Orleanians. Our proposal embodies that sentiment from owners and developers to architects, engineers,
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designers, consultants, attorneys, and contractors.

HILTON WORLDWIDE
In addition to our 100% New Orleans based ownership, our operating and development partner in the Conrad New Orleans Hotel and
Residences, as well as the transformative comprehensive development plan for the central riverfront, is Hilton Worldwide. Hilton is one of
Conrad Seoul
Conrad New York
A DEVELOPMENT PLAN
B PROJECT DESIGN
29
C DEVELOPMENT TEAM
75
D FINANCIAL ARRANGEMENTS & FUNDING
85
FINANCIAL & LEASE TERMS
103
DBE PARTICIPATION
107
G OTHER REQUIREMENTS
113
APPENDIX
117
A.1 DEVELOPMENT PLAN

2 Canal Redevelopment, LLC proposes to redevelop 2 Canal
that address the social responsibility to use this project as a vehicle
Street into the Conrad New Orleans Hotel and Residences. Our
to make meaningful and sustainable contributions into our broader
development plan will provide a unique, dynamic, and powerful
community.
mixed-use project at the intersection of Canal and Poydras Street.
I. THE KEY TO THE CENTRAL RIVERFRONT DEVELOPMENT
The Conrad New Orleans Hotel and Residences will offer a full array
of amenities for its guests and residents. Our 2 Canal Street Project
will offer 307 guestrooms, a world-class restaurant, a vibrant
lobby lounge, state-of-the-art meeting space, a full-service spa, an
exclusive concierge club, and an expansive pool club that will be the
place to be and be seen in New Orleans during the warmer months.
The 120 residences will enjoy all the amenities of the hotel, plus
have access to private, resident-only areas, including a separate pool
and gym. The Conrad will also house a public rooftop observatory
with unparalleled views of both the city and the river on the 33rd
floor of the tower, with the rich history of New Orleans outlined
throughout, as well as retail spaces with some of the best-located
frontages in the city that will attract high end destination retailers
like Apple and Cartier. An important and unique feature of the
Project will be the exciting public plaza created by the connection
between the Conrad and the Hilton New Orleans Riverside next
door. Working closely with The Howard Hughes Corporation and
the Solomon Group, we have developed a dramatic facade concept
utilizing state-of-the-art kinetic lighting to enliven English Place.
Once completed it will serve as a visual terminus to Poydras Street
and a compelling entrance to the Riverwalk. We envision this plaza
to be a highly utilized public space in the city, whether as a casual
gathering place or for programmed community events.
First and foremost, our project will be the direct lever to unlock the
All parking at the Conrad New Orleans Hotel and Residences will be
valet only, both for the guests and residents, which is consistent with
the luxury market in New Orleans. Parking will be accommodated
in two ways: 127 on-site parking within the Annex Building and
acceptable to both parties, and subsequently, an exchange between
contracting for off site-parking in other owner controlled garages.
acquisition of the WTC Garage by Hilton unlocks the capacity of
resources necessary for the transformation of the entire downtown

central river front. Working closely in conjunction with the City, the
Convention Center, and the Hilton, the development of the Conrad
at 2 Canal Street will become the fulcrum for leveraging and
aligning the various property rights that will result in an estimated
$1,000,000,000 of additional public and private development
along the blocks immediately adjacent to this project. Among other
things, this will also help unlock the resources necessary for long
sought after improvements at the foot of Canal and Poydras, in
and around the Aquarium, and out to the rivers edge via Spanish
Plaza. We are working closely with all of the critical stakeholders,
including The Howard Hughes Corporation representing Riverwalk,
Audubon Nature Institute, the Convention Center, and of course
the City, in order to maximize the tremendous public benefits and
improvements that can occur in and around this site.
Our plan envisions leveraging the development of 2 Canal Street
to stimulate a much larger and compelling program of public and
private investment. One of the elements of this larger coordinated
plan of riverfront development contemplates the acquisition of the
WTC Garage from the City by the Convention Center, on terms
the Hilton and Convention Center for the very strategic Whale
Lot property owned by Hilton. From the standpoint of the City, the
positive results of this plan would be dramatic. First, the ultimate
Hilton to expand its Hilton New Orleans Riverside complex. This
THE BIGGER PICTURE: MAXIMIZING THE

FINANCIAL, ECONOMIC, AND SOCIAL BENEFITS
would include an addition of up to 700 keys, 70,000 square feet
In addition to the direct financial payments to the City, the overall
experience out to the corner of Poydras Street and Convention
community benefits from our project are unmatched in terms of
Center Boulevard. The resulting expanded and improved Hilton
economic benefit to the City. These benefits can best be described
complex would be a powerful added tool for citywide convention
in four categories: I) Our development will unlock the necessary
and meeting business.
resources for the redevelopment of an entire riverfront; II) Our

design includes a package of signature public features and public
amenities in the critically important civic areas which surround the
building; III) Our project includes public and community benefits
which are designed and incorporated into the building itself; and
IV) Our development plan includes the creation of a set of initiatives
REDEVELOPMENT OF 2 CANAL STREET
of new meeting areas, and a reorientation of the Hilton arrival
More importantly, the potential acquisition of the Hilton Whale

Lot property by the Convention Center would allow it to achieve
the long held aspiration of expanding on to this property to include
state-of-the-art exhibition and meeting space, substantial and
much needed parking, potential retail amenities, performance
2 CANAL
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venues, and other attractions. Not to mention, an expansive plaza
proposed by our team, all triggered by the development of the
a disjointed space lacking identity or cohesion, our plan calls for
Finally, an outgrowth of our plan should be the achievement of
which would serve as a dramatic entrance into both the Convention
Conrad New Orleans Hotel and Residences at 2 Canal Street,
organizing the space with dramatic visual features which will
the long desired connection along the rivers edge of the French
Center and the Riverwalk would be created. This addition would
advances these core concepts in a unique, unprecedented, and
frame the terminus of Poydras Street and powerfully announce the
Sector with the American Sector where the upriver end of the
connect the Convention Center much more effectively into the
stunning fashion.
Riverwalk and the River just beyond. We are working closely with
Aquarium/Woldenberg Park meets the downriver edge of Spanish
the Riverwalk and The Howard Hughes Corporation, as well as the
Plaza a planning ideal that has been sought by all stakeholders
Solomon Group our renowned local entertainment design and
since the creation of Woldenberg Park and the Aquarium. Various
production firm that rivals any in the country on creative ideas
members of our team have been involved for nearly 30 years in
involving screening, state-of-the-art use of kinetic lighting, and
the planning for such a connection and our comprehensive plan of
other techniques to bring drama, life, and a unified sense of identity
development should be the key to make that dream a reality.
Hilton and to the Riverwalk, and extend the effective passageways

from the Convention Center all the way to Poydras Street.
Thus, our proposal contains not only a great redevelopment of the

2 Canal Street building, but also a grander riverfront development
This unique expansion possibility, together with upriver expansion
program, made possible by our project and our partnership with
along Convention Center Boulevard, are literal game changers for
Hilton and its international luxury brand Conrad. We believe this is
the marketability and national competitiveness of our Convention
the type of major broad economic impact that should be leveraged
Center and for our local hospitality industry. The economic effect
from this public asset a bold, comprehensive, and powerful
of this overall central riverfront development plan would be a
package that will produce major economic impact well beyond that
transformative step for the City of New Orleans and its hospitality
of just the 2 Canal Street project alone.
industry.
Section D.6 in our proposal contains an Economic Impact Study of
our proposed redevelopment conducted by Dr. Tim Ryan, Ph.D.,
economist, former dean, and former chancellor of the University
of New Orleans, which profiles the economic impact of not only
the powerful new Conrad New Orleans Hotel and Residences, but
also the expansive riverfront redevelopment of adjacent parcels by
the Convention Center, as well as the Hilton expansion, all made
II. COMMUNITY BENEFITS

Design/ Public Amenities on Adjacent Parcels
to a space that has been largely overlooked: the terminus of our

21st century grand boulevard, Poydras Street.
At the critical and historic juncture of Canal Street and the river,
accessed through Spanish Plaza and Riverwalk, our plan envisions
a substantial reimaging and opening of that vital throughway. The
potential for changing the pedestrian flow and vista to the River
The design and programming of the Conrad project offers a number
at the end of Canal Street is exciting and dramatic, see renderings
of public benefit features as we work with the City and other
Section B. The flow and visibility to the river from Canal Street our
stakeholders to reimagine the critical relationships of the adjacent
most famous and historic grand boulevard should not be defined
parcels. At Poydras Street and the River, we envision reimaging this
by the constraints and limitations of the out-dated and disjointed
juncture where the Hilton Riverside, the Spanish Plaza/Riverwalk,
infrastructure that exists today, but rather by careful and imaginative
and the new Conrad New Orleans Hotel all converge. Currently
planning of what could be achieved for our future.
possible by the Conrad development at 2 Canal Street. Dr. Ryans
III. COMMUNITY BENEFITS

Design/Public Amenities |
Conrad New Orleans Hotel & Residences
Our redevelopment of the 2 Canal Street itself contemplates
several key public amenities. First, our project calls for the iconic
and defining top cylinder of the building a new Top Of The
Mart to become a public observatory, evolving into a must see
attraction for visitors and locals alike. Our design calls for entry
and elevator access directly from ground level of the Conrad Canal
Street Plaza, leading to a gathering and exhibit area on the 3rd level
mezzanine. This space will begin to tell the story of the city of New
Orleans its founding, unique culture, and the many nationalities
study calculates that the economic impact of these developments
and ethnicities that have contributed to her founding and growth
will be the most significant investment in the New Orleans tourism
into one of the most fascinating and exotic cities in the world.
infrastructure since the Convention Center was built in 1984. The
Thereafter, designated elevators will ascend to the new observation
impact will be staggering. In present value terms, the total
deck on the 33rd floor, affording visitors one of the great vantage
impact will be $8.84 billion (Section D.6, Table 3).
points of any space in the country. This dramatic observatory space

is envisioned to convey through unmatched visual effect and
Of specific importance to the City of New Orleans, the 2 Canal Street
state-of-the-art multi-media presentations the story and origin
project will turn a non-producing asset the empty 2 Canal Street
of the city, with a strong emphasis on the River and Wetlands.
building to a very productive one. It will be an asset generating
Then the experience will proceed in 360 degrees to convey the
a net annual return (after netting out the current $1 million a year
fascinating history of the development of the city, from the River
received for the rental of the parking garage) of a minimum of $13
to Lake Pontchartrain through many distinct neighborhoods
million per year for the City treasury. In total, over the 30-year
from the Vieux Carre to Treme, the American and French Sectors,
period, the total tax receipts to the City of New Orleans will
and so much more all visible in panorama from this one-of-a-
be $472,518,458 (Section D.6, Table 4).
kind venue. In preparing and creating this unique space, we will
Our plan represents a huge move in the fulfillment and realization
bring together the best resources from our local community to
of the 2009-2010 Hospitality Master Plan, carried out under
develop this program local resources such as the Audubon Nature
the leadership of then Lt. Governor Landrieu. That plan, which
Institute, the Historic New Orleans Collection, the Louisiana State
envisions goals of over 13 million visitors and over $8 billion in visitor
Museum, the Amistad Institute at Tulane, and the African American
spending, established several key foundational building blocks for
Museum in Treme. This will result in a world-class experience,
success. Among these were turbo-charging the central riverfront,
and our wonderful unique story, created by, and told by, New
expanding and reimagining the Convention Center, and adding
Orleanians.
to our hotel room inventory. The central riverfront redevelopment
10
Conrad Koh Samui
2 CANAL STREET REDEVELOPMENT, LLC PROPOSAL
We also envision this iconic and incomparably located building to
critical social justice needs of our community. These are issues
those already engaged in a working environment. Existing examples
serve as one of the centerpieces of the Tricentennial celebration
where we must all come together, in an unprecedented coalition
designed to accomplish this include the Urban League of Greater
and to remain as a lasting icon and permanent symbol of this great
of all citizens, to power the city of New Orleans into her fourth
New Orleans Training to Trades program, City of New Orleans
milestone in our citys history. Specifically, we view the new and
century. Thus, our community benefits programs in this area
Office of Workforce Development programs, and those offered by
enduring adaptive reuse and rebirth of this great building itself to
focuses on education, jobs, training, and access all critical matters
JOB1 Business and Career Solutions Center.
serve as a symbol of the Tricentennial. Once again, working with the
facing our city and community at-large.
enormously creative Solomon Group, we envision a dramatic and

changing exterior lighting approach on both the exterior of the
building and at its spire that will make this building a centerpiece
of the visual experience of our downtown and Riverfront. Like
leadership resources which now exits in our city.
solutions while working on the Mayors strategic plan of 35
2. Submission of Schematic Plans to Landlord
initiatives. This effort is designed to help protect New Orleans
3. Historic Preservation Documents Complete
families and make every person in the city feel safe. This strategic
4. Historic Tax Credit Application Part 1 Approved
initiative is a vital one to break through dealing with the issues of
5. Financial Modeling Complete
purposes and initiatives. First, $500,000 of this donation will be
Tricentennial, as well as a powerful message about the new New
dedicated to enhance the purposes and results of the Norman
Orleans, as she carries on into her fourth century.
C. Francis Leadership Institute. This comprehensive leadership
Boulevard. Working closely in association with Riverwalk, we plan
education, race and equity, the criminal justice system, and income
inequality at all levels, for without this nothing else will succeed.
1. Demolition and Annex Foundation Design Complete
and workforce needs of the City by the opening of the Conrad New
3. Lender Due Diligence, Terms Complete & Approval
social responsibility. Inspired by the life and career of Dr. Francis,
Orleans Hotel and Residences. This philanthropy shall be ongoing
the Institutes core principles are non-partisan and directed toward
through the underwriting of major events by the hotel in future
advancing leadership skills that encompass cultural intelligence,
years.
Fellows: Jason G. Burns Sr., Michael J. Busada, Ronald M. Carrere
BENCHMARK 5:
October 30, 2015
1. Approval Demo and Foundation Plans by Landlord

2. Receipt of Governmental Approvals
spiritual enlightenment, and a moral compass.
important new program include the 2014 inaugural class of 25
For an overview of the

development plan, please
press the Our Plan button
on the included video tablet.
see me first Tricentennial headquarters. This 7,400 square foot
Jr., Amy Collins, Jaimm Angelle Collins, Lucas Diaz, Jay Christopher
space would feature the story of the Tricentennial; once again,
Dumas, Monica Edwards, Daniel Nathan Forman, Dr. Wendy A.
we would work with New Orleans based resources to create an
Gaudin, Michael G. Griffin, Dr. Yu Jiang, Jacob Landry, Dr. Elizabeth
exciting and historically accurate presentation of the Tricentennial.
A. Marcell, Nolan A. Marshall III, Todd O. McDonald, Brooke Minto,
Moreover, this great space could serve as a centerpiece for the
Minh Thanh Nguyen, Dana Peterson, Joe M. Ricks Jr., Jade Brown-
Mayors Tricentennial committee to conduct a myriad of activities,
Russell, Melissa Sawyer, Jeffrey Schwartz, City Councilman Jason
Our proposed development schedule is presented below.
Williams, and Sharonda R. Williams.
Achievement of the key benchmarks on or before the dates shown
IV. COMMUNITY BENEFITS
September 1, 2015
and women for consequential civic engagement and purposeful
propose to dedicate the use of this one of a kind location as a
over the course of the Tricentennial Celebration.
BENCHMARK 4:
2. Submission of Demo and Foundation Plans to Landlord
beginning in 2019. However, during the Tricentennial Year, we
our proposal calls for donating this space to the City for this use
July 1, 2015
Thus, we will have invested $1,250,000 to educational, training,
Example of outstanding individuals who have gone through this
celebratory dedications, and the like. As part of our civic package,
BENCHMARK 3
program is designed to educate and prepare professional men
for this incomparable retail location to feature a world class retailer,
from hosting visiting delegations, frequent press conferences,
May 1, 2015
Commencement of Design
1. Completion of Schematic Design
to be a lasting, enduring, and much photographed symbol of the
trafficked hard corner of Poydras Street and Convention Center
BENCHMARK 2
City with citizen-led groups defining and implementing actionable
endowed gift of $1,000,000 to Xavier University, for the following
level of our annex building, at the highly visible and heavily
Lease Execution
NOLA FOR LIFE Initiative. This contribution would help support the
20th Century, we envision reimaging the 2 Canal Street building
in our plan, we will create a dramatic retail space on the ground
April 30, 2015 or Earlier
is to work closely with, support, and enhance the excellent
In conjunction with our development, we intend to make an
in November 2017 and throughout the ensuing year. As called for
BENCHMARK 1
March 23, 2015
We believe the best way to achieve meaningful and lasting progress
Jackson Square of the 19th Century and the Superdome of the
Finally, to the Tricentennial Celebration itself, planned for launch
Finally, we will donate $250,000 to the Mayors groundbreaking
NOBC SELECTION OF DEVELOPER
3. Commencement of Construction
Demolition and Foundation
BENCHMARK 6:
December 15, 2015
1. Completion of Design
2. Submission of Final Plans to Landlord
3. Historic Tax Credit Application Part 2 Approved
DEVELOPMENT SCHEDULE |
TIMELINE & BENCHMARKS
will provide for substantial completion and opening of the Conrad

The Norman C. Francis Leadership Institute program holds enormous
Hotel & Residences in 2017, prior to the start in 2018 of the
potential to significantly impact the community, fostering special
Tricentennial Anniversary of the city of New Orleans. This timeline
leadership executives, as evidenced by this inaugural class of future
calls for a lease execution on or before April 30, 2015. Based on this
leadership.
assumed lease date and coupled with early release of demolition
BENCHMARK 7:
February 15, 2016
1. Approval of Final Plans by Landlord

3. Satisfaction of All Conditions to Commencement
of Remaining Construction
4. Financial Closing
5. Commencement of Remaining Construction
BENCHMARK 8:
CONSTRUCTION COMPLETION
Social Responsibility/ Community Equity
Second, the other commitment of $500,000 of our endowment
in the tower and sitework/foundation construction for the annex,
1. Project Substantial Completion
In the area of social and community responsibility, our community
would be for programmatic use by the Urban League of Greater New
substantial completion of the project will occur on May 1, 2017. In
2. Receipt of Temporary Certificate of Occupancy May 15, 2017
benefits and contributions extend well beyond the provision of an
Orleans, to be jointly developed by the Urban League and Xavier
addition, early starts will allow initial construction to begin within
3. Project Final Completion
added attraction for tourists. Rather, our programs are designed
University. These funds would be focused on various elements
six (6) months of lease execution, subject to mutual agreement
4. Receipt of Final Certificate of Occupancy
to go to the heart and the substance of the needs of community
of workforce development with dual emphasis on programs and
between the parties to the lease.
5. Grand Opening
most particularly our minority and African American community
initiatives designed to bring the unemployed and under employed
BENCHMARK 9
by investing in sustainable and ongoing programs that address
into the work force, as well as create enhanced upward mobility of
Operational Stabilization
May 1, 2017
July 31, 2017
August 15, 2017
September 15, 2017
October 31, 2019
11
CHANGES FROM OUR RESPONSE TO THE RFQ

We have INCREASED the hotel room count and area. The hotel
as now envisioned occupies more floors than previously planned.
This is primarily because our standard room size is larger, with
fewer keys per floor, and the total module count required for the
hotel rooms is greater, because we have more suites, AND MORE
LARGE SUITES than originally planned, including five 5-bay suites.
Therefore, the unit count and rentable area of the Residences is
now REDUCED due to the additional area needed for the revised
hotel program.
HILTON WORLDWIDE TECHNICAL SUPPORT SERVICES

Hilton Worldwide has a focused team of accomplished professionals
that will be dedicated to working with our development team and
representatives of the New Orleans Building Corporation to help
design and deliver a world-class redevelopment of 2 Canal Street.
No two Conrad hotels are alike. From the architecture to the interior
brand standards; background drawings provide the location of
Developer at all phases of design to be agreed upon in accordance
design of a Conrad hotel, to the sensibility of its guests and Team
security and fire, life, safety devices; and provide specifications,
with the project schedule committed in this section A.1.
Members, Conrads style is modern, sophisticated, and welcoming.
installation details, and power and space requirements of each
Upon arrival, Conrads guests are transformed by a world that
security and fire safety system for incorporation into the plans;
is both globally and locally inspired, for Conrads style is always
Provide, on background drawings (low voltage drawings), 1)
authentic, compelling, and innovative.

Conrad creates a world where every detail is surprisingly smart:
spaces are bright, dramatic, and full of life; public areas are engaging
and tailored for both ease of function and comfort; and guest
accommodations have a natural organization that simply works.
Each Conrad hotels design has crisp, fresh lines and materials of
high quality, beautifully articulated to evoke a true sense of style
and place.
In providing services for the design of the 2 Canal Street project,
the Conrad design team provided by Hilton Worldwide will:
Their expertise and guidance can be expected on all aspects of
Prepare a preferred list of design consultants for the project and
architecture, interior design, procurement, and installation during
review and approve the Developers selection of the outside
the entire property development process, right through opening.
consultants;
Hilton Worldwide also has a dedicated team of professionals for

food & beverage conception and spa solutions.
GENERAL RESPONSIBILITIES
Hilton Worldwides design team will provide advisory services to our
development team and representatives of the New Orleans Building
Corporation to ascertain that the proposed plans are in compliance
with Hiltons Conrad brand standards. This design team will also
observe the construction of the project to verify compliance with
the standards. In performing these services, the team will:
Attend design meetings and formal presentations in accordance

with the project schedule and at other mutually acceptable dates
and times;
Provide operational and technical assistance in development of
model rooms, and other proposed plans as submitted by
locations and types of all telephone instruments, analog lines,
contractors and vendors for compliance with the Conrad brand
and locations of all paging and call accounting equipment;
standards and construction documents;
prepare a schedule describing the function of each type of

telephone instrument for incorporation into the proposed plans;
Assist the Developer in monitoring and updating the project

schedule during the work;
Prepare specifications, equipment schedules, diagrams, drawings,
Conduct a series of general (not exhaustive) observations during
and other data required to solicit proposals from qualified
the construction of the project at mutually acceptable dates and
vendors and/or contractors to furnish and install project systems
times and provide a written report of each visit to the Developer;
for point of sales and property management (excluding conduit,
and
wire and power);
Conduct site and building observation prior to turnover to assist
Provide guidelines for telecommunications conduit sizing and
the Developer in verifying compliance of work with the Conrad
for cable distribution, power and space requirements for all
brand standards and construction documents and report in
equipment for incorporation into the proposed plans;
writing any deficiencies observed.
Review and comment on the proposed plans submitted by the
Provide food and beverage concepts and recommend layout

planning for administrative office and back-of-house areas for
consultants;
Review and comment on the environmental report prepared by
the environmental consultant;
The Conrad brands contemporary, smart luxury aesthetic will
Review and comment on other reports and studies provided
be tailored to meet the needs of 2 Canal Street within the local
by the Developers consultants required for the design of the

project;
compared to other upper-luxury brands. Additionally, the brands
Conduct risk assessment to determine the types and extent of
staffing models are not only thoughtfully planned to deliver
security and fire, life, safety systems required to meet the Conrad
Review and comment on shop drawings, product data, samples,
connections that may be required for other applications; 2)
formal presentations;
Review and comment on the proposed budgets.
12
and Disadvantaged Business Enterprises;
and depending on the project requirements, additional network
Prior to formal presentations conducted by the Developers
incorporation into the proposed plans by the Developers design
profitability but also to drive rate.
Advise and assist the Developer in its selection of sub-contractors
clocks, CCTV, guest and meeting room HSIA, business center,
during all project phases;
Review, approve, and abide by the project schedule; and
competitive market with the goal of lowering development costs
of sale, property management system, digital signage, time
Provide, communicate and interpret the Conrad brand standards
and submitted to the design team, in preparation for those
DESIGN
team will:
requirements;
Provide the technical personnel required to enable the prompt
necessary;
locations for all data drops including; food & beverage point
Visit the project site and consult on site planning concepts and
consultants, review and comment on the documents prepared
Supplement its personnel with outside consultants as it deems
In providing services for the construction of the project, the design
criteria for the project;
Assign a Conrad design representative for the Project;

commencement and execution of services;
CONSTRUCTION
Conrad Bangkok
Conrad Tokyo
Conrad London St. James
A.2 DETAILED PROJECT PLAN

CONRAD NEW ORLEANS HILTON WORLDWIDE
In addition to the interior renovations, the exterior of the existing
flexibility to modify the unit mix, size, and final count of residences,
& Resorts, which will flag the redevelopment of 2 Canal Street.
2 Canal Redevelopment, LLC, envisions the hotel as a flagship
tower will be renovated to upgrade the historic structure to ensure
based on further market analysis. This analysis will continue through
Hilton Worldwide is among the largest and most geographically
member of Hilton Worldwides smart luxury brand, Conrad Hotels
that the building continues to be a landmark for the city of New
the next several stages of the design process.
diverse lodging and branding companies in the world. Hiltons
and Resorts. Conrad is positioned to appeal to the sophisticated,
Orleans for the foreseeable future. All glazing will be replaced
ARRIVAL
product offering spans lodging segments from luxurious fullservice hotels and resorts to extended-stay suites and mid-priced
international luxury traveler who demands stylish accommodations,
with energy efficient double glazed windows. The exterior faade
personalized service, and the latest in technological innovations.
will be cleaned and waterproofed, and all exterior elements will
The site will contain two vehicular arrival areas at the ground level,
hotels. For more than 90 years, Hilton Worldwide has been offering
The hotel will consist of 307 guestrooms on floors 5 through
be repaired, replaced, or renovated to restore the building to its
both accessed from Convention Center Boulevard. Both will be
business and leisure travelers around the globe the very finest in
18, including 41 suites ranging in size from 1,000 sf-2-bay suites
original beauty.
served by valet parking. The downriver arrival circle will serve the
accommodations, services, amenities, and value.
to 3,300 sf-5-bay suites. The average size of a single bay king
ANNEX BUILDING
adjacent to a separate residential entrance and exclusive elevator
The Hilton Worldwide portfolio of brands, which encompass more
Upriver from the existing tower, an annex building will be
lobby.
than 4,200 hotels and nearly 700,000 rooms across 93 countries,
guestroom will be 500 sf. All guestrooms will have either fourfixture or five-fixture baths. Interior finishes will include hardwood
fl oors in all guestrooms, and natural stone fl oors, vanities, and
shower enclosures in all baths.
hotel lobby, restaurant, and lobby bar. The upriver arrival circle is
constructed. It will contain the aforementioned rooftop pool club,

which will have a pool for hotel guests, along with a second pool
ROOFTOP OBSERVATORY
includes Hilton Hotels & Resorts, Conrad Hotels & Resorts, Curio
a Collection by Hilton, Canopy by Hilton, DoubleTree by Hilton,
for residents in the tower. The top enclosed floor of the annex will
At the 33rd floor, we will create an observatory that is open to the
Embassy Suites Hotels by Hilton, Hampton Inn by Hilton, Hampton
The hotel public amenities, housed between the ground floor and
contain the main ballroom and pre-function areas. The ballroom
public and offers unparalleled views of the river and the city. The
Inn & Suites by Hilton, Hilton Garden Inn, Hilton Grand Vacations
the 6th floor, will be nothing short of inspiring. The ground floor of
will contain 9,350 square feet of meeting space, divisible by
entrance to this observatory will be through a separate entrance
Club, Homewood Suites by Hilton, Home2 Suites by Hilton, and
the hotel will house the Brasserie with bar and private dining, along
operable walls into as many as five separate meeting rooms. The
at the 1st floor of the tower, on the downriver side. This will be
Waldorf Astoria Hotels & Resorts all supported by the strength
with Reception, Concierge, and the Lobby Lounge. The ground
pre-function area at this level will look out on the River as well
accessed from the pedestrian walkway leading from Canal Street
of the Hilton Worldwide customer delivery programs and systems,
floor will also contain a separate entrance to the portal leading to
as onto English Place and Convention Center Boulevard through
to the Spanish Plaza. A shuttle elevator will take visitors to a special
including its guest loyalty program Hilton HHonors, which has more
an express elevator service to the rooftop observatory, which will
floor-to-ceiling windows. The annex building will also contain three
lobby at the 2nd floor of the tower, where tickets can be purchased
than 40 million members.
be open to the public.
levels of parking, accessible to valet only, with a total of 127 spaces.
for the trip to 33rd floor, via express elevator. This lobby will also
The garage will be accessed from English Place, adjacent to the
include a gift shop and waiting area for queuing. The observatory
loading dock entrance serving the tower. In addition, the ground
will be open in the daytime from mid-morning to dusk. It will
floor of the annex building will contain a third-party retail space
also be available for special functions in the evenings, by advance
at the corner of Convention Center Boulevard and Poydras Street,
booking, for which hotel catering will be available. The rooftop
with 7,400 square feet of leasable space, along with a ground floor
observatory will be managed by the Hotel.
lobby to provide access to the rooftop pool club.
PARKING
time providing a new approach and appealing offering to the new
floor. This level will connect via elevators to the ballroom level in the
CONRAD RESIDENCES
As stated previously, our plan provides for 127 valet-only parking
global discerning traveler that New Orleans currently lacks. With 24
annex building, resulting in a total of approximately 17,350 square
Floors 20 through 30 will contain 120 luxury residential units,
spaces to be provided on site within the annex building. These
existing hotels and 19 hotels in the pipeline, the Conrad brand is
feet of net meeting space for the hotel.
ranging in size from one-bedroom residences of 931 square feet to
parking spaces will allow the hotel and residences to stage cars for
the most innovative and fastest growing luxury brand in the world
four-bedroom penthouse units of 4,495 square feet. The elevator
timely valet access in accordance with Conrad Luxury standards. In
today.
service to the residences will be completely separate from the hotel
addition to the 127 on-site parking spaces, off-site storage will be
program, but the residents will be provided with direct exclusive
provided by the developers and/or Hilton, which collectively control
access to hotel services and amenities. In addition to the eleven
and/or own approximately 5,000 parking spaces in proximity to 2
guestroom floors, floor 31 will contain the residential common area
Canal Street. The parking options provided by our team alleviate the
for exclusive use by the residents and their guests. The common area
need to encumber the ITM Parking Facility with a long term Parking
HILTON BRAND POSITIONING OF SMART LUXURY
will include a club room and library for casual use and gatherings,
Agreement. Without a long term parking agreement, NOBC has
Conrad offers guests personalized experiences with sophisticated,
hotels Club at Conrad concierge lounge of approximately 3,500
an exercise room, and a large dining room with pantry and kitchen,
freedom to decide the future of the Parking Facility.
locally inspired surroundings. Service thats more than personal; its
square feet in the downriver wing of the tower. The Hilton
offering catered services from the Conrad for special occasions or
Worldwide design team will work with the partners and the rest
larger dinner parties.
Hotel administrative spaces and back of house will be housed on

parts of floors 2 and 4. Level 3 of the tower will contain approximately
8,000 square feet of meeting space divided into multiple meeting
rooms and board rooms, and will also contain a junior ballroom of
approximately 2,500 square feet. The meeting rooms on floor 3
will be accessible by both elevators and escalators from the ground
Floor 6 will be partially devoted to hotel guestrooms in two of

the four wings of the tower. The other two wings will contain the
fitness center and an approximately 6,500 sf spa. This floor will
also have direct access to the rooftop pool club and grille attracting
hotel guests, residents, and paying guests alike.
In addition, fl oor 18, the top guestroom fl oor, will contain the
of the design team throughout the design, construction, FF&E, and

opening phases of the project to help ensure that the Conrad New
Orleans Hotel and Residences are developed to a standard befitting
a luxury, world-class hotel.
The total net rentable area of the residences is 181,278 square

feet. While our initial design for the size and distribution of unit
types contemplates 120 luxury residences, the design provides the
The Conrad brand is Hilton Worldwides smart luxury brand, and is

positioned to appeal to the sophisticated, international, discerning
traveler that desires stylish accommodations and personalized,
intuitive service. This positioning at 2 Canal Street will be fully
engaged in attracting the elite demand segments that characterize
the current New Orleans luxury hotel market, while at the same
To contemporary travelers, Conrad is the brand of luxury hotels and

resorts where you can truly be yourself because Conrad offers a
world of style, service, connection, and personalization.
intuitive, connecting to people and places around the corner, and
HILTON WORLDWIDE BRAND PROMISE

FOR SERVICE, AMENITIES AND VALUE
half-way around the world. Because Conrad is the destination of a
Beyond the physical amenities of the Project, much of the Conrad
seamlessly intersect people who know that the greatest
New Orleans services and amenities will stem from the Hilton
luxury is the luxury of being yourself.
new generation of travelers for whom life, business and pleasure
Worldwide and its innovative smart luxury brand Conrad Hotels
15
WHAT IS SMART LUXURY?
BRAND PILLARS
GROWTH
more. The brand will continue to grow in thoughtful ways with
When luxury is tailored to the individual guest it takes on a new
INTUITIVE SERVICE
As a result of the crisp positioning, the Conrad brand is experiencing
the addition of sophisticated new-build hotels and resorts, and
meaning. It becomes personal, flexible, empowering, and smart.
Discreet and customer-directed, Conrad service is there at the very
explosive growth and is set to double the size of its portfolio,
by smartly converting existing propertiesfurther advancing our
Therefore, smart luxury is at the core of everything Conrad. Its the
moment guests require it. Tailored and ultra-consistent in delivery,
making it the fastest-growing luxury hotel brand. Conrad has a
reach in the worlds premier locations and most-sought-after resort
intuitiveness that drives the worlds most personal service. Its the
Conrads highly trained staff is available to help guests be at their
global footprint in key markets for affluent travelers in cities such
destinations. Part and parcel of growing a world-class luxury brand
connection to local culture and local people, as well as everyone
very best.
as Tokyo, Hong Kong, Dubai, Mumbai, Beijing, Seoul, Istanbul,
is sharing with developers and investors the resources available
Singapore, New York, Miami, and Chicago. Conrad is building on
to them through Conrads dedicated team of professionals; not
behind style thats sophisticated, global, and thoughtful. Design
BRAND PILLAR FOR INFINITE CONNECTIONS
this footprint by expanding to several more gateway cities and
to mention Hilton Worldwides industry-leading platform and
choices that are fresh and innovative - spaces that feel like they
Conrad makes connectingwith the business world, with those
exclusive leisure destinations around the world, with a goal to
resources. Whether its guidance on hotel design, spa and F&B
were made for each guest. Smart luxury means staying in tune
around us, with the local sceneeasy, by providing environments
increase the portfolio to over 40 hotels in just a few short years.
concepts, or market-leading operating strategies, Conrad views
with the guests and the constantly changing world around them.
with the latest in high-tech advances, state-of-the-art meeting
In the next few years, Conrad Hotels & Resorts will open new
itself as true partner in the success of our hotels globally.
Conrad is crafting experiences that go beyond their expectations -
spaces, and insider access to the local culture.
properties in Washington DC, Fort Lauderdale, Manila, and many
and everything in the guests world back home. Its the inspiration
ultimately creating a bond that is lasting and real.
WORLD OF STYLE
WHY SMART LUXURY IS RELEVANT
Internationally inspired and humming with energy, Conrad offers
In todays luxury climate, consumers values are continuing to shift
guests a world of style through luxurious design that is both
away from conspicuous consumption toward luxury in simplicity.
modern and sophisticated.
Hilton Worldwides research and work with third party agencies

(including American Express and the Harrison Group) point to four
main themes exist for todays luxury consumer all of which help
shape the Conrad brand positioning and innovation efforts:
BRAND SERVICE CULTURE - THE CONRAD BRAND DNA

From its founding, Conrad Hotels & Resorts has embodied the
concept of smart luxury, offering the luxury of being yourself
to guests the world over. Looking into to the future, Hilton
Changing values among luxury consumers: the desire for
Worldwides efforts on both the Conrad brand and enterprise
conscientious consumption and brands like Conrad which lend
levels have left it well-positioned to continue further expanding the
more to discreet luxury in product and messaging;
Conrad global footprint. Hilton has developed an aggressive, yet
Accelerating shift to experiential luxury: today consumers are
thoughtful, growth strategy to bring the essence of Conrad Hotels
placing an increased importance on experiential luxury which
& Resorts to guests in more markets than ever before, helping to
captures more than half of the luxury spending and is growing
redefine how consumers experience luxury.
50% faster than spending on personal luxury goods;

Increasing impor tance of customization: consumers are
gravitating towards experiences that are customized and
personalized specifically for them; and
Rise of the digital revolution: 84% of consumers believe they can
get information faster online than going through a companys
customer service channel, and 74% believe the information they
gather personally is of higher quality.
To contemporary travelers, Conrad is the brand of luxury hotels and

resorts where guests can be at their best because Conrad offers
intuitive service, infinite connections, and a world of style. Conrad
promises smart luxurythrough stylish accommodations, seamless
service, an outstanding experience, and valueat convenient
urban locations and luxury resort destinations.
GLOBAL DEVELOPMENT
This premise and understanding of todays consumer drives Hilton
Conrad Hotels & Resorts is a global luxury brand founded in worldly
Worldwides efforts as it works to fulfill its mission for Conrad to
style, intuitive service, and infinite connections, offering a smart
be the fastest-growing, most innovative luxury hotel brand in the
luxury proposition to both its owners and its guests. The brand
world.
offers luxury tailored to the needs of each location within its

competitive market, with the goal of lowering development costs
compared to upper-luxury brands, and it includes staffing models
that are thoughtfully planned to drive profitability.
16
GLOBAL REPRESENTATION
PROPERTIES IN THE PIPELINE
EXPERIENCE WITH BRANDED RESIDENCES
Given the high awareness of the Conrad brand in international
The legacy of the Conrad brand spans 25 years and now comprises
An additional 19 hotels will join the Conrad brand over the next five
In addition to a diverse global footprint, the Conrad brand has a
markets and the strength of contribution from Asian markets to the
24 hotel properties globally, as illustrated in the table below.
years as shown below.
portfolio of luxury residences in 6 destinations spanning 3 continents.
brands occupancy, we recognize this hotel branding opportunity to

provide New Orleans an opportunity to bring international luxury
Existing Conrad Properties

Name
Country
Conrad New York

Conrad Miami
Conrad Indianapolis
Conrad Hotels Under Development

Opening
Rooms
Name
Country
United States
2012
United States
2004
463
Conrad Fort
United States
319
Lauderdale
United States
2006
241
Conrad Washington, United States
Existing Conrad Properties

Opening
2015
2018
Rooms
290
Conrad Chicago
United States
2005
312
Conrad Dubai
Arab Emirates
2013
555
Conrad Suzhou
China
2016
270
Conrad Istanbul
Turkey
1992
559
Conrad Chengdu
China
2015
251
Conrad Beijing
China
2013
289
Conrad Mumbai
India
2020
195
Egypt
1999
587
Conrad Mecca, Jabal Saudi Arabia
Conrad Dalian
China
2012
210
Omar
Conrad Bangkok
Thailand
2003
391
Conrad Pune
Conrad Sanya
China
2010
97
Haitang Bay
2015
India
2015
320
sort & Spa
238
Conrad Algarve
Conrad Seoul
South Korea
2012
434
Conrad Binhai, Tianjin
Conrad Singapore
Singapore
1996
507
Conrad Changsha
China
2019
280
Conrad Tokyo
Japan
2004
289
Conrad Qingdao
China
2020
242
Conrad Koh Samui
Thailand
2011
15
Conrad Manila
Philippines
2015
346
Conrad Bangalore
India
2016
282
China
Colombia
China
2016
2015
2020
2012
154
Conrad San Luis Potosi Mexico
2016
135
Conrad Hong Kong
China
1990
512
Conrad Jakarta
2019
260
Indonesia
C h i c a g o United States
2016
289
150
Resort & Spa

Rangali Island
Conrad London
United
St James
Kingdom
Conrad Punta Del Este Uruguay

Total
2014
256
1997
294
7,918
12
Serviced
2003
112
Serviced
2011
14
For more about Conrad Hotelss

& Resorts, press the Conrad
Hilton Worldwide button
on the video tablet.
PAST OPERATING PERFORMANCE
Apartments
Portugal
Private
Historical performance for eight Conrad hotels with more than

2012
80
ResiConrad Hong
China
Kong
Serviced
index converging on 120% versus competitive brands such as

1990
270
Apart-
5,407
Intercontinental, Andaz, Park Hyatt, Ritz-Carlton, Sofitel, W Hotels,

and other luxury brands.
ments
Total
3,100 hotel rooms in major markets similarly illustrates the power

of the brand and the Hilton engines, with a sustained RevPAR
dences
611
2013
2014
Occupancy
77%
Occupancy
80%
Rate
$ 283.66
Rate
$292.44
The Conrad brand already has a foothold in key Asian markets
RevPAR
$ 221.53
RevPAR
$ 237.08
and continues to experience explosive growth in the region and
Index
abroad, making it one of the fastest-growing luxury brands. On
(Replacement)
1997
Thailand
339
Portugal
Maldives
Thailand
250
Conrad Algarve
Conrad Maldives
2006
Apart-
2016
Conrad Cartagena
Resort Hotel & Spa
Conrad Bangkok
China
Total
the sleek and contemporary Conrad brand.
dences
Conrad Hangzhou
191
86
New Orleans into a shared grander vision of a modern future with
Resi-
303
1989
2012
123
States
2016
Ireland
Conrad Knysna-Pezula South Africa
2004
Resi-
Indianapolis
China
Conrad Dublin
Cotai Central
Private
Private
Conrad Guangzhou
Conrad
United
States
dences
Samui Re-
Conrad Xiamen
654
to convert the legacy of the companys historical partnership with
United
Conrad Koh
353
2012
Rooms
Conrad
310
2004
Macao
Opening
ments
Indonesia
Conrad Macao,
Type
438
Conrad Bali
Resort & Spa
Conrad Miami
travelers to the city. For Hilton Worldwide, this is an opportunity
Country
369
DC
Conrad Cairo
Name
a chain-wide basis, five of the top eight global origin markets for
114%
Index
119%
INNOVATION
Conrad are Asian China, Japan, Republic of Korea, Singapore,
As the luxury segment continues to strengthen, Conrad properties
and Hong Kong represent nearly a third of the Conrad brands
are benefiting from a strong brand-marketing push to raise global
occupancy. The brand business plan for 2014 recognizes that the
awareness of Conrad Hotels & Resorts, and their performance
fastest growing high net worth individuals emanate from Asia,
numbers indicate that the target consumers are truly connecting
as well as the prospect for explosive growth in travel from China
with the brand positioning: the luxury of being yourself. It is
that will facilitate a leading position as a source market by 2020
the innovative culture behind Conrad that gives all our hotels a
(according to the UN WTO).
common framework for delivering ultra-consistent, personalized

service. This strong idea for branding its service allows Conrad to
further distance itself from the sea of competitors by carving out
a specific service style. This philosophy promises to each of guest
the following:
17
Service that is natural and engaging - personalizing every Conrad
IMPORTANCE OF OUR 2 CANAL STREET

REDEVELOPMENT TO HILTON WORLDWIDE
experience and service moment;

Flawless and timely service that is intuitive and responsive;
Delights contemporary luxury travelers in innovative and
unexpected ways;
Creates authentic connections that are celebrated through local
For more about this Conrad

innovation, press the
Conrad Concierge App
button on the video tablet.
culture; and
Instills confi dence and commitment, driven by a team that is
knowledgeable, practiced, and prepared.
STRAIGHT TO ROOM
Yet another exciting innovation in the process of being rolled out
Conrad Hotels & Resorts has a global footprint in key markets for
affluent, luxury travelers, and Hilton Worldwide is building on
this footprint by expanding to several more gateway cities and
the Conrad New Orleans Hotel and Residences at 2 Canal Street is

an enormous strategic opportunity to solidify Hilton Worldwides
position in New Orleans for decades to come.
AWARDS AND ACCOLADES
exclusive leisure destinations around the world. In our long-term
Conrad Hotels and Resorts is a globally renowned, award-wining
goal to increase the existing portfolio by 75-100 hotels, the Conrad
luxury hotel brand. Since the brands inception, 25 years ago,
brand will continue to grow in thoughtful ways. By constructing
Conrad Hotels and Resorts has been recognized by some of the
sophisticated new-build hotels and resorts, and by smartly
most prestigious and well regarded hospitality rating agencies,
converting existing properties like New Orleans 2 Canal Street,
as an exemplary global portfolio. Below is a list of some of the
Hilton Worldwide will further advance its reach in the worlds
accolades awarded to Conrad:
premier locations and most-sought-after resort destinations.
Trip Advisor Certificate of Excellence
On the operational front, Conrad Hotels & Resorts unveiled a
is Hilton Worldwides Straight to Room concept. Digital check-in,
number of industry-transforming innovations that actualize its
whereby guests can check in and select their rooms via mobile
positioning and bring the luxury of being yourself to life for its
and web-based fl oor plans was implemented globally across all
guests. In 2012, Conrad became the first hotel brand to give guests
of Hiltons brands and its more than 4,200 properties in 2014.
Within the United States, the Conrad brand is aiming to expand to
US News & World report: Best HOtels in the USA
a choice of bath amenities. Guests can now select one of three
Continuing the Straight to Room roadmap, Hilton is currently
each of the major business and cultural markets. Hilton Worldwide
Cond Nast Traveler Gold List
distinct bath amenities Aromatherapy Associates, Shanghai Tang,
preparing to introduce technology that enables smartphones to be
views New Orleans as an essential market for the expansion of the
Travel & Leisure Worlds Best Hotels
or Tara Smith Vegan Haircare; this choice provides guests with yet
used as room keys. Conrad Hotels & Resorts will be the first hotel
Conrad brand domestically. New Orleans holds a unique cultural
Expedia Insiders Select Award
another way to customize their luxury hotel experience and enables
brand to introduce Digital Key, allowing guests to use the Conrad
position within the United States; it is one of the most recognizable
Michelin 5 Star Rating
them to travel on their terms.
Concierge App to check in, select their rooms, and access their
and sought after destinations for both business and leisure travelers.
AAA 4-Diamond Rating
CONRAD CONCIERGE
rooms without ever having to stop at the front desk. All Conrad
In tandem with Hilton Worldwides 1,622-room Hilton New Orleans
Forbes Recommended
properties in the U.S. will have Digital Key capability by mid-2015,
Riverside and the 504-room Roosevelt, A Waldorf Astoria Hotel,
The Conrad Concierge App is a sweeping innovation that places

the power to tailor guests experiences right at their fingertips.
with global implementation by the end of 2016.
While other hotel brands have deployed virtual concierge
Of course, these innovations would mean little without the
applications, Conrad Hotels & Resorts has taken a step further, and
dedicated team members who ensure that each detail of the Conrad
its Conrad Concierge App is the first hospitality software platform
guests stays is executed to perfection. To further their ability to
completely integrated with hotel management systems across the
deliver the intuitive service for which the brand is known, Conrad
entire brand portfolio. With a few clicks, users can manage a
Hotels & Resorts has developed a series of training programs,
range of services, including room service, transportation, local
such as Executive Leaders in Luxury and Leaders in Luxury,
attractions, spa appointments, housekeeping requests, wake up
designed to provide an immersion in luxury trends and to help
calls, and more. The technology is available in 13 languages and is
attendees develop the skills and knowledge needed to enhance
designed for Apple and Android operating systems, for both
their performances. Its team members are Conrads greatest asset,
tablets and smartphones. This app creates a seamless experience
and supporting their ongoing professional development will allow
for Conrad guests and has generated considerable buzz in the
the brand to continue to set the bar for smart luxury service
industry and beyond, illustrated by numerous television and print
delivery.
media interviews and promotions. Conrad Hotels and Resorts

robust communications plan will ensure that guests are aware of
this innovative evolution in service delivery and will further raise
the profile of the brand globally. Unmatched in the industry, the
Conrad Concierge App has won numerous awards, including the
The efforts behind this dynamic brand are led by a dedicated

luxury brand team comprised of over 30 professionals with goal of
ensuring Conrad Hotels & Resorts achieves its mission of being the
fastest growing, most innovative luxury hotel brand in the world.
2014 World Travel Award for Worlds Leading Hotel Brand App and
2013 Hospitality Visionary Award. Furthermore, in January 2015,
the app was acclaimed by eHotelier as one of 17 apps that have
revolutionized the hospitality industry.
Conrad Bangkok
18
A.3 OPERATIONAL & MANAGEMENT PLAN

We are pleased to introduce detailed over views of our
hotels and brands. With more than 40 million members globally,
team the fi eld of expertise necessary to maximize each hotels
The Hilton Performance Advantage is an integrated system of
operational and management plans for different portions of the
Hilton HHonors is more than a guest loyalty program used to form
performance. The resources and level of support available to the
services, offering innovative solutions backed by advanced
proposed redevelopment. As referenced in Section C.2, 2 Canal
relationships with its best guests. Its a revenue tool that drives
operations team is large; much more than would be expected from
technologies that work together to create an unrivaled competitive
Redevelopment and Hilton Worldwide have agreed to a letter of
occupancy and market share for all Hilton properties.
many of the third-party management companies. So whether a
advantage. It is made up of seven highly integrated services:
new restaurant concept is in the works or support is needed on
Worldwide Sales, Hilton Online Services, Strategic Account
union relationships, the AVP has the resources and backup needed
Management (SAM), Hilton HHonors, Revenue Management,
to get results quickly.
Information Technology, and Hilton Reservations and Customer
intent which illustrates Hiltons exclusive commitment to the 2 Canal

Street project and the city of New Orleans. The LOI commits Hilton
to provide the hotel flag under its Conrad Hotels & Resorts brand in
addition to a capital contribution of $10 million. Hilton Worldwide
As an organization, Hilton Worldwide is uniquely attuned to the

needs of owners and operators because of its own management
and ownership experience. Hilton currently manages more than 600
hotels, which represents 138,000 team members. Hilton Worldwide
Area Vice Presidents are generally very involved in the pre-opening
owns 49 hotel properties worldwide and has an ownership
and first several months of a new hotels joining the system. Once
interest in an additional 122 properties. The ownership experience
the hotels performance and operation have stabilized, the Area
means that Hilton Worldwide is aligned with the needs of owner
Vice President involvement will include all major strategic decisions
We are working collaboratively in association with Howard Hughes
partners. Hilton Worldwides ownership segment (including its
at the property including troubleshooting specific challenges and
Corporation on our ground level and annex retail operations and
owned, leased, and JV properties) accounts for 40% of the total
opportunities as they may arise.
our interface with Spanish Plaza to the River. We are meeting
adjusted Hilton Worldwide EBITDA, so the company is deliberate
with their senior executive leadership later this month and will
and intentional in creating commercial drivers and support services
provide an update on our discussions during our February 27th,
that best position its hotels for success. Hilton Worldwide thinks
2015 presentation.
like owners because it is an owner, and it bring an owners point of
will also be the operations manager for the hotel, residences, and
observation deck. We have not committed to a parking operations
manager or retail operations manager to-date.
Detailed operations and management plans for each of these

components are as follows.
Care. Together, these services provide access to the latest tools,

technologies and connections to some of the most influential
people in the industry to help enhance guest experiences, reward
customers loyalty, drive revenues and maximize efficiency of
operations. The Hilton Performance Advantage is a powerful
resource for owners and operators, and is unrivaled in the industry.
view to each and every decision made across the enterprise, which
results in the strongest possible returns on investment.
Not only is Hilton Worldwide in tune with the needs of ownership in
HILTON WORLDWIDE MANAGEMENT SERVICES
general, but the company is also acutely aware of the opportunities
Hilton Worldwide is the worlds leading hospitality company. For
and challenges relative to developing and owning a property
nearly 100 years, Hilton Worldwide has sought to fill the earth with
in New Orleans, because of its experience with the Hilton New
the light and warmth of hospitality, and in the process, has become
Orleans Riverside as well as the Roosevelt, A Waldorf Astoria Hotel.
the first choice of guests, team members, and owners alike. Hiltons
As the developer and owner of Hilton New Orleans Riverside, Hilton
mission is to be the worlds preeminent global hospitality company
Worldwide has first-hand knowledge of the unique circumstances
and it currently leads the industry with the largest global pipeline
inherent to both building and operating a hotel in this market. In
as measured by rooms, according to Smith Travel Research. The
addition, its ownership of the hotel allows the company to explore
current pipeline of more than 175,000 rooms represents the largest
staffing and operating efficiencies that will be mutually beneficial
in the companys history and since 2007 Hilton Worldwide has
to both the proposed development and the existing hotel, helping
been the fastest-growing major hotel company in the world.
to maximize ownerships profitability in both endeavors.
Hilton Worldwide is comprised of 12 distinct brands that fit every
REGIONAL MANAGEMENT TEAM
lifestyle and stay occasion, and they are supported by the Hilton
Hiltons operational management team brings experienced
Worldwide Performance Advantage, our best-in-class revenue-
leadership to every aspect of hotel operations. This leadership
delivery and customer-service programs. Together, these brands
provides a unique blend of talent, experience, technology, and a
have a portfolio of more than 4,200 hotels and 698,402 rooms
full range of services to enhance profitability at every level. Led by
across 93 countries. Hilton Worldwide currently employs almost
Joe Berger, the U.S. Operations team combines over 300 years of
140,000 team members to serve its serve its clients and guests.
unparalleled experience.
That expansive footprint serves to raise the profile of each individual
Each Area Vice President is supported by regionals of the various
hotel, driving awareness and encouraging innovation. Hilton
functional disciplines such as Revenue Management, Risk
HHonors, the worlds leading guest loyalty program, further
Management, Human Resources, Operations Finance, Property
reinforces and rewards the connection our guests feel with our
Operations, and Sales & Marketing to provide the operating
Conrad Dalian
19
Conrad Koh Samui
The Brand Performance Support (BPS) team serves as the main
main group segments: Corporate, Association, Intermediary,
teams Financial, Government, Technology, Pharmaceutical,
liaison between hotels and the vast network of resources available
International, Luxury, Hilton Direct, and Regional Accounts. Each
Religious, Education, and Sports, which allows Hilton Direct sales
through Conrad Hotels & Resorts and the Hilton Worldwide
group segment has an aggressive vertical markets sales strategy
to deliver significant value to stakeholders by focusing on account
Performance Advantage. BPS directors, strategically positioned
aimed at increasing market share across specific vertical markets
domination and total account management, through value-based
across the globe, communicate and work with the hotels in a variety
to include Financial, Government, Technology, Pharmaceutical,
selling by Vertical Market Sales Specialists. Highlights include:
of ways, from on-site consultations to regional conference calls,
Religious, Incentive, Education, and Sports.
webinars, and meetings. The BPS team assists hotels in all areas
of hotel performance, and with four directors deployed regionally
(in the Americas, Asia Pacific, Europe, the Middle East and Africa),
expertise and guidance are always close at hand.
bring all of the resources of Hilton Worldwide to bear in order to
NEW HOTEL SUPPORT
ensure each propertys success. The company strategy involves
The BPS team works closely with hotel and Ops teams to ensure
intensive guidanceboth on-site and offregarding the ways in
that all pre-opening efforts position our new hotels for success.
which hotel teams can leverage those resources to maximize their
Hilton Worldwides full and robust, web-based Opening Pathway
growth opportunities. Central to the success of this strategy is
timeline guides hotel teams through the pre-opening process. The
Hiltons complete understanding of the luxury market and use of
BPS team also conducts multiple on-site and remote consultations
the tools and resources available to maximize both occupancy and
to address both pre-opening and post-opening processes. Hilton
revenue at its hotels.
offers online checklists, best practices, and lessons learned
THE PLUG
Hilton Worldwide has one of the largest and most experienced
Strong short-term performance.
sales teams among all hotel companies. The average National Sales
70% of Hilton Direct group opportunities book within 90 days.
manager has been with Hilton nearly 12 years and with national
33% of Hilton Direct bookings actualize within 90 days.
sales for 8 years. Some of the key highlights of the program:
The BPS team works collaboratively with hotel and Ops teams to
$257.4 million revenue booked in 2013.
Luxury-Specific Sales Support
Generated more than 52 million net lead room-nights in 2013.
Conrad Hotels & Resorts receives the additional benefit of a
Sells to over 6,700 North American accounts with more than
dedicated Luxury Brands Sales team. The Luxury Brands Sales
90,850 accounts in database.
teams 12 sales professionals focus on developing group business,
Maintains 72 umbrella and preferred agreements, and booked
and they work to increase revenue for Conrad Hotels & Resorts
approximately $456 million in sleeping rooms revenue from these
through direct sales initiatives, targeting top-producing luxury
accounts in 2013.
clientele in North America for its hotels around the world.
Coordinates participation in nearly 200 trade shows and customer

events annually.
The Luxury Brands Sales team is responsible for the following key
deliverables:
with the assistance from a dedicated Senior Manager of Brand
The following programs are a few examples of the ways Hilton
Performance Support & Hotel Openings. Hilton also provides
Worldwide differentiates its sales organization from its competitors.
Managing the top 1,400 luxury-producing and luxury-profiling
PLUG was developed to streamline hotel support, connecting hotels
seamless collaboration with the hotel management team, brand
These programs utilize specific tactics and organization in order to
group accounts within North America. Account focus includes
with the people and resources to excel in all aspects of running a
operations and hotel ownership. The Hilton teams work with new
effectively cater to specific market participants.
financial services, insurance, incentives, professional services,
luxury property. After a re-launch in 2013, PLUGs web feature was
hotels ensures that each property opens with the full support of the
expanded to include iPad access, providing the user with greater
myriad resources available through Hilton Worldwide.
connectivity and actionability. In addition to cosmetic enhancements,
pharmaceutical services, and associations.

Hilton Group Sales
(HGS) is the backbone of our sales group and is comprised of
Producing over 60 sales trips, client events and trade shows,

annually, that create direct sales opportunities for Conrad Hotels
powerful features like the Enterprise Reporting Dashboard and the
By educating its hotels on the resources available to them through
84 group sales professionals. The sales team focuses on account
Key to Excellence Charting Feature were added, enabling properties
those partnerships and by facilitating their use of the tools available,
domination and total account management through value-based
Developing sales strategies and promotions that increase
to monitor and compare their performance targets against enterprise
Hilton Worldwide will set its hotels on a direct path toward
selling for the entire Hilton Worldwide portfolio of brands in North
brand awareness and target incremental short-term revenue
goals in real time, anywhere, and at any time.
outstanding performance. And by leveraging its relationships with
America. Highlights of the program include:
opportunities.
& Resorts with this luxury audience.
key partners, both internal and external, Hilton will increase the
This proprietary enterprise tool was developed with Conrad Hotels
exposure of current and future guests to Conrad Hotels & Resorts
Manages over 6,000 National accounts and 12,000 contacts.
The Luxury Relationship Marketing (LRM) project targets potential
and Resorts unique needs in mind. Navigating the vast array of Hilton
worldwide.
Generated more than $52 million net lead room nights in 2013
high-value Conrad guests from the proprietary Hilton Worldwide
Worldwides support mechanisms has never been easier. No matter
(almost 162 million gross lead room nights).
C360 database, as well as from partner database sources. Once
where the hotel is located or how unique it is, PLUG applies highly
HILTON SALES WORLDWIDE THE AMERICAS
Booked $1.4 billion room revenue in 2013.
targeted, prospects are presented with relevant point-based or
customized action plans focusing on each properties individual
(HSWA) is the team focused on North America sales, and is
70% of business actualizes within 12 months.
value-added offers to drive recruitment and trial. Direct emails using
needs. PLUGs integrated reporting features allow for performance
comprised of more than 180 sales professionals covering accounts
91% of business is 250 rooms peak night or less.
a variety of creative approaches, subject lines, and copy styles are
deficits to be recognized, analyzed, and shared instantly, turning
in all major markets across the region. They manage national
it into a necessity in our quest to achieving superior results in the
accounts from all market segments that represent the greatest
market place. Marketing, Sales, E-Commerce, Training, follow-up,
value to the Hilton portfolio of brands or that best meet specific
This group focuses on generating group business opportunities,
and guidance is monitored by our Brand Performance Directors;
company, brand or hotel objectives. The HSWA team does this
domestically and internationally, for all Hilton Worldwide Hotels.
Once identifi ed, these prospects are presented with a series of
moving us one step closer towards our vision to be the fastest
through direct sales initiatives and relationships, supplementing the
Headquartered in Dallas, Texas, 36 Sales Representatives partner
communications, including a relevant luxury non-discounted offer
growing, most innovative luxury hotel company in the world.
sales and marketing efforts of individual hotels in their respective
with HWS Account Owners to target five specific group segments:
to motivate their first stay at a Conrad property.
local, state and regional markets. HSWA is organized into seven
Association, Corporate, Intermediary, International, and Luxury.
Hilton Direct Sales
employed to ensure that each target receives the communications

that are the most likely to generate a response.
Each group segment is covered by specific vertical markets sales
21
Objectives of LRM include:
Trade Shows And Events
Recruit new luxury travelers to the Conrad brand.
All Hilton Worldwide hotels are represented by its Sales and Luxury
Recruit potential Conrad stayers into the Hilton HHonors
Brands Sales at trade shows around the world to raise the profile of
program.
Conrad Hotels & Resorts and drive revenue to the properties. Hilton
Drive revenue to all properties through trial and guest acquisition.
has a presence at the industrys leading trade shows that target the
Raise awareness of Conrad Hotels & Resorts among HHonors
luxury buyer:
members and partner luxury brand consumers.

Provide a promotional recruitment platform that can be
manipulated and leveraged for success and efficiency.
AmexSELLence (six shows annually for American Express FHR)

Virtuoso Travel Week
Signature Travel Networks annual meeting
Re-engage past customers.
International Luxury Travel Market (ILTM) Asia
In 2012, two waves of LRM were initiated to test various offers
International Luxury Travel Market (ILTM) Americas
and the associated creative messaging against multiple consumer
International Luxury Travel Market (ILTM) Cannes
segments. Over 3,000 room nights and $1 million were generated
Hilton Worldwide Sales also conducts monthly customer events
from guests who had never stayed at a Conrad previously.
in key markets across the U.S. Hilton will continue to support the
LRM will continue to grow in 2015, with new offers and new
Conrad teams efforts with its participation in IMEX America and
creative deployed to potential stayers, lapsed stayers (no stays for
the Luxury Customer Education Summit, both of which target top
at least 12 months) and those potential high-value customers who
luxury-event planners.
have shown a propensity for multiple stays at Conrad properties.
ADDITIONAL COMMERCIAL PLATFORMS
Luxury Travel Agencies
Hilton Worldwides ability to generate outstanding results for
Hilton Worldwides relationships with luxury travel agencies
its ownersdue to the global sales initiatives and cross-selling,
particularly American Express Fine Hotels & Resorts, Virtuoso
Global Online Services, Hilton HHonors program, worldwide
and Signature Travel Networkare critical to driving customers
reservation system, proprietary technology platform (OnQ), and the
4,200+
to Hiltons properties globally. Over the past four years, 11 luxury
esteem in which the Hilton Worldwide organization is held among
93
hotels have been accepted for membership in these programs.
customershas made Hilton Worldwide the hospitality partner of
Hilton Worldwide will maintain its outreach efforts to these
choice and enabled the company to increase market share across
agencies in order to educate them on the unique and exceptional
the board. When combined with its luxury-specifi c commercial
experiences offered by its properties worldwide. The team:
drivers, the positive impact on individual hotel performance is

unmatched in the industry.
Employs well-targeted and coordinated sales and marketing

campaigns designed to reach individual agents and endconsumers.
Hilton HHonors
With over 4,200 hotels in 93 countries, Hilton HHonors is the
Conducts luxury sales missions to agencies throughout the U.S.,
award-winning guest loyalty program that enables hotels in the
Latin America, Europe, and Asia Pacific to ensure that our hotels
Hilton Worldwide portfolio to consistently recognize and reward
stay top-of-mind in these agencies booking decisions.
its best guests. In return, these guests deliver business results
Supports hotels currently accepted into the luxury consortia
by driving hotel occupancy, generating incremental revenue, and
through sharing best practices and developing initiatives that
reducing distribution costs as members book through the lowest
drive revenue from these extremely valuable channels.
cost channels. Hilton Worldwides expansive portfolio has attracted
Provides our hotels with ongoing education on the membership
more than 40 million loyalty members. Hilton HHonors has more
requirements, marketing opportunities, and service-level
than two times the membership of Hyatt Gold Passport and
expectations of this affluent customer segment.
is incomparable to Four Seasons, Godfrey Hotels, and Hotel

Alessandra all of which are without loyalty programs. In
short, HHonors means loyalty and loyalty means business.
22
Across the global Hilton Worldwide portfolio, HHonors members
the necessary business intelligence to enable smart, profitable
ten contact centers covering every major continent and language
HRCC understands the needs of both owners and guests. With team
represented 50% of occupancy, which equated to $12.4 billion. Over
decisions.
throughout the world. Every property in Hiltons family of hotels
members fluent in over 12 languages and specialized geographic
is fully integrated into the Hilton Reservation system. HRCC boasts
virtual Hotel Desks, HRCC is able to effortlessly assist guests for
the most advanced telephone system in the world (Avaya ACD).
a stay at any one of our hotels. In addition, a dedicated Hilton
Additionally, enhanced service and reporting capabilities are
HHonors Desk is available to help support our most loyal guests.
90% of HHonors members book through the lowest cost channels,

resulting in savings of more than $200 million in distribution costs.
Fundamental to this technology platform is the Hilton Worldwide

revolutionary OnQ platform, a proprietary technology platform
HHonors ranks first in awareness and preference among hotel
that drives revenue, ensures profitability, and enables the growth
loyalty programs in most major markets and offers our +39 million
of Hiltons brands. OnQ is a unified system, integrating all business
members a choice of hotels that meet every budget, occasion, and
activities at properties, sales offi ces, and other customer touch
travel style through Hiltons 12 distinct brands. HHonors strategically
points. Every hotel in the Hilton Worldwide portfolio of brands,
partners with best-in-class brands to offer members more ways to
sales channel, and customer service center has the same system
The innovative ResMax solution offered by Hilton Reservations and
maximizing revenue opportunities. In addition to making guest-room
earn and redeem points. Hilton Worldwides extensive international
with a common view of customer information and the ability to
Customer Care (HRCC) is a premium reservations service that creates
reservations, these highly trained Reservation Sales Specialists
network of partners includes 65 of the worlds most popular airline,
deliver a differentiated guest experience. Since OnQ is proprietary
an unrivaled competitive advantage for owners and operators. A
assist guests and drive revenue by offering transfers for additional
rail, and car rental companies, as well as many co-branded credit
to Hilton and its owners, it allows the company to innovate faster
hotels direct reservation calls are seamlessly transferred to our
services and revenue outlets, such as spa, golf and in-house dining.
cards available in key markets.
than its competitors. Through OnQ, Hilton knows customer
exclusively trained ResMax team to handle as though they were on-
The Luxury Desk handles toll-free numbers throughout the United
values, preferences, and needs, allowing the team to engage on a
site at the hotel, providing a heightened level of responsiveness and
States, Canada and the United Kingdom, as well as hotel direct
meaningful and personal level.
accuracy while taking advantage of HRCCs proven track record and
transfers and point redemption for the Hilton HHonors program.
advanced reporting and metrics.
As Hiltons portfolio grows, the team will continue to focus on
Revenue Management
Hiltons Revenue Management Consolidation Center (RMCC)
available through the ResMax cluster reservation program, which

can make operations even more efficient and profitable for owners
and operators who choose to participate.
With this technology, Hilton Worldwide has the best, real-time
by inventory and rate management, and by tapping into other
information platform in the business, enabling us to gather and use
Over 3,000 highly skilled and experienced sales and customer service
services in the Hilton Performance Advantage to ensure the right
business intelligence for superior results.
professionals come in contact with 36 million guests annually. With
demand is generated for the property. The dedicated team across
RESERVATIONS AND CUSTOMER CARE
practices, and the implementation of performance improvement

plans. Hilton Worldwides integrated technology platform allows
Hilton Reservations & Customer Care (HRCC) handles reservations

across the entire Hilton Worldwide portfolio. HRCC consists of
The HRCC Luxury Desk supports the luxury brands and their guests
by providing consistent, unparalleled reservation experiences and
supports hotels in achieving superior market share and profitability
the globe supports the hotels through analysis, consultation, best
Luxury-Specific HRCC Support
a constant focus on revenue optimization and customer service

differentiation, HRCC is an ever more powerful and valuable service
to our owners.
providing assistance to hotels globally, delivering efficient and

inspirational guest service, identifying and expanding every sales
opportunity, and pursuing additional language services
HILTON ONLINE SERVICES
Hilton Online Services focuses on helping our owners and brands
capture a greater share of online hotel seekers. Hilton provides
information to be shared with other services to help generate
these hotel shoppers and its existing guests with an exceptional
demand based on individual business needs and desired price
online experience by leveraging all available channels. Hilton
points. Revenue Management can be tailored to meet the needs of
provides tools and information to the Brands, eCommerce and
any hotel regardless of size or market, and can be managed on-site
BPS teams so they can effectively support owners and operators
or through one of its Revenue Management Consolidated Centers.
based on an in-depth understanding of the ever-changing online
The Hilton Performance Advantage delivers a substantial amount

of each of the hotels revenue. These superior commercial systems
provided an estimated $30 billion in system revenue in 2013 and
more than 80% of the total rooms revenue of our hotels. The 40
million members of HHonors loyalty program contributed more
than 50% of the occupancy in Hiltons hotels and more than $200
million in costs savings to the hotels by booking through lower-cost
proprietary channels of Hilton Worldwide.
Information Technology
Hilton Worldwide is the undisputed leader in hospitality technology;
priding itself on maximizing revenue generation opportunities and
driving operational efficiencies throughout the property. Hiltons
unique technology platform integrates components in such a way
that reduces workload redundancies and improves the efficiency
of property, sales, and inventory management while providing
environment. There are fi ve departments within online services

focused on maintaining Hiltons position as an innovative thought
leader in this essential field: Website Design & Development,
Demand Generation, Content & Translations, Corporate Online
Services, and Digital Analytics.
STRATEGIC ACCOUNT MANAGEMENT (SAM)
The SAM approach to conducting business is unique to Hilton
Worldwide and is a proven competitive advantage. SAM was
established to develop long-term, sustainable growth across
all market segments at Hiltons top producing accounts. As the
guardians of enterprise-wide strategic relationship, the nine
member SAM team is deployed against 50 targeted accounts
where the agreed upon manner of business is focused on mutual
growth. Through greater penetration and deeper knowledge of a
companys enterprise, the team engages at the executive level to
23
expand and deepen relationships, identify business opportunities
residents with pre-established parking arrangements) fees for the
across all business units to make or save money for either
valet parking of automobiles, as established by the development
company, create executive engagement, develop and delivers
team from time to time.
solutions, and orchestrate and align enterprise-wide resources. The

ultimate outcome is garnering, internally and externally, executive
mindshare, support, and advocacy, positioning each other as
The Hotel and Residential Valet Parking Operator will:

A.
Provide first-class parking and valet service to patrons of the
business partners. SAM represents trusted advisor relationships,
Hotel and Residents consistent with the high luxury experience
innovative solution delivery, and market share domination. Through
experienced by such patrons and otherwise operate the Hotel
frequent engagement, collaboration, and executing an approach
and Residential Valet Parking Operation in a manner consistent
that focuses on mutual outcomes, SAM has been successful in
with the high quality luxury character and first-class standards
optimizing business and achieving the highest customer loyalty to
of operation refl ective of the Conrad Brand, all within the
Hilton Worldwide. Highlights include:
context of also maximizing Net Profits;
SAM accounts consistently achieve 25% premium revenue
B.
Operate the Hotel AND Residential Valet Parking Operation
growth over non-SAM accounts. Past 4-year growth was $832
from the designated valet parking areas located near separate
million; 116%.
entrances to the hotel and residential tower;
2013 revenue was $1.55 billion against 48 accounts. YTD May

2014, revenue growth is 11%, with YE revenue pacing to $1.62
C.
to park all customers of the hotel and residences with pre-
billion.
established parking arrangements;
Strategic Account Management Association (SAMA) awarded

Hilton Worldwide their most prestigious award, 2013 SAM
Unless the Parking Facilities are full, use the Parking Facilities
D.
Recommend rates to be charged for parking. The Developer will
Program of the Year, competing against companies among the
consider any recommendations of Operator when determining
Fortune 100.
rates for the Hotel Valet Parking Operation; however, Developer
2013 SAM Customer Satisfaction and Loyalty Survey: 95% overall
shall have no obligation to follow such recommendations and
highly satisfied; 94% highly satisfied with value provided.
retains the exclusive right to establish and alter, from time to

time, all parking rates in its sole and absolute discretion;
PARKING OPERATION AND MANAGEMENT PLAN

The Development Team has not made a commitment to a parking
E.
efficiently operate and maintain the Hotel and Residential Valet
operator at this time. We will appoint an operator to act as our
Parking Operation, of which all employees shall be employees
agent to operate the Hotel and Residential Valet Parking Operation,
of Operator and the Operator will comply with all Federal,
maintain the 2 Canal Street Annex Parking Facility and oversee
State, and local wage and hour laws;
other arrangements made with third party parking storage garages

in the immediate surroundings of the 2 Canal Street location. Our
F.
and to maintain the 2 Canal Street Annex parking facility subject to
G. Maintain accurate records of time spent by employees with

respect to the Hotel and Residential Valet Parking Operation so
the limitations of their agreement.

The Hotel and Residential Valet Parking Operator will maintain
the parking facilities in an efficient manner commensurate with
the Conrads hotel guest and resident patronage, consistent with
Conrads operating standards and the volume of business of
the Hotel and Residential Valet Parking Operation, charging and
collecting from the patrons of the Hotel and Residential Valet
Conrad Miami
24
Parking Operation (other than overnight guests of the Conrad and
Have a supervisor at the Hotel for such hours of operation as

are recommended by the Conrad;
operator will have the authority and obligation to direct and control
all operations of the Hotel and Residential Valet Parking Operation
Recruit, employ, and train all personnel as may be necessary to
that proper charges may be made;

H.
At all times clean and perform ordinary maintenance and

repairs to the Parking Facilities necessary to maintain a
high quality luxury image consistent with the Conrad brand
operations, including without limitation janitorial services,
striping, bulb replacement, and repairs to bumper stops,
gates, tickets booths, parking ticket devices, and electronic
access devices (such as swipe card readers), but excluding any
O.
Take all reasonable measures in every proper manner to
repair and maintenance obligations placed on the Developer,
maintain, develop, and increase the business of the Hotel
any repairs or maintenance activities by Operator that might
and Residential Valet Parking Operation. Operator shall not
inconvenience or disturb Hotel or Residential guests shall be
divert or cause any business to be diverted from the Hotel and
coordinated with the Hotel Manager so as to minimize any
Residential Valet Parking Operation by referral or any other
inconvenience or disturbance. Without limiting the foregoing,
method other than for overflow parking.
Operator further agrees to maintain the high quality first-class
management company at this time. We will appoint a company to

Street Annex Retail Facility. Our operator will have the authority and
obligation to direct and control all operations of the Retail Facility
areas by keeping them clear of trash and debris at all times and
The 2 Canal Street Annex Parking Facility is for the primary use of
subject to the limitations of their agreement.
washing the Valet Service Areas and courtyard driveway areas
transient and overnight guests of the Conrad New Orleans Hotel
nightly;
and Conrad New Orleans Residents with respect to the services
The Retail Operator and Manager will:

A.
Identify potential tenants who will enhance the 2 Canal
Operator shall properly supervise all employees working at
Except as otherwise authorized by Developer, Operator shall permit
the Hotel and Residential Valet Parking Operation whether
persons other than transient and overnight guests of the Hotel to
on a full-time or part-time basis. Operator shall exercise all
use the Parking Facilities only to the extent space is not needed
assure the Developer and the City maximizes profits
reasonable efforts to hire friendly, courteous, well presented,
for transient and overnight guests of the Conrad. Operator shall
and enhances sales tax revenue on same;
and responsible employees. All employees of Operator shall
charge and collect from customers of the Hotel and Residential
conduct themselves in a manner consistent with the standards,
Valet Parking Operation who are not transient or overnight guests
quality and image of the Conrad brand and wear appropriate
of the Hotel or Owner Residents, parking fees at least equal to the
approval of the Developer and Conrad;
amount charged to transient and overnight guests of the Conrad
Comply with such policies and procedures as the Developer

may establish from time to time regarding the greeting of all
patrons of the Hotel and Residences;
E.
Street redevelopment project and the City of New Orleans;

B.
C.
Negotiate all leases with commercial tenants to
Assume day-to-day management activities for the

retail areas of the redevelopment project;
D.
Collect rents, facilitate tenant improvements, create annual

budgets, coordinate & communicate with the Developer;
Inspect each tenant location regularly and

meet constantly with tenant ownership;
F.
Maintain the first class service standards consistent

with the high luxury experience experienced
act as our agent to manage the retail operations for the 2 Canal
Operation and to maintain the 2 Canal Street Annex Retail Facility
provided by the Hotel and Residential Valet Parking Operation.
J.
The Development Team has not made a commitment to a retail
PARKING FOR OUTSIDE CUSTOMERS
appearance of the Valet Service Areas and courtyard driveway
I.
RETAIL OPERATION AND MANAGEMENT PLAN
by Conrad patrons and other visitors;

G. Provide on-site management and technical personnel;
H.
Provide 24-hour on-call service;
I.
Maintain a comprehensive database for service calls;
J.
Maintain comprehensive budget information;
K.
Produce accurate and timely monthly reports;
L.
Maintain monthly operating expense

summaries and variance reports;
M. Set-up a program whereby all invoices

related to a project are segregated;
N.
Develop a comprehensive summary of all equipment

and systems located at the property;
O.
Produce a comprehensive operational manual;
P.
Design a complete preventive maintenance program
Q.
Provide a comprehensive lease administration program.
summarized in an annual operational calendar;
for similar services, as established by the Developer from time to

time. Fees collected from customers of the Hotel and Residential
Valet Parking Operation who are not transient or overnight guests
of the Conrad and state and local sales taxes thereon, shall be
K.
With the Developers prior written approval, purchase or cause

to be purchased necessary equipment or supplies as may be
necessary in connection with the proper operation of the Hotel
reported separately as Transient Revenue.

OVERFLOW PARKING
and Residential Valet Parking Operation and maintenance of
Operator shall provide valet parking services to all overnight and
the Parking Facilities;
transient guests of the Conrad regardless of whether space is

available in the 2 Canal Street Annex Parking Facility. In the event
L.
Neatly uniform all valets and other on-site employees;
the 2 Canal Street Annex Parking Facility is full, Operator shall park
M. Continuously operate the whole of the Hotel and Residential
customer vehicles in nearby lots or garages with pre-established
Valet Parking Operation for the purposes set forth herein every
agreements with the Developer. There is ample storage in the
calendar day of the year, twenty four (24) hours each such day;
immediate vicinity of the 2 Canal Street Annex Parking Facility and

the Developer will have agreements in place to accommodate any
N.
Permit any individual or group specified by the Developer
and all needs for overflow parking. Operator will maintain the first
or Conrad Manager to use the services of the Hotel and
class service standards consistent with the high luxury experience
Residential Valet Parking Operation or self-park at the parking
experienced by Conrad patrons. Fees collected from customers
facilities at any time at a reduced rate or free of charge as
of the Hotel and Residential Valet Parking Operation who are
requested by the Developer or Conrads Management staff
not transient or overnight guests of the Conrad and state and
from time to time; and
local sales taxes thereon, shall be reported separately as Overflow

Parking Revenue.
Team Controlled Parking in Proximity
25
Conrad Seoul
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E
DBE PARTICIPATION
APPENDIX
ImagebyMir
DAWN PERSPECTIVE FROM CANAL STREET

29
B. PROJECT DESIGN
Our design proposal illustrates those opportunities that are
The main ballroom for the hotel is located at the fourth floor of the
can be purchased for the trip to the observation level via express
forthcoming soon or have been under discussion for years, such
annex, with generous pre-function areas overlooking Spanish Plaza,
elevator. The observatory will be open in the daytime from mid-
as the conversion of the ferry from vehicular to pedestrian only
English Place, and Convention Center Boulevard. The ballroom will
morning to dusk, and will also be available for special functions in
use, removal of the existing Ferry Terminal Building - both to open
contain 9,000 square feet of meeting space, divisible by operable
the evenings.
up the Canal Street vista to the river while also providing greater
walls into as many as five separate meeting rooms.
connectivity between Spanish Plaza and Woldenberg Park and

improvements to vehicular and pedestrian circulation at the foot of
In addition to the interior renovations, the exterior of the tower
Escalators provide a direct connection from this to the meeting
will be renovated to upgrade the existing landmark building to
room spaces located at the third floor of the existing tower, which
ensure that the building continues to be an iconic structure for
provide an additional 5,300 square feet of space that can be divided
the city of New Orleans. All glazing will be replaced with energy
These initiatives, in concert with the development of a new
into multiple smaller meeting rooms and board rooms. The third
efficient double glazed windows, the exterior skin will be cleaned
Tricentennial Plaza along the riverfront at the WTC site, will create
floor also contains a double height junior ballroom of approximately
and waterproofed and the exterior will be repaired to restore the
a new space of public celebration, while enabling a continuous
2,500 square feet. This meeting rooms can be accessed from the
building to its original beauty. All improvements will be done
public waterfront promenade from Spanish Plaza to the Moonwalk,
ground floor lobby via elevator as well as the existing escalators
in accordance with US Department of Interior Standards for
opening up the entire downtown central riverfront.
original to the tower, which will be refurbished as part of the
Rehabilitation for Historic Structures in order to take advantage of
historic rehabilitation of the building.
existing State and Federal historic tax credits.
of our design proposal, representing a complete renovation and
Hotel administrative spaces and back of house shall be housed
In addition, the adjacent four-story annex building will be discreetly
refurbishment of the current World Trade Center, designed by
on parts of fl oors two and four within the existing tower. The
connected to the existing tower with a minimal corridor at the
Edward Durrell Stone and dedicated in 1968. This iconic building
sixth fl oor will be partially devoted to hotel guestrooms in two
southern wing of the tower. The upper floors of the annex that
was viewed as an enduring symbol of our great City, with a clear
of the four wings of the tower. A day spa and fitness center will
front on Convention Center Boulevard and English Place will be clad
message that while this is a City with a great past, it embodies an
occupy the other two wings and will have direct access to an
in a series of gold-anodized perforated metal panels. These panels
undoubtedly greater future. Our redevelopment of this important
outdoor pool club and grille located on the roof of the annex, with
will vary in perforation from more solid at the bottom to more open
structure is designed to convey the exact same message.
dramatic views of the river and city competing with activities of this
at the top where views from the ballroom pre-function areas will
compelling rooftop amenity.
be maximized and will also provide for natural ventilation at the
Canal and Poydras Streets.
Following this narrative are drawings and architectural renderings
Site development for the project will feature two vehicular arrival
garage.
courts accessed off Convention Center Boulevard providing
Guestrooms totaling 307 keys will occupy floors five through
separate Hotel and Residential entrance arrivals with independent
eighteen. The hotel will include 23 junior suites dispersed
This new annex building will add yet another element at the English
lobbies. The downriver arrival court will serve the hotel, which will
throughout the guest room floors and 18 larger suites of differing
Place terminus of Poydras Street alongside the Hilton Towers,
feature a signature ground level restaurant with stunning views
size and finish on the upper hotel floors. The top guestroom floor
entry to Spanish Plaza and the Riverwalk Outlet Collection, and the
up Canal Street and a hotel bar in the renovated lobby that will
will house an exclusive hotel concierge club lounge of approximately
Hilton Riverside Hotel. This important public space, the terminus of
overlook Convention Center Boulevard. Also included as part of the
3,500 square feet in the downriver wing of the tower.
one of the Citys great commercial boulevards, is visually disjointed
project is an independent public entrance off of a new pedestrian
A 120-unit residence by Conrad will be located on floors twenty
ARCHITECTURAL NARRATIVE
plaza at the foot of Canal Street, which will provide access to the
Our team proposes to redevelop the existing World Trade Center
public observation level at the thirty-third floor. This public plaza
building into a new Conrad New Orleans Hotel and Residences;
will include new landscaping and pedestrian amenities along with
the design presented in the subsequent pages present a unique,
an interactive water feature on axis with the Canal Street corridor.
dynamic, and powerful mixed-use project at the terminus of Canal
An adjacent annex building will be constructed to the south of the
and Poydras Streets.
tower to support the needs of the hotel. This annex will provide
This redevelopment project has the potential to unlock long-standing
7,400 square feet of street level retail space as well as lobby access
civic planning goals by serving as a catalyst to reconnect the City to
for guest/public visitors to the pool club located at the roof.
the river at the confluence of our two primary urban corridors
The annex building will also contain 127 parking spaces, accessible
The entrance to this observatory will be through a separate entrance
Canal and Poydras. While many of these initiatives are outside of
by valet only, on two and a half levels. The garage will be accessed
at the first floor of the tower, accessed from a new pedestrian plaza
the specific scope of the WTC redevelopment, our proposal has
from English Place, adjacent to the loading dock entrance serving
at the foot of Canal Street. A shuttle elevator will take visitors to a
represented those that will be instrumental to opening the riverfront
the tower.
lobby and gift shop at the second floor of the tower, where tickets
through thirty, including 4 penthouse units with unobstructed
and lacks the necessary cohesion or identity commensurate for

such an important civic space.
views of the river and city on the thirtieth floor. The thirty-first floor
By continuing the perforated metal panels of the Conrad annex
will be dedicated to residential amenities, including a private club
around the existing circle at English Place to the Hilton Towers, this
room and lounge, a residential fitness center, and a dining room
dramatic architectural feature will frame a new civic plaza at the
with catered services available to residents for special occasions.
foot of Poydras Street. Our design will incorporate state-of-the-art
At the thirty-third floor, we will create a 7,000 square foot

observatory and interpretive center that is open to the public,
offering unparalleled, 360 degree views of the river and the City.
lighting and kinetic, digital effects to bring drama, life, and a unified
sense of identity to a space that has been sorely lacking same since
its creation. In this manner, our design proposal becomes not only a
fitting terminus to Poydras Street, but a ceremonial gateway to the
Mississippi River and a new Tricentennial Plaza that celebrates our
citys 300th anniversary.
to greater public use as the city celebrates its 300th anniversary.
30
RE TA I L
RI V ERWA LK OU T L E T
AQUA RI U M O F T HE A MERI CA S
Port of New Orleans Street
EN ERGY SU BS TAT I O N
H I LTO N H OT EL
Ba di
ne S
tre e t
English Place
W TC GA R AGE
Convention Center Boulevard
ra s S
ee
tr
lS
na
Ca
SITE PLAN
tre e
H A RR A HS CA SI N O
Poyd
St r e e t
Badine
50
100 FT
31
Rendering: By-Encore
SOUTHEAST AERIAL PERSPECTIVE

32
N E W RTA FERRY T ERM I N A L
RES TAUR A N T / RE TA I L
T R I CEN T EN N I A L F O U N TA I N
EN H A N CED P U B L I C P L A Z A
N E W M A SS T R A NSI T S TOP
SPA N ISH PL A Z A
Port of New Orleans Street
RES TAUR A N T / RE TA I L
Ba di
ne S
tre e t
English Place
RE TA I L
AU TO COURT DROP- O FFS
Convention Center Boulevard
I N T ER ACT I V E WAT ER F OU N TA I N
ra s S
ee
tr
lS
na
Ca
SITE PLAN | GROUND FLOOR
tre e
Poyd
St r e e t
Badine
N E W CA N A L S T REE T T ERM I N US
50
100 FT
33
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
O BSERVAT I O N DECK
RESI DEN T I A L A MEN I T Y L E V EL
FLOOR S 20 -31 RESI DEN T I A L

T Y P I CA L FLOOR PL AT E IS 21,450 GSF
11- 6 FLOOR TO FLOOR
E XCEP T O N L E V EL 30
HOT EL A MEN I T Y L E V EL
FLOOR S 01-18 HOT EL

T Y P I CA L FLOOR PL AT E IS 21,450 GSF
11- 6 FLOOR TO FLOOR
E XCEP T O N L E V EL S 01 & 03
SPA / FI T N ESS L E V EL
OU T DOOR AMEN I T Y LE V EL
MEE T I NG ROOMS / BA L L ROOMS

W I T H PRE- FU N CT I O N
PA RK I NG (127 SPACES)
RE TA I L
PROGRAM DISTRIBUTION
34
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
ENTRY TO OBSERVATION DECK

317 SF
RAMP TO PARKING
1690 SF
KITCHEN
1363 SF
BACK OF HOUSE
3136 SF
OWNER RETREAT
974 SF
BRASSERIE, BAR,
AND PRIVATE DINING
2062 SF
BACK OF HOUSE
2603 SF
LOADING
2168 SF
OWNER RETREAT
883 SF
RECEPTION
310 SF
HOTEL AUTO COURT

6239 SF
CONCIERGE
611 SF
LOBBY LOUNGE
3247 SF
LOBBY BAR
1382 SF
Hotel will feature a grand lobby entrance
RETAIL
7531 SF
RESIDENTIAL AUTO COURT

5497 SF
POOL DECK
LOBBY
520 SF
and adjacent Brasserie & Bar.

Residential Units will benefit from a discrete lobby entrance.
Separate Observation Deck entrance
Separate porte cochere for the hotel and residences
Leased retail space in the Annex Building and
Public Access to Rooftop Pool Bar & Grille
FLOOR PLAN LEVEL 01 | LOBBY AND STREET ACCESS

16
32 FT
35
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
STOR
360 SF
STOR
367 SF
OFFICES
1414 SF
1
2
OBSERVATION TICKET SALES

4070 SF
FRONT OFFICE SUPPORT

1774 SF
CORRIDOR
2591 SF
12
13
14
15
PARKING
9547 SF
16
OPEN TO BELOW
4986 SF
17
18
8
9
10
11
19
20
21
Downriver Blade will feature Observation

Welcome Area, Ticket Sales, and Gift Shop
Valet parking stalls available in the Annex Building
Hotel Support Areas and Administrative Offices
FLOOR PLAN LEVEL 02 | SUPPORT AREA & OBSERVATION DECK WELCOME CENTER
36
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
JUNIOR BALLROOM
2486 SF
LO BBY
PA RK I NG
SU PP ORT
STOR
106 SF
STOR
106 SF
PREFUNCTION
1278 SF
100
STOR
109 SF
STOR
358 SF
STOR
200 SF
MULTI-FUNCTION ROOM D
1248 SF
BUSINESS
LOUNGE
336 SF
50
STOR
522 SF
99
51
98
52
CORRIDOR
5351 SF
53
STOR
106 SF
STOR
336 SF
STOR
184 SF
CONFERENCE ROOM
520 SF
65
56
MULTI-FUNCTION
ROOM B
1243 SF
STOR
106 SF
MULTI-FUNCTION
ROOM A
1243 SF
59
60
61
94
PARKING
8576 SF
79
78
67
58
STOR
106 SF
95
80
66
57
PREFUNCTION
1278 SF
96
81
64
55
97
82
63
54
MULTI-FUNCTION ROOM C
1248 SF
83
62
92
77
68
69
91
90
76
75
70
89
74
71
93
88
87
Junior Ballroom on the Riverside Blade
86
double height ceilings with river views

85
Lakeside and Downriver Blade each to feature

Multifunction Room divisible into two sections
72
73
84
Connection to Lobby Level achievable via

two points of escalator access
Connection to Ballroom level and Annex Building
achievable via escalator in Downriver Blade
FLOOR PLAN LEVEL 03 | BANQUETING AND BREAK OUT SPACE

16
32 FT
37
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
STOR
586 SF
PREFUNCTION
9758 SF
EXECUTIVE OFFICES
8887 SF
CORRIDOR
1989 SF
BACK OF HOUSE
667 SF
MECH
88 SF
STOR
355 SF
BALLROOM KITCHEN
2053 SF
SUPPORT
1689 SF
BALLROOM
9368 SF
Ballroom in the Annex Building double height ceilings

Riverside Prefunction space wraps around to face
English Place with floor to ceiling windows
Banquet Support Space in the Main tower
Executive Offices and Storage
FLOOR PLAN LEVEL 04 | BALLROOM

38
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BAY SUITE
1035 SF
RE TA I L
LO BBY
PA RK I NG
DOUBLE
QUEEN
521 SF
SU PP ORT
KING
520 SF
KING
458 SF
KING
458 SF
KING
451 SF
KING
617 SF
DOUBLE
QUEEN
585 SF
KING
515 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
OPEN TO BELOW
3063 SF
DOUBLE
QUEEN
587 SF
KING
605 SF
DOUBLE
QUEEN
587 SF
KING
599 SF
CORRIDOR
3965 SF
MECH
88 SF
KING
595 SF
DOUBLE
QUEEN
583 SF
KING
515 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
452 SF
KING
458 SF
DOUBLE
QUEEN
520 SF
KING
471 SF
ROOF BELOW
6182 SF
MECH
1911 SF
OPEN TO BELOW
9386 SF
KING
457 SF
KING
520 SF
2 BAY SUITE
1033 SF
26 GUESTROOMS
18 King Bedrooms
6 Double Queen Bedrooms
Riverside and Lakeside end units are 2-Bay Suites
FLOOR PLAN LEVEL 05 | GUEST ROOMS

16
32 FT
39
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BAY SUITE
1035 SF
RE TA I L
LO BBY
PA RK I NG
DOUBLE
QUEEN
519 SF
SU PP ORT
KING
516 SF
KING
458 SF
KING
462 SF
KING
452 SF
KING
617 SF
DOUBLE
QUEEN
585 SF
KING
452 SF
KING
517 SF
STOR
265 SF
MECH
116 SF
FITNESS CENTER
1513 SF
MECH
204 SF
POOL
2416 SF
CORRIDOR
3330 SF
MECH
92 SF
KING
595 SF
DOUBLE
QUEEN
581 SF
HOUSEKEEPING
361 SF
SUPPORT
326 SF
KING
515 SF
SPA
6515 SF
BAR
287 SF
MEN'S
ROOM
226 SF
WOMEN'S
ROOM
234 SF
13 GUESTROOMS
- 9 King Bedrooms
- 3 Double Queen Bedrooms
REFLECTING POOL
723 SF
- Riverside end unit is a 2-Bay Suite

Fitness Center and Full-Service Spa
Exclusive Hotel & Residences Access
to Annex Building rooftop
Annex Building Roof to house Hotel Pool, Private
Residential Pool, and Pool Bar & Grille
FLOOR PLAN LEVEL 06 | GUEST ROOMS, SPA AND FITNESS CENTER, AND POOL BAR & GRILLE
40
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
26 GUESTROOMS
MECH
111 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
18 King Bedrooms
Riverside and Lakeside end units are 2-Bay Suites
Please see Appendix A for individual
floor plans of duplicate floors 8-14.
FLOOR PLAN LEVEL 07 - 14 | GUEST ROOMS

16
32 FT
41
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BAY SUITE
1034 SF
RE TA I L
LO BBY
PA RK I NG
3 BAY
1449 SF
DOUBLE QUEEN
519 SF
SU PP ORT
KING
459 SF
KING
451 SF
KING
617 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
STOR
265 SF
STOR
116 SF
5 BAY
3058 SF
CORRIDOR
3778 SF
MECH
90 SF
KING
595 SF
DOUBLE
QUEEN
581 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
458 SF
KING
457 SF
DOUBLE QUEEN
520 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
20 GUESTROOMS
11 King Bedrooms
Riverside Blade features a 2-Bay Suite and a 3-Bay Suite
Upriver Blade features a 5-Bay Suite

42
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
4 BAY
1914 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
3 BAY
1256 SF
3 BAY
1250 SF
KING
495 SF
STOR
268 SF
STOR
220 SF
5 BAY
3390 SF
CORRIDOR
1689 SF
5 BAY
3524 SF
MECH
88 SF
HOUSEKEEPING
367 SF
MECH
107 SF
3 BAY
1242 SF
10 GUESTROOMS
KING
492 SF
3 BAY
1250 SF
4 BAY
1915 SF
2 King Bedrooms
Riverside and Lakeside Blades features a
two 3-Bay Suites and a 4-Bay Suite
Upriver and Downriver Blades features a 5-Bay Suite
Please see Appendix A for individual
floor plans of duplicate floor 17.
FLOOR PLAN LEVEL 16 - 17 | GUEST ROOMS

16
32 FT
43
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
KING
529 SF
KING
529 SF
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
521 SF
SU PP ORT
DOUBLE QUEEN
519 SF
KING
467 SF
KING
467 SF
KING
455 SF
KING
455 SF
STOR
266 SF
STOR
118 SF
CLUB @ CONRAD
3565 SF
KING
471 SF
DOUBLE
QUEEN
594 SF
KING
617 SF
DOUBLE
QUEEN
595 SF
KING
611 SF
CORRIDOR
3924 SF
MECH
91 SF
HOUSEKEEPING
364 SF
KING
454 SF
KING
471 SF
KING
454 SF
KING
466 SF
KING
469 SF
DOUBLE QUEEN
528 SF
21 GUESTROOMS
MECH
114 SF
DOUBLE QUEEN
525 SF
2 BAY SUITE
1048 SF
14 King Bedrooms
Downriver Blade features the 6-Bay Club
@ Conrad Concierge Lounge
Lakeside Blade features a 2-Bay Suite

44
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
STOR
266 SF
STOR
116 SF
MECH
18783 SF
MECH
90 SF
STOR
356 SF
MECH
104 SF
Entire floor to house necessary mechanical equipment and

provide use separation between Hotel and Residences
FLOOR PLAN LEVEL 19 | MECHANICAL

16
32 FT
45
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
12 UNITS
2 BR/2 BA
1245 SF
2 BR/2.5 BA
1624 SF
Four 1-Bedroom Units

Eight 2-Bedroom Units
Please see Appendix A for individual floor
plans of duplicate floors 21-28.
FLOOR PLAN LEVEL 20 - 28 | RESIDENTIAL UNITS

46
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
3 BR/3.5 BA
2313 SF
3 BR/3.5 BA
2324 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
MECH
183 SF
3 BR/3 BA
2034 SF
STOR
472 SF
3 BR/3 BA
1958 SF
CORRIDOR
1432 SF
3 BR/3 BA
2018 SF
STOR
461 SF
3 BR/3.5 BA
2317 SF
MECH
92 SF
3 BR/3 BA
2019 SF
3 BR/3.5 BA
2428 SF
8 UNITS
Eight 3-Bedroom Units, 2 Per Blade
FLOOR PLAN LEVEL 29 | RESIDENTIAL UNITS

16
32 FT
47
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
4 BR / 4.5 BA PENTHOUSE
4801 SF
LO BBY
PA RK I NG
SU PP ORT
MECH
174 SF
STOR
359 SF
4188 SF
CORRIDOR
1170 SF
STOR
339 SF
4095 SF
MECH
89 SF
4896 SF
4 UNITS
Four 4-Bedroom Units, 1 Per Blade
FLOOR PLAN LEVEL 30 | RESIDENTIAL UNITS

48
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
OWNER
BOARD ROOM
2582 SF
LO BBY
PA RK I NG
SU PP ORT
MECH
1765 SF
MECH
511 SF
OWNER
LOUNGE
2063 SF
MECH
268 SF
OWNER
LIBRARY
2581 SF
CORRIDOR
4499 SF
MECH
417 SF
MECH
304 SF
MECH
1831 SF
OWNER FITNESS CENTER

2586 SF
EXCLUSIVE RESIDENCE ONLY ACCESS

Riverside Blade to house Residential
Boardrooms and meeting space
Upriver Blade to house Residential Library and Sitting Area
Downriver Blade to house Residential
Lounge and Show Kitchen
Lakeside Blade to house Residential Fitness Center
FLOOR PLAN LEVEL 31 | RESIDENTIAL AMENITIES

16
32 FT
49
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
MECH
1773 SF
MECH
3798 SF
MECH
1834 SF
Entire drum to house necessary mechanical equipment and

provide use separation between Observation and Residences
FLOOR PLAN LEVEL 32 | MECHANICAL

50
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
STOR
83 SF
MECH
77 SF
OBSERVATION DECK
7153 SF
MECH
77 SF
STOR
87 SF
360 Degree View - Observation Deck

Light F&B Operation to Service Patrons
Express Elevator Access to Floor 2
Observation Deck Welcome Center
FLOOR PLAN LEVEL 33 | OBSERVATION DECK

16
32 FT
51
WEST ELEVATION
52
32
64FT
SOUTH ELEVATION
32
64FT
53
LONGITUDINAL SITE SECTION

54
32
64FT
TRANSVERSE SITE SECTION

32
64FT
55
ZONING ANALYSIS
Off-Street Parking Requirements (per Table 15.C of the CZO)
SUMMARY
The cantilevered projections over the sidewalk and public way are
(based on Current Comprehensive Zoning Ordinance)
Multi-family residential ......................... 50% of dwelling units
Our proposal meets the requirements of the current CZO as outlined
proposed as a public benefit, and will require incorporation into the
above with the exception of Off-Street Loading Requirements,
final Lease Agreement with the City. While we see these elements
which will require a variance per the provisions of Section 14.6.
as a powerful addition to our project, our proposal is not ultimately
Our development proposal includes the construction of a new

4-story annex building to house certain program elements of the
hotel that cannot be effectively accommodated within the existing
tower. These program components include a flexible, column-free
ballroom with associated pre-function areas, support parking for
valet holding, and an expansive pool deck and outdoor amenity
for hotel guests and residential users. This annex will also provide
ground floor loading and associated service program, along with
street level retail space.
120 units provided
required 60 spaces
Hotel ....................................................... 1 space per 3 rooms

307 keys provided
dependent on them and we would expect advancing discussions
required 103 spaces
Our design proposal specifically addresses the design criteria outlined
with the City, as well as others having certain property rights (such
Restaurant .................................. 1 space per 800 sf floor area
as part of the Downtown Design Review District and, in particular,
as Riverwalk), in order for us to realize this proposal.
2062 sf provided
required 5 spaces
clearly establishes the creation of a strong pedestrian environment
Retail Store .......................................... 1 per 600 sf floor area
with the addition of the annex building at the corner of Convention
Lastly, while the RFP specifi cally requests a summary based on
Center Boulevard and Poydras Street. Here, we have maximized retail
current zoning, we are also familiar with the requirements of the
frontage, provided a sheltered pedestrian environment by means of
draft CZO, and we look forward to working with City Planning to
cantilevering upper floors of the annex over the sidewalk to create
coordinate our efforts with other agencies and authorities having

jurisdiction on the project.
7531 SF provided
required 13 spaces
Total Required Parking ........................................... 181 spaces
The RFP requests an analysis of the current zoning and any other
As part of our design proposal, we are providing 127 off-street
an arcade for sun and weather protection, and created a lively and
restrictions affecting this new building, which are summarized below:
parking spaces. Additional required parking spaces will be
visually diverse faade treatment that provides a larger civic function
accommodated off-site in accordance with Section 15.2.7.9. Joint
with regard to creating a fitting terminus to Poydras Street.
Property Description
The World Trade Center is located at 2 Canal St, on a property
bound by Poydras St, Convention Center Blvd, Canal St, and Spanish
Plaza. It is located in a CBD-2 Central Business District.
Use and Off-Site Facilities.

Off-Street Loading Requirements (per Table 15-G of the CZO)
Hotel and Apartment Building 688,120 sq. ft. provided
100,000 200,000 SF
Permitted Uses
Multi-family residential, retail stores, bars/cocktail lounges, hotels,
accessory parking lots, and restaurants are permitted by right in
CBD-2 districts. Parking garages providing non-accessory offstreet parking spaces require conditional use approval.
for each 100,000 sf over 200,000
3 required
1 additional (add 5)
Retail Store .................................................... 7530 sf provided

2,000 10,000 sf
1 required
Total Required Loading ............................................... 9 spaces

Total Provided .............. 2 spaces (variance of 7 spaces required)
Height, Area, and Bulk Requirements

Maximum FAR for mixed buildings ................................... 12
(max 13 with bonuses)
Design Review District Requirements

(per Section 10.10 of the CZO)
Maximum Height .......................................................... None
The WTC site is located within a Downtown Design Review District.
Minimum Open Space Ratio ........................................... 0.07
In summary, this particular development must meet the following

design criteria:
Maximum FAR (per property survey) ............. 1,270,380 sq.ft.

Existing FAR (WTC tower) ................................ 655,750 sq.ft.
Architectural details, materials, colors, textures and landscape
Proposed FAR (including annex building) ......... 695,650 sq.ft.
treatments should be coordinated to provide visual continuity,

quality and consistency throughout the zone with sufficient
Special Regulations
diversity to create a lively and interesting skyline and streetscape.
All developments of at least 50,000 square feet in aggregate
Development frontage on the river side of Convention Center
floor area are subject to site plan review under Section 16.7., and
Boulevard should be built to the property line and maintain a
to approval of a traffic impact analysis under the provisions of

Section 6.12.
Special off-street parking standards apply in accordance with the
regulations in Section 15.2.
The provisions of both the Downtown Design Review District and
this district, in accordance with Section 10.10.
E X IS T I NG
CURB
consistent scale related to the scale of the building opposite.

Developments along Convention Center Boulevard should
provide for the pedestrian environment, where appropriate,
PROP OSED
CURB
with the use of sheltered sidewalks, visually active ground level

facades in fronting development, arcade treatment, protective
landscaping, signage and clear convenient pedestrian crossings.
56
50
100 FT
1. E X T RU DE DE V ELOPE A BL E A RE A U P
2. F OUR S TORY M A SSI NG
3. E X T RU DE W ES T & SOU T H FACES OU T
4. CA N T I L E V ER OV ER SI DE WA LK S
5. E X T EN D TOP EDGE O F A N N E X BU I L DI NG OU T
6. E X T EN D TOP EDGE O F H I LTO N OU T
7. CO N N ECT H I LTO N A N D A N N E X W I T H MEDI A WA L L
8. ES TA BL ISH V ISUA L CO N T I N U I T Y A LO NG ENGL ISH CI RCL E
ANNEX MASSING STRATEGY

57
73- 6
PERF OR AT ED
ME TA L SCREEN
1 I NSU L AT E
GL A ZI NG U N I T
62- 0
PRE- FU N CT I O N
BA L L ROOM
C.I.P. CO N CRE T E
SU PER S T RUCT URE
5 4- 0
B.O.H.
39- 0
PA RK I NG
PERF OR AT ED
ME TA L SCREEN
17- 0
0- 0
RE TA I L
PPROPERT Y L I N E
TRANSVERSE ANNEX SECTION

58
62- 0
5 4- 0
PERF OR AT ED
ME TA L SCREEN
1 I NSU L AT E
GL A ZI NG U N I T
PRE- FU N CT I O N
PRE- FU N CT I O N
BA L L ROOM
39- 0
PA RK I NG
C.I.P. CO N CRE T E
SU PER S T RUCT URE
PERF OR AT ED
ME TA L SCREEN
17- 0
RE TA I L
LOA DI NG
SPEED R A MP
0- 0
PPROPERT Y L I N E
LONGITUDINAL ANNEX SECTION

59
FACADE ELEMENT
One of the signature design features of our proposal is a new
architectural element that forms a dramatic elevated terminus to
Poydras Street, one of the great commercial boulevards of New
Orleans.
Our design proposes a new, four-story annex building adjacent
to the WTC, located between the existing tower and the foot of
Poydras Street. This annex will define the northern edge of English
Place, which functions as a roundabout at the end of Poydras. This
area is currently a disjointed collection of random design elements
that provide no order or clarity to the public realm. As a result
of this incremental accumulation of independently designed and
built elements, the terminus of Poydras Street lacks the necessary
cohesion or identity commensurate for such an important civic
space.
Our proposal clads the upper three floors of the new Conrad annex
building with a series of gold-anodized perforated metal panels.
These panels vary in perforation from more solid at the bottom to
more open at the top, where views from the ballroom pre-function
areas of the annex will be maximized. These perforated panels
also screen the parking levels below the ballroom and provide for
natural ventilation of the garage structure.
We propose expanding the use of this metal screen element and
continuing it around English Place to the Hilton Hotel Towers,
where it will provide a new faade above the current arrivals and
drop off location at the Hilton front door. By these means, this
dramatic architectural feature will organize and define a new civic
plaza at the foot of Poydras Street.
This design element will incorporate state-of-the-art lighting and
kinetic, digital effects to bring drama, life, and a unifi ed sense
of identity to a space that has been sorely lacking same since its
creation. In addition to integrated LED lights for animated content,
there will also be opportunities for projected video art similar to
PERF OR AT ED ME TA L SCREEN
W I T H GL A ZI NG AT BA L L ROOM L E V EL .
*DES MO I N ES PU BL I C L I BR A RY
OPP ORT U N I T I ES F OR PROJECT ED V I DEO A RT.

I N T EGR AT ED L ED L IGH T S F OR DISPL AY A N D SU PER GR A PH I CS.
*L EF T - DOUG A I TK EN H I R SHHORN I NS TA L L AT I O N
*RIGH T - KU NS T H AUS GR A Z
that experienced last year during LUNA Fete, where video images
were projected onto the faade of Gallier Hall.
We see this design proposal acting not only as a fitting terminus to
Poydras Street, but also as a ceremonial gateway to Spanish Plaza, the
Riverwalk, and the Mississippi River beyond. It will become a critical
link in an expanded Central Riverfront, connecting the downtown
core of the City to a new Riverfront Plaza that commemorates and
celebrates the 300th anniversary of our great city.
Poydras Street Terminus
60
ImagebyMir
POYDRAS STREET PERSPECTIVE

61
ENLARGED WEST ELEVATION

62
16
32 FT
SOUTH WEST AERIAL PERSPECTIVE

63
CONRAD ENTRY PERSPECTIVE

64
CONRAD LOBBY PERSPECTIVE

65
RESTAURANT PERSPECTIVE
66
OBSERVATION DECK PERSPECTIVE

67
CENTRAL RIVERFRONT REDEVELOPMENT

Our proposal envisions the redevelopment of the 2 Canal Street as a
means to stimulate a much larger and compelling program of public
and private investment, with tremendous benefits to the City.
Elements of this larger coordinated plan contemplate the acquisition
of the ITM Parking Facility from the City by the Convention Center,
CO N R A D HOT EL
2 CA N A L S T REE T
BU I L DI NG
on terms acceptable to both parties, and exchanging between the

Hilton and Convention Center the strategic Whale Lot property
owned by Hilton Worldwide. From the standpoint of the City, the
positive results of this transaction would be dramatic. First, the
acquisition of the ITM Parking Facility unlocks the capacity of Hilton
AU DU BO N
AQUA RI U M O F
T H E A M ERI CA S
I T M PA RK I NG FACI L I T Y
CI T Y OW N ED
SPA N ISH PL A Z A
H I LTO N H OT EL
H I LTO N W H A L E LOT
to expand its Hilton Riverside Hotel complex. The resulting expanded

and improved hotel complex would be an added powerful tool for
citywide convention and meeting business.
WO L DEN BERG
PA RK
CO N R A D HOT EL
A N N E X BU I L D I NG
H I LTO N
GAR AGE
RI V ERWA LK
CO N V EN T I O N
CEN T ER
More importantly, however, the potential acquisition of the Hilton

Whale Lot property by the Convention Center would allow the
Convention Center to achieve the long-held aspiration of expanding
the Convention Center on this property, to include state-of-the-art
exhibition and meeting space, substantial parking, and an expansive
plaza at the foot of Julia Street which would serve as a dramatic
entrance into both the Convention Center and the Riverwalk.
This unique expansion possibility, together with the exciting plans
which the Convention Center is developing upriver and along
Convention Center Boulevard, are literal game changers for the
marketability and national competitiveness of our Citys hospitality
industry. As we reach the 30th anniversary of this facility, this
comprehensive plan of redevelopment and expansion will allow
the Convention Center to continue to compete with competitive
facilities across the country.
The economic impact of this overall development plan would be
transformative for the City and for its hospitality industry. This plan
represents a huge move in the fulfillment and realization of the
Boston Consulting Groups Hospitality Master Plan, carried out
under the leadership of then Lt. Governor Landrieu. That plan, which
envisions goals of over 13 million visitors and over $8 billion in visitor
spending, established several key building blocks for success. Among
these were turbo-charging the Central Riverfront, expanding and
reimagining the Convention Center, and adding to our hotel room
inventory. The development plan proposed by our team, all triggered
by our partnership with Hilton Worldwide and the redevelopment of
the 2 Canal Street into the Conrad New Orleans Hotel and Residences,
advances these core concepts in a unique, unprecedented, and
stunning fashion.
68
AERIAL PERSPECTIVE
69
2015
J
2016
M
2017
2018
TRICENTENNIAL
M
CONCEPT
DESIGN
SELECTION & LEASE
NEGOTIATIONS
SCHEMATIC
DESIGN
DESIGN DEVELOPMENT
CONSTRUCTION DOCUMENTS
DEMO / FOUNDATION
PACKAGE
PERMIT /
LANDLORD REVIEW
PERMIT /
LANDLORD REVIEW
DEMOLITION
RENOVATION OF 2 CANAL STREET
FOUNDATIONS
CONSTRUCTION OF ANNEX
JULY 31, 2017
ANNEX FINAL OCCUPANCY
MAY 1, 2017
SUBSTANTIAL COMPLETION & TEMPORARY OCCUPANCY
FEBRUARY 15, 2016
CONSTRUCTION OF TOWER & ANNEX
OCTOBER 30, 2015
COMMENCE CONSTRUCTION
SEPTEMBER 1, 2015
SUBMIT FINAL DESIGN / DEMO & FOUNDATION PACKAGE
JULY 1, 2015
SUBMIT SCHEMATIC DESIGN
APRIL 30, 2015 OR EARLIER
LEASE EXECUTION
PUNCH LIST &

MOVE IN
COMING FALL 2017
2 CANAL STREET ANNEX BUILDING TIMELINE

70
TRICENTENNIAL CELEBRATION
71
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E
DBE PARTICIPATION
APPENDIX
C.1 DEVELOPMENT TEAM

2 Canal Redevelopment, LLC is a 100% locally owned entity led by
Dr. Norman Francis, Norman Francis Family Trust
New Orleans businessmen Darryl Berger, Joseph Jaeger Jr., Roger
2452 Jay Street, New Orleans, LA 70122
Ogden, and Dr. Norman Francis. We are pleased to announce
Manager
CLIENT
THE CITY OF NEW ORLEANS
the addition of Dr. Norman Francis to our partnership since we
redevelopment plan and our community enrichment plans.
HOTEL FLAG/OPERATOR, LUXURY RESIDENTIAL

MANAGER, AND OBSERVATORY MANAGER
| HILTON WORLDWIDE TEAM LEADERS
We confirm our announcement and introduction of Hilton
Timothy Benolken, Senior Vice President of Operations U.S. West
Worldwides luxury brand Conrad Hotels & Resortsas our
Cerretera Transpeninsular, Los Cabos, IL 23447
hotel operating partner, residential property manager, and rooftop
David Andrew Slater, Area Vice President of Operations
submitted our original RFQ. Dr. Francis has been a true visionary
for our city and will add his talents in support of our overall
observatory manager. The Conrad brand positioning of innovative,
U.S. South Central
smart luxury is ideal for the sophisticated and elegant international
500 E. 4th Street, Austin, TX 78701
traveler we want to attract to the New Orleans market.

Our design partners remain the talented joint venture of Manning
DESIGN & CONSTRUCTION TEAM MEMBERS
Architects and Eskew+Dumez+Ripple, and our general contractor
Wm. Raymond Manning, FAIA, Manning Architects
remains The McDonnel Group, LLC.
650 Poydras Street, Suite 1250, New Orleans, LA 70130
NEW ORLEANS BUILDING CORPORATION (NOBC)

DEVELOPMENT TEAM
2 CANAL REDEVELOPMENT, LLC
(LEASEE + DEVELOPER)
Ownership
Development Coordinators
Darryl Berger
The Berger Company
Joseph Jaeger, Jr.
MCC Real Estate
Roger Ogden
Ogden Development
Dr. Norman Francis
Norman Francis Family Trust
Concept Structuring
Design & Construction
Operations
Architecture / Interior Design / Planning
PRIMARY AND ALTERNATE CONTACTS

Primary:
PROJECT TEAM
Steve Dumez, FAIA, Eskew+Dumez+Ripple
Mr. Darryl Berger
365 Canal Street, Suite 3150, New Orleans, LA 70130
504.581.4082
Architecture / Interior Environments / Urban Strategies
dberger@thebergerco.com
Allan McDonnel, The McDonnel Group
Alternate(s):
Mr. Joseph Jaeger, Jr.
3350 Ridgelake Drive, Metairie, LA 70002
504.841.2423
Preconstruction / General Construction
Construction
Hotel, Residential + Observatory

Management
Architectural Design & Engineering
The McDonnel Group
Hilton Worldwide Conrad
Manning Architects |
Allan McDonnel
Hotel & Residences
Eskew+Dumez+Ripple,
President
Timothy Benolken
A Joint Venture
Sr. Vice President of Operations,
Wm. Raymond Manning, FAIA
US West
President & Managing Partner
David Slater
Steve Dumez, FAIA
Area Vice President of Operations,
Director of Design
joe@mccgroup.com
The Louisiana Secretary of State Charter for 2 Canal Street
Mr. Roger Ogden
Redevelopment, LLC is #41684949K.
504.866.9757
rogerogden@ogdendev.com
Our proposed team structure is shown in our organizational chart
US South Central
on the right side of this page.

Dr. Norman Francis
504.520.7541
All of our owner members, Hilton Worldwide, and design &
nfrancis@xula.edu
construction team members are fully committed to the timeline

presented in Section A.1 of this RFP response. With the exception
DEVELOPMENT TEAM OWNERS

Darryl Berger, The Berger Company
100 Conti Street, New Orleans, LA 70130
Manager
Joseph A. Jaeger Jr., MCC Real Estate
1029A Esplanade Avenue, New Orleans, LA 70116
Manager
Financial & Economic Issues
Government & Community Inclusion
Parking + Retail Management
Economic Feasibility
DBE Coordination
To Be Determined
of Hilton Worldwide, we are all 100% locally owned companies;
Tax Credits
Community Involvement
our entire team understands the significance of and are committed
Equity Provider(s)
Workforce Development
to having the hotel open and operational for the 2018 City of New
Sr. Debt Lender
Orleans Tricentennial celebration.
Workforce Training
Stakeholder Relations
The specific competencies of each firm are represented in the

following listing of experiences. All owner members and design &
construction team members have worked on previous development
projects together and have excellent working relationships.
Roger Ogden, Ogden Development
Additional team members will be selected based on adhering to
460 Broadway Street, New Orleans, LA 70118
our commitment to providing access to socially and economically
Manager
75
disadvantaged businesses, locally represented businesses, and a
Human Understanding Award for Ten Outstanding People of 1985;
desire to provide best in class expertise for the specific trade or
the Young Leadership Councils Role Model Award in 1988; the
service while completing the redevelopment on time and within
Junior Achievement of Southeast Louisiana Business Leaders Hall of
budget allocations.
Fame, 1988; the Volunteer Activist Award, 1992; the Weiss award
of the NCCJ 2008; Newman Schools Distinguished Alumni Award,
BIOGRAPHIES & EXPERIENCE
2008; the Anti-Defamation League Torch of Liberty award 2009;
The following pages contain resumes for a representative sampling
and the 2013 Convention Visitors Bureaus Joseph Katz award.
of the 2 Canal Redevelopment and Hilton Worldwide team member

expertise and technical capability. All experiences fall within the
context of one or more of the following components components
we see as critical to the success of the Redevelopment of 2 Canal
Street building site: hotel and hospitality, retail, entertainmentoriented retail, multifamily residential, parking, and site planning.
All team members have past experiences in significant public/
private partnership elements of planning, design, financing, and/
or execution.
Mr. Berger received his B.A., Cum Laude, from Vanderbilt University
in 1969 and his JD from the Tulane Law School in 1972. He currently
serves as Chairman of the Board of Trustees of Tulane University. He
is a past Chairman of the Tulane Presidents Council, and has been
a member of the Tulane Law School Deans Council since 1989.
In 2004, he received the Tulane University Distinguished Alumnus
Award.
In addition to his membership on the Board of Tulane University, Mr.
Berger serves as a member and is former Vice Chairman of the Board
of Trust of Vanderbilt University, from 1990 to the present; member
Darryl Berger | The Berger Company, President
of the Board of Governors of the Isidore Newman School, 1983-
Mr. Berger is President of The Berger Company, Inc., which he
2004, and Chairman of the Board, 2000-2002; Chairman of the
founded in 1972. As an investor, developer, and financier of real
Vieux Carre Commission 50th and 75th Anniversary Celebrations,
estate, he has been at the forefront of real estate transactions of
in 1986 and 2011, respectively; inaugural Chairman and Founding
all types for nearly four decades. He has been particularly active
Member of the French Quarter Festival, 1985; charter member
as a leading developer of the downtown New Orleans Riverfront,
of the New Orleans Business Council, 1985-present; a Founding
and is a major property owner in the Vieux Carr. His projects have
member and first Chairman of the French Quarter Management
included the renowned Jax Brewery, one of the largest historic re-
District 2007- present; Founding member and first Chairman of
developments in the country, as well as Canal Place, the Windsor
the Vieux Carre Commission Foundation, 2009 present; and a
Court, the Omni Royal Orleans, the Loews New Orleans Hotel, and
member of numerous other boards and commissions.
the Omni Riverfront Hotel.

Throughout the course of his career, Mr. Bergers company has
owned or developed in excess of $1 billion dollars of real estate of
all type, including over two dozen retail shopping centers, various
hotels, office and multi-family projects, and multiple parking facilities.
Mr. Berger his wife, Louellen, are both natives and lifetime residents
of the city Of New Orleans.
Joseph Jaeger, Jr. | MCC Real Estate, CEO
Joseph Jaeger Jr., CEO of MCC Real Estate and The MCC Group, is
committed to developing innovative projects that spur economic
As a leader in the Hospitality Industry, Mr. Berger in 2008-10
and community development. He is recognized as a successful
was Co-Chair of the Hospitality Master Plan Committee, out of
entrepreneur and developer. Mr. Jaeger is the majority owner
which emerged a Master Plan that guides and informs the current
of several companies including The MCC Group and MCC Real
priorities and initiatives of the Hospitality Industry. He is Chairman
Estate. Under his guidance, The MCC Group has grown from a local
of the Board of the New Orleans Tourism Marketing Corporation,
mechanical company into a regional leader in construction services.
as well as a member of the Board of Directors and the Executive
His passion for thoughtful development, attention to detail, and
Committee of the Convention Visitors Bureau.
integration of innovative infrastructure technologies are evident
Mr. Berger is the recipient of numerous honors and awards,
in all MCC Group and MCC Real Estate projects. Mr. Jaeger is a
including: New Orleanian of the Year, Gambit Newspaper, 1984;
member of several groups and Associations, including the Young
the Jewish National Fund Tree of Life Award, 1985; the Institute of
Presidents Association, World Presidents Association, Associated
76
Conrad Beijing
General Contractors, Mechanical Contractors Association of
Mr. Ogdens experience and passion for economic development
as Student Body President. He holds a Juris Doctorate Degree and is
report on the deficiencies in American education, which created
America, Northshore Community Foundation, Business Council
dovetails with serving as the inaugural chairman of the Super
an Order of the Coif graduate of Tulane Law School where he was
a sense of urgency for bringing about educational reform in the
of New Orleans, and serves on the Board of The Audubon Nature
Region Committee (a collaboration between GNO Inc. and the
elected to The Law Review. He has been a resident of New Orleans
nations school systems.
Institute. He also serves on Gov. Bobby Jindals Advisory Council for
Baton Rouge Area Chamber), his membership in the Committee
for over 45 years.
Hurricane Recovery.
of 100 for Economic Development, Inc., as well as serving on the
In 2005, when Hurricane Katrina turned Xavier into the lost city of
Dr. Norman Francis | Norman Francis Family Trust
Atlantis, Dr. Francis and his staff revived classes at the shipwrecked
for BioDistrict New Orleans. Additionally, Mr. Ogden is a member
Dr. Norman C. Francis and Xavier University are vir tually
campus less than five months later. Incredibly, he also agreed to
Roger Ogden is a real estate developer, civic leader, and
of the Business Council of New Orleans and the River Region and is
synonymous. As President of the Nations only historically black
serve as chairman of the Louisiana Recovery Authority, the quasi-
philanthropist. He has been a leader in the development and
recognized as one of New Orleans leading entrepreneurs in How
and catholic university, Dr. Francis has guided Xaviers growth both
governmental agency established by Gov. Kathleen Blanco that
acquisition of more than $1 billion in commercial real estate including
They did It...Profiles of New Orleans Entrepreneurs published in
in size and dimension.
decided how to dole out more than $10 billion in federal recovery
shopping centers, hotels, office properties, and public pro bono
2009.
A 1952 graduate, Francis returned to Xavier University, his alma
December 2006, he received the nations highest civilian award, The
years he led the company as principal and CEO in the development
Committed to the arts, Mr. Ogden donated over 1,000 pieces of
mater, in 1957, following Loyola Law School and two years in the
Presidential Medal of Freedom from President George W. Bush. Dr.
and acquisition of a $200 million portfolio of shopping centers. He
art from his personal collection to form the initial holdings for the
US Army, to begin his administrative career as dean of men. Since
Francis has served in an advisory role to five US Presidents, including
is a past trustee of the International Council of Shopping Centers
Ogden Museum of Southern Art. Goldring Hall, the first phase of
his appointment as the Universitys first lay president in 1968, Xavier
the Historic National Commission on Excellence in Education.
and Vice President for the Southern Division. In 1996, Mr. Ogden
the Ogden Museum, opened in August 2003. The project has led
has more than tripled its enrollment, broadened its curriculum,
to a renaissance of this historically important area of the city and
expanded its campus and received the national attention for its
He has served as chairman or board member for numerous councils
developed the Wyndham (now Omni) Riverfront Hotel, a project
is nationally recognized as the largest and most comprehensive
award-winning academic initiatives. He is credited with being the
and foundations, including Chair of the Presidents Council for
that pioneered the development of Convention Center Boulevard.
collection of Southern art. Mr. Ogden has served on the Board
catalyst for nearly every building constructed on the campus during
the United Negro College Fund, American Association of Higher
In 2000, Mr. Ogden completed the acquisition of the Shops at
of Directors of the Louisiana State Museum, Contemporary Arts
the past four decades. The tradition of academic excellence is
Education, The Carnegie Foundation for the Advancement of
Canal Place, a 295,000 square foot five-star luxury mall featuring
Center, New Orleans Museum of Art, New Orleans Ballet, LSU
consistent with the dreams of its founder, Saint Katharine Drexel
Teaching; the College Board, Southern Association of Colleges and
Saks Fifth Avenue, Tiffany and Co., Brooks Brothers, Anthropologie,
Museum of Art, and New Orleans Center for the Creative Arts
and her Sisters of the Blessed Sacrament religious order.
Schools; Educational Testing Service, and the Southern Education
J. Crew, Lululemon, and others together with the attached 1,650

space garage at Canal Place. In 2003, Mr. Ogden completed the
(NOCCA). He currently chairs the art committee of the Louisiana
All of this growth has not been at the expense of academia,
$75 million Loews New Orleans Hotel on Poydras Street and the
Governors Mansion Foundation and has served on the board
however. Through his leadership, the University has instituted a
In 2007, the Secretary of the US Department of Education Appointed
restoration of the adjacent Piazza dItalia. This project involved
of directors of the Foundation for Excellence in Louisiana Public
core curriculum and mandatory comprehensives, and has become
Dr. Francis to Chair the HBCU Capital Financing Advisory Board and
the creative adaptive re-use of the former Lykes Steamship Office
Broadcasting.
nationally recognized as a leader in minority education. According
in 2005, Governor Kathleen Blanco appointed Dr. Francis to serve as
Mr. Ogden has received numerous professional, business and civic
to the US Department of Education, Xavier continues to rank first
Chairman of the Louisiana Recovery Authority, helping to oversee
awards which include the Metropolitan Area Committees Special
nationally in the number of African American students earning
the states recovery following Hurricanes Katrina and Rita while he
Achievement Award for Metro New Orleans, New Orleanian of
undergraduate degrees in the biology and the life sciences,
lead the Universitys own recovery and rebuilding effort. He served
Mr. Ogden has been extraordinarily active in many civic organizations,
the Year by Gambit Magazine, the Mayors Arts Award - Arts
chemistry, physics, and pharmacy.
in that capacity for three years. In New Orleans, Dr. Francis serves
including past Chairman of the LSU Board of Supervisors, past

President of the Audubon Park Commission, and chairman of the
Council of New Orleans, Community Hero Torchbearer in
Xavier is one of only six schools chosen to participate in the
the 1996 Olympic Torch Relay, elected to LSU Alumni Hall of
the Committee for a Better New Orleans; member of the Advisory
boards of many other public and non-profit organizations including
National Science Foundations Model Institutions for Excellence in
Distinction, the Humanitarian Award from National Jewish Medical
Board of the Times-Picayune Publishing Company; The Fleur de
the International House of Blues Foundation Board, the LSU Stan
Science, Engineering and Mathematics program. Xavier is also first
and Research Center, Family Service of Greater New Orleans Ten
lis Ambassadors Program, the Executive Committee for the New
Scott Cancer Center Board of Advisors, and Co-Chairman of the
in the nation in placing African American students into medical
Outstanding Persons Award, the John G. Tower Award by Kappa
Orleans 2018 Commission, as well as other local organizations.
LSU/Tulane Cancer Consortium Board of Advisors. In connection
schools, where it has been ranked #1 since 1993. The College of
with his civic work, he has donated his time and talents as the
Sigma Fraternity, the LSU Business School Hall of Distinction,
Pharmacy, one of only two pharmacy schools in Louisiana, is among
Dr. Norman C. Francis legacy as the first African American lay
coordinating developer of the New Orleans Aquarium of the
Anti-Defamation Leagues A.I. Botnick Torch of Liberty Award
the nations top three producers of African American Doctor of
president of Xavier is epitomized in his unwavering commitment
Americas and Woldenberg Park, a world-renowned $100 million
for Humanitarian Service, Business Higher Education Council
Pharmacy degree recipients.
to educational and social equality, spiritual enlightenment, and
riverfront park, and the $30 million restoration of the historic
First Citizen of the Learning Society Award, Committee on Urban
Louisiana Supreme Court building, located in the heart of the Vieux
Agenda Urban Hero Award, the New Orleans Business Hall of Fame
Admired for his sharp mind, revered for his modesty, and praised for
100 most effective college and university leaders and is often cited
Carre. He chaired the design and construction committee for the
by Junior Achievement, and the Greater New Orleans Philanthropist
his dedication, Dr. Francis enjoys a prestigious national reputation.
for his involvement in the community and his work on the national,
development of the new $60 million business school complex at
of the Year in 2009.
As an educator, Francis was one of the early voices crying for
state, and local level to improve education.
Mr. Ogden is an honors graduate of Louisiana State University
educational reform and in 1983 served on the National Commission
where he graduated second in the College of Business and served
on Excellence in Education, which wrote A Nation At Risk, a
Roger H. Ogden | Ogden Development, CEO
board of directors for Greater New Orleans, Inc and on the board
projects. Mr. Ogden is cofounder of Stirling Properties where for 20
Building. In 2008, Ogden was part of a partnership that acquired

the Royal Orleans Hotel in the French Quarter.
LSU. On the New Orleans Aviation Board, Ogden is helping to lead

the development of the new $650 million terminal building.
funds to civil parishes devastated by Hurricanes Katrina and Rita. In
Foundation.
as Chairman of the Board of Liberty Bank and Trust; Co-Chair of
community service. He has been named by his peers as one of the
77
HILTON WORLDWIDE SENIOR LEADERSHIP
capacity he led the companys strategic planning and investor
including Arbys and T.J. Cinnamons, Inc. Prior to that, he served
of Advisors for the University of Houston, Conrad Hilton College of
Leading our 163,000 team members is a widely regarded and
relations functions. Mr. Jacobs has also held various roles in the
in a leadership capacity overseeing legacy brands and new-product
Hotel and Restaurant Management
extraordinarily proficient group of leaders. From the top, our results
Hospitality Consulting practice of PricewaterhouseCoopers LLP and
introductions for Kraft General Foods.
driven and culture driven leaders on the corporate side, within
the Hospitality Valuation Group at Cushman & Wakefield, Inc.
our brand team, and at the operational level all exude confidence,
Mr. Jacobs is a member of the Advisory Board of the Center for
passion, and excellence.
Hospitality Research at Cornell University and a member of the
Christopher J. Nassetta, President & Chief Executive Officer
Hotel Development Council of the Urban Land Institute.
Christopher J. Nassetta is President and Chief Executive Officer for
LUXURY BRANDS LEADERSHIP
Hilton Worldwide. He joined the company in 2007. Previously, Mr.

Nassetta was President and Chief Executive Officer of Host Hotels
& Resorts, Inc., a position he has held since 2000. He joined Host
Hotels & Resorts, Inc. in 1995 as Executive Vice President and was
elected Chief Operating Officer in 1997.
The efforts to support this dynamic brand are led by a dedicated

luxury brands team whose goal is to ensure Hilton Worldwide
achieves its stated mission of being the fastest-growing, most
innovative luxury hotel company in the world. Rooted in a thorough
understanding of our guests expectations and luxury-market
Managers roles in a variety of Hilton and Stouffer Hotel cities (now
Timothy A. Benolken | Hilton Worldwide,

Senior Vice President of Operations
Renaissance). Those cities include Austin, Kansas City, Salt Lake
Timothy Benolken is currently Senior Vice President of Hotel

Operations in Western North America for Hilton Worldwide. In
this capacity, Benolken, a 20 year veteran of Hilton, oversees
the operation of nearly 100 full service and luxury properties in
the Western region of the United States. He is based in Chicago
and reports to Joe Berger, Area President-The Americas of Hilton
Worldwide.
Before joining Host Hotels & Resorts, Inc., Mr. Nassetta cofounded
trends, the Conrad Hotels & Resorts brand team is dedicated
Most recently, Benolken served as Senior Vice President of the
Bailey Capital Corporation in 1991, where he was responsible for
to providing the resources and support to help each individual
Central US, Mexico, and South America region for Hilton. In this
the operations of the real estate investment and advisory firm. Prior
property succeed. With extensive experience across both hotel
capacity, he had oversight for the operation of 33 properties in
to founding Bailey Capital Corporation, he spent seven years at
operations and leading luxury companies, our team, led by John T.A.
the Central region of the United States as well as 9 properties
The Oliver Carr Company, ultimately serving as Chief Development
Vanderslice, understands how to help hotels maximize performance
in Mexico and South America. Prior to that Benolken was Area
Officer. In this role, he was responsible for all development and
and profi tability. The team comprises the following disciplines:
Vice President for Hilton, a position that he held from 1990 to
related activities for one of the largest commercial real estate
Brand Performance Support (including Sales), Innovation and Guest
2007. In that capacity, he was responsible for the operations of
companies in the mid-Atlantic region.
Experience, Marketing, and Development.
all full service, corporately managed Hilton and DoubleTree by
Kevin Jacobs, Executive Vice President

& Chief Financial Officer
John T.A. Vanderslice, Global Head of Luxury and Lifestyle

Brands, Hilton Worldwide
Kevin Jacobs is Executive Vice President and Chief Financial Officer
John T.A. Vanderslice serves as the Global Head of Luxury and
for Hilton Worldwide. He oversees all of the companys global
Lifestyle Brands of Hilton Worldwide, which includes Waldorf
finance functions, as well as its global information technology
Astoria Hotels & Resorts and Conrad Hotels & Resorts. Mr.
function and all real estate and asset management aspects of its
Vanderslice joined Hilton Worldwide in September 2009 and has
D. Andrew Slater | Hilton Worldwide,

Area Vice President of Operations
portfolio of nearly 160 owned, leased and joint ventured hotels.
an extensive background in international hospitality and packaged
Andy Slater is currently an Area Vice President of Operations for
He joined the company in 2008 as Senior Vice President, Corporate
goods. He has worked at such notable companies as Club Med, Inc.
Hilton Worldwide. In this capacity Mr. Slater is responsible for 21
Strategy; was elected Treasurer in 2009; and was appointed
and Kraft General Foods.
full service and luxury hotels in the south central USA.
Executive Vice President and Chief of Staff in 2012.
Before his arrival in Austin, Andy Slater spent several years in General
REGIONAL OPERATIONS TEAM
Hilton branded hotels in the Midwest region including such notable

flagship properties as the Hilton Chicago, Palmer House Hilton,
and The Drake hotel in Chicago as well as the Hilton Minneapolis,
Hiltons of Branson, and the Conrad Indianapolis.
City, Los Angeles, St Louis, and Scottsdale. In these cities, Andy was
very involved in community and industry related activities.
TRANSITIONS AND OPENINGS TEAM
The transition of a property to a new brand is a challenging and
complex process that cannot be taken lightly. Conrad utilizes a
dedicated transition leadership team, supported by regional
disciplines that work specifically on the addition of new hotels to
its system to insure a flawless and smooth on-line process. A profile
of these key professionals is presented below:
Tim Bridwell, C.H.A. | Hilton Worldwide, Vice President
of Operations and New Project Development
Tim is a 25-year veteran of Hilton Hotels and specializes in newconstruction, acquisition, pre-opening organization and processes.
He has been responsible for the operational oversight of hotel
properties throughout various regions of the United States.
Formerly an Area Vice President for Hilton Hotels, Tim currently has
responsibility for focus of the large scale properties for Hilton and
the Hilton Luxury Brands portfolios. In this capacity, he serves to
ensure that all construction and operational disciplines are properly
engaged and aligned to deliver the successful opening of Hiltons
largest assets and managed properties.
Bill Davis | Hilton Worldwide, Director Project Development
Bill spearheads all IT systems integration and coordination. In
addition, his role includes insuring the operation of more than two
dozen various items from PeopleSoft (HR), finance controls, DMPE,
Mr. Vanderslice served as President and Chief Executive Officer of
Based in Austin, Texas, Slater has served as Area Vice President
bank accounts, and many others. A weekly webinar is organized
Prior to Hilton Worldwide, Mr. Jacobs was Senior Vice President,
Club Med Americasoperator of more than 100 leisure resorts in
for 15 years, supervising a variety of brands, from Embassy Suites
to insure that all system integration processes, including those
Mergers & Acquisitions and Treasurer of Fairmont Raffles Hotels
30 countrieswhere he led Club Meds operations in North and
to Waldorf Astoria. His regional responsibilities have spanned
inherent to finance, are coordinated and timely.
International. While in this role, Mr. Jacobs was responsible
South America. He was credited with successfully integrating Club
across the country including Texas, Louisiana, Oklahoma, Kansas,
for sourcing, evaluating, and executing on potential mergers,
Meds marketing and commercial activities, finances and operations
Missouri, California, and down to Mexico. His largest hotels include
acquisitions or other strategic corporate transactions and leading
while repositioning the all-inclusive resorts as upscale destinations.
the 1600 room Hilton Anatole Dallas, 1200 room Hilton Americas
the companys corporate strategic and business planning efforts.

As Treasurer, he oversaw the companys corporate finance and
treasury activities globally. Prior to Fairmont Raffl es, Mr. Jacobs
spent seven years with Host Hotels & Resorts, Inc., most recently
as Vice President, Corporate Finance & Investor Relations, in which
78
Prior to joining Hilton Worldwide, Vanderslice served as Chief

Executive Officer for Miraval Spa (Tucson, Arizona), where he
Houston, 800 room Hilton Austin Convention Center and 500 room
Wm. Raymond Manning, FAIA | Manning Architects,

President and Managing Principal
Roosevelt New Orleans, A Waldorf Astoria Hotel.
Over the past 30 years, Wm. Raymond Mannings creative
was instrumental in transforming the 13-year-old spa into a top-
Slater currently serves on the board of directors for the Texas Travel
ranked lifestyle resort. Vanderslice has also held executive positions
Industry Association, the Texas Lodging Association, and the Board
with Triarc Restaurant Group (Ft. Lauderdale) and its subsidiaries,
ARCHITECTURAL AND CONSTRUCTION TEAM
leadership has established Manning Architects with a local and

national reputation in architecture, interior design, urban design,
and planning. The core of his work has been the development,
planning, and urban design of the city of New Orleans before and
invited to serve as chairman of design awards programs at the
after Hurricane Katrina in 2005. In a post-Katrina New Orleans,
local, state, and regional level, most recently as a jury member for
Mr. Manning was responsible for spear-heading the Bring New
the 2012 AIA Committee on the Environment (COTE) Awards and
Orleans Back Commission Neighborhood Planning Process, the
the 2011 AIA Gold Medal & Firm of the Year juries. In turn, as a
Citys Master Plan, and numerous other efforts to reinvigorate and
passionate advocate for the importance of design education, he
restore the city.
is frequently an active participant, speaker, and critic in academic
Mr. Manning has lectured at numerous conferences and events on

issues related to urban design, development strategy, community,
sustainability, and disaster recovery. The work of Mr. Manning and
Manning Architects has been nationally recognized by organizations
such as the American Institute of Architects, the American Planning
Association, and the U.S. Green Building Council.
Mr. Manning values relationships and the client list of the firm reflects
this. Manning Architects has a history of long-term relationships
with its clients and is dedicated to the growth and expansion
of those relationships. He holds a Bachelor of Architecture from
Southern University, a Master of Architecture from University of
Michigan, with continuing education at Harvard University and
Dartmouth College.
forums across the country as well. Through his numerous speaking

engagements and his continual involvement with civic boards and
cultural organizations, Mr. Dumez communicates, as he practices,
the critical role the profession plays in the enhancement and
sustainability of our communities and is a well-known role model
for many practitioners and students throughout the country.
Allan McDonnel | The McDonnel Group, LLC, President
Mr. McDonnel has gained tremendous experience serving over
30 years in the construction industry. Throughout his career, he
learned in a variety of leadership positions with several leading
New Orleans-based contractors. In 2000, Mr. McDonnel formed
The McDonnel Group. During his tenure, The McDonnel Group
has grown to become one of the most respected construction
organizations in Southeast Louisiana performing work in both the
Steve Dumez, FAIA | Eskew+Dumez+Ripple

President and Director of Design
With 30 years of professional practice, Mr. Dumez has focused
on the design of complex projects encompassing a wide range of
building types. As the Eskew+Dumez+Ripple Director of Design, he
oversees the design of all projects, translating client aspirations into
real, tangible, and extraordinary results.
public and private sectors.

Mr. McDonnel has held key roles on many high profile projects
in the metro area including the Port of New Orleans Riverfront
Cold Storage Facility; Ernest N. Morial Convention Center Phases
I (Lobby Renovations) II, & III; Concourse D Expansion at Louis
Armstrong New Orleans International Airport; and the Sheraton
New Orleans Hotel Renovations. He has worked on numerous
Mr. Dumez holds a Bachelor of Architecture from Louisiana State
projects for prestigious clients including Louisiana State University,
University, a Master of Architecture from Yale University, and
Tulane University, Shell Oil Company, University of New Orleans,
has taught and lectured widely on the firms practice. Under his
East Jefferson General Hospital, and Charity Hospital.
design leadership, Eskew+Dumez+Ripple has been the recipient of

numerous prestigious awards for design excellence, including the
2014 Architecture Firm Award: the highest honor bestowed upon
a practice by the American Institute of Architects. His projects have
been widely published in several books as well as numerous national
architectural and design magazines, and mainstream media outlets
like CNN, The New York Times, the LA Times, and Newsweek.
Mr. McDonnel is responsible for the overall operations of The

McDonnel Group. His team is committed to building long term
relationships with highly satisfied clients by providing reliable service
and innovative solutions, all the while focusing on the details and
expectations of their clients construction needs. A critical feature
of their service seeks to identify and effectively address the impact
of a facility on the end-users.
Mr. Dumez also works with characteristic energy and boundless

enthusiasm to advance a broad understanding of the value of
architecture and its relationship to society as a public art. After
successfully leading the AIA New Orleans Chapter, he assumed
the presidency of AIA Louisiana Chapter in 2006. He is frequently
Conrad Singapore
79
C.2 EVIDENCE OF COMMITMENT

Our Development Teams commitment to each other is well
for new luxury experiences in New Orleans, and a beacon for the
recognized by the numerous successful hotels we jointly own,
Conrad brand, showcasing a world class hotel in a world class
oversee, and actively manage and the numerous boards and other
market. This project allows the enterprise to explore and exploit
charitable organizations we serve on together. Our development
synergies that will enable the realization of operating efficiencies
team and the City of New Orleans relationship with Hilton
between the two properties, creating a more aligned delivery of
Worldwide has been part and parcel of the New Orleans riverfront
service, an elevated experience to visitors of New Orleans, and
for over 35 years and its New Orleans property is a very important
ultimately a more successful tenant of the city-owned property.
part of the Hilton Worldwides global system of hotels and our
Accordingly, as you will see in the attached materials, Hilton will
portfolio of owned real estate.

Since its inception, Conrad Hotels & Resorts has set the standard
commit to make a significant financial contribution to this venture

on its own account.
for intuitive service, guest connections, and a worldly style. For
Hilton Worldwide additional evidence of commitment to this project
more than 25 years, its legacy of providing sophisticated service in
is further documented by the following letter of reference signed
the most inspirational settings has made Conrad the luxury hotel
by Matthew Sparks, Senior Vice President of Hilton Worldwide
brand of choice for todays new luxury connoisseurs the Global
Luxury & Corporate Development.
Elite. New Orleans is one of the most inspirational destinations in

the world, let alone North America, and Conrad Hotels & Resorts
is committed to ensuring we bring the global elite to experience all
that New Orleans offers.
Our design partners, Manning/Eskew+Dumez+Ripple, A Joint

Venture, and general contractor, The McDonnel Group, LLC, have
also stated their commitment to this project in their following
letters of reference.
Hilton Worldwides ownership and operational experience spans

decades in New Orleans. As the owner of the Hilton New Orleans
Riverside and the Roosevelt, A Waldorf Astoria Hotel, its executive
team and local professionals know first-hand what it takes
to be successful in this market, and are firmly aligned with the
mindset of ownership. Because of the Hiltons own experience, its
leadership views the relationship between owner and operator as
true partnerships. With the management of more than 600 hotels
and an ownership interest in more than 170 properties, Hilton
Worldwide is deeply invested in maintaining a commercial platform
that delivers market-leading performance and industry-dominating
margins.
Hilton Worldwides regional leadership, as stakeholders of the
city, are inherently well aligned with local leaders in government,
convention bureaus, restaurants, and other key local tourism
industries. The respect that our team members garner within the
community is consistently represented in leadership positions within
various boards and associations. The knowledge and fortitude of
the regional staff is an unmatched resource and they are wholly
invested in amplifying the citys position as a key destination and
global market for leisure guests, conventioneers, and business
people alike.
This project is of deep importance to Hilton Worldwide, and the
intent is to ensure the proposed redevelopment becomes a beacon
80
M A E DR
MANNING ARCHITECTS \ ESKEW+DUMEZ+RIPPLE
A JOINT VENTURE
04 February 2015
Via (Hand Delivery)
Re

c/o Darryl Berger, The Berger Company
Joe Jaeger, MCC Group
Date:
February 1, 2015
To:
c/o:

Darryl Berger, The Berger Company
Joe Jaeger, MCC Real Estate
Roger Ogden, Odgen Development
Re:
Letter of Commitment re: Redevelopment of 2 Canal Street

Members of 2 Canal Redevelopment, LLC:
It is with excitement and enthusiasm that we, Wm. Raymond Manning, FAIA and Steve
Dumez, FAIA commit the full resources, time and talent of our partnershipManning
Architects | Eskew+Dumez+Ripple, A Joint Ventureto the cause of redeveloping the
World Trade Center and celebrating its successful rebirth in the Fall of 2017.
Of the many admirable qualities your team possesses the most important is your
commitmenta deeply sincere, civic and personal obligationto improving New
Orleans and the quality of life for its residents.
As architects and stewards of the built environment, we share identical convictions.
Our work is about people and creating places of lasting social and cultural value
which contribute to a brighter future. The redevelopment of the World Trade Center
presents an unparalleled opportunity to create places and unique experiences that
help us to forge more meaningful relationships to the people and the world around
us. It is an opportunity to celebraterather than bemoancontemporary architecture
and improve upon its perceived and recognized shortcomings.
We are committed to your team because we realize the potential this building and
site commands and the possibilities which manifest through your strategic
partnership with the Conrad Brand and Hilton Worldwide. If successful in your bid,
this redevelopment will be the catalyst for a series of land-swaps and real estate
transactions that will unleash a new wave of development not seen since the 1984
Worlds Fair. Not only will this create additional economic opportunity and revenue,
but it will provide greater accessibility to the riverfront and its increasing public
amenities; a legacy that has been central to our own work since the Audubon
Aquarium of the Americas and Woldenberg Park in the mid-1980s.
Dear Mssrs. Berger, Jaeger, and Ogden,

On behalf of The McDonnel Group, I would like to offer my my sincere commitment to you and the entire team to
deliver the Redevelopment of 2 Canal Street project to you and the City of New Orleans on-time and within budget.
The McDonnel Group currently has the available staff, resources, and bonding capacity to successfully complete the
responsibilities associated with the construction of the Redevelopment of 2 Canal Street.
I take extreme personal pride in The McDonnel Groups impressive history of never having delivered a project late to
its owners. I will take personal responsibility for the ultimate success of the construction perspective of this critical
project.
Sincerely,
Allan McDonnel
President
We fully support you in this ambitious undertaking and we look forward to

contributing in whatever way possible to seeing this important and iconic building
revived in the most meaningful and appropriate way possible
Sincerely,
Wm. Raymond Manning, FAIA

President |Manning Architects
WM. RAYMOND MANNING, FAIA, LEED AP BD+C

WMANNING@MANNINGARCHITECTS.COM
Steve Dumez, FAIA

President | Eskew+Dumez+Ripple
MANNING ARCHITECTS
ESKEW+DUMEZ+RIPPLE
650 POYDRAS ST, STE 1250
365 CANAL ST, STE 3150
NEW ORLEANS, LA 70130
NEW ORLEANS, LA 70130
STEVE DUMEZ, FAIA
504. 412.2000 TEL
504. 561.8686 TEL
SDUMEZ@ESKEWDUMEZRIPPLE.COM
504. 412.2001 FAX
504. 522.22 53 FAX
3350 Ridgelake Drive, Suite 170 Metairie, LA 70002

P 504.219.0032 | F 504.219.0095 | www.mcdonnel.com
81
C.3 LITIGATION
Our response to the request for proposal to provide details on
THE MCDONNEL GROUP, LLC
past or pending litigation, or claims filed, felony convictions,
The McDonnel Group has no material litigation, disciplinary actions
pending criminal investigations or bankruptcy filings by or against
or penalties, and/or administrative proceedings currently affecting
respondent or team partner(s) is stated below:
their firm that would hinder this project.
Neither 2 Canal Redevelopment, LLC, nor its principals or any of our

proposed team partners have been a party to any past or pending,
felony convictions, criminal proceedings, or bankruptcy filings.
MANNING ARCHITECTS |
ESKEW+DUMEZ+RIPPLE, A JOINT VENTURE
There is no current or pending litigation against the joint venture.
2 CANAL REDEVELOPMENT, LLC,
However, as individual practices they report the following:
The development team has no past or pending litigation issues
NEW ORLEANS CONVENTION & VISITORS BUREAU

HEADQUARTERS, LA
having relevance to this project. The principals have had some

disputes as part of the normal course of business. If requested,
we will provide detailed information to the NOBC committee for
review on a confidential basis. However, an organization headed by
one of Joseph Jaeger, Jr. companies, MCC Real Estate, LLC has the
Eskew+Dumez+Ripple, Architect-of-Record, is involved in potential

arbitration regarding the installation of exterior windows and
plaster, resulting in water infiltration at the building.
following pending litigation:
930 POYDRAS RESIDENTIAL HIGH RISE, NEW ORLEANS, LA
Joseph Jaeger, Jr. has litigation currently pending against St.
Eskew+Dumez+Ripple, Architect-of-Record, was named in a suit
Margarets Daughters, St. Margarets Foundation, and Lawrence
fi led against the owner, contractor and structural engineer for
Stansberry. This litigation arises from a development project in
claimed vibration damages to an adjacent structure during the pile
which Mr. Jaeger and his companies allege among other things that
driving process required for the buildings foundation.
there was a breach of a partnership agreement.
CYPRESS BEND OFFICE BUILDING AND ATHLETIC CLUB,

COVINGTON, LA
HILTON WORLDWIDE
Eskew+Dumez+Ripple, Architect-of-Record, is named in a suit filed
Hilton is a publicly traded company. All pending and ongoing
by the building owner related to expansive soils which are directly
litigation is listed in their public filings (forms 10-K and 10-Q),
impacting the building. The case is proceeding into mediation.
made pursuant to the Securities Exchange Ace of 1934. For more

detailed information visit: http://ir.hiltonworldwide.com/english/
PINNACLE ENTERTAINMENT INC., BATON ROUGE, LA
investors/financial-reporting/ to view Hiltons current investor
Manning Architects, Architect-of-Record is involved in litigation
financial reports.
regarding a slip and fall. Our codefendants are the Owner,

Contractor, and Executive Architect.
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E
DBE PARTICIPATION
APPENDIX
D.1 FINANCIAL ARRANGEMENTS

AND FUNDING SOURCES
CAPITAL STRUCTURE
Development Sources
The proposed capital structure for our project is a mixture of local
Description
and national funding sources which have a sterling track record of
Equity Contribution
(1)
Federal Historic Tax Credit Investors
State Historic Tax Credit Investor
Total
The federal historic tax credit equity will consist of an equity
AIG Affordable Housing Group has provided 2 Canal Redevelopment,
$33,884,848
investment of approximately $37.2 million. We have obtained
LLC with a letter of interest outlining the terms in which they would
become an investor in our project as the state historic tax credit
financing projects of similar size and scope throughout the country.
State Historic Tax Credits
$32,711,261
Letters of Interest from two nationally recognized and respected
These institutions are a best of breed selection of lenders, investors,
Federal Historic Tax Credits
$37,189,431
financial institutions: Affordable Housing Partners, Inc. (a member
investor. The equity investment by the AIG will be approximately
$103,785,540
of the Berkshire Hathaway Group of Companies) and US Bancorp.
$32.8 million.
and operators. While all the institutions will be financially vested in
Subtotal
this project, each organization garners a level of competence and
Below you find information on each group and at the end of this
expertise needed and warranted in a project of this magnitude and
section you will find their respective letters of interest.
importance to the city of New Orleans. In addition to the individual

institutional reputation of each capital source, our team has direct
Project Loan
$187,989,956
Total Project Sources
$291,775,497
(1) Includes Hilton Worldwide Contribution of $10,000,000
AIG Global Real Estate

AIG Global Real Estate, founded in 1987, is comprised of a group
U.S. Bancorp
of international companies within AIG that invests in and actively
For more than 20 years, U.S. Bancorp Community Development
manages approximately $30 billion of real estate for both clients
Corporation (USBCDC) and its predecessor institutions have worked
and AIG member companies in various countries. The business was
EQUITY
closely with partners to strengthen communities by supporting the
recently expanded to include AIG Affordable Housing (representing
2 Canal Redevelopment, LLC has provided detailed sources and
Project equity of approximately $104 million or approximately
development of affordable homes and commercial properties, as
over 120,000 multi-family units across the United States) and the
uses that can be found below in this document, which outlines and
36% of total costs is comprised of investments by AIG, Berkshire
well as the promotion of community-enhancing businesses and
investment management of Stowe Mountain Resort.
identifies the various sources of capital that have been arranged to
Hathaway/US Bancorp, Hilton Worldwide, and the local ownership
clean-energy technologies. As of June 30, 2014, USBCDC and its
fully fund our Project. In addition to the detailed financial sources
of the project.
affiliates have successfully leveraged federal and state tax credit
positive transactional experience with each of these institutions.

Our longstanding relationships with these institutions will ensure
a timely execution of the financial closing and project completion.
and uses below, you will find a high level narrative of the respective
funding sources.
Development Uses
programs to provide more than $14.45 billion of investments to

Local Sponsor Equity
operating business, commercial properties, affordable housing
The local ownership of 2 Canal Redevelopment, LLC, Joseph A.
developments, and renewable energy facilities throughout the
Jaeger Jr., Darryl D. Berger, Roger H. Ogden and Dr. Norman C.
United States.
AIG is headquartered in New York and Los Angeles with several

regional offices, including Atlanta, London, Mexico City, Moscow,
San Francisco, Seoul, Shanghai, and Stowe. Robert G. Gifford
serves as AIG Global Real Estates President and CEO, leading a
diverse and experienced team of real estate professionals.
Total
Francis, will provide equity in the form of direct capital injection in
Land / Building (Acquisition) Costs
$52,100,000
the amount of $23.8 million. An additional $10 million of bridge
Legal, Closing, & Other Soft Costs
$2,476,000
equity will be funded during construction until such time that
Affordable Housing Partners is a member of the Berkshire Hathaway
Financing Costs
$12,412,843
Hilton Worldwide provides their contribution at the opening of the
Group of Companies - Berkshire Hathaway Inc. is a holding
DEBT
Consultant Costs
$1,495,000
hotel. In addition to the substantial upfront capital contribution
company owning subsidiaries that engage in a number of diverse
The debt needed to capitalize our project will consist of construction
$11,350,601
to the project, the ownership will also provide ongoing financial
business activities; including insurance and reinsurance, freight
and historic tax credit bridge financing. The primary construction
assurances to the various lenders and investors to insure the timely
rail transportation, utilities and energy, finance, manufacturing,
loan will be approximately $188 million or 64.4% of total project
completion and successful operation of the project.
services, and retailing. Included in the group of subsidiaries that
costs and the historic tax credit equity bridge loan will be $52.5
underwrite insurance and reinsurance is GEICO, the second largest

Hilton Worldwide
million. It should be noted the historic tax credit equity investors will
Description
Design & Engineering

Construction Costs
Special Systems Costs
FF&E & Amenities Costs
$160,431,620
$1,761,351
$22,863,063
Affordable Housing Partners, Inc.
Letters of interest from the institutions above can be found at the

end of this section.
private passenger auto insurer in the United States, and two of
contribute equity in the amount of 25% of to-be-earned historic
Working Cap. & Pre-Open. Costs
$3,937,000
As a strategic partner in the transformation of this iconic building
the largest reinsurers in the world, General Re and the Berkshire
tax credits at the financial closing. Therefore the tax credit bridge
Contingency Costs
$9,234,847
and the overall New Orleans riverfront planning, Hilton Worldwide
Hathaway Reinsurance Group. Other subsidiaries that underwrite
will be approximately 75% of the total historic tax credit equity.
Development Expenses
$5,943,476
has agreed to make direct capital contribution of $10 million to
property and casualty insurance include: National Indemnity
Development Fees
$7,769,696
our project to be funded at the opening of the hotel. 2 Canal
Company, Berkshire Hathaway Homestate Insurance Companies,
$291,775,497
This significant financial contribution along with their institutional
Medical Protective Company, Applied Underwriters, U.S. Liability
commitment to this project further aligns the interest of all parties
Insurance Company, Central States Indemnity Company, BoatU.S.,
involved. Letter exhibiting Hilton Worldwide financial commitment
the Guard Insurance Group, and Berkshire Hathaway Specialty
can be found in Section C.2.
Insurance Company.
Total Project Costs
(1) An ex tensive construc tion & development budget has been

completed in preparation for 2 Canal Redevelopment, LLCs RFP
response; a summary has been provided above. Greater details of
above budget can be made available upon request.
Throughout the development of our financing plan, we have shared

our financial model and pro forma with our relationships in the
financial community. These extensive conversations helped shape
our financing assumptions for this project; ultimately we created a
debt capital structure that can be executed in an efficient manner.
The institutions listed below have expressed an interest in all or
85
part of our debt capital structure. We have a deep relationship
Capital One
with each lender formed by many successful financial transactions.
Capital Ones Commercial Real Estate Group has extensive experience
Per the instructions in the RFP, we have included letters of interest
in permanent and construction loans for a broad range of asset
from our financing sources. Below, you will find a description
classes. The group focuses on individual projects in multifamily
of each institution and at the end of the section you will find a
housing, retail, office, hospitality, student housing, industrial, or
corresponding letter of interest.
parking facilities. Capital One will regularly provide financing to
The Goldman Sachs Group
Real Estate Investment Trusts, Real Estate Investment Funds,
Goldman Sachs is a leading global investment banking, securities,

and investment management firm that provides a wide range of
financial services to a substantial and diversified client base that
includes corporations, financial institutions, governments, and high-
Opportunity Funds, and DUS Warehouse facilities. In addition Capital

One provides balance sheet financing in a number of key markets,
including Louisiana, Maryland, Massachusetts, New Jersey, New
York, Pennsylvania, Texas, Virginia, and Washington, D.C.
net-worth individuals. Founded in 1869, the firm is headquartered
Iberiabank
in New York and maintains offi ces in all major financial centers
Iberiabank Corporation is a financial holding company with 280
around the world.
combined offices, including 188 bank branch offices and three loan
Goldman Sachs Merchant Banking Division (MBD) is the primary
production offi ces in Louisiana, Arkansas, Tennessee, Alabama,
center for Goldman Sachs long-term principal investing activity,
Texas, and Florida, 23 title insurance offices in Arkansas and
and Goldman Sachs has operated this business as an integral part
Louisiana, mortgage representatives in 57 locations in 10 states.
of the firm for more than 25 years. The group invests in equity and
The company has eight locations with representatives of IBERIA
credit across corporate, real estate, and infrastructure strategies.
Wealth Advisors in fi ve states, and one IBERIA Capital Partners,

L.L.C. office in New Orleans.
Since 1986, the group has raised over $125 billion of capital to
invest across a number of geographies, industries and transaction
Whitney Bank - Hancock Holding Company (HBHC)
types. With nine offi ces in seven countries, MBD is one of the
Whitney Bank is a multi-faceted financial services company with
largest managers of private capital globally, offering deep expertise
regional business headquarters and locations throughout a growing
and long-standing relationships with companies, investors,
Gulf South corridor. With a heritage dating to the late 1800s, the
entrepreneurs, and financial intermediaries around the globe. Since
companys banking subsidiary provides a comprehensive network
inception, we have raised approximately $46 billion of leveraged
of full-service financial choices through Hancock Bank locations in
capital through investment funds focused on mezzanine financing,
Mississippi, Alabama, and Florida, as well as Whitney Bank offices
senior secured lending, distressed debt and real estate credit.
in Louisiana and Texas, including traditional and online banking;

commercial and small business banking; energy banking; private
banking; trust and investment services; certain insurance services;
mortgage services; and consumer financing.
Although we are confident in the ability of our lenders to perform,
we have encountered numerous lenders who have expressed interest
in financing this project along similar underwriting guidelines.
Conrad Dubai
86
FEDERAL HISTORIC TAX CREDIT EQUITY CAPITAL (AND ADJUSTMENTS):

USBCDC envisions providing equity capital related to the FHTCs for the Project based on the following assumptions:
Community Development Corporation

1307 Washington Ave; Suite 300
St Louis, Missouri 63103
USBCDC will receive 99% of all FHTCs generated by the QREs. USBCDC will provide additional equity capital for all
additional FHTCs up to 15% more than the amount projected at closing and has the option (in its sole discretion) to provide
additional equity capital for all available FHTCs. In the event that USBCDC is eligible for more or fewer FHTCs, the FHTC
equity would be adjusted based on the equity per credit as detailed below:
February 11, 2015
Credit Type
QRE Amount
Credit Amt.*
FHTC Equity
Equity per Credit
FHTC
$182,740,659
$36,548,132
$38,375,539
$1.05
*Estimate. Final cost certification to certify final amount of credits. Assumes 99% allocated to USBCDC.

c/o Darryl Berger, The Berger Company
Joe Jaeger, MCC Real Estate
FUNDING SOURCES:
USBCDC understands that the Project requires other funding sources, Separate from this HTC investment LOI, USBCDC
understand AIG Affordable Housing will provide a state HTC equity LOI. These terms are subject to the commitment and
availability of the funding sources necessary to account for all costs associated with the completion of the project. A
commitment for Permanent financing with a term exceeding the 5-year FHTC compliance period must be in place prior to
closing of the proposed transaction.
Re: 2 Canal Street - World Trade Center Building

Federal Historic Tax Credit Equity Investment - New Orleans, Louisiana
Dear Sirs,
I understand that you are submitting response to the City of New Orleans Request for Proposals used for Bid #8975-01712
(World Trade Center). While US Bancorp Community Development Corporation (USBCDC) is still in the process of
underwriting this potential transaction, the purpose of this letter is to express our interest in participating in the financing of
the proposed, 2 Canal Redevelopment (the Project). Based on financial and other information provided by you,
USBCDC, or its affiliate/designee, is delighted to be the Federal Historic Tax Credit (FHTC) equity investor.
USBCDC is a leader in the tax credit industry. With a range of resources available through its parent company US Bank,
USBCDC manages a $14.0 billion portfolio of community development tax equity investments. US Bancorp (NYSE: USB),
with over $403 billion in assets, is the 5th largest financial holding company in the United States. The company operates
3,176 banking offices and 5,022 ATMs in 25 states, and provides a comprehensive line of banking, brokerage, insurance,
investment, mortgage, trust, and payment services products to consumers, businesses and institutions.
PROPERTY INFORMATION AND ASSUMPTIONS:
The Project consists of the acquisition and rehabilitation of the World Trade Center Building (the Building) and related
improvements, located in New Orleans, Louisiana. This proposal additionally assumes the following:
1.
The Building qualifies for the 20% FHTC and will be substantially rehabilitated in accordance with the standards set by
the Secretary of the Interior in order to qualify eligible expenditures for Federal Historic Rehabilitation Tax Credits.
Approval of Parts 1 and 2 for the Historic Preservation Certification Application must be received prior to USBCDC
funding.
2. Total Development Costs of approximately $251 million.
3. Estimated Qualified Rehabilitation Expenditures (QREs) of approximately $183 million.
4. No portion of the Project QREs have been Placed-in-Service (PIS).
5. Closing of a transaction admitting USBCDC to the Project partnership must occur prior to the QREs being PIS.
6. The FHTCs may be claimed when the Project QREs PIS before December 31, 2017.
7. Satisfactory review of all title, survey, environmental, and insurance matters.
8. Satisfactory review of construction plans and specifications by USBCDC construction consultant and/or HTC
consultant prior to closing and funding of all draws.
9. Satisfactory underwriting of Darryl Berger, Joe Jaeger and Roger Ogden as guarantors (the Guarantors).
10. Satisfactory review by USBCDC counsel of structure and all other aspects of this transaction.
11. All obligations of Guarantor outlined in this term sheet will be memorialized in an agreement prior to closing of the
investment.
TAX CREDIT TERMS/TRANSACTION STRUCTURE
USBCDC requires that any proposed transaction structure meet the safe harbor provisions under IRS Revenue Procedure
2014-12. USBCDC can provide equity capital related to the FHTCs for the Project in either a single tier or landlord passthrough format (or a combination of both).
USNDA:
The Property Owner will have any ground lessor and all lenders agree to sign an unconditional Subordination,
Non-Disturbance and Attornment (USNDA) agreement that will allow the Master Lease(s) to remain in place in the event
of a foreclosure even if the Master Tenant is in default thereunder. The USNDA will also restrict the sale of the property to
tax-exempt entities and other non-qualifying entities during the 5-year compliance period.
FHTC FLIP; MASTER TENANT EXIT:
Commencing on the later of (a) the 5-year anniversary of the PIS date of the Project (the 5-year PIS Date) and (b)
USBCDC having received cash distributions in an amount equal to all unpaid priority return distributions and tax
equivalency payments accrued through the 5-year PIS Date USBCDCs partnership interest in the Master Tenant will flip
to a percentage to be determined by the parties prior to closing (subject to tax counsel approval), but in no event to be less
than 5%.
LIMITATIONS OF THIS LETTER:
This letter of interest does not constitute or create, and shall not be deemed to constitute or create, any legally binding or
enforceable obligation on the part of either party and is for discussion purposes only and should not be construed as a term
sheet or commitment to provide loans or equity to the Project. A proposed investment by USBCDC will require
underwriting and approval by U. S. Bank Credit Administration, and we have not performed the necessary due diligence to
allow us to seek such approval. During the underwriting and documentation process, the terms and conditions of this
proposal may change in material respects from what is proposed in this letter. Nevertheless, should your firm be selected as
the development company given the development rights from the New Orleans Building Corporation, formal bank approval
through the Banks internal credit process will be pursued as quickly as possible.
Thank you for giving USBCDC the opportunity to participate in the financing of this exciting development initiative.
Sincerely,
Thomas R. Oldenburg
Vice President | Business Development Officer
USBCDC
cc: Laura Vowell | Director of Business Development
USBCDC
87
Berkshire Hathaway Group
Suite 3425
1999 Avenue of the Stars
of companies
AFFORDABLE HOUSING PARTNERS, INC.
Los Angeles, CA 90067

jdegaetano@berkahp.com
310.367.1310
The Redevelopment of 2 Canal

February 12, 2016
$33,120,000, Sponsor equity of $30,000,000, a Permanent Loan of $151,972,932 and $6,547,252
of deferred development fee for the balance. The Project will utilize a Construction Loan of
$151,972,932 and a Bridge Loan of $64,770,611 during the rehabilitation period.
February 12, 2015
Pricing. Investor would invest $0.91 per dollar of HTC, for a total of $31,475,518 in HTC
capital contributions. We have assumed Investors portion of HTCs to be $34,588,481 (that is
94% of $36,796,256 of total HTCs).
Darryl Berger
100 Conti Street
New Orleans, LA 70130
Re: Proposal for Acquisition of Federal Historic Tax Credits
Redevelopment of 2 Canal Street-New Orleans, LA
Dear Mr. Berger:
Thank you for providing information on the Redevelopment of 2 Canal Street in New Orleans,
LA, and its conversion to a Conrad Hilton Hotel and 120 market rate apartment units (the
"Project").
Affordable Housing Partners, Inc. (or its affiliate, the Investor), a wholly owned subsidiary of
Berkshire Hathaway Inc., is pleased to submit this non-binding letter advising you that the
Investor is considering making a federal Historic Tax Credit (HTC) equity investment in the
Project. The Project information provided by the Sponsor was used by Investor to develop
economic projections (the Projections). Investors proposal is based on the current Projections
and is for a single tier structure not a master lease transaction. We look forward to working
with the Sponsor and receiving additional and updated information on the Project, to develop
projections that accurately reflect the economics of the transaction and are mutually acceptable.
Our current proposal is as follows:
The proposed investment by the Investor is subject to the receipt and approval of the Project due
diligence, partnership agreement documentation satisfactory to Investor, the approval of the
Investors Investment Committee, all in Investors sole and absolute discretion, and the structure
is subject to approval by Investors tax counsel (Robert Coon of Kutak Rock) such that
Investors tax counsel would issue a should level tax opinion. Further, this letter (except for
this paragraph) is non-binding and does not create or reflect any liability or obligation. Neither
party, nor any third-party, shall take any action, or refrain from taking any action, in reliance on
this letter.
We look forward to working with you on this investment opportunity.
Sincerely,
Joseph DeGaetano
Joseph DeGaetano, Vice President
cc: Mike Fowler

Greg McIntosh
Project. The Project is an approximately $253 million historic rehabilitation and adaptive re-use
of World Trade Center building and surrounding site located at 2 Canal Street Street in New
Orleans, LA. The Project will include a 300 key Conrad Hilton Hotel, 120 luxury residential
apartment units and ancillary space. Amenities for the hotel and residences will include valet
parking, swimming pool, fitness center, club/social area and other luxury features. The Project
will be owned subject to a long-term lease from the New Orleans Building Corp. an affiliate of
the City of New Orleans, State of Louisiana. The sponsor for the project is 2 Canal Street
Redevelopment, LLC and its principals/owners (the "Sponsor").
Deal Structure and Percentage Interests. This transaction would be structured as a historic
rehabilitation tax credit partnership (or limited liability company) with the building owner (the
Partnership) electing to allocate 94% of the federal tax credits, as well as 94% of other tax
items, to the Investor for the first sixty months from the last placed in service date. The Investor
would have the right at any time, in its sole discretion, to establish a deficit restoration
obligation, or after the historic credit period, to adjust the profits interest and/or to extend the
years in which it may be obligated to restore any deficit balance in its capital account.
Capital Structure. The Project would be capitalized through an ownership structure that
includes HTC investor equity of $31,475,518, Louisiana State HTC investor equity of
1
88
89
90
91
Conrad Singapore
D.2 COMPLETED/IN PROCESS

PROJECTS SINCE 2010
As further evidence of our financing capabilities, below you will
of a luxury spa. In addition to the complete interior renovations,
THE JUNG HOTEL | NEW ORLEANS, LA
the Hotels two restaurant/bars. The initial purchase price and
find a sampling of capital transactions executed by our team and/
the project encompassed all critical aspects of the mechanical and
The historic Jung Hotel was purchased by Joseph A. Jaeger, Jr. in
subsequent renovations were financed through a combination of
or respective team members since 2010. Including the projects
electrical systems. The $25 million renovation commenced in 2011
2007. Located between the French Quarter and the Medical District,
Historic Tax Credits, traditional debt financing, and sponsorship
outlined below our team, since 2010, has collectively executed in
and less than one year later the thorough renovation was complete.
the Jung encompasses the entire 1500 block of Canal Street. A
equity. Furthermore, following the initial acquisition and renovation,
excess of $1 billion in capital transactions involving New Orleans
To fund the acquisition and renovation of this project we used a
plan is in place that will completely rehabilitate the entire 17-story,
and based on the Hotels strong performance metrics, ownership
properties. These transactions include equity and debt placements,
conservative 60% loan with the remainder of funds coming from
550,000 square foot building including the mechanical, electrical,
was able to refinance the hotel in 2014.
sale and or acquisition of assets, comprehensive renovations, and
partner equity.
and plumbing systems. The propertys proposed development
NOCCA FORUM PROJECT | NEW ORLEANS, LA
The debt, both acquisition and subsequent renovation financing,
plan includes: 175 multi-family apartment units, 145 extended-
was provided by Iberia Bank. The loan required a guarantee,
stay hotel rooms, 50,000+ square feet of commercial retail space,
which was provided by Darry D. Berger. The interest rate on the
two restaurants and bars, 4,780 square of meeting space, 7,000+
acquisition and construction loan was floating rate based on libor
square feet of spa and fitness center space, and a seven-story (484
with a partial interest rate hedge. In 2013, partners refinanced the
space) parking garage. To fund the development, the $130 million+
Iberia Bank loan with a long term fixed rate loan in the amount of
development is using a variety of capital and debt structures.
$73 million provided by Goldman Sachs.
Working with the National Parks Service and the State Historic
tax credit executions. We have selected the projects below based

on their relevance to our proposed Conrad Hotel and Residences at
2 Canal Street. The projects highlight our teams ability to arrange
financing for a myriad of different financial structures. Some of
these projects are traditionally financed projects with one layer of
sponsor equity and debt; other projects integrate multiple layers
of financing and exhibit our collective experience in navigating the
world of tax credits.
WINDSOR COURT HOTEL | NEW ORLEANS, LA
the project to qualify for both State and Federal Historic Tax Credits.
The Omni Royal Orleans, a 345-room luxury hotel located on
Furthermore, the development has also secured EB-5 financing,
St. Louis Street, is consistently the top performing large luxury
with the balance of the required equity provided by Mr. Jaeger. It
hotel in the French Quarter based on metrics such as average
will be a goal of the development to achieve a minimum of 35%
daily rate (ADR), revenue per available room (RevPAR), customer
DBE participation. The Jung Hotel has an anticipated opening date
satisfaction and overall experience. After 35 years of institutional
of the fourth quarter 2016.
investors comprised of Joseph Jaeger Jr., Darryl Berger, and Roger
MAZARIN HOTEL | NEW ORLEANS, LA
and equity vehicles. Working with the National Parks Service and
spaces and mechanical systems. The financing for the acquisition
the State Historic Preservation Office throughout the design and
and renovation was provided by a participating loan funded by
construction process allowed the project to qualify for and receive
Capital One and Whitney Bank. The loan guarantee was provided
both State and Federal Historic Tax Credits. In addition to Historic
by the three principals: Joseph Jaeger Jr., Darryl Berger, and Roger
Tax Credits, the development received an allocation of State and
Ogden. The loan amount was based on 60% loan to cost of the
Federal New Market Tax Credits, as well as Quality Zone Academic
acquisition and subsequent renovation. The remainder of funds
Bonds, which provides low-interest bond financing for education
(40%) was provided by owner equity. The interest rate was libor
based fl oating with a hedge. Due to the historic nature of this
Hotel Mazarin, a 102-room boutique hotel located on Bienville
projects. Furthermore, project equity and project guarantees were
building and adherence to strict historic standards during the
Street in the French Quarter was purchased by group of local
provided by Joseph A. Jaeger, Jr.
renovation, the project applied and received Louisiana State Historic
investors including Joseph A. Jaeger, Jr. in 2011. Formerly the St.
Rehabilitation Tax Credits based on the qualifi ed rehabilitation
Louis Hotel, the property was in need of substantial renovation,
expenditures during the renovation. Stonehenge Capital was our
which was planned and executed in 2011-2012. Because of the
tax credit equity partner. In 2013, the ownership worked with UBS
historic nature of the building, and the teams strict adherence to
to procure a long term fixed rate permanent loan in the amount of
National Park Service rehabilitation guidelines, the Hotel Mazarin
$65 million.
renovation project was able to qualify for and receive Louisiana State
Historic Tax Credits. The $18 million project included renovation of
hotel in New Orleans. A renovation plan was thoughtfully developed
guest rooms, public space, event space, the historic courtyard and
that involved modification to every surface in the hotel and addition
fountain, mechanical and electrical systems, exterior facades, and
arts department, science labs, and academic studio classrooms. In
NOCCA Forum Project was financed utilizing a variety of debt
renovation encompassed a full overhaul of all guest rooms, public
renovation to maintain its lofty position as the preeminent luxury
the 64,000 square foot facility houses NOCCAs expanded culinary
include a public caf and leasable tenant space. The $32 million
was planned and then executed in 2012-2013. The $15 million
time of acquisition the Windsor Court was in need of a complete
Creative Arts (NOCCA). Located in the Bywater neighborhood,
addition to the educational portion of the project, the facility will
Ogden in 2008. The hotel was in need of a full renovation which
joint venture of The Berger Company and Crow Holdings. At the
warehouse, into a new expansion for the New Orleans Center of
Preservation Office throughout the design and construction allows

OMNI ROYAL ORLEANS | NEW ORLEANS, LA
ownership, Aetna sold the Omni Royal Orleans to a group of local
This 316-room luxury hotel was acquired in the fall of 2009 by a
The NOCCA Forum project is an adaptive reuse of an existing historic
93
D.3 PROJECT GUARANTOR

The guarantors of this project will be comprised of 2 Canal
Redevelopment, LLC and its three principal development sponsors:
Joseph Jaeger, Darry Berger and Roger Ogden. As evidenced by

$1billion plus of capital transactions executed locally since 2010,
these individuals have exhibited significant financial wherewithal
to their respective financial institutions in conjunction with these
transactions. In addition to the extensive track record, collectively
16 February, 2014
the sponsors offer substantial financial support via their guarantees

by maintaining a combined net worth of no less than $250 million
New Orleans Building Corporation

C/O Bureau of Purchasing, Chief Procurement Officer
1300 Perdido Street, Suite 4W07
New Orleans, LA 70112
with a significant portion of the value held in cash equivalent

investments. Attached you will find a letter endorsed by the local
sponsors certifying their fi nancial capacity. Additional specifi c
information on all guarantors can be provided to selection
RFP Number 8975-01775

Request for Proposal Submission For;
New Orleans, Louisiana
committee and/or other reviewing affiliates of the City of New

Orleans on a confidential basis.
Dear Selection Committee,

As requested in the Request for Proposals of Redevelopment of 2 Canal
Street, the development ownership of 2 Canal Redevelopment, LLC, Joseph
Jaeger, Darryl Berger and Roger Ogden certify they collectively maintain a
minimum net worth of $250,000,000, with a substantial portion on this net
worth being held in cash or cash equivalent investments. Further support can
be provided, if required by selection committee.
Sincerely,
Darryl B
erger
Berger
Manager
Jos
os
o
seph Ja
aeger, Jr.
Joseph
Jaeger,
Manger
Ro
og
ge
er Ogde
en
Roger
Ogden
M
Manager
94
D.4 DEVELOPMENT BUDGET
PRO FORMA DEVELOPMENT BUDGET AND OPERATING PROJECTS
TOTAL DEVELOPMENT BUDGET

CONRAD LUXURY HOTEL & HILTON BRANDED LUXURY APARTMENTS
WORLD TRADE CENTER NEW ORLEANS, LA
307 KEYS + 120 RESIDENTIAL UNITS + RETAIL
Project Uses
Hard Costs
Soft Costs
Financing Total Project Uses
Total $
DEVELOPMENT USES(1)
DESCRIPTION
TOTAL
Land / Building (Acquisition) Costs

Legal, Closing, & Other Soft Costs
Financing Costs
Consultant Costs
Design & Engineering
Construction Costs
Special Systems Costs
FF&E & Amenities Costs
Working Cap. & Pre-Open. Costs
Contingency Costs
Development Expenses
Development Fees
$52,100,000
$2,476,000
$12,412,843
$1,495,000
$11,350,601
$160,431,620
$1,761,351
$22,863,063
$3,937,000
$9,234,847
$5,943,476
$7,769,696
% Total
$237,156,034
$42,206,620
HOTEL GENERAL INFORMATION
Project Uses
Equity Capital
Construction Financing
Financing Total Project Uses
81%
14%
$12,412,843
4%
$291,775,497
100%
Total $
% Total
$103,785,540
$187,989,956
36%
64%
$291,775,497
100%
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year 10
Average Daily Rate (ADR)
$357
$364
$371
$379
$386
$394
$402
$410
$418
$427
Annual Occupancy
72%
72%
75%
75%
75%
75%
75%
75%
75%
75%
REVPAR
Number of Keys
$257
$262
$279
$284
$290
$296
$302
$308
$314
$320
307
307
307
307
307
307
307
307
307
307
$4,532
$4,623
$4,715
$4,809
$4,906
$5,004
$5,104
$5,206
$5,310
$5,416
70%
120
85%
120
95%
120
95%
120
95%
120
95%
120
95%
120
95%
120
95%
120
95%
120
Year 4
$48,980,836
$6,688,409
$55,669,245
Year 5
$49,932,825
$6,822,178
$56,755,003
Year 6
$50,903,854
$6,958,621
$57,862,475
Year 7
$51,894,304
$7,097,794
$58,992,097
Year 8
$52,904,562
$7,239,749
$60,144,312
Year 9
$53,935,026
$7,384,544
$61,319,571
Year 10
$54,986,099
$7,532,235
$62,518,335
($18,525,625) ($18,887,598) ($19,256,811)

($422,506)
($426,731)
($430,998)
($18,948,131) ($19,314,329) ($19,687,809)
($12,369,637) ($12,610,316) ($12,855,809)
$26,544,708 $27,067,452
$27,600,694
($19,633,408)
($435,308)
($20,068,716)
($13,106,211)
$28,144,643
($20,017,537)
($439,661)
($20,457,199)
($13,361,622)
$28,699,514
RESIDENTIAL GENERAL INFORMATION

Average Monthly Rent
Occupancy
Number of Units
$291,775,497
Total Project Costs
TEN YEAR PRO FORMA

(1)
An extensive construction & development budget has been completed in preparation for 2 Canal Redevelopment, LLC's RFP response; a summary has
been provided above. Greater details of above budget can be made available upon request.
Conrad Hotel Gross Revenue

Residential Gross Revenue
Total Project Gross Revenue
Year 1
$44,618,419
$4,671,136
$49,289,555
Year 2
$45,350,669
$5,763,038
$51,113,706
Conrad Hotel & Retail Operating Expenses

Residential Operating Expenses
Total Project Operating Expenses
Undistributed Expenses (Hotel)
Gross Operating Profit
($17,152,390) ($16,960,164)
($402,000)
($406,020)
($17,554,390) ($17,366,184)
($12,493,157) ($11,791,174)
$19,242,008
$21,956,349
Year 3
$48,047,513
$6,557,264
$54,604,777
DEVELOPMENT SOURCES
DESCRIPTION
TOTAL
Equity Contribution
State Historic Tax Credits
Federal Historic Tax Credits
Subtotal
$33,884,848
$32,711,261
$37,189,431
$103,785,540
Project Loan
Total Project Sources
$187,989,956
$291,775,497
($17,481,735) ($17,822,831) ($18,170,749)

($410,080)
($414,181)
($418,323)
($17,891,816) ($18,237,012) ($18,589,072)
($11,675,546) ($11,902,343) ($12,133,676)
$25,037,416
$25,529,890
$26,032,255
Hotel Fixed Expenses

Apartment Fixed Expenses
Total Fixed Expenses
($2,160,291)
($328,395)
($2,488,686)
($2,190,476)
($363,034)
($2,553,510)
($2,279,681)
($388,763)
($2,668,444)
($2,316,063)
($394,617)
($2,710,681)
($2,353,089)
($400,570)
($2,753,659)
($2,977,544)
($698,921)
($3,676,465)
($3,021,762)
($707,998)
($3,729,760)
($3,066,719)
($717,207)
($3,783,926)
($3,112,429)
($726,551)
($3,838,980)
($3,158,905)
($736,032)
($3,894,937)
EBITDA
$16,753,322
$19,402,838
$22,368,972
$22,819,209
$23,278,595
$22,868,243
$23,337,693
$23,816,768
$24,305,663
$24,804,577
($10,411,264) ($10,219,208) ($10,015,305)

$12,456,978 $13,118,485
$13,801,463
($9,798,826)
$14,506,837
($9,568,996)
$15,235,582
FINANCIAL INFORMATION
Loan-to-Value (Hotel)
Loan-to-Value (Res.)
Loan-to-Value (Total)
66%
62%
64%
Return-on-costs (Hotel) - Year 3

Return-on-costs (Res.) - Year 3
Return-on-costs (Total) - Year 3
11%
9%
10%
Total Project Interest Payments

Net Taxable Income
(1)
($11,216,599) ($11,074,213)
$5,536,723
$8,328,625
($10,923,045) ($10,762,554) ($10,581,762)

$11,445,927
$12,056,655
$12,696,833
CITY PAYMENT INFORMATION

5.1 Non-Refundable Deposit
Land Value Payment
5.3 Base Rent (2) - Capitalization of Lease
(3)
Total Acquisition Payment
$10,000,000
$15,000,000
$25,000,000
5.2 Interim Rent
$750,000
Total Project Principal Payments

HTC Preferred Returns (Total)
FYFE Reserve
$50,000,000
(2)
Base rent the current financial model assumes a $1,500,000 per annum base rent payment; the base rent annual lease payments are shown as a
capitalized lease valued at $25,000,000 ($1,500,000 annual lease capitalized at 6%); this structure, however, is conditional upon negotiations.
Net Cash Flow

Debt Service Coverage Ratio
(1)
$0
($762,860)
($446,184)
($2,450,924)
($762,860)
($680,260)
($2,602,092)
($762,860)
($960,950)
($2,762,583)
($762,860)
($1,469,425)
($2,947,638)
($1,784,426)
($1,997,313)
($3,113,873)
$0
($2,036,154)
($3,305,930)
$0
($2,075,772)
($3,509,832)
$0
($2,116,182)
($3,726,311)
$0
($2,157,401)
($3,956,142)
$0
($2,199,444)
$4,327,679
$4,434,581
$7,120,024
$7,061,787
$5,967,456
$7,306,952
$7,736,783
$8,175,448
$8,623,125
$9,079,996
1.49x
1.43x
1.65x
1.69x
1.72x
1.69x
1.73x
1.76x
1.8x
1.83x
(1)
(3)
The total development acquisition payment of $50,000,000 includes: an at-risk $10,000,000 non-refundable deposit due upon execution of the
'Master Ground Lease and Development Agreement,' a $15,000,000 building/land development payment to be paid at financial closing, and a
capitalized lease payment of $25,000,000 due at financial closing.
Annual debt service payments of $13.5MM are based on the project assumptions of a $187MM fixed-rate mortgage at a 6% interest rate and a 30-year amortization.
**This financial model assumes that the project will apply for and be granted a Restoration Tax Abatement ('RTA") first five operating years, as this development is a qualifying project
**The projections, estimates and forecasts contained herein (collectively, the "Estimates") are based solely upon information currently available to 2 Canal Redevelopment, LLC's good faith assumptions.
95
D.5 PROOF OF PERFORMANCE

BOND APPROVAL
The letter to the right from Arthur J. Gallagher Risk Management
Services, Inc. dated February 2, 2015 is to certify that The McDonnel
Group, LLC, our general contracting partner, has applied and
been pre-approved for one hundred percent (100%) payment and
performance bond on the estimated value of the 2 Canal Street
proposed redevelopment.
96
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NAIC #: 31194
FEIN #: 060907370
Domiciliary Address
One Tower Square
Hartford, CT 06183
United States
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Web: www.travelers.com
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97
D.6 ECONOMIC IMPACT, JOBS & COMPENSATION

In order to appropriately respond to the request for economic
Like many great redevelopment projects, the true value of this
improving the Convention Center, turbo-charging the Riverfront,
impact of our proposed 2 Canal Street redevelopment we obtained
project is in the synergies that are created in the area by the project
and adding hotel rooms.
the services of Dr. Tim Ryan, economist and former Chancellor
itself. This is certainly true of the 2 Canal Street Redevelopments
of the University of New Orleans, to conduct an analysis of the
proposal to turn the abandoned World Trade Center into a world-
economic impact of our redevelopment of the 2 Canal Street on the
class hotel and luxury residential complex.
city of New Orleans and the state of Louisiana. His focus of study
was on estimating the spending, employment, earnings, and tax
impacts of the construction phase of the project and the ongoing
or permanent impact of the redevelopment.
Due to several unique aspects of our development team, the

redevelopment of 2 Canal Street can be coupled with significant
additional riverfront development and become the most
signifi cant tourism and economic development project in
Dr. Ryans study examined three aspects of our proposed plan for
New Orleans since the construction of the New Orleans
redevelopment of 2 Canal Street. Those three parts include:
Convention Center in 1984.
To make this goal a reality, the City must build new hotel rooms
and further develop the Morial Convention Center. The 2 Canal
Redevelopment teams proposal accomplishes both of these
The economic impact of the projects include the following variables:

1. Total number jobs created by the construction activities
and on-going operations of the development;
2. Total direct spending in the area created by
construction activities and on-going operations;
objectives. Ours is the only proposal that can make this happen!
3. Total secondary spending (sometimes
Dr. Ryans study analyzed the economic impact of the 2 Canal
4. Total spending -- direct plus secondary spending;
Redevelopment teams proposal, including the redevelopment of
5. Total income for area residents due to the construction
referred to as the ripple effect);
the World Trade Center, the 700-room expansion of the Hilton New
Orleans Riverfront, and the expansion of the Morial Convention
Center.
activities and on-going operations; and

6. Total tax revenue to the various political subdivisions
due to the construction and operating phases of the
A. The redevelopment of 2 Canal Street itself, including
Our teams distinction includes a partnership of one of the
projects to include: the State of Louisiana, the City of
limited new construction, to include conversion to
most experienced hotel development groups in the region and
New Orleans, and other local governments in the city.
hotel rooms, conversion to residential housing, new
ownership of a great number of parking spaces in proximity to the
annex building and other related amenities;
2 Canal Street project, allowing maximum fl exibility in meeting
B. New hotel construction by the Hilton Worldwide on
the projects parking requirements. Most importantly, the team
land adjacent to their current Riverfront location,
includes Hilton Worldwide, which controls the land between the
including new hotel rooms and related amenities;
Hilton New Orleans Riverside and the Ernest N. Morial New Orleans
C. Expansion of the Ernest N. Morial New Orleans Convention

Center downriver from the current Hall A that will be
facilitated by the 2 Canal Redevelopment, LLC partners
in conjunction with redevelopment of 2 Canal Street.
Convention Center.
This partnership allows the 2 Canal Street project to leverage
a massive increase in New Orleans tourism assets. Specifically,
under the proposal, 2 Canal Street will be developed as a Conrad
Specifically, Dr. Ryans study documents the following impacts of
Hotel, the Hiltons smart luxury brand that is competitive with the
the project in the construction phase and the operations phase of
Ritz Carlton and similar properties. With the establishment of the
each of the three aspects described above:
Conrad New Orleans Hotel and Residences, Hilton Worldwide will
1. Total number jobs created by the construction activities

and on-going operations of the development;
2. Total direct spending in the area created by
3. Total secondary spending (sometimes
referred to as the ripple effect);
4. Total spending -- direct plus secondary spending;
5. Total income for area residents due to the
work closely with the Convention Center and the City to affect
an exchange of property rights, wherein Hilton would ultimately
own the ITM Parking Facility, and the Convention Center would
ultimately own the strategic Whale Lot property. This exchange
will potentially allow for the construction of a 700-room addition
of the Hilton New Orleans Riverfront on the land where the garage
currently sits and a new arrival experience at English Place. The
Convention Center will have the opportunity to utilize the acquired
Whale Lot for a long-anticipated downriver expansion.
In 2009, the New Orleans tourism industry hired the Boston
Consulting Group and engaged in a strategic planning process
projects to include all state and local tax revenues;
for the industry. The outcome was the Unified Master Plan for the
Tourism Industry in New Orleans. The goal of the Master Plan is to
attract 13.7 million annual visitors to New Orleans by 2018. In order
projects to include all state and local tax revenues.
to accomplish this, the industry has taxed itself to provide funds

for marketing, large event and show attractions, as well as crime
prevention. Key elements identifi ed to achieve this goal include
98
Conrad Dubai
Table 1 presents the summary results of the analysis for the construction phase of the project.
Table 1: Construction Economic Impacts (in millions)
Measure of Impact
Convention Center was built in 1984. The impact will be staggering.
new annual direct spending of $286.21 million, new secondary
In present value terms, the total impact will be $8.84 billion
spending of $183.73 million, and total new spending of $469.94
(See Table 3).
million into the New Orleans economy. The project will support
2 Canal Street
Hilton Expansion
Convention Center
Expansion
Total
Direct Spending
$257.37
$400.00
$384.34
$1,041.70
Secondary Spending
$164.63
$255.87
$245.85
$666.35
Total Spending
$422.00
$655.87
$630.19
$1,708.05
Category
In total, the entire project, including all three components, will add
4,490 permanent new jobs in the local area economy and

create $168.61 million in new income for local residents.
Finally, the project will create $25.54 million in new tax
revenue for the State of Louisiana, $27.13 million in new tax
revenue for local governments in New Orleans (the City, the
School Board, the Levee Authority, and so forth). The City itself
New Jobs
3,077
4,782
4,594
12,452
$184.93
$287.43
$276.17
$748.53
State Tax Revenue
$9.00
$13.99
$13.45
$36.44
Local Tax Revenue
$10.13
$15.75
$15.13
$41.01
Earnings
City Tax Revenue

State and Local tax Revenue
$5.07
$7.87
$7.57
$20.50
$19.14
$29.74
$28.58
$77.45
will receive an additional $14.32 million in tax revenue every

year over the life of the project.
In conclusion, our proposal for the redevelopment of 2 Canal Street
will allow for the addition to the Hilton Riverside Hotel and the
downriver expansion of the Ernest N. Morial Convention Center.
The total impact of those three projects will be the most significant
investment in the New Orleans tourism infrastructure since the
Perhaps more importantly to the City of New Orleans, the 2 Canal

Redevelopment project will turn a non-producing asset the
empty 2 Canal Street Building to a very productive one. An asset
generating a net annual return (after netting out the current $1.0
million a year received for the rental of the parking garage) of a
minimum of $13.0 million per year for the City treasury. In total,
over the 30-year period, the total tax receipts to the City of
New Orleans will be $472.50 million (See Table 4).
Please refer to Appendix B for an annual overview of all economic
benefits over the construction period of the project plus the first 30
years of operations. All economic benefits presented in Appendix
B are valued in 2015 dollars, which means that there is no inflation
factored into the analysis.
Source: 2 Canal Redevelopment, LLC, & Dr. Tim Ryan
Table 3 presents the summary results for direct and total spending.
Table 2 presents the summary results of the analysis for the operating phase of the project.
Table 3
Table 2: Operating Economic Impact (in millions)
Table 4 presents the summary of net benefit to the City.

Table 4
Present Value of Future Returns
Measure of Impact
Year
Direct Spending
New Tax
Revenue
Total Spending
2 Canal Street
Hilton Expansion
Convention Center
Expansion
Total
Direct Spending
$63.30
$87.02
$135.89
$286.21
Total
$2,442.24
$3,976.69
Total
Secondary Spending
$39.68
$56.23
$87.82
$183.73
Present Value
$1,232.03
$2,007.50
$102.98
$143.25
$223.71
$469.94
Hilton Worldwide Spending (In Millions)
Present
Value
Category
Total Spending
New Jobs
Total
$3,403.62
$5,600.50
Present Value
$1,736.66
$2,856.49
1,374
2,146
4,490
$36.36
$51.63
$80.62
$168.61
Total
$4,890.13
$8,047.72
State Tax Revenue
$5.17
$7.95
$12.42
$25.54
Present Value
$2,417.67
$3,977.69
Local Tax Revenue
$7.06
$8.57
$11.50
$27.13
Total 2 Canal Street Redevelopment Project Spending (In Millions)
City Tax Revenue
$4.28
$4.29
$5.75
$14.32
Total
$12.23
$16.52
$23.92
$52.67
Present Value
State and Local tax Revenue

Source: 2 Canal Redevelopment, LLC, & Dr. Tim Ryan
Net Benefit to
the City
City of New Orleans Tax Revenue World Trade Center
2 Canal Street Spending (In Millions)
970
Earnings
Parking
Revenue Lost
Morial Convention Center Spending (In Millions)
$10,735.99
$17,624.91
$5,386.36
$8,841.67
$142,662,011
-$32,000,000
$110,662,011
$67,230,219
-$15,802,677
$51,427,542
City of New Orleans Tax Revenue Hilton

Total
Present
Value
$155,818,811
-$32,000,000
$123,818,811
$74,542,893
-$15,802,677
$58,740,216
City of New Orleans Tax Revenue Morial Convention Center

Total
Present
Value
$206,037,636
-$32,000,000
$174,037,636
$97,214,584
-$15,802,677
$81,411,907
City of New Orleans Tax Revenue Total Project

Total
$504,518,458
-$32,000,000
$472,518,458
Present
Value
$238,987,695
-$15,802,677
$223,185,019
99
D.7 LOCAL BUSINESS PARTICIPATION

As locals, we are well aware of the desire to create job opportunities
for both individuals and companies for temporary or permanent
work at the Redevelopment of 2 Canal Street project from Orleans
Parish. We are in complete agreement that business participation
from the City of New Orleans is of paramount importance. Our
Development Team has a list of companies, both MBE/DBE/WBE and
local to the parish and city, which we will contract as soon as we
know we are the selected Developer and have confirmed the scope
of work to be done by each industry or capability.
To assist, we have partnered with the Urban League of Greater New
Orleans and will partner with other outreach organizations to work
with the City of New Orleans Office of Workforce Development
and Job1 Business and Career Solutions Center. Working together,
we will enhance and encourage employment opportunities for
New Orleans businesses and its residents. We will, to the greatest
extent feasible, provide opportunities for training and employment
to low and very-low income residents of Orleans Parish. Our general
contractor, The McDonnel Group, and applicable subcontractor(s)
will be held accountable for achieving this objective. We will require
documented efforts and results to achieve the goals of this local
business and resident plan.
To further expand access to training and jobs for New Orleanians, we
have been in discussion with Robert Tiger Hammond, Executive
Board President for The Greater New Orleans AFL-CIO, in the creation
of a model Community Benefit Agreement. This agreement could be
used in future projects and will be implemented in our construction
phase of the 2 Canal Street redevelopment. Our goal is to create a
model and implement it at 2 Canal Street to make a sustainable social
impact, such as increasing minority employment and increasing
participation by MBEs and DBEs within the construction industry in
New Orleans. We will use our agreement to create highly structured
training and recruiting for young workers into the construction
industry, a need in our local economy in light of the skills shortage
in the industry. The Urban League of Greater New Orleans will also
assist us with training and recruiting of local workers.
This model for training and advancement will not end with entry level
skill sets. Rather our focus will be on the beginning of progressive
career path training and developing sustainable lifelong employment
opportunity in addition to providing immediate jobs. It will be
supportive of the Mayors groundbreaking NOLA FOR LIFE Initiative.
Our model will be a strategic breakthrough in dealing with the issues
of education, race and equity, and income inequality at all levels.
100 REDEVELOPMENT OF 2 CANAL STREET
Conrad Istanbul
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E FINANCIAL & LEASE TERMS
F
DBE PARTICIPATION
APPENDIX
E FINANCIAL AND LEASE TERMS

The following is our markup of the Lease Agreement as required
by Section II of the Request for Proposals. After extensive review of
the Lease document provided as an addendum to the RFP and in an
attempt to clarify our intent and address the terms and provisions
of the Lease we provide our response in two sections below:
LEASE AGREEMENT
5.4
FINANCIAL TERMS
Percentage Rent: TBD%, to be based upon future
B. Financeability
negotiations.
For a large, mixed-use development like this one, major lenders
Article I Definitions
Article VII - Renovation
1.16
Commercial Space: 7,766 sq. ft. on ground floor and 12,500
7.1
Flag: Conrad, a luxury Hilton Worldwide brand.
sq. ft. on floors 2-31, totaling 20,266 sq. ft. (+/- 10%) (these
7.1
Total Project Cost: $291,775,000.
Financial Terms and Lease Terms.
numbers do not include restaurant use on ground floor).

2 Canal Redevelopment, LLC, envisions our transaction to be a
99-year lease providing sufficient flexibility in investor structure,
1.36
$235,500,000 (includes $187M
construction loan and $52.5M which represents a portion of
financing, branding, and operations to facilitate the redevelopment

of the building and surrounding site at 2 Canal Street into an upper
upscale development including a smart luxury Conrad Hotel with
Residences, an Annex Facility offering parking, retail and other
Required Financing:
1.50
Article VIII Operation and Management

8.13
the tax credit. Equity to be bridged through cost certification)
revenues annually for hotel portion and $300 annually for
financing contingency period of 9 months.
each unit in the residential portion (the residential portions

contribution will be increased by CPI increases every 5 years,
Guarantor for Completion Guaranty: Darryl Berger, Roger
capped at 3% per year).
Ogden, Joseph Jaeger, Jr.
amenities operating in harmony with the adjoining Hilton Riverside
Capital Replacement Fund Contribution: 4% of gross
property. A term of 99 years will permit us, your developer, to
1.52
Number of rooms in Hotel Portion: 307 +/- 10%.
achieve the economics of ownership. During this period, we
1.110 Required Completion Date: no later than 24 months from
and our operating partners need the fl exibility of an owner to
Lease execution date, subject to force majeure delays, with
achieve the successful long-term operation of the 2 Canal Street
commencement of construction no later than 6 months
redevelopment project in the way envisioned by the City and NOBC.
from Lease execution date, and with Tenant having a cure
We understand that NOBCs goals for redeveloping the property
period of 180 days after a termination notice by the NOBCs
and the need for NOBCs first-phase input and reasonable controls
and a right to extend each milestone by a delay payment.
expect the Lease to accommodate the stricter underwriting

standards imposed in the current tight financial markets. Customary
lender provisions focus on the lenders right to protect its collateral
if the tenant defaults or the property is destroyed or expropriated
and include the right to extend construction deadlines, additional
time to replace flags, franchisors, and managers, additional time
to reconstruct after a casualty or repair after an expropriation,
assurance that the value of the full lease term will be paid in an
expropriation, a prohibition on material changes in or a termination
of the franchise or management agreements without lender
consent, and default cure periods that start after the initial tenant
Article XXI Profit Participation
cure period required by the equity investors. Also, equity investors
21.3
Profit Participation: One-time payment of either TBD%
need the right to finance working capital, equity repayment, and
of the net proceeds of the first sale of the Project or TBD
appreciation through leasehold mortgages.
% of the net proceeds of the first sale of the controlling

ownership interests in the Project. To be based upon
future negotiations.
Because lenders must have the ability to enforce their mortgages

on the tenants lease rights, a financeable lease gives the lender
assurance that the tenants interest can be transferred with minimal
Condominium Sales
landlord approvals to a purchaser at foreclosure or to a buyer in
Permit the sale of apartment units as condominiums.
payment of the debt. A primary part of a lenders security is the
to assure that the Project is completed as NOBC wishes. Our project
1.113 Number of Residential Units: 120 +/- 10%, with amenities
development phase will therefore need to marry the reasonable
similar to those of comparable residential properties and
rents under the subleases and the capital reserve account. For this
requirements of all of the anticipated stakeholders, including the
rental rates in the top 25% of the rental market in the
reason, a financeable lease must give the lender the exclusive right
City, NOBC, lenders, tax credit and equity investors, franchisors
defined area.
(flags), managers, hotel guests, apartment residents, condominium

purchasers, and others. Our experience in projects of this type,
however, indicates that after development, the operator needs
to have the rights necessary to operate the Project successfully
and in a way designed to achieve the Citys and NOBCs goals.
Our approach is to structure a Lease in a way that will harmonize
NOBCs long-term aspirations with the business needs and usual and
Article IV Commencement of Term
A. Structure for Historic Treatment of Building
C. Hotel/Flag/Franchisor/Manager/Operating Standards
4.1
Historic Tax Credits, federal and state, will be a significant part of
We are proposing that the hotel forming part of this Project be
the equity component of the Project. The terms of the Lease will
operated under the luxury Conrad brand or flag. This branding
need to accommodate these Historic Tax Credit requirements to
will be accomplished through a franchise, license, or management
Non-Refundable Deposit; Equal to $50,000,000, to be
ensure that the tenant (or a master lessee of tenant) is treated as
agreement and the franchisor or licensor will require that its
disbursed from escrow as follows:
the tax owner of the Project. This will require limitations on NOBCs
branding rights continue undisturbed for the full agreed term of
a. Deposit - $10,000,000 to be paid at lease signing.
control over the Project and any profit participants in the Project.
that agreement. This agreement will fi x the operating standard
b. Land Value Payment - $15,000,000, to be paid at financial
For Historic Tax Credit purposes, the structure of the transaction
required for the flag and the provisions of that agreement will
closing;
may include a sublease of the property to a master tenant that
govern throughout its term. To be attractive to a flag like Conrad,
c. Capitalization of Base Rent - $25,000,000, to be paid at
will be the operating entity. In that case, franchise, management,
the Lease should incorporate the NOBCs acceptance of these
financial closing.
and other agreements may name the master tenant as owner,
standards and of Conrads customary requirements in its franchise,
and the master tenants revenues will be the gross revenues for
license, or management agreements.
purposes of the percentage rent and the capital reserve account.
Because we are starting with a Hilton Worldwide Conrad hotel, the
The Project will benefit if the NOBC cooperates with and supports
hotels initial required operating standards should be those of the
Tenants efforts to obtain the available tax benefits, including the
existing flags that epitomize this type of luxury hotel (e.g., Conrad
Restoration Tax Abatement.
or the Four Seasons) rather than the variable AAA Diamond rating
Term: 99 years.
Article V - Rent
5.1
Lease Agreement fi nancial and lease terms that we believe are

necessary to achieve the reasonable goals and expectations of all
2 Canal Street Project stakeholders. Also, again state that in lieu of
5.2
Interim Rent; $750,000 total or $41,667 per month based

upon an 18 month period from lease signing through
on a market basis.
Certificate of Occupancy.
5.3
Base Rent (during term): $1,500,000 per year. Base rent

annual lease payments are shown as capitalized lease valued
at $25,000,000 due at financial closing (see 5.1c above)
or take funds out of the capital reserve account.
LEASE TERMS
In this Section E of our RFP response, we will outline our proposed
will occasionally avail ourselves to utilize the NOBC Parking Facility
to receive the rent before the lease has terminated and to control
1.120 Tenant Equity: $104,000,000.
ordinary requirements of the operator and the other stakeholders.
executing a Parking Agreement for the NOBC Parking Facility, we
LEASE AGREEMENT
guidelines.
2 CANAL STREET REDEVELOPMENT, LLC PROPOSAL 103
There should be more leeway in the identity of the manager. Our
without consent, to execute normal retail and restaurant subleases
Revenues are reported accurately and that the Project complies with
and audit costs, the exclusions from gross revenues, and right of
development team takes pride that it is locally owned and managed
and deal with these subtenants as it considers best for the Project,
the Lease, but the operator, franchisor, or manager will need to be
first refusal, and the construction amount that will require bonding.
and we believe that an experienced regional or local management
including determining proper default enforcement, subject only to
able to keep the books and records at that entitys national offices
company can manage this Project as well as a national one. We
lender requirements. To the extent the NOBCs consent is required
and for competitive reasons, it may require that the information
contemplate that the manager, like the franchisor, will view itself as
for an extraordinary sublease, the operator should be notified of
in these books and records be confidential. In its inspections, the
a partner in the Project and will provide the up-front investment of
the NOBCs objections in 10 or 15 days after it receives the required
NOBC should always use its best efforts not to interfere with the
time and expertise expected of a committed long-term stakeholder.
information. A longer consent period will inhibit the operators
Projects operations or business. Because the operator will perform
The management agreement will therefore need to provide the
ability to obtain the most desirable subtenants.
all the work, the NOBC does not need the right to perform work on
manager with a long-term commitment from the Project that will

not terminate by reason of a change in the managers status.
The operator also needs the leeway and the NOBC cooperation
necessary to manage the construction of the initial improvements
the property other than to cure the operators defaults that have not
Finally, if the City or the NOBC decides to explore a transfer of

its interest to a private entity, then offering the Tenant the first
opportunity to be the buyer would accomplish the Citys or the
NOBCs goals and preserve the seamless operation of the Project.
A right of first refusal or first offer of this type would also be a draw
for major investors and lenders.
been cured within the fixed notice and cure periods.
PARKING AGREEMENT
Should the Conrad agreement end, the NOBC will be best served
and later improvements in the way that best assures that they
The equity investors, lenders, and other stakeholders will require that
The parking options available to our team alleviate the need to
by giving the equity and lender stakeholders suffi cient time to
satisfy the quality and design requirements of the flag and all other
the NOBCs representations and warranties include confirmation
encumber the NOBC Parking Facility with a long-term parking
enter into a replacement agreement with a flag of the same or
stakeholders and that they are completed expeditiously and at the
that all City approvals have been obtained, including the approval of
Agreement, without which the NOBC has the freedom to determine
better quality as a Conrad or with another operating standard that
anticipated cost. To accomplish these goals, the NOBC will need to
the City Council, that the Lease is valid and binding as to the City,
the future of the Parking Facility separate from decisions made to
is reasonably acceptable to the NOBC. Similarly, it may take time to
be reasonable in its review and approval of plans, specifications,
and that the NOBCs lease from the City is in full force and effect
redevelopment of 2 Canal Street.
replace a manager and management agreement, and the operator
and other matters and to respond with as noted objections in
and extends for the entire term of this Lease. They will also require
should have suffi cient time to assure that the replacement will
10 or 15 days. The operator should not be required to obtain the
that the City provide representations and warranties appropriate to
manage the Project in the way required by the Lease.
NOBCs consent to changes in the plans unless they would change
its interest.
D. Miscellaneous Lease Comments.

In our experience, flexibility in other lease areas will be needed for
the successful redevelopment and operation of a large mixed-use
development like the proposed Project.
the total project costs by more than a specified amount or result in

an alteration that would require the NOBCs consent if they were
made later in the term, and the operator should be permitted to
use the services of a tenant affiliate for this work as long as the
cost is comparable to that of an unrelated contractor. If the NOBC
LEASE AGREEMENT EXHIBIT D
certificates and evidence of insurance that are currently commercially
PROJECT CONSTRUCTION SCHEDULE
available, and to the usual and customary requirements of the flag,

the manager, and the lender. Large operators with reasonable
landscape, and our redevelopment and construction proposals are
guaranty should also terminate since the guarantor will lose its
necessarily subject to the physical constraints and configuration of
access to the Project.
this building and its location. To preserve the character of the Project
During the term, efficient management of the Project and the
within the New Orleans context, only developments in similar New
refurbishment needs of the flag require that the NOBCs approval
Orleans-area properties should be considered comparable to this
of alterations be limited to those that would change the Project in
Project.
a substantial way or cause it not to comply with the Lease. When
Because this will be a long-term lease with a large up-front
the operator requests the NOBCs approval of an alteration, the
investment by the investors, lenders, franchisor, manager, and other
NOBC should need only schematic plans and a description that
stakeholders, after Final Completion, these entities customarily
is sufficiently detailed to permit the NOBC to evaluate the overall
In light of the 99-year term of this Lease and the substantial up-
require that the tenant and its constituent owners have minimally
nature and effect of the proposed changes.
front investment by the stakeholders, it is customary and necessary
restricted rights to transfer both the Project and the internal
Although our proposal contemplates continuous operation,
ownership interests in Tenant. The NOBC should be able to evaluate
exceptions should be made for discretionary refurbishment and
a proposed assignee fairly based on its identity and evidence that
other normal and customary operational interruptions. Also, it is not
it satisfies an objective reasonable fixed net worth additional
ordinary or customary to include an obligation to maximize gross
Negotiation and further discussion will also be needed in other
information should not be needed (if the entity is large, it may not be
revenues in a project of this size, particularly one with specified
lease areas that customarily provide flexibility to an operator in a
possible to provide detailed financial information or detail about all
operating standards and a continuous operation requirement.
Customarily, in a project of this size, the operator has the ability,
the Project and the physical Project itself to assure itself that Gross
Parking Facility on a market basis.
to be conformed to current insurance terms, to the coverages and the
terminates the Lease before final completion, then any completion
The NOBC will have the right to inspect the books and records of
Facility, we will occasionally avail ourselves to utilize the NOBC
The stakeholders will also want the Leases insurance requirements
The current building is an iconic component of the New Orleans
shareholders or persons with interests in the constituent members).
In lieu of executing a Parking Agreement for the NOBC Parking
net worth need the right to provide insurance by means of selfinsurance.

The investors, lenders, and other stakeholders need to be able to
preserve their long-term rights under the Lease if there is casualty
damage. Customary modifications would include tying the start of
restoration to the payment of the insurance proceeds and providing
the tenant with sufficient time to obtain replacement financing if the
lender applies the proceeds to its debt.
to provide the tenant with notice and a cure period for all defaults,
including failures to make payments, and a change in status of the
franchisor or manager should not be defaults under this Lease.
1. Execution of Lease
April 30, 2015 or Earlier
2. Submission of Project Schematic Plans to Landlord July 1, 2015

3. Submission of Project Construction Plans to Landlord
Demo & Foundation
September 1, 2015
Remaining
December 15, 2015

Demo & Foundation
October 30, 2015
Remaining
February 15, 2016
5. Satisfaction of Conditions to Commencement of Construction

Demo & Foundation
October 30, 2015
Remaining
February 15, 2015
6. Commencement of Construction
Demo & Foundation
October 30, 2015
Remaining
February 15, 2016
7. Substantial Completion
May 1, 2017
8. Receipt of Temporary Certificate of Occupancy
May 15, 2017
large mixed-use project, including the definition of Affiliate and
9. Final Completion
July 31, 2017
Control, reasonable approvals and consents and the times for
10. Receipt of Final Certificate of Occupancy
them, the circumstances for the assessment of interest, late charges,
11. Grand Opening
August 15, 2017

September 15, 2017
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E
DBE PARTICIPATION
APPENDIX
F.1 DISADVANTAGED BUSINESS

ENTERPRISE PARTICIPATION
Our Development Team is committed to DBE participation exceeding
Appoint a full time Government and Community Relations
All interested socially and economically disadvantaged businesses
35% from a combination of Certified SLDBE and LAUCP DBEs. Our
Coordinator, DBE Plan Administrator to manage and ensure
will be encouraged to contact the City of New Orleans Office of
team has implemented policies and procedures as a foundation
success
Supplier Diversity and become registered with the State of Louisiana
upon which to continually build for the betterment of socially and
Community outreach meetings
and Local Disadvantaged Business Enterprises (SLDBE) certification
economically challenged businesses and the construction industry
Industry Day workshops
program if not already certified. LAUCP subcontractors who are
in general. It is the Development Teams objective to implement
Utilization of Community Based Resources, Organizations and
already certified as a DBE through the Louisiana Department of
the City of New Orleans stated programs, policies, and procedures
Trade Associations
Transportations Unified Certification Program will be encourage to
for assisting minority businesses, under-served businesses, and
Project and Craft Specific Advertisements
obtain cross certification in the SLDBE program through the City of
under-utilized disadvantaged businesses via access to opportunities
Notification to related organizations
New Orleans Office of Supplier Diversity.
on the Redevelopment of 2 Canal Street project. We will exceed
Project scope forms, time lines and particulars sent directly to
the minimum DBE goal of 35% established by the City of
prospective MBE/DBE/ WBEs via certified mail return/receipt
New Orleans for socially and economically disadvantaged
requested and followed up by telephone five days after mailing
business inclusion. We will work with the City of New Orleans
Pre-bid meetings and structuring of bid packages to allow for
Office of Supplier Diversity in monitoring our success.

The 2 Canal Redevelopment, LLC team partners (Darryl Berger,
Joseph Jaeger Jr., Roger Ogden, and Dr. Norman Francis) have several
generations of demonstrated commitment to local businesses and
breakdown of work and comparable scope between similar

trades (where feasible)
Matching MBE/DBE/ WBEs with prospective bidders on large
packages where they may not be competitive
the City of New Orleans. Our team partners consist of 100% New
The Development Team will begin by drawing on its existing
Orleans residents; we believe in, and live for, the greater success of
database of MBE /DBE / WBE businesses, subcontractors, and
our city. We have investments and business holdings in excess of
suppliers. This combined database was built over many years of
$1 billion in Orleans Parish and the local real estate market. We are
seeking out and working with minority and disadvantaged business
here. Our employees are here.
enterprises.
We will live up to Mayor Landrieus vision presented with the
their specific skill set and business practice where needed.

It is the Development Teams intent through the above efforts to
identify the lowest bidders who are both qualified and have been
responsive during the bidding procedure. Once these firms have
been identified, steps toward contract award and negotiations will
be initiated.
CONTRACT AWARD
During the award of subcontract agreements, a number of steps
Through community meetings and other notifications, scopes of
will be taken to ensure that the subcontractors have adequately
work targeted to DBEs with approximate dollar amounts will be
prepared themselves and understand the work which is to be
made known. Letters requesting initial interest and member listings
performed, the time it is to be performed within, and the policies
will be forwarded to other organizations. Organizations wishing
and procedures which are to be followed as deemed necessary
to participate in the project will have their members listed in the
via the Development Teams policies and procedures. The lowest
contact list for bid solicitation. Furthermore, the Development
bid most qualified business will be notified and requested to meet
Team will inform special interest organizations of contracting
with the Project Manager to discuss particulars associated with
opportunities by speaking when invited to opportunity meetings.
the respective scope of work. Unless deemed necessary by the
The Development Team will forward construction drawings

and documents to industry and community orga nizations to
accommodate bidding convenience. When a particular scope of
Development Team, bonding will not typically be required. Bonding

will be required when one are all of the following pertains to a
subcontractors scope of work:
work is published for bid solicitation, the Development Team will
High dollar amount
further accommodate interested bidders via project specific, pre-bid
Highly specialized scope of work
The Development Team will conduct additional outreach through
meetings. During the meeting, bidders will be given a bid package
Unusually long fabrication periods
introduction of this project that, This is a New Orleans project, that
advertisements to trade organizations, special interests group
that clearly defines a scope of work and a method of submitting
Work which necessitates very large crew sizes
will be built by New Orleanians, for New Orleanians. Our lives and
publications, and large distribution publications. The Development
proposals, availability and access to construction documents. Bid
our livelihood are here and we are the only team that can claim that
Team will make contracting opportunities widely recognizable.
packages will be structured in a format which is simplifi ed and
distinction. We acknowledge that this is an evolutionary process.
It is the Development Teams intent to structure verbiage of this
conducive to identifying scope between various subcontractors.
With time, new practices will be adopted, old practices renewed
advertisement in such a way to show sincerity and responsibility.
and a better understanding of the overall program attained. To
Businesses that respond to said advertisements will be maintained
assist in decreasing the disparity between necessary skillset and
in our database for future contact when their appropriate scope of
the available skillset in the workforce, as well as stimulate small
work is bid.
business development, we will invest $1.25 million in education

and training with the opening of the Conrad New Orleans Hotel
and Residences. This following outline is considered to be our
streamlined approach or our method that yields itself to flexibility.
PRE-CONSTRUCTION SERVICES
The Development Team recognizes that in order to affect our stated
goal, strong outreach efforts are needed to initiate interest, identify
recruitment sources, and by structuring procurement in such a
way to allow MBE/DBE/ WBE contracting and supply firms the
opportunity for involvement. It is our intent to accomplish this via
Once a contract has been awarded, businesses will immediately

be notifi ed of project coordination meetings and copied on all
correspondences that pertain to their portion of work. In order
In an attempt to accommodate MBE/DBE/ WBE participation,
to assist MBE/DBE/WBE businesses who may not have adequate
bid bonds will not be requested unless deemed necessary by the
resources to fulfill their portion of work, the Development Team will
Development Team. Once bids are received, it is the Development
offer cash flow assistance. Cash flow assistance can be any one or
Teams intent to ensure that all businesses bid on comparable
combination of the following:
In addition to advertisements, the Development Team has partnered
scopes of work. In order to accommodate the aforementioned, it
with the Urban League of Greater New Orleans and will partner with
is necessary to define specific scopes of work. For instance, does
other outreach organizations to assist in sourcing DBEs targeted for
a dry wall contractor pick-up installation of fire caulking, taping,
the construction industry. Educational and workforce development
and finishing? A great deal of effort will be expended in analyzing
programs will be recommended to assist in sourcing individuals and
the various proposals for uniformity. If requested by a number of
businesses in our industry. As part of our community contribution,
businesses or deemed by the Development Team to be a benefit
we will provide a $500,000 endowment for programmatic use by
to the project, various scopes of work may be broken down and
the Urban League of Greater New Orleans, to be jointly developed
awarded to two or more businesses to accommodate a specific
with the Xavier University. These funds would be focused on various
scope of work. When feasible, the Development Team will create an
aspects of workforce development.
Incubator Program to assist partner MBE/DBE/WBEs in developing
The Development Team will also offer subcontractors assistance

in accounting by monthly payroll draws, joint check arrangements
to vendors, etc.
The Development Team will allow the businesses to assign their
subcontract agreements to financial institutions to accommodate
lending requirements which affect cash flow distribution
the following methods:
107
Once a subcontract has been executed on behalf of both the
An inclusive MBE/DBE/WBE program is not only critical for this
In 2004, Hilton Worldwide was the first major hotel company to
KIPP (National Charter School)
Development Team and subcontractor, the Development Team
project, but for every project the Development Team partners and
develop an effective outreach program to further educate minority
Caf Reconcile (New Orleans based program /school for
further guides MBE/DBE/WBE businesses through the construction
The McDonnel Group builds. The Development Teams philosophy
and female entrepreneurs on becoming owners of our properties.
process. As an example, timely submission of pay requests are
and proactive efforts match The McDonnel Groups commitment
They promote ownership through the National Association of Black
Habitat for Humanity
critical to timely payment. We will work to develop and implement
and together we will continually improve by including socially and
Hotel Owners, Operators and Developers (NABHOOD), the Latino
St. Bernard Project
regular pay request schedules.
economically disadvantaged business persons in our community.
Hotel & Restaurant Association (LRHA) and the Asian American
Susan G. Komen- Race for a Cure
Hotel Owners Association (AAHOA), as a founding sponsor and
Hogs for a Cause- Pediatric Brain Cancer
CONSTRUCTION QUALITY & SAFETY STANDARDS
HILTON WORLDWIDES APPROACH

TO DIVERSITY AND INCLUSION
long-term supporter. As a result of these efforts, the Hilton New
LA Seafood Festival Louisiana Hospitality Foundation
Orleans Riverside team is strikingly diversified. The staff of the hotel
Goodwill - Donations
will create an environment that is conducive to equality among all
Our teams partnership with Hilton Worldwide will extend our
is almost evenly split among male and female employees, proudly
Second Harvest Food Bank Donations
subcontractors and employees regardless of age, religion, race,
construction foundation upon which to continually build for the
represented by women and minorities in a large number of key
WYES- Chocolate Sundae Drive
gender, or any other protected class. The Development Team
betterment of socially and economically challenged businesses into
management positions.
Ochsner Blood Bank
further expects subcontractors to participate in such a work
ongoing operations of the 2 Canal Street redevelopment project.
environment and requires an acknowledgment of the same through
Hilton Worldwides diversity and inclusion strategy is aligned
The McDonnel Groups Equal Opportunity Policy.
with their mission to become the preeminent global hospitality
The Development Teams general contractor, The McDonnel Group,
During the construction process, The McDonnel Group will work

to meet employment goals by following up with initial contacts
whether initiated by The McDonnel Group or on behalf of the
applicant by requesting lists of minority participants through the
local unions and trade organizations, working closely with the
Urban League of Greater New Orleans, Job1, Community Colleges
company. Hilton Worldwide is recognized for its inclusion of

diverse ownership groups, suppliers, and partners. As a top 50
organization for Multicultural Business Opportunities, as awarded
by the Diversity Business publication, Hilton Worldwide continually
seeks to leverage the unique cultures of its global communities and
Hilton is proud to source the products they need for its properties
from a wide range of vendors and suppliers. Their goal is to
forge supplier relationships that reflect the cultural diversity of its
portfolio of hotels. Through an award-winning Supplier Diversity
Program, Hilton has cultivated relationships with more than 4,400
minority- and women-owned businesses (M/WOB) and company-
underprivileged minorities)
SPCA- Dog Day Afternoon, On-Tap Event

Covenant House
High School Relations- Tours for local high school groups (JAG
Program, West Jeff, Bonnabel)
United Way
LA Childrens Museum
wide achieved 20 percent of its global spend to diverse suppliers
As an example, Hiltons Boston Logan Airport collaborates on a
in 2012.
Management Development Program with Boston University and
develop talent, workplace and marketplace strategies to create a
the University of Massachusetts Amherst. The program works to
work environment of inclusiveness. Hilton is proud that a growing
The opening of the Hilton Baltimore, which is owned by the City of
number of our owners, currently 52%, are minorities. Additionally
Baltimore, is an example of how Hilton successfully implemented the
22% are female. As such, they hold themselves and all of their
Supplier Diversity Program within a convention hotel environment.
The McDonnel Group will refer minority, disadvantaged, and women
team members to the highest standards of integrity, ethics, and
As a requirement in the selection of Hilton as operator for that
owned businesses to the proper union halls, trade organizations,
service excellence. They will achieve and maintain this status by
hotel, a rigorous supplier diversity and local hiring program was
business assistance programs, and subcontractors when The
living company core values; attracting the best and brightest talent;
implemented by the company in connection with the pre-opening
McDonnel Group cannot properly accommodate them. The
and valuing and leveraging the diversity of Team Members, Guests,
activities, and these programs continue during full operations with
McDonnel Group will require all subcontractors to be bound by the
Suppliers, Partners, and Owners.
regular reporting to the City regarding Hiltons efforts to promote
Moving forward in New Orleans, a goal with KIPP is to author a
supplier diversity and local hiring.
hospitality curriculum that would truly adjoin the two organizations
and other workforce development agencies and disseminating lists

to prospective subcontractors.
same terms and conditions as set forth in the Redevelopment of 2

Canal Street project MBE/DBE/WBE subcontracting and hiring plan.
This commitment is memorialized in the companys Affirmative

Action policy, which reads:
connect students with jobs, by recruiting hospitality graduates.

Ten graduates have been hired from the two programs in the last
two years, and an additional ten were placed in summer internship
programs over the same period. They also have permanent campus
ambassadors at each school promoting job opportunities with
Hilton Worldwide.
with optimum mutual benefit. Suffice it to say that Hilton
spirit of Open Access through all the phases of their contracting
All personnel involved in the recruitment, screening, selection,
HILTON WORLDWIDES LOCAL COMMITMENT

AND COMMUNITY OUTREACH
and employment opportunities. Subcontractors will be required
promotion, disciplinary, and related processes are trained to ensure
Hiltons hotels are frequently a benchmark for community outreach
with local high schools, or colleges, charities or with outreach
to forward a written plan on how they are to obtain and/or strive
knowledge of equal employment opportunity and affirmative
activity and fundamental to the economic development of a city,
programs, or extending the corporate Blue Energy program to
to meet the goals as set forth in the Subcontracting Plan. During
action laws. Educational and training programs are offered to
a responsibility that Hilton Worldwide takes seriously. Hiltons
outreach initiatives such as the Global Week of Service, which
the construction process, The McDonnel Group will accommodate
employees to assist in their personal development as well as to
management team in New Orleans has long operated on these
inspires employee involvement in projects benefiting the local
MBE/DBE/ WBE subcontractors via bimonthly labor draws, joint
increase their skills and ability to perform on the job. Hilton New
principles and regularly interacts with like-minded community
community. The complete approach to Corporate Responsibility
check to major material and/or equipment suppliers, guaranteeing
Orleans Riverside continues to ensure that all employees have the
stakeholders, local chapters of charities and national outreach
has been outlined in the recently released Hilton Worldwide Travel
payment when requested by material and/or equipment suppliers,
opportunity to participate in such programs without regard to
programs to provide employment opportunities and needed
with Purpose report at http://cr.hiltonworldwide.com/index2.php.
and by providing accounting assistance.
disabled or veteran status.
resources, among these being:
Furthermore, all subcontractors are encouraged to comply with the
Worldwide has a legacy of commitment to the community of

New Orleans, whether it be as a partner in training programs
F.2 DBE PARTICIPATION PLAN

Request for Proposal Item 2 is not applicable to our response.
See Attachment C - DBE Participation Plan in Section G.2 of this
proposal response.
F.2 DBE PARTICIPATION PLAN

Request for Proposal Item F.2 is not applicable to our response.
See Attachment C - DBE Participation Plan in Section G.2 of this
proposal response.
F.3 DBE FORM-1

Within ten (10) days of notice of selection we will submit a complete
DBE Compliance Form-1 further establishing our DBE commitment
to this project.
F.4 GOOD FAITH EFFORTS

We will not be using DBE Compliance Form-2 (Good Faith Efforts)
because we will exceed the 35% of DBE goal established for this
project.
F. 5 OFFICE OF SUPPLIER DIVERSITY

Our DBE Liaison, and all members of our team, will work together
with the City of New Orleans Office of Supplier Diversity to provide
any information they deem necessary to assure utilization of socially
and economically disadvantaged businesses on this project and
demonstrate proper compliance with program guidelines.
Conrad New York
2 CANAL STREET REDEVELOPMENT, LLC PROPOSAL 109
Conrad Chicago
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E
DBE PARTICIPATION
APPENDIX
G.1 DESCRIPTION OF CHANGES TO RFQ

SUBMITTED NOVEMBER 14, 2014
The following is a synopsis of changes to our response to the
with dimensions and seven illustrative 3 dimensional
Request for Qualifi cations dated November 14, 2014 that were
renderings are included in Section B of this document.
included in this Request for Proposal response. Items are presented
3. Large-scale elevations and perspectives Our
3. Identity of the proposed guarantor - The guarantor for the

project will be the members of 2 Canal Redevelopment, LLC.
4. Proposed development budget - Our Request for
being consistent with the required submission content format
response to the Request for Qualifications did not
Qualifications submittal did not include a development
stated in the RFP instructions from NOBC.
include large-scale elevations or perspectives. Both
budget, but did offer to share any of our preliminary work
can be found in Section B of this document.
and analysis upon request. A detailed project development
A. DEVELOPMENT PLAN
4. Plans in electronic format Our Request for Qualifications

submittal did not include plans in electronic format.
1. Description of the proposed development plan and
We have included this in the Request for Proposals.
development schedule A brief description of our proposed
Diagram and Project Timeline with Benchmark Dates.
Provided as an attachment to this document.

6. Estimate of projected employment - In our Request
development plan was submitted with the response to

the Request for Qualifications that included a Stacking
budget is included in Section D.4 of this submittal.

5. Correspondence from a qualified surety company -
C. DEVELOPMENT TEAM
for Qualifications submittal we did not include

specific information or projections relating to
1. Contact person & complete development team No
These documents were developed with all information
changes to Primary or Alternate Contact persons. A list
employment for the project. Detailed employment
available at that time. Our original plan called for
of development team owners and members and a team
projections and data supplied by Dr. Tim Ryan can
approximately 300 hotel rooms and 225 residences. Our
organizational chart was provided in our response to the
updated Development Plan includes 307 hotel rooms and
Request for Qualifications. Our response to the Request
120 residential units represented in a revised Stacking
for Proposals contains a list development team owners and
Plan. A detailed description of our development plan
members revised to include Dr. Norman C. Francis, Norman
including a revised Stacking Diagram and Project Timeline
Francis Family Trust, as a team owner. Our organization

chart has been revised to reflect the addition of Dr. Francis.
is included in this Request for Proposals in Section A.1.

2. Detailed plans for the Project No detailed plans
be found in Section D.6 of this document.

7. Plan for Orleans Parish/local business participation - Our
plan can be found in Section D.7 of this document.
E. FINANCIAL AND LEASE TERMS

1. New this RFP response; included specific rental
terms and other Lease terms and conditions.
2. Commitments between the development team and any
2. Suggested modifications to Lease Agreement Among
for the Project were provided in our Request for
advisors, consultants, contractors, or sub-consultants
Qualifications submittal. Detailed plans for the project
This Request for Proposals submittal was revised to
New Orleans Building Corporation, Landlord, 2
are included in Section A.2 of this document.
include the following commitments from advisors,
Canal Redevelopment, LLC, Tenant, and City of New
consultants, contractors, and sub-consultants.
Orleans, Intervenor as detailed in Section E.
3. Detailed operational and management plan Our response

to the Request for Qualifications identified two principle
3. Details of any past or pending litigation There are
components that will operate and manage the building upon
no changes to our statement of pending litigation as
development and renovation; the Conrad Hotel by Hilton,
found in the Request for Qualifications submittal.
and the Conrad Residences at the River. Hilton Worldwide

will continue to be the operator and manager for the
hotel and luxury residences, as Conrad New Orleans Hotel
D.
Financial Arrangements and Funding Sources
for Qualifications proposed a capital structure made up of
plan can be found in Section A.3 of this document.
traditional first mortgage debt, substantial cash equity, and
1. Sketch Plan of the Site and Concept Plans Other than

our Stacking Diagram our Request for Qualifications
DISADVANTAGED BUSINESS
ENTERPRISES (DBE) PARTICIPATION
1. Recommitted to exceed DBE goal of 35%

2. Not Applicable, DBE Participation Plan is
1. Proposed capital structure for the project - Our Request
and Residences. A detailed operational and management
B. PROJECT DESIGN
F.
submitted as part of this RFP response

3. DBE Compliance Form-1 will be submitted
10 days after selection.
historic tax credits. In this document we show in greater detail
4. DBE Compliance Form-2 will not be required.
the proposed capital structure and sources in Section D.1.
5. We have obtained from the City of New
2. Evidence of financial capabilities - We did not include
Orleans Office of Supplier Diversity
specific information about the evidence of financial
G. OTHER REQUIREMENTS
submittal did not include a Sketch Plan of the site or
capabilities in the Request for Qualifications. We did
Conceptual Plans. A detailed Plan of the Site and Conceptual
however offer to share details of the capital markets and
1. This Section G.1
Plans are included in Section B of this document.
transactional experience of the developer on a confidential
2. New this RFP; RFP Required Documents,
2. Site plan with dimensions & seven illustrative 3-dimensional
basis at NOBCs request. In this Request for Proposals
renderings We did not include a site plan with
we have included a sampling of projects completed
dimensions or any illustrative 3-dimensional renderings
or in progress by members of the development team
with our Request for Qualifications submittal. A site plan
including specific financial structures in Section D.2.
Forms and DBE Participation Plan
113
G. 2 ATTACHMENTS
Please see document sleeves at the end of the
Appendix for the following attachments:
1. Attachment A - Conflict of Interest Disclosure Affidavit for
Darryl Berger
Joseph Jaeger, Jr.
Roger Ogden
Dr. Norman Francis
2. Attachment B Statement of Veracity
3. Attachment C Office of Supplier Diversity,
City of New Orleans DBE Participation Plan
G.3 ADDITIONAL INFORMATION

We acknowledge receipt and completed review of the Request For
Proposal (RFP N. 8975-01775) issued by NOBC for the Redevelopment
of 2 Canal Street and 5 separately issued addendums along with
their contents. The contents of all City of New Orleans issued
documents are made part of this request for proposal offering.
Conrad Tokyo
114
A DEVELOPMENT PL AN
B PROJECT DESIGN
C DEVELOPMENT TEAM
E
DBE PARTICIPATION
APPENDIX
APPENDIX A
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 08

16
32 FT
117
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 09

118
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 10

16
32 FT
119
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 11

120
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 12

16
32 FT
121
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 13

122
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
2 BAY SUITE
1035 SF
A M EN I T Y
RE TA I L
LO BBY
PA RK I NG
DOUBLE QUEEN
520 SF
SU PP ORT
KING
618 SF
DOUBLE
QUEEN
584 SF
KING
516 SF
DOUBLE QUEEN
519 SF
KING
460 SF
KING
459 SF
KING
451 SF
KING
451 SF
STOR
265 SF
MECH
116 SF
KING
470 SF
DOUBLE
QUEEN
586 SF
KING
604 SF
DOUBLE
QUEEN
587 SF
KING
598 SF
CORRIDOR
3964 SF
MECH
90 SF
KING
596 SF
DOUBLE
QUEEN
582 SF
KING
516 SF
HOUSEKEEPING
359 SF
KING
451 SF
MECH
111 SF
KING
471 SF
KING
451 SF
KING
459 SF
KING
458 SF
DOUBLE QUEEN
521 SF
DOUBLE QUEEN
520 SF
2 BAY SUITE
1033 SF
FLOOR PLAN LEVEL 14

16
32 FT
123
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
4 BAY
1914 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
3 BAY
1256 SF
3 BAY
1250 SF
KING
495 SF
STOR
268 SF
STOR
220 SF
5 BAY
3390 SF
CORRIDOR
1689 SF
5 BAY
3524 SF
MECH
88 SF
HOUSEKEEPING
367 SF
MECH
107 SF
3 BAY
1242 SF
KING
492 SF
3 BAY
1250 SF
4 BAY
1915 SF
FLOOR PLAN LEVEL 17

124
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 21

16
32 FT
125
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 22

126
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 23

16
32 FT
127
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 24

128
16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 25

16
32 FT
129
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 26

16
32 FT
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 27

16
32 FT
131
HOT EL
RESI DEN T I A L
BA L L ROOM
MEE T I NG ROOM
A M EN I T Y
2 BR/2.5 BA
1624 SF
RE TA I L
LO BBY
PA RK I NG
SU PP ORT
1 BR/1.5 BA
1078 SF
1 BR/1 BA
836 SF
2 BR/2 BA
1344 SF
MECH
308 SF
STOR
461 SF
2 BR/2 BA
1245 SF
CORRIDOR
2799 SF
2 BR/2.5 BA
1625 SF
2 BR/2 BA
1261 SF
STOR
458 SF
2 BR/2.5 BA
1632 SF
MECH
91 SF
MECH
114 SF
1 BR/1 BA
810 SF
1 BR/1.5 BA
1082 SF
2 BR/2.5 BA
1535 SF
2 BR/2.5 BA
1624 SF
FLOOR PLAN LEVEL 28

132
16
32 FT
APPENDIX B
Table 1
Table 2
Table 3
Table 4
2 Canal Street Spending (In Millions)
Hilton Worldwide Spending (In Millions)
Morial Convention Center Spending (In Millions)
Total 2 Canal Street Redevelopment Project Spending (In Millions)
Year
Direct Spending
Total Spending
Year
Direct Spending
Total Spending
Year
Direct Spending
Total Spending
Year
Direct Spending
Total Spending
2016
$128.68
$211.00
2016
$200.00
$327.93
2016
$192.17
$315.09
2016
$520.85
$854.03
2017
$128.68
$211.00
2017
$200.00
$327.93
2017
$192.17
$315.09
2017
$520.85
$854.03
2018
$63.30
$102.98
2018
$87.02
$143.25
2018
$135.89
$223.71
2018
$286.21
$469.94
2019
$64.18
$104.42
2019
$88.23
$145.25
2019
$137.25
$225.95
2019
$289.67
$475.62
2020
$65.08
$105.89
2020
$89.47
$147.29
2020
$138.62
$228.21
2020
$293.18
$481.38
2021
$65.99
$107.37
2021
$90.72
$149.35
2021
$140.01
$230.49
2021
$296.73
$487.21
2022
$66.92
$108.87
2022
$91.99
$151.44
2022
$141.41
$232.79
2022
$300.32
$493.11
2023
$67.85
$110.40
2023
$93.28
$153.56
2023
$142.82
$235.12
2023
$303.96
$499.08
2024
$68.80
$111.94
2024
$94.59
$155.71
2024
$144.25
$237.47
2024
$307.64
$505.12
2025
$69.77
$113.51
2025
$95.91
$157.89
2025
$145.70
$239.85
2025
$311.37
$511.25
2026
$70.74
$115.10
2026
$97.25
$160.10
2026
$147.15
$242.25
2026
$315.15
$517.44
2027
$71.73
$116.71
2027
$98.62
$162.34
2027
$148.62
$244.67
2027
$318.97
$523.72
2028
$72.74
$118.34
2028
$100.00
$164.62
2028
$150.11
$247.12
2028
$322.84
$530.07
2029
$73.76
$120.00
2029
$101.40
$166.92
2029
$151.61
$249.59
2029
$326.76
$536.51
2030
$74.79
$121.68
2030
$102.82
$169.26
2030
$153.13
$252.08
2030
$330.73
$543.02
2031
$75.84
$123.38
2031
$104.25
$171.63
2031
$154.66
$254.60
2031
$334.75
$549.61
2032
$75.84
$123.38
2032
$104.25
$171.63
2032
$154.66
$254.60
2032
$334.75
$549.61
2033
$75.84
$123.38
2033
$104.25
$171.63
2033
$154.66
$254.60
2033
$334.75
$549.61
2034
$75.84
$123.38
2034
$104.25
$171.63
2034
$154.66
$254.60
2034
$334.75
$549.61
2035
$75.84
$123.38
2035
$104.25
$171.63
2035
$154.66
$254.60
2035
$334.75
$549.61
2036
$75.84
$123.38
2036
$104.25
$171.63
2036
$154.66
$254.60
2036
$334.75
$549.61
2037
$75.84
$123.38
2037
$104.25
$171.63
2037
$154.66
$254.60
2037
$334.75
$549.61
2038
$75.84
$123.38
2038
$104.25
$171.63
2038
$154.66
$254.60
2038
$334.75
$549.61
2039
$75.84
$123.38
2039
$104.25
$171.63
2039
$154.66
$254.60
2039
$334.75
$549.61
2040
$75.84
$123.38
2040
$104.25
$171.63
2040
$154.66
$254.60
2040
$334.75
$549.61
2041
$75.84
$123.38
2041
$104.25
$171.63
2041
$154.66
$254.60
2041
$334.75
$549.61
2042
$75.84
$123.38
2042
$104.25
$171.63
2042
$154.66
$254.60
2042
$334.75
$549.61
2043
$75.84
$123.38
2043
$104.25
$171.63
2043
$154.66
$254.60
2043
$334.75
$549.61
2044
$75.84
$123.38
2044
$104.25
$171.63
2044
$154.66
$254.60
2044
$334.75
$549.61
2045
$75.84
$123.38
2045
$104.25
$171.63
2045
$154.66
$254.60
2045
$334.75
$549.61
2046
$75.84
$123.38
2046
$104.25
$171.63
2046
$154.66
$254.60
2046
$334.75
$549.61
2047
$75.84
$123.38
2047
$104.25
$171.63
2047
$154.66
$254.60
2047
$334.75
$549.61
Total
$2,442.24
$3,976.69
Total
$3,403.62
$5,600.50
Total
$4,890.13
$8,047.72
Total
$10,735.99
$17,624.91
Present Value
$1,232.03
$2,007.50
Present Value
$1,736.66
$2,856.49
Present Value
$2,417.67
$3,977.69
Present Value
$5,386.36
$8,841.67
133
Table 5
Table 6
City of New Orleans Tax Revenue World Trade Center

Year
2016
New Tax
Revenue
Parking
Revenue Lost
$2,532,986
-$1,000,000
2017
$2,532,986
2018
$3,986,236
2019
Net Benefit
to the City
Table 7
City of New Orleans Tax Revenue Hilton

Year
$1,532,986
2016
-$1,000,000
$1,532,986
-$1,000,000
$2,986,236
$4,042,043
-$1,000,000
2020
$4,098,632
2021
$4,156,013
2022
New Tax
Revenue
Parking
Revenue Lost
$3,936,790
-$1,000,000
2017
$3,936,790
2018
$4,286,058
$3,042,043
2019
$4,346,063
-$1,000,000
$3,098,632
2020
-$1,000,000
$3,156,013
2021
$4,214,197
-$1,000,000
$3,214,197
2023
$4,273,196
-$1,000,000
2024
$4,333,021
-$1,000,000
2025
$4,393,683
-$1,000,000
2026
$4,455,194
2027
$4,517,567
2028
$4,580,813
2029
$4,644,944
2030
2031
Net Benefit
to the City
Table 8
City of New Orleans Tax Revenue Morial Convention Center
City of New Orleans Tax Revenue Total Project
Year
Year
New Tax
Revenue
Parking
Revenue Lost
Net Benefit
to the City
New Tax
Revenue
Parking
Revenue Lost
Net Benefit to
the City
$2,936,790
2016
$3,782,638
-$1,000,000
$2,782,638
2016
$10,252,414
-$1,000,000
$2,936,790
2017
$3,782,638
-$1,000,000
$2,782,638
2017
$10,252,414
-$1,000,000
$9,252,414
-$1,000,000
$3,286,058
2018
$5,749,858
-$1,000,000
$4,749,858
2018
$14,022,152
-$1,000,000
$13,022,152
-$1,000,000
$3,346,063
2019
$5,830,356
-$1,000,000
$4,830,356
2019
$14,218,462
-$1,000,000
$13,218,462
$4,406,908
-$1,000,000
$3,406,908
2020
$5,911,981
-$1,000,000
$4,911,981
2020
$14,417,521
-$1,000,000
$13,417,521
$4,468,605
-$1,000,000
$3,468,605
2021
$5,994,749
-$1,000,000
$4,994,749
2021
$14,619,366
-$1,000,000
$13,619,366
2022
$4,531,165
-$1,000,000
$3,531,165
2022
$6,078,675
-$1,000,000
$5,078,675
2022
$14,824,037
-$1,000,000
$13,824,037
$3,273,196
2023
$4,594,601
-$1,000,000
$3,594,601
2023
$6,163,777
-$1,000,000
$5,163,777
2023
$15,031,574
-$1,000,000
$14,031,574
$3,333,021
2024
$4,658,926
-$1,000,000
$3,658,926
2024
$6,250,070
-$1,000,000
$5,250,070
2024
$15,242,016
-$1,000,000
$14,242,016
$3,393,683
2025
$4,724,151
-$1,000,000
$3,724,151
2025
$6,337,571
-$1,000,000
$5,337,571
2025
$15,455,404
-$1,000,000
$14,455,404
-$1,000,000
$3,455,194
2026
$4,790,289
-$1,000,000
$3,790,289
2026
$6,426,296
-$1,000,000
$5,426,296
2026
$15,671,780
-$1,000,000
$14,671,780
-$1,000,000
$3,517,567
2027
$4,857,353
-$1,000,000
$3,857,353
2027
$6,516,265
-$1,000,000
$5,516,265
2027
$15,891,185
-$1,000,000
$14,891,185
-$1,000,000
$3,580,813
2028
$4,925,356
-$1,000,000
$3,925,356
2028
$6,607,492
-$1,000,000
$5,607,492
2028
$16,113,661
-$1,000,000
$15,113,661
-$1,000,000
$3,644,944
2029
$4,994,311
-$1,000,000
$3,994,311
2029
$6,699,997
-$1,000,000
$5,699,997
2029
$16,339,252
-$1,000,000
$15,339,252
$4,709,974
-$1,000,000
$3,709,974
2030
$5,064,231
-$1,000,000
$4,064,231
2030
$6,793,797
-$1,000,000
$5,793,797
2030
$16,568,002
-$1,000,000
$15,568,002
$4,775,913
-$1,000,000
$3,775,913
2031
$5,135,130
-$1,000,000
$4,135,130
2031
$6,888,910
-$1,000,000
$5,888,910
2031
$16,799,954
-$1,000,000
$15,799,954
2032
$4,775,913
-$1,000,000
$3,775,913
2032
$5,135,130
-$1,000,000
$4,135,130
2032
$6,888,910
-$1,000,000
$5,888,910
2032
$16,799,954
-$1,000,000
$15,799,954
2033
$4,775,913
-$1,000,000
$3,775,913
2033
$5,135,130
-$1,000,000
$4,135,130
2033
$6,888,910
-$1,000,000
$5,888,910
2033
$16,799,954
-$1,000,000
$15,799,954
2034
$4,775,913
-$1,000,000
$3,775,913
2034
$5,135,130
-$1,000,000
$4,135,130
2034
$6,888,910
-$1,000,000
$5,888,910
2034
$16,799,954
-$1,000,000
$15,799,954
2035
$4,775,913
-$1,000,000
$3,775,913
2035
$5,135,130
-$1,000,000
$4,135,130
2035
$6,888,910
-$1,000,000
$5,888,910
2035
$16,799,954
-$1,000,000
$15,799,954
2036
$4,775,913
-$1,000,000
$3,775,913
2036
$5,135,130
-$1,000,000
$4,135,130
2036
$6,888,910
-$1,000,000
$5,888,910
2036
$16,799,954
-$1,000,000
$15,799,954
2037
$4,775,913
-$1,000,000
$3,775,913
2037
$5,135,130
-$1,000,000
$4,135,130
2037
$6,888,910
-$1,000,000
$5,888,910
2037
$16,799,954
-$1,000,000
$15,799,954
2038
$4,775,913
-$1,000,000
$3,775,913
2038
$5,135,130
-$1,000,000
$4,135,130
2038
$6,888,910
-$1,000,000
$5,888,910
2038
$16,799,954
-$1,000,000
$15,799,954
2039
$4,775,913
-$1,000,000
$3,775,913
2039
$5,135,130
-$1,000,000
$4,135,130
2039
$6,888,910
-$1,000,000
$5,888,910
2039
$16,799,954
-$1,000,000
$15,799,954
2040
$4,775,913
-$1,000,000
$3,775,913
2040
$5,135,130
-$1,000,000
$4,135,130
2040
$6,888,910
-$1,000,000
$5,888,910
2040
$16,799,954
-$1,000,000
$15,799,954
2041
$4,775,913
-$1,000,000
$3,775,913
2041
$5,135,130
-$1,000,000
$4,135,130
2041
$6,888,910
-$1,000,000
$5,888,910
2041
$16,799,954
-$1,000,000
$15,799,954
2042
$4,775,913
-$1,000,000
$3,775,913
2042
$5,135,130
-$1,000,000
$4,135,130
2042
$6,888,910
-$1,000,000
$5,888,910
2042
$16,799,954
-$1,000,000
$15,799,954
2043
$4,775,913
-$1,000,000
$3,775,913
2043
$5,135,130
-$1,000,000
$4,135,130
2043
$6,888,910
-$1,000,000
$5,888,910
2043
$16,799,954
-$1,000,000
$15,799,954
2044
$4,775,913
-$1,000,000
$3,775,913
2044
$5,135,130
-$1,000,000
$4,135,130
2044
$6,888,910
-$1,000,000
$5,888,910
2044
$16,799,954
-$1,000,000
$15,799,954
2045
$4,775,913
-$1,000,000
$3,775,913
2045
$5,135,130
-$1,000,000
$4,135,130
2045
$6,888,910
-$1,000,000
$5,888,910
2045
$16,799,954
-$1,000,000
$15,799,954
2046
$4,775,913
-$1,000,000
$3,775,913
2046
$5,135,130
-$1,000,000
$4,135,130
2046
$6,888,910
-$1,000,000
$5,888,910
2046
$16,799,954
-$1,000,000
$15,799,954
2047
$4,775,913
-$1,000,000
$3,775,913
2047
$5,135,130
-$1,000,000
$4,135,130
2047
$6,888,910
-$1,000,000
$5,888,910
2047
$16,799,954
-$1,000,000
$15,799,954
Total
$142,662,011
-$32,000,000
$110,662,011
Total
$155,818,811
-$32,000,000
$123,818,811
Total
$206,037,636
-$32,000,000
$174,037,636
Total
$504,518,458
-$32,000,000
$472,518,458
Present
Value
$238,987,695
-$15,802,677
$223,185,019
Present
Value
134
$67,230,219
-$15,802,677
$51,427,542
Present
Value
$74,542,893
-$15,802,677
$58,740,216
Present
Value
$97,214,584
-$15,802,677
$81,411,907
-$1,000,000
$9,252,414

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REDE VELOPMENT OF

The City of New Orleans and the

2 Canal Redevelopment, LLC

Redevelopment of 2 Canal Street

DEAR CITY ASSOCIATES,

COMMUNITY BENEFITS/ COMMUNITY ENGAGEMENT

the critically important civic areas which surround the building;

unique elements of our proposal in this Executive Summary.

OUR NEW ORLEANS PARTNERSHIP

unparalleled dedication to the City for over a half century.

of the City just as we are.

designers, consultants, attorneys, and contractors.

Conrad New York

D FINANCIAL ARRANGEMENTS & FUNDING

FINANCIAL & LEASE TERMS

A.1 DEVELOPMENT PLAN

that address the social responsibility to use this project as a vehicle

to make meaningful and sustainable contributions into our broader

development plan will provide a unique, dynamic, and powerful

mixed-use project at the intersection of Canal and Poydras Street.

I. THE KEY TO THE CENTRAL RIVERFRONT DEVELOPMENT

acceptable to both parties, and subsequently, an exchange between

contracting for off site-parking in other owner controlled garages.

acquisition of the WTC Garage by Hilton unlocks the capacity of

resources necessary for the transformation of the entire downtown

THE BIGGER PICTURE: MAXIMIZING THE

would include an addition of up to 700 keys, 70,000 square feet

In addition to the direct financial payments to the City, the overall

experience out to the corner of Poydras Street and Convention

community benefits from our project are unmatched in terms of

Center Boulevard. The resulting expanded and improved Hilton

economic benefit to the City. These benefits can best be described

complex would be a powerful added tool for citywide convention

in four categories: I) Our development will unlock the necessary

and meeting business.

resources for the redevelopment of an entire riverfront; II) Our

REDEVELOPMENT OF 2 CANAL STREET

of new meeting areas, and a reorientation of the Hilton arrival

More importantly, the potential acquisition of the Hilton Whale

venues, and other attractions. Not to mention, an expansive plaza

proposed by our team, all triggered by the development of the

a disjointed space lacking identity or cohesion, our plan calls for

Finally, an outgrowth of our plan should be the achievement of

which would serve as a dramatic entrance into both the Convention

Conrad New Orleans Hotel and Residences at 2 Canal Street,

organizing the space with dramatic visual features which will

Center and the Riverwalk would be created. This addition would

advances these core concepts in a unique, unprecedented, and

frame the terminus of Poydras Street and powerfully announce the

connect the Convention Center much more effectively into the

Aquarium/Woldenberg Park meets the downriver edge of Spanish

the Riverwalk and The Howard Hughes Corporation, as well as the

Plaza a planning ideal that has been sought by all stakeholders

Solomon Group our renowned local entertainment design and

since the creation of Woldenberg Park and the Aquarium. Various

production firm that rivals any in the country on creative ideas

members of our team have been involved for nearly 30 years in

involving screening, state-of-the-art use of kinetic lighting, and

the planning for such a connection and our comprehensive plan of

other techniques to bring drama, life, and a unified sense of identity

development should be the key to make that dream a reality.

Hilton and to the Riverwalk, and extend the effective passageways