Four Seasons World Trade Center Proposal

FRONT AND CENTER
New Orleans has more than its share of special buildings. One in particular
graces the foot of Canal Street a coveted spot where the currents of commerce and culture, trade and tradition, past and future converge.
Amid the celebrations of 2018, the revitalization of this tower will ring out, the
latest verse in a song of renewal that began a decade ago. In every sense, its
transformation will stand FRONT AND CENTER.
Our development team has the reach, the resources, the roots, and the expertise to dream big and make it real. And we have the commitment and credentials to make it last nurturing world-class employees, delighting luxury
travelers as well as the community, showcasing New Orleans culture, and
adapting to ensure opportunity for decades to come.
The Four Seasons New Orleans team is ready to restore this treasure, to bring
the worlds foremost hotel company to one of the worlds most vibrant cities.
In a building designed to point in every direction, we are excited to move this
development in the one direction that matters most: FORWARD.
Four Seasons Florence, Florence, Italy
Hotel Brand and Operator: Four Seasons Hotels and Resorts
Table of Contents
Table of Contents
1. Development Plan
a. Development Plan and Schedule
b. Detailed Plans for the Project
c. Operational and Management Plan
2. Project Design
3. Development Team
a. Contact Person
b. Team Members
c. Experience with Similar Development Projects
d. Team Member Personnel
e. Evidence of Commitments
f. Litigation
4. Financial Arrangements and Funding Sources

a. Proposed Capital Structure
b. Recently Completed and In-Process Projects
c. Proposed Guarantor

d. Development Budget and Pro Forma
e. Payment and Performance Bond
f. Projected Employment
g. Plan for Orleans Parish/Local Business Participation
5. Financial and Lease Terms

a. Deposit and Rent
b. Parking
6. Disadvantaged Business Enterprises Participation
Four Seasons
New Orleans
Four Seasons Toronto, Toronto, Canada
Table of Contents
Table of Contents (continued)
7. Letters of Support
a. Letter from J. Allen Smith, President and CEO, Four Seasons

Hotels and Resorts

b. Letter from William Francis Galvin, Secretary of the
Commonwealth of Massachusetts
c. Letter from Robert Herlinger, Chief Architect and Strategist, First
Church of Christ, Scientist
d. Letter from Willie Brown, former Mayor of San Francisco
e. Letter from Charles Sullivan, Executive Director, Cambridge

Historical Commission
f. Letter from Daniel ODonnell, Global Head of Private Equity and

Real Estate, Citi Private Bank
g. Letter from Thomas Flexner, Global Head of Real Estate, Citigroup
h. Letter from Martin Frass-Ehrfeld, TCI Real Estate Partners Limited
i. Letter from Henry Louis Gates, Jr., University Professor and

Director of African and African American Research, Harvard
University
j. Letter from Whitney L. LaNasa of Stonehenge Capital Company
8. Description of Cultural Attraction Prepared By

Professor Henry Louis Gates, Jr.
9. Other Supporting Documents
a. GCR Report on Project Benefits

b. Letter from Latter & Blum re Residential Condominium Market
c. Letter from Jones Walker LLP re Leasehold Condominiums
d. ConsultEcon Report re Cultural Attraction and Observation Deck
e. Projected Employment Analysis
10. Other Required Attachments

a. Certification of Guarantor

b. Letter from Qualified Surety Company
c. DBE Participation Plan
d. Conflict of Interest Disclosure Affidavit
e. Veracity Statement
Four Seasons
New Orleans
Development Plan
1. Development Plan
a. Development Plan and Schedule
Carpenter & Company, Inc. and Woodward Interests, LLC are proposing to
redevelop 2 Canal Street as the Four Seasons New Orleans. Four Seasons is
the worlds best luxury hotel brand, and the Four Seasons New Orleans will
set a new standard of hotel quality and service in the City. In addition to a
new Four Seasons Hotel, the project will include a cultural attraction and
observation deck projected to attract more than 700,000 visitors a year, and
76 hotel-serviced residences that are expected be the best in New Orleans.
This combination of uses will result in a powerful economic engine that will
optimize benefits to the City by stimulating additional tourist and convention activity, substantially increasing the tax base, maximizing the ground
rent available from the property, providing more and better jobs than other
similar projects, and supplying a broad array of opportunities for local
businesses, including opportunities for Disadvantaged Business Enterprises.
i. Four Seasons Hotel
The Four Seasons New Orleans Hotel is planned to include 350 guest rooms,
two signature restaurants (one of which will be independently operated),
more than 20,000 square feet of meeting space, a hotel spa and fitness
center, a roof-top pool and deck area, and a separate roof-top bar. The Four
Seasons New Orleans will be joining 95 other Four Seasons Hotels located
in 28 cities in the United States and more than 39 countries around the
world. Each Four Seasons Hotel is distinctly different from the others, and
the Four Seasons New Orleans will be no exception. The hotel will feature
work by local artists and other features that will distinguish it as uniquely
New Orleans.
Although each Four Seasons Hotel is a unique reflection of its locale, all
Four Seasons are alike in their commitment to provide their guests with an
exceptional hospitality experience and unparalleled service. Four Seasons
is widely regarded as the finest luxury hotel and resort company in the
world. In 2014, Forbes Travel Guide honored Four Seasons with 18 Five-Star
Hotel Awards, the most of any brand. Four Seasons also earned 22 AAA
Five Diamond Awards. Both The Times of London and the London Telegraph
named Four Seasons as the Best Hotel Group. In addition to recognition by
the hospitality industry, travelers also regard Four Seasons as the preeminent luxury hotel brand. In 2014, Four Seasons hotels and resorts won 72
Cond Nast Traveler Readers Choice Awards and 61 Worlds Best Awards
from Travel + Leisure, again the most of any hotel brand.
Much of the success that Four Seasons has enjoyed is the result of its singular
focus on the luxury market. Many other luxury hotel brands are owned by
large hotel companies that own and manage a broad array of brands, catering
Four Seasons
New Orleans
Development Plan
to all types of travelers. As a result, these luxury brands may not command
from their parent company the careful attention required to maintain the
level of service demanded by luxury travelers. Four Seasons, in contrast, has
only one brand, and that brand, Four Season Hotels and Resorts, is focused
only on the luxury customer.
In order to provide the exceptional level of service for which they are justly
famous, Four Seasons Hotels have more employees per guest room than a
standard three-star or four-star hotel. Furthermore, Four Seasons is wellknown as an exceptional place to work, and has been named one of the
100 Best Companies to Work For by Fortune every year since the magazine
began its employment survey in 1998. Not surprisingly, Four Seasons has
one of the lowest turnover rates in the industry. It is anticipated that the
Four Seasons New Orleans will have 450 full-time employees.
ii. Public Cultural Attraction and Observation Deck
The most distinctive feature of the building is the two-story roof-top cupola
element. Originally mechanical space and a restaurant in the round, it is now
envisioned as a public observation deck, which will be paired with a cultural
attraction on the second floor to provide a spectacular new destination for
New Orleans that will tell the unique story of the City and its people.
Visitors will access the second-floor cultural attraction by escalator from a
new urban park at the northwest corner of the building. Once inside, they
will find an exhibit about New Orleans, its culture and its history, and an
IMAX or similar theater showing a film about the City. The theme of the
exhibit will be New Orleans: History at the Confluence of Cultures, and it
will include both a cultural component (centered on New Orleans Jazz, food
and Mardi Gras) and an historical component (centered on landscape, water,
migration and slavery). After leaving the theater, visitors will take express
elevators to the observation deck in the cupola to see panoramic views of
the City, the River, and the surrounding countryside. The result will be a
spectacular educational and entertainment experience for both visitors to
the City and its inhabitants. It will be functionally separate from the Four
Seasons Hotel, but will complement its design and quality.
The cultural and historical content presented at the attraction will be
procured, curated, and narrated by two of Americas leading academics who
specialize in these areas: Harvards Henry Louis Gates, Jr. and Lawrence
N. Powell, Professor emeritus at Tulane. Professor Gates has prepared a
wonderful description of the cultural attraction that is included at Tab 8 of
this book.
It is expected that the public cultural attraction and observation deck will be
Four Seasons
New Orleans
Four Seasons Istanbul at the Bosphorus, Istanbul, Turkey
Development Plan
managed by Coaxum Enterprises, Inc., a certified DBE.

iii. Residences
The Four Seasons New Orleans project will include approximately 76
residences, which will be managed by Four Seasons and have access to all the
services available at the Four Seasons Hotel. The luxury residences, which
will be served by their own lobby and dedicated elevators, are expected to
range in size from approximately 1,400 square feet to 4,000 square feet.
iv. Benefits of the Four Seasons New Orleans
The Four Seasons New Orleans will optimize public benefits from the 2 Canal
Street property. The Four Seasons New Orleans project will bring to New
Orleans the worlds best luxury hotel brand, maximize tax revenue from the
2 Canal Street property, provide more and better jobs than other projects,
provide the City with a new world-class cultural attraction, improve the urban
environment, and maximize opportunities for DBEs and local businesses.
Furthermore, the project will be executed by a highly experienced team with
the know-how and financial backing to complete a project of the highest
quality in the shortest possible time. In sum, the Four Seasons New Orleans
proposal is the highest and best use for 2 Canal Street, and will result in
the greatest public benefit. Some of the benefits of the Four Seasons New
Orleans project are detailed in the next few paragraphs.
Strength of Hotel Brand
Four Seasons are the worlds finest hotels, and it is only fitting that a City as
dynamic, exciting and important as New Orleans be home to a hotel of the
highest quality. The Four Seasons New Orleans will set a new benchmark
for hospitality in the City, raising the Citys profile and stimulating additional
tourist and convention activity. Simply put, Four Seasons will be a gamechanger for New Orleans, drawing worldwide publicity for the City.
Hotel Occupancy Taxes
Because Four Seasons Hotels offer a higher quality product than their
competitors, they typically command higher room rates. For example, our
research shows that the Four Seasons Miami has an average room rate that
is approximately $100 higher per night than the Conrad Hotel in that city. In
Chicago, the Four Seasons had an average nightly room rate in 2014 that was
about $155 higher than that citys Conrad Hotel. In New York, the nightly
room rate at the Four Seasons is about $500 higher (or about double) the
rate at the Conrad and Andaz. In Maui, the Four Seasons is about $375 per
Four Seasons
New Orleans
Four Seasons George V, Paris, France
Development Plan
night higher than the Andaz. The higher room rates at Four Seasons Hotels
result in higher hotel occupancy tax revenue.
Real Estate Taxes
Because Four Seasons Hotels generate more revenue than other hotels, they
also tend to be more highly valued, and thus pay more real estate tax. Like
the hotel, the residences planned for the Four Seasons New Orleans will set
a new standard of excellence in the City, resulting in higher assessments and
higher real estate taxes.
Jobs
Four Seasons Hotels typically have more employees per guest room than
standard three-star or four-star hotels. And, Four Seasons jobs tend to be
higher quality than those at typical hotels, as reflected by Four Seasons
regular appearance on Fortune magazines list of the 100 Best Companies to
Work For. The Four Seasons New Orleans is expected to have approximately
450 employees, with more than $15 million to $20 million in aggregate
annual salaries and wages for the jobs created by the hotel. In addition, it is
estimated that the construction of the Four Seasons New Orleans project will
support more than 1,600 jobs, including more than 1,100 direct construction
jobs at the project site, more than 200 direct off-site construction jobs, and
more than 200 indirect jobs, with more than $64 million in aggregate salaries
and wages for the jobs supported by construction.
Strength of Team
Carpenter & Company and Woodward Interests have assembled a highly
experienced team to develop the Four Seasons New Orleans. Carpenter has
developed hotel and mixed-use projects across the country. In the last 15
years alone, Carpenter has successfully developed projects valued today at
more than $1.5 billion, and currently has under development projects totaling an additional $925 million. Carpenter has a well-established relationship
with Four Seasons. Carpenter is presently developing a new 61-story Four
Seasons Hotel and Residences in Boston, and Carpenters principal, Richard
Friedman, sits on the Four Seasons Board of Directors. Woodward brings to
the team local experience and knowledge, further ensuring the successful
execution of the project.
Financial Capacity
The Four Seasons New Orleans team has considerable economic resources
and interest from major financial sources more than sufficient to complete
Four Seasons
New Orleans
Four Seasons Orlando, Orlando, FL
Development Plan
the project. Among those interested in financing the Four Seasons New
Orleans are the equity investor and lender that are providing more
than $600 million in financing for Carpenters Four Seasons project in
Boston, which is currently under construction.
The total cost of the Four Seasons New Orleans project is estimated
at approximately $360 million. It is anticipated that 35% of this cost
will be funded as equity and 65% as debt. Included among the equity
investors in the project will be the principal of Carpenter & Company,
Four Seasons Hotels and Resorts and/or one or more of its major shareholders, and a number of New Orleans-related investors, including
Henry Coaxum, Paul Flower, Lee Jackson, Sherry Marcus Leventhal, Bob
Merrick and Earl Robinson. Citi Private Bank, which recently organized
approximately 180 of its high net-worth clients from around the world
to provide almost $200 million in equity for Carpenters Four Seasons
project in Boston, is interested in similarly raising $100 million in equity
for the Four Seasons New Orleans. Affiliates of TCI Real Estate Partners
Limited provided up to $450 million in debt financing for Carpenters
Four Seasons project in Boston. TCI is also interested in providing a
construction loan for the Four Seasons New Orleans. The Four Seasons
New Orleans team is discussing with TCI a loan of approximately $200
million for the New Orleans project.
Attraction and Observation Deck
The cultural attraction and observation deck planned for the Four
Seasons New Orleans will provide the City with a world-class facility
projected to attract more than 700,000 visitors a year. The cultural
attraction will be of the highest quality, with the cultural content
procured, curated and narrated by Henry Louis Gates, the distinguished professor of African and African American Research at Harvard
University, who will work on the project with Tulanes Lawrence Powell.
Improvements to the Urban Environment
The Four Seasons New Orleans project will markedly improve the urban
environment. The project will include three new landscaped open
spaces, including a new urban park that the Four Seasons team will
build at the corner of Canal Street and Convention Center Boulevard.
Strength of Operational Management Plan
The hotel and residences will be managed by Four Seasons, the industrys leading manager of luxury hotels. It is expected that the cultural
attraction will be managed by Coaxum Enterprises, and that the garage
Four Seasons
New Orleans
Four Seasons Florence, Florence, Italy
Development Plan
facilities will be managed by Global Parking Systems, both New Orleansbased DBEs.
DBE
Building a project of the quality of the Four Seasons New Orleans will likely
cost more than most other projects that might be proposed for 2 Canal Street,
and will thus result in more and better opportunities for local businesses,
including opportunities for DBEs. The creation of meaningful contract opportunities for DBEs is a key priority of the Four Seasons New Orleans team.
The Four Seasons team has a plan for identifying participation at all levels,
including working with major subcontractors to adopt similar philosophies
toward DBE participation. The Four Seasons team is committed to meeting
or exceeding the NOBC specified 35 percent DBE participation goal through
the early implementation of a strategic diversity and inclusion plan. That
plan includes aggressive outreach to ensure access to firms interested in
bidding, creative packaging to maximize meaningful opportunities designed
to promote participation by firms of all sizes, well-defined procurement
processes to ensure transparency and ease of response, and subcontractor
education and assistance to mitigate barriers to entry faced by small and
minority-owned firms.
Local Hiring
The Four Seasons New Orleans team recognizes the far-reaching benefit
that the project can have for the community, and is committed to involving
local participants. In addition to constructing a world-class facility, the Four
Seasons team views the development of the Four Seasons New Orleans as
a pathway to prosperity for the local community and an opportunity to
generate quality participation, at unprecedented levels, by firms representing broad diversity in ownership, scope, capability and size.
Quantifying the Benefits of the Four Seasons New Orleans
In order to quantify some of the public benefits of the Four Seasons New
Orleans, the Four Seasons team asked New Orleans-based GCR to study
the projects impacts. GCRs study also compared the direct benefits of the
Four Seasons New Orl eans, with its five-star hotel and luxury condominium
residences, to the direct benefits of a project featuring a standard three- or
four-star hotel and apartments. Here are some of GCRs findings:

GCR projected the hotel occupancy tax payable by the Four Seasons
New Orleans at approximately $6.5 million in the hotels fourth year of
11
Four Seasons
New Orleans
Four Seasons New York, New York City, NY
Development Plan
operation. GCR estimated that amount to be approximately $5.2 million

more per year than the hotel tax payable by a typical three- or four-star
hotel that cannot command the rate premiums typically attainable by Four
Seasons Hotels.

GCR estimated real estate taxes from the Four Seasons Hotel to
be approximately $1.99 million in the fourth year of operation, which GCR
estimates to be $1.26 million more per year than a typical hotel. GCR
estimated real estate taxes from the Four Seasons condominium residences
at $1.57 million annually, which is $1.44 million more per year than the
estimate for apartments associated with a three- or four-star hotel according
to GCRs analysis.

In all, GCRs study found that the Four Seasons New Orleans project
will provide more than $13.88 million in annual direct public tax benefits,
which is approximately $7.90 million more per year than estimated for a
project anchored by a three- or four-star hotel.
A report from GCR, summarizing their study, is included in this book at Tab 9.
v. Development Schedule
It is anticipated that construction of the Four Seasons New Orleans will
begin approximately 8 months after the execution of a ground lease for the
property, and that it will take approximately 23 months to complete the
project after construction has begun. Assuming that the ground lease is
executed with the Four Seasons New Orleans team by April 1, 2015, it is
anticipated that the timetable for development would be as follows:
Lease Execution April 1, 2015
Commence Construction November, 2015
Complete Construction September, 2017
A more detailed schedule is included on the following pages.
13
Four Seasons
New Orleans
Four Seasons Istanbul at the Bosphorus, Istanbul, Turkey
Development Plan
Act
ID
Description
Orig
Dur
Early
Start
Early
Finish
Total
Float
Activity
ID
Predecessors
Successors
2015
2016
MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL
2017
AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL
AUG SEP OCT NOV DEC
Milestones
1140
1240
1250
1330
1270
1260
1290
1300
1280
1320
Summary Durations
Project Award
Design Complete for Core Construction
Tower Exterior Repair Complete
Permanent Power
Residential Complete
Hotel Complete and Ready For FFE
Construction Completion
FFE Install Complete
Additional Structures Complete
Contractor Demobilized
1150
1230
1160
1170
1180
Owner
Design Process
New Structures / Hardscape
Tower Core and Shell
Hotel
Residential
1130
1190
1310
1210
1200
1220
Design
0 17 MAR 15
0
0
0
0
0
0
0
0
0
01 SEP 15
08 NOV 16
18 APR 17
28 JUL 17
15 AUG 17
29 SEP 17
17 OCT 17
04 DEC 17
05 DEC 17
29d
568d
268d
160d
89d
77d
45d
33d
1d
0
1140
1240
1250
1330
1270
1260
1290
1300
1280
1320
1130
PRE1140,
PRE1160
PRE1020
20260, 31210,
21180
6170, PRE1450,
4170, 5170, 6170,
1220, LB1020
NS51170
20380, 4180,
PRE1140
NS11010
PRE1002
19000
33100
316 *
523 *
425 *
206 *
179 *
17 MAR 15
04 NOV 15
18 NOV 15
27 JUL 16
09 NOV 16
13 JUN 16
04 DEC 17
28 JUL 17
23 MAY 17
28 JUL 17
196d
1d
89d
136d
89d
1150
1230
1160
1170
1180
Project Award
Project Financing in Place
Execute Lease with City
Residential Pre Sales / Programming
Develop PIP for Hotel
FFE Install
1
162
12
350
80
44
16 MAR 15
17 MAR 15
17 MAR 15
05 AUG 15
02 SEP 15
16 AUG 17
16 MAR 15
30 OCT 15
01 APR 15
22 DEC 16
28 DEC 15
17 OCT 17
0
0
152d
145d
488d
33d
1130
1190
1310
1210
1200
1220
1130
1130
1190, PRE1180
PRE1160
4090, LB1020,
Core and Shell Permit Documents

Hotel Permit Documents
Residential Permit Documents
North and South Addition Permit Documents
Core and Shell Permit Review AHJ
Glass and Glazing Shop Drawings
Finalize and Order Interior Finishes
Obtain COE, Public Belt, and CIty of NO approv
North and South Permit Review AHJ
Residential Permit Review AHJ
Hotel Permit Review AHJ
Mobilize on Site for construction
Soil Boring
Test Pile Program
Measure Glass & shop dwg for Flrs 1,2,3,4,
66
120
100
90
20
60
250
22
20
20
20
2
15
25
20
17 MAR 15
17 MAR 15
17 MAR 15
17 MAR 15
17 JUN 15
17 JUN 15
17 JUN 15
22 JUL 15
29 JUL 15
05 AUG 15
02 SEP 15
02 NOV 15
04 NOV 15
25 NOV 15
20 MAY 16
16 JUN 15
01 SEP 15
04 AUG 15
21 JUL 15
15 JUL 15
10 SEP 15
13 JUN 16
20 AUG 15
25 AUG 15
01 SEP 15
30 SEP 15
03 NOV 15
24 NOV 15
04 JAN 16
16 JUN 16
29d
191d
145d
43d
29d
43d
196d
43d
43d
568d
548d
0
484d
484d
7d
PRE1140
PRE1160
PRE1180
PRE1200
PRE1150
PRE1220
PRE1340
PRE1230
PRE1210
PRE1190
PRE1170
PRE1090
PRE1050
PRE1060
PRE1390
1140
1140
1140
1140
PRE1140
PRE1140
1150, PRE1160
1140, PRE1200
PRE1200,
PRE1180
PRE1160
1190
PRE1090,
PRE1050
NS21040
1150,
1200, 1240,
1210,
PRE1050,
PRE1070,
PRE1240,
LB1020
NS11010,
NS11010,
Switchgear shop drawings

Chiller loop, Central Plant shops, submittals
Elevator Shop Drawings
Structural Steel Shop Drawings
45
180
50
40
17 JUN 15
17 JUN 15
16 JUL 15
26 AUG 15
19 AUG 15
03 MAR 16
24 SEP 15
21 OCT 15
117d
214d
29d
43d
PRE1290
PRE1310
PRE1250
PRE1270
PRE1140
PRE1140
PRE1150
PRE1210
PRE1300
PRE1320
PRE1260,
PRE1280
Project Award
Design Complete for Core Construction
Tower Exterior Repair Complete
Permanent Power
Residential Complete
Hotel Complete and R
Construction C
FFE Install
Add
Co
Design Process
PRE1340
NS51170,
21180, 4180
4180
20380
1140, 1190,
1210,
PRE1000
PRE1350
New
Tower Core and Shell
Hotel
Residential
Project Award
Project Financing in Place
Execute Lease with City
Residential Pre Sales / Programming
Develop PIP for Hotel
FFE Install
1300
General Project
PRE1140
PRE1160
PRE1180
PRE1200
PRE1150
PRE1220
PRE1340
PRE1230
PRE1210
PRE1190
PRE1170
PRE1090
PRE1050
PRE1060
PRE1390
Procurement
31190,
PRE1060
Core and Shell Permit Documents

Hotel Permit Documents
Residential Permit Documents
North and South Addition Permit Documents
Core and Shell Permit Review AHJ
Glass and Glazing Shop Drawings
Finalize and Order Interior Finishes
Obtain COE, Public Belt, and CIty of NO approv
North and South Permit Review AHJ
Residential Permit Review AHJ
Hotel Permit Review AHJ
Mobilize on Site for construction
Soil Boring
Test Pile Program
Measure Glass & shop dwg for Flrs 1,2,3,4,
PRE1400
General Project
PRE1290
PRE1310
PRE1250
PRE1270
Start date
Finish date
Data date
Run date
Page number
15 MAR 15
05 DEC 17
15 MAR 15
11 FEB 15
1A
Switchgear shop drawings

Chiller loop, Central Plant shops, submittals
Elevator Shop Drawings
Structural Steel Shop Drawings
Woodward Design+Build
Four Seasons New Orleans
Primavera Systems, Inc.
Four Seasons
New Orleans
Act
ID
PRE1370
PRE1240
PRE1260
PRE1280
PRE1300
PRE1320
PRE1330
PRE1350
PRE1400
Core & Shell Scope
PRE1000
PRE1002
PRE1005
PRE1030
PRE1100
PRE1040
PRE1003
PRE1070
PRE1010
PRE1020
PRE1080
PRE1120
PRE1380
PRE1110
PRE1360
PRE1410
PRE1420
PRE1450
PRE1130
PRE1430
PRE1440
PRE1460
Community Spaces
LOBBY
FLOOR 1
Description
Start date
Finish date
Data date
Run date
Page number
Early
Start
Early
Finish
Total
Float
Activity
ID
Predecessors
Successors
2015
2016
2017
Fabricate & Deliver Glass Flrs 5 to 29

Glass and Glazing Material Delivery
Elevator Material Delivery for modernization
Structural Steel Delivery
Fabricate and Deliver Swtichgear
Fab & Deliver Chillers and loop piping
Elevator Fab and Deliver - New Service
Residential Finish & Design Selections
Fabricate & Deliver Glass for Flrs 1,2,3,4
50
65
80
50
132
140
130
352
40
11 SEP 15
04 NOV 15
04 NOV 15
04 NOV 15
04 NOV 15
04 NOV 15
04 NOV 15
06 NOV 15
17 JUN 16
19 NOV 15
08 FEB 16
01 MAR 16
18 JAN 16
16 MAY 16
26 MAY 16
12 MAY 16
04 APR 17
12 AUG 16
58d
5d
1d
34d
64d
161d
101d
145d
7d
PRE1370
PRE1240
PRE1260
PRE1280
PRE1300
PRE1320
PRE1330
PRE1350
PRE1400
PRE1220
PRE1000,
PRE1000,
PRE1000,
PRE1000,
PRE1000,
PRE1000,
1210, PRE1160
PRE1390
PRE1010
PRE1010
PRE1080,
NS21010
31200, 31210
31190
PRE1360
25130
PRE1380
Fabricate & Deliver Glass Flrs 5 to 2

Glass and Glazing Material Delivery
Elevator Material Delivery for modernization
Structural Steel Delivery
Fabricate and Deliver Swtichgear
Fab & Deliver Chillers and loop piping
Elevator Fab and Deliver - New Service Elevator
Mobilize on Site for shell prep

Clean Precast
Repair Precast
Abatement
Demo Windows
Demolition of Interiors
Remove Louvers
Demolition of Elevator shaft and door Openings
Replace Vertical Windows flrs 5 to 29
Curtainwall Flrs 30,31,32,33
10
80
80
150
60
150
80
70
132
176
04 NOV 15
18 NOV 15
11 DEC 15
11 DEC 15
18 DEC 15
12 JAN 16
19 JAN 16
26 JAN 16
17 FEB 16
02 MAR 16
17 NOV 15
15 MAR 16
06 APR 16
15 JUL 16
15 MAR 16
12 AUG 16
12 MAY 16
05 MAY 16
23 AUG 16
08 NOV 16
0
0
25d
106d
0
106d
0
106d
0
89d
PRE1000
PRE1002
PRE1005
PRE1030
PRE1100
PRE1040
PRE1003
PRE1070
PRE1010
PRE1020
1310, PRE1090
PRE1000
PRE1002
PRE1000,
PRE1002
PRE1030
PRE1100
1130, PRE1040,
PRE1003,
PRE1010
PRE1002,
1160,
PRE1010,
PRE1040
PRE1003,
31190, 33100,
PRE1010
PRE1360
19000, 29000,
1250, 33100
Mobilize on Site for shell prep

Clean Precast
Repair Precast
Modernize 2 Car High Rise

Modernize 2 Car Low Rise
Install Large Service Elevator
Remove Low Rise Hoist & Reinstall Panels
Install Glass at Low Rise Matl Hoist Opngs
Finish Rooms on Low Rise Hoist Side
Remove Hi Rise Material Hoist
Install Glass at Hi Rise Matl Hoist Openings
Finish Rooms on Hi Rise Hoist Side
150
150
176
176
150
15
20
40
143
7
20
40
02 MAR 16
02 MAR 16
24 AUG 16
04 OCT 16
04 OCT 16
16 MAR 17
07 APR 17
08 MAY 17
12 MAY 17
12 MAY 17
23 MAY 17
20 JUN 17
03 OCT 16
03 OCT 16
09 MAY 17
16 JUN 17
11 MAY 17
06 APR 17
05 MAY 17
30 JUN 17
04 DEC 17
22 MAY 17
19 JUN 17
15 AUG 17
118d
1d
0
118d
1d
64d
64d
64d
1d
33d
33d
33d
PRE1080
PRE1120
PRE1380
PRE1110
PRE1360
PRE1410
PRE1420
PRE1450
PRE1130
PRE1430
PRE1440
PRE1460
PRE1260
PRE1260
PRE1010,
PRE1080
PRE1070,
5120, PRE1120
PRE1410
PRE1420
PRE1360
19130, PRE1360
PRE1430
PRE1440
PRE1110
PRE1360,
NS11140
33280
31680,
PRE1420
PRE1450
1220, 1260
NS51170
PRE1440
PRE1460
1220, 1260
132 02 NOV 16
16 MAY 17
4150, PRE1340
1220, 1300,
31190, 31200,
33100
33120
33290
33110
33130
33140
33140
33140, 33150
33180
33170
33190
33200
33210
33220
1180, 32100,
33290
33110
33130
33140
33150, 33160,
33160
33180
LB1020
Install Finishes on ground floor lobby & Bar
OBSERVATION AND EXHIBIT SPACE
FLOOR 33
33100
33120
33290
33110
33130
33140
33150
33170
33160
33190
33180
33200
33210
33220
33230
Orig
Dur
METAL STUD OVERHEAD TRACK

CORE DRILLING PLUMBING
VERTICAL SOIL STACKS & CONDUIT
MECHANICAL OVERHEAD -DUCT
SPRINKLER PIPING
METAL FRAMING
INSTALL METAL DOOR FRAMES
PLUMBING WALL ROUGH IN
ELECTRICAL WALL ROUGH IN
GYPSUM BOARD
INSPECTION
TAPE AND FLOAT
PRIME AND PAINT
MILLWORK
FLOORING
15 MAR 15
05 DEC 17
15 MAR 15
11 FEB 15
2A
5
5
10
10
5
5
5
10
5
10
1
7
5
10
10
09 NOV 16
16 NOV 16
23 NOV 16
01 DEC 16
13 DEC 16
26 DEC 16
29 DEC 16
29 DEC 16
09 JAN 17
12 JAN 17
16 JAN 17
20 JAN 17
27 JAN 17
01 FEB 17
07 FEB 17
15 NOV 16
22 NOV 16
08 DEC 16
14 DEC 16
19 DEC 16
03 JAN 17
06 JAN 17
13 JAN 17
13 JAN 17
25 JAN 17
16 JAN 17
30 JAN 17
02 FEB 17
15 FEB 17
21 FEB 17
97d LB1020
89d
185d
185d
185d
185d
185d
225d
185d
225d
185d
185d
185d
185d
185d
185d
33100
33120
33290
33110
33130
33140
33150
33170
33160
33190
33180
33200
33210
33220
33230
AUG SEP OCT NOV DEC
Residential Finish & Design Selections

Fabricate & Deliver Glass for Flrs 1,2,3,4
Abatement
Demo Windows
Demolition of Interiors
Remove Louvers
Demolition of Elevator shaft and door Openings
Replace Vertical Windows flrs 5 to 29
Install Large Service Elevator
Remove Low Rise Hoist & Reinstall Panels
Install Glass at Low Rise Matl Hoist Op
Finish Rooms on Low Rise Ho
Mod
Remove Hi Rise Material Hoist
Install Glass at Hi Rise Matl Ho
Finish Rooms on Hi R
Install Finishes on ground floor lobby
33200
33190
33210
33220
33230
33240

VERTICAL SOIL STACKS & CONDUIT
SPRINKLER PIPING
METAL FRAMING
GYPSUM BOARD
INSPECTION
TAPE AND FLOAT
PRIME AND PAINT
MILLWORK
FLOORING
Development Plan
Act
ID
Description
33240
FINAL PAINT
33250
TOILET ACCESSORIES
33260
ELECTRICAL TRIMOUT
33270
PLUMBING TRIMOUT
33280
PUNCHLIST
Hotel, Residences, Amenities
Orig
Dur
Early
Start
Early
Finish
Total
Float
Activity
ID
Predecessors
Successors
5
5
5
5
5
21 FEB 17
28 FEB 17
28 FEB 17
28 FEB 17
12 JUN 17
27 FEB 17
06 MAR 17
06 MAR 17
06 MAR 17
16 JUN 17
185d
190d
190d
185d
118d
33240
33250
33260
33270
33280
33230
33240
33240
33240
33270, PRE1110
33250, 33260,
5
10
5
5
5
5
5
10
1
5
5
5
5
10
10
5
5
5
5
16 NOV 16
23 NOV 16
09 DEC 16
16 DEC 16
26 DEC 16
26 DEC 16
04 JAN 17
11 JAN 17
25 JAN 17
26 JAN 17
02 FEB 17
10 FEB 17
17 FEB 17
24 FEB 17
10 MAR 17
27 MAR 17
27 MAR 17
27 MAR 17
03 APR 17
22 NOV 16
08 DEC 16
15 DEC 16
22 DEC 16
03 JAN 17
03 JAN 17
10 JAN 17
24 JAN 17
25 JAN 17
01 FEB 17
08 FEB 17
16 FEB 17
23 FEB 17
09 MAR 17
23 MAR 17
31 MAR 17
31 MAR 17
31 MAR 17
07 APR 17
89d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
167d
32100
32110
32120
32130
32140
32150
32160
32170
32180
32190
32200
32210
32220
32230
32240
32250
32260
32270
32280
33100
32100
32110
32120
32130
32140
32140, 32150
32160
32170
32180
32190
32200
32210
32220
32230
32240
32240
32240
32250, 32260,
31500, 32110
32120
32130
32140
32150, 32160
32160
32170
32180
32190
32200
32210
32220
32230
32240
32250, 32260,
32280
32280
32280
119 23 NOV 16
18 MAY 17
139d
115 02 DEC 16
19 MAY 17
138d
109 09 DEC 16
18 MAY 17
139d
109 16 DEC 16
25 MAY 17
134d
109 26 DEC 16
01 JUN 17
129d
109 04 JAN 17
08 JUN 17
124d
109 11 JAN 17
15 JUN 17
119d
109 18 JAN 17
22 JUN 17
114d
109 25 JAN 17
29 JUN 17
109d
109 01 FEB 17
07 JUL 17
104d
119 08 FEB 17
28 JUL 17
89d
114 16 FEB 17
28 JUL 17
89d
02 AUG 16
05 AUG 16
64d 19000
64d 19020
31190, 31200,
19000
1170, 18000,
18020, 19025,
2015
2016
33280
2017
AUG SEP OCT NOV DEC
FINAL PAINT
TOILET ACCESSORIES
ELECTRICAL TRIMOUT
PLUMBING TRIMOUT
PUNCHLIST
RESIDENTIAL UNITS
FLOOR 32
32100
32110
32120
32130
32140
32150
32160
32170
32180
32190
32200
32210
32220
32230
32240
32250
32260
32270
32280
+FLOOR 31

SPRINKLER PIPING
METAL FRAMING
INSPECTION
GYPSUM BOARD
TAPE AND FLOAT
PRIME AND PAINT
MILLWORK
FLOORING
FINAL PAINT
TOILET ACCESSORIES
ELECTRICAL TRIMOUT
PLUMBING TRIMOUT
PUNCHLIST
+FLOOR 30
+FLOOR 29
+FLOOR 28
+FLOOR 27
+FLOOR 26
+FLOOR 25
+FLOOR 24
+FLOOR 23
+FLOOR 22
+FLOOR 21
+FLOOR 20
GUEST ROOMS

SPRINKLER PIPING
METAL FRAMING
INSPECTION
GYPSUM BOARD
TAPE AND FLOAT
PRIME AND PAINT
MILLWORK
FLOORING
FINAL PAINT
TOILET ACCESSORIES
ELECTRICAL TRIMOUT
PLUMBING TRIMOUT
PUNCHLIST
FLOOR 19
19000
19020
Start date
Finish date
Data date
Run date
Page number

15 MAR 15
05 DEC 17
15 MAR 15
11 FEB 15
3A
5 27 JUL 16
5 01 AUG 16

Four Seasons
New Orleans
Act
ID
19035
19025
19010
19030
19040
19050
19060
19070
19090
19080
19100
19110
19120
19130
19140
19150
19160
19170
19180
+FLOOR 18
Description
CHILLED WATER LOOP
SOIL STACKS, VERTICAL PIPE, CONDUIT
SPRINKLER PIPING
METAL FRAMING
GYPSUM BOARD WALLS AND CEILINGS
INSPECTION
TAPE AND FLOAT
PRIME AND PAINT
MILLWORK
FLOORING
FINAL PAINT
TOILET ACCESSORIES
ELECTRICAL TRIMOUT
PLUMBING TRIMOUT
PUNCHLIST
+FLOOR 17
+FLOOR 16
+FLOOR 15
+FLOOR 14
+FLOOR 13
+FLOOR 12
+FLOOR 11
+FLOOR 10
+FLOOR 9
+FLOOR 8
+FLOOR 7
+FLOOR 6
SPA
Orig
Dur
15
10
10
5
10
10
10
15
8
1
7
5
10
10
5
5
5
5
5
Early
Start
Early
Finish
Total
Float
05 AUG 16
26 AUG 16
01 SEP 16
16 SEP 16
23 SEP 16
28 SEP 16
28 SEP 16
30 SEP 16
14 OCT 16
21 OCT 16
24 OCT 16
31 OCT 16
03 NOV 16
10 NOV 16
23 NOV 16
01 DEC 16
02 DEC 16
02 DEC 16
09 DEC 16
25 AUG 16
09 SEP 16
15 SEP 16
22 SEP 16
06 OCT 16
11 OCT 16
11 OCT 16
20 OCT 16
25 OCT 16
21 OCT 16
01 NOV 16
04 NOV 16
16 NOV 16
23 NOV 16
01 DEC 16
07 DEC 16
08 DEC 16
08 DEC 16
15 DEC 16
64d
68d
68d
68d
68d
149d
153d
146d
147d
146d
146d
146d
146d
146d
243d
244d
243d
243d
243d
107 03 AUG 16
06 JAN 17
230d
99 10 AUG 16
03 JAN 17
233d
106 17 AUG 16
19 JAN 17
221d
104 17 AUG 16
17 JAN 17
223d
111 24 AUG 16
02 FEB 17
211d
104 31 AUG 16
31 JAN 17
213d
111 08 SEP 16
17 FEB 17
201d
104 15 SEP 16
15 FEB 17
203d
111 22 SEP 16
03 MAR 17
191d
104 29 SEP 16
01 MAR 17
193d
111 06 OCT 16
17 MAR 17
181d
104 13 OCT 16
15 MAR 17
183d
116 13 OCT 16
03 APR 17
171d
125 20 OCT 16
21 APR 17
157d
146 20 OCT 16
23 MAY 17
136d
511 04 NOV 15
14 NOV 17
13d
Activity
ID
19035
19025
19010
19030
19040
19050
19060
19070
19090
19080
19100
19110
19120
19130
19140
19150
19160
19170
19180
Predecessors
19020
19020, 19035
19025
19010
19010, 19030
19040
19040
19040
19050, 19070
19060, 19070
19080, 19090
19100
19110
19120
19130
19140
19140
19140
19150, 19160,
Successors
2015
2016
17190, 18190,
19010
19030, 19040
19040
17040, 19050,
19090
19080
19080, 19090
19100
19100
19110
19120
19130
19140,
19150, 19160,
19180
19180
19180
+FLOOR 5
+BOH
North Structure Addition
+FLOOR 1
+FLOOR 2
Start date
Finish date
Data date
Run date
Page number
15 MAR 15
05 DEC 17
15 MAR 15
11 FEB 15
4A
2017
CHILLED WATER LOOP

SOIL STACKS, VERTICAL PIPE, CONDUIT
SPRINKLER PIPING
METAL FRAMING
GYPSUM BOARD WALLS AND CEILINGS
INSPECTION
TAPE AND FLOAT
PRIME AND PAINT
MILLWORK
FLOORING
FINAL PAINT
TOILET ACCESSORIES
ELECTRICAL TRIMOUT
PLUMBING TRIMOUT
PUNCHLIST
AUG SEP OCT NOV DEC
Development Plan
Act
ID
Description
Orig
Dur
Early
Start
226 26 FEB 16
Early
Finish
Total
Float
19 JAN 17
221d
18 MAR 16
20 MAY 16
10 JUN 16
01 JUL 16
25 AUG 16
16 SEP 16
07 OCT 16
07 JUN 17
06 JUL 17
27 JUL 17
24 AUG 17
15 SEP 17
06 OCT 17
27 OCT 17
06 NOV 17
25 APR 16
09 JUN 16
30 JUN 16
06 JUL 16
15 SEP 16
06 OCT 16
13 OCT 16
05 JUL 17
26 JUL 17
23 AUG 17
14 SEP 17
05 OCT 17
26 OCT 17
03 NOV 17
05 DEC 17
175d
130d
130d
130d
130d
160d
160d
0
0
0
0
0
0
0
0
416 12 APR 16
04 DEC 17
1d
86 18 DEC 15
22 APR 16
191d
51 17 MAY 16
27 JUL 16
341d
51 07 JUN 16
17 AUG 16
326d
51 28 JUN 16
08 SEP 16
175d
136 09 SEP 16
28 MAR 17
175d
392 16 MAR 15
28 SEP 16
297d
Activity
ID
Predecessors
Successors
2015
2016
2017
AUG SEP OCT NOV DEC
FLOOR 3
NS31005
NS31010
NS31020
NS31030
NS31040
NS31050
NS31060
NS31070
NS31080
NS31090
NS31100
NS31120
NS31130
NS31140
NS31150
+FLOOR 5
Erect Steel
Form Slab
MEP Rough In at Slab
Pour Slab
Metal Framing
MEP Rough In
Install Scaffolding System
Drywall
Tape Float Finish and Prime
Millwork
Flooring
Final Paint
Electrical and Mechanical Trim Out
Dividers
Punch List
South Structure Addition
25
15
15
3
15
15
5
20
15
20
15
15
15
6
20
NS31005
NS31010
NS31020
NS31030
NS31040
NS31050
NS31060
NS31070
NS31080
NS31090
NS31100
NS31120
NS31130
NS31140
NS31150
NS21010
NS21040
NS31010
NS31020
NS21050,
NS31040
NS31050
NS11150,
NS31070
NS31080
NS31090
NS31100
NS31120
NS31130
NS31140
Erect Steel
Form Slab
MEP Rough In at Slab
Pour Slab
Metal Framing
MEP Rough In
Install Scaffolding System
NS51010
NS31020
NS31030
NS11130,
1220,
NS31060,
NS31070
NS31080,
NS31090
NS31100
NS31120
NS31130
NS31140
NS31150
1320
Drywall
Tape Float Finish and Pri
Millwork
Flooring
Final Paint
Electrical a
Dividers
Pun
+FLOOR 1
+FLOOR 2
+FLOOR 3
+FLOOR 4
+POOL DECK
+MEP Systems
Start date
Finish date
Data date
Run date
Page number
15 MAR 15
05 DEC 17
15 MAR 15
11 FEB 15
5A
Four Seasons
New Orleans
Development Plan
b. Detailed Plans for the Project

i. Building Organization
Although the architectural planning for the Four Seasons New Orleans is still
in its earliest stages and will evolve and change with time, the Four Seasons
team has developed an initial vision for the project that is reflected in the
drawings included in this book. The project envisioned by the Four Seasons
team has been designed to take full advantage of the 2 Canal Street tower
and invigorate the ground plane with public uses. The hotel will contain
350 guest rooms, two signature restaurants, more than 20,000 square feet
of meeting space, a hotel spa and fitness center, a roof-top pool and deck
area, and a separate roof-top bar. It is expected that one of the restaurants
will be operated independent of the hotel. The project will also include a
public cultural attraction and observation deck and approximately 76 hotelserviced residences.
In order to accommodate the program for the project, two new low-rise
structures will be added to the existing building, one to the northeast
and one to the southeast. The two additions, which will be similar in size,
will preserve the symmetrical massing of the building, while substantially
increasing its functionality on the lower floors. The facades of the additions
will be minimal, so as not to detract from the historic faade of the existing
building. The northeast addition will house a restaurant on its lower floor,
with the hotel ballroom and meeting rooms above. The southeast addition
will be devoted to parking.
The Four Seasons New Orleans project will markedly improve the urban
environment. The project includes a dynamic new urban park that the Four
Seasons team will build at the corner of Canal Street and Convention Center
Boulevard. The new park will be one of three new landscaped open spaces
included on the ground plane of the Four Seasons project. In addition to the
new park, there will be two publicly-accessible courtyards built as part of the
project, the first at the entrance to the hotel, and the second between the
west wing of the existing building and the planned northeast addition. The
second courtyard will be accessed from the projects two restaurants. Each
21
Four Seasons
New Orleans
Building Section - Stacking Diagram
HOTEL
RESIDENTIAL
ATTRACTION
SERVICE
OBSERVATION
MECH.
OBSERVATION
33
32
31
30
29
28
27
RESIDENTIAL
76 UNIT
26
25
24
23
22
21
AMENITY / MECH.
20
19
18
17
16
15
HOTEL
350 KEY
14
13
12
11
10
9
8
7
ROOF DECK BAR
BOH
BAR / SPA / POOL
5
4
BALLROOM
GARAGE
ATTRACTION
THIRD-PARTY RESTAURANT
3
2
HOTEL DINING
LOADING DOCK
10
25
50
100
Development Plan
of these open spaces will be lushly landscaped and include a water feature.
The projects many public uses (including the park, the cultural attraction
and observation deck, the restaurants and the courtyards) are intended to
welcome the public. In fact, the very geometry of the project is intended to
be welcoming, with the two additions to the building appearing in plan like
a pair of open arms.
The components of the project will be arranged as follows:
Level one will be devoted to the hotel lobby, two restaurants,
and a lobby for the hotel-serviced residences. A new arrivals
court, with lush landscaping and a glass canopy marking the
hotel and residential entries, will be located on the south lawn
of the building. The buildings original two-story lobby will
serve as the lobby for the hotel, with the historic escalators
preserved and incorporated into the design. The hotels
restaurant and bar will occupy the north wing of the tower,
with a second restaurant located in a northeast addition. A
new courtyard, which will provide outdoor dining for the two
restaurants, will be located on the towers north lawn, between
the northeast addition and the west wing of the tower. A new
park will be constructed to the north of the northeast addition,
which will provide a landing point for the escalators that will
provide public access to the second level cultural attraction.
Level two will be the arrivals floor for the cultural attraction
and observation deck. Ticketing for the attraction will occur on
the plaza at the base of the escalators. The cultural attraction
will be arranged as a one-way flow-thru museum on the second
floor, which will culminate in a video presentation. Following
the video, express elevators will provide direct access from the
second floor to the observation deck on the 31st and 33rd floors.
Level three will contain the hotels ballroom and meeting
rooms, as well as a kitchen servicing those facilities. Over
20,000 square feet of meeting space is located on this floor, all
within walking distance of both the Ernest N. Morial Convention
Center and the French Quarter. The ballroom and meeting
rooms will be located in the northeast addition, which on its
second floor will extend over the railroad tracks. Glass walls
with sweeping views of the Mississippi River will make this the
premier location in the City for business and social functions.
Levels four and six will be devoted to the hotels administration,
back-of-house functions and employee facilities.
Level 5 will house the hotel spa and fitness center, as well as the
hotels pool, which will be located on a green roof above the
23
Four Seasons
New Orleans
Development Plan
southeast addition. Level 5 will also house a separate roof-top

bar, which will spill out onto another green roof-top terrace on
the roof of the northeast addition. The pool and roof-top bar
will have stunning views across the Spanish Plaza to the River.
Levels 7 through 19 are the hotel guest room floors. A total
of 350 guest rooms, including a variety of suites, will be located
on these floors.
Level 20 will contain amenity space and storage units for
the residences, as well as mechanical space.
Levels 21 through 30 will be devoted to hotel-serviced residences.
A separate lobby will be provided for the residences, with vertical
access to the residences afforded via dedicated elevators. Current
plans provide for approximately 76 hotel-serviced residences
ranging in size from 1,400 square feet to 4,000 square feet.
The observation deck and related facilities will be located
on levels 31 and 33.
Level 32 will be retained as a mechanical floor.
ii. Parking and Loading
The southeast addition will house a garage, providing approximately 150
spaces. It is anticipated that most or all of these spaces would be made
available to residents of the project. Parking for the hotel and cultural
attraction would be provided principally in the City-owned garage on Poydras
Street, which the Four Seasons team is interested in leasing in its entirety.
Parking for the project could be accessed on a self-parking basis or, if desired
for guest convenience, through valet service provided by the hotel.
Service vehicles will continue to use the south service entry to the existing
loading docks. It is anticipated that two docks and one trash compactor will
adequately service the project. Service would also be provided to the north
of the building, providing access to the restaurant in the northeast addition.
iii. Sustainability
The Four Seasons New Orleans team members are committed to sustainable
goals for all of their development projects. It is anticipated that at a
minimum the team would seek LEED Silver certification for the Four Seasons
New Orleans.
25
Four Seasons
New Orleans
Development Plan
c. Operational and Management Plan

The planned hotel and hotel-serviced residences would be branded and
managed by Four Seasons Hotels and Resorts. Four Seasons is the worlds
best luxury hotel brand and its finest manager. Included at Tab 7 of this book
is a letter from Allen Smith, the President and Chief Executive Officer of Four
Seasons, attesting to Four Seasons interest in partnering with Carpenter &
Company and Woodward Interests in the redevelopment and operation of
the Four Seasons New Orleans.
It is expected that the cultural attraction and observation deck will be
managed by Coaxum Enterprises, a New Orleans-based DBE. Coaxum
Enterprises owns and runs a large number of franchised restaurants, and
is highly experience in the management business, with a proven ability
to manage high-traffic facilities while adhering to the exacting standards
imposed by franchisors. Using its existing training facilities, Coaxum will
train a new class of employees to offer New Orleans visitors and locals
an incredible experience in the cultural attraction and observation deck.
Coaxums expertise managing numerous restaurant locations with countless
customers each day will ensure that the cultural attraction and observation
deck are effectively managed in a way that is efficient, professional, and
enjoyable for its guests.
Parking for the Four Seasons New Orleans is expected to be managed by
Global Parking Systems, which is also a New Orleans-based DBE. Global
Parking manages parking facilities throughout New Orleans and, through
a partnership with Central Parking Systems, parking at Louis Armstrong
International Airport in New Orleans, William Hobby Airport and George W.
Bush International Airport in Houston, Los Angeles International Airport and
San Francisco International Airport. Global Parkings expertise in operating
successful, efficient parking systems on a massive scale at our nations major
airports will ensure that Four Seasons New Orleans hotel guests, residents,
meeting attendees and attraction visitors have their parking needs met with
the highest level of service and value.
27
Four Seasons
New Orleans
Project Design
2. Project Design
Included on the following pages are plans, elevations and renderings of the
Four Seasons New Orleans.
As noted previously, the Four Seasons team plans to add two new low-rise
structures to the existing building, one to the northeast and one to the
southeast. These additions will contain approximately 125,000 gross square
feet of floor space, and will span over the Riverfront Streetcar and Public Belt
Railroad tracks. A robust and carefully planned system of structural steel
on pile-supported foundations would be used to facilitate these spans and
those of the expansive new ballroom and meeting areas.
Analysis of current zoning indicates nothing that would impact this proposed
design and intended use. Hotels, multi-family dwellings, and restaurants are
all permitted in the zoning district in which the building is located. There are
no setback requirements or maximum height restrictions. In terms of bulk,
zoning limits the Floor Area Ratio (a ratio total building area to total site
area) to 12, while this design has an approximate FAR of 7.75, well within
the allowable. Current parking requirements would be met through a combination of a new, on-site garage and use of the adjacent City-owned garage
on Poydras Street. We note that under the current version of the proposed
zoning ordinance, no parking is required.
The Four Seasons team notes that portions of the two proposed additions to
the existing building extend beyond the land currently subject to the lease
from the City to NOBC. The Four Seasons team has assumed for purposes
of this submission that all of the land below the proposed additions, which
we understand is owned by the City of New Orleans, will be included in the
ground lease that would be entered into with the Four Seasons team. The
team has identified certain easements, servitudes, and restrictions that exist
with respect to this additional land, which are with the New Orleans Public
Belt Railroad, the Regional Transit Authority, and various other governmental agencies, as well as the Howard Hughes Corporation. While the specific
impact and resolution of these instruments is not yet determined, we remain
confident through prior precedent and the enormous potential benefit to
stakeholders and the public that they can be successfully addressed and resolved within the context of this proposal.
Finally, in designing the project, we have looked at two alternative treatments for the top of the building. Most of the following drawings show a
relatively conventional treatment of the building top that hews closely to the
existing design. An alternative shown on the last rendering makes greater
changes to the top, including a new structurally-glazed curtain wall on level
33, lighting enhancements to the rooftop and spire, and the removal of the
central precast element on levels 21 through 29 to provide expanded vision
glass in the residential living rooms.
29
Four Seasons
New Orleans
Project Design
Site Plan
ZA
SPANISH PLA
DRA
SS
CONVENTION CENTER BLVD
POY
LS
T
ST E
NA
INE
CA
BAD
25
50
100
200
Four Seasons
New Orleans
Level 1 Plan - Ground Floor
TRACK
TRACK
TRACK
LOADING
DOCK
DISPLAY
KITCHEN
KITCHEN
SPECIALTY
RESTAURANT
OUTDOOR
DINING
HOTEL
RESTAURANT
HOTEL
BACK OF
HOUSE
S
A
RESIDENTIAL
LOBBY
R
OFFICE
LOADING
DOCK
BUILDING
SERVICES
PARKING
MAIL
A
HOTEL
LOBBY
BUILDING
SERVICES
DOWN
HOTEL
DINING
UP
HOTEL
BAR
DROP OFF
CONVENTION CENTER BOULEVARD
Project Design
Level 2 Plan - Attraction
SPANISH
PLAZA
H
TRACK
TRACK
TRACK
GIFT SHOP
R
THEATER
EXHIBITS
EXHIBIT
TERRACE
EXHIBIT
ENTRY
PARKING
EXHIBITS
P
P
R
EXHIBITS
BUILDING
SERVICES
A
OPEN TO
BELOW
OPEN TO
BELOW
BUILDING
SERVICES
DOWN
UP
Four Seasons
New Orleans
SPANISH
PLAZA
Level 3 Plan - Ballroom
RIVER
TERRACE
PRE-FUNCTION
PRE-FUNCTION
LOBBY
BALLROOM
M
PARKING
S
A
JUNIOR
BALLROOM
MR
H
MR
MR
KITCHEN
P
A
MR
MR
MR
P
BUILDING
SERVICES
BUS.
CTR.
MR
PREFUNCTION
BUILDING
SERVICES
DOWN
BANQUET
ROOM
TERRACE
UP
Project Design
Level 4 Plan - Building Services
HOTEL
BACK OF
HOUSE
OPEN TO
BELOW
PARKING
S
A
R
P
P
BUILDING
SERVICES
BUILDING
SERVICES
DOWN
UP
Four Seasons
New Orleans
Level 5 Plan - Hotel and Residential Amenities
POOL
FITNESS
YOGA
ROOF BAR TERRACE
KITCHEN
GREEN ROOF
S
A
ROOF
BAR
SPA
ADMIN.
SPA
RETAIL
W CHANGING
GREEN ROOF
M
RELAX
BOH
W
RELAX
TR
BOH
TR
TR
BOH
TR
TR
TR
TR
M CHANGING
TR
MECHANICAL
Project Design
Level 6-18 Typical Guest Room Plan
19
18
20
17
21
26
27
25
28
24
29
23
30
HSKPG
22
S
A
TEL
16
15
14
13
10
12
11
37
540 SF
425 SF
Four Seasons
580 SF
New Orleans
Levels 20-30 Typical Residential Unit Plan
S
A
TEL
LR/DR
K
O
LR/DR
MBR
BR
BR
Project Design
Level 31 Cultural Attraction Plan
EXHIBITS
S
A
EXHIBITS
EXHIBITS
A
A
KITCHEN
EXHIBITS
39
Four Seasons
New Orleans
Level 33 Plan - Observatory
MISSISSIPPI
RIVER
MISSISSIPPI
RIVER
MISSISSIPPI
RIVER
A
JACKSON
SQUARE
A
LOWER
GARDEN
DISTRICT
FRENCH
QUARTER
TREMELAFITTE
WAREHOUSE
ARTS
DISTRICT
CANAL
STREET
CENTRAL
BUSINESS
DISTRICT
POYDRAS
STREET
Project Design
Building Section - Cross Section
RESIDENTIAL
76 UNIT
HOTEL
RESIDENTIAL
ATTRACTION
AMENITY / MECH.
SERVICE
HOTEL
350 KEY
BOH
BAR / SPA / POOL
BOH
BALLROOM
ATTRACTION
HOTEL
LOBBY
BOH
SPANISH PLAZA
RAILWAY
CONVENTION CENTER BLVD
10
25
50
Four Seasons
100
New Orleans
Building Section - Longitudinal Section

RESIDENTIAL
76 UNIT
HOTEL
RESIDENTIAL
ATTRACTION
AMENITY / MECH.
SERVICE
HOTEL
350 KEY
BOH
BAR / SPA / POOL
BALLROOM
GARAGE
ATTRACTION
BOH
RESIDENTIAL
LOBBY
HOTEL
LOBBY
HOTEL RESTAURANT
RESTAURANT
RESTAURANT COURTYARD
10
25
50
100
Project Design
Building Section - Section through Courtyards
HOTEL
RESIDENTIAL
76 UNIT
RESIDENTIAL
ATTRACTION
SERVICE
AMENITY / MECH.
HOTEL
350 KEY
BOH
GARAGE
BALLROOM
HOTEL
LOBBY
RESTAURANT
TO SPANISH PLAZA
HOTEL DINING COURTYARD
HOTEL / RESIDENTIAL DROP-OFF
10
25
50
Four Seasons
100
New Orleans
North Elevation
HOTEL
RESIDENTIAL
ATTRACTION
SERVICE
10
25
50
100
Project Design
East Elevation
HOTEL
RESIDENTIAL
ATTRACTION
SERVICE
10
25
50
Four Seasons
100
New Orleans
South Elevation
HOTEL
RESIDENTIAL
ATTRACTION
SERVICE
10
25
50
100
Project Design
West Elevation
HOTEL
RESIDENTIAL
ATTRACTION
SERVICE
10
25
50
Four Seasons
100
New Orleans
Aerial view looking East
Project Design
Aerial view looking West
Four Seasons
New Orleans
View of Courtyard from Canal Street
Project Design
View from Poydras Street
Four Seasons
New Orleans
Arrival Experience
Project Design
View of Spanish Plaza
Four Seasons
New Orleans
Alternative Building Top
Development Team
3. Development Team
a. Contact Person
Richard L. Friedman
President
Carpenter & Company, Inc.
Charles Square
20 University Road
Cambridge, MA 02138
617.758.6363
rf@carpenterholdings.com
57
Four Seasons
New Orleans
Four Seasons Hotel and Residences at One Dalton, Boston, MA
Developer: Carpenter & Company

Collaborating Architect: Cambridge Seven Associates
Development Team
b.Team Members
The Four Seasons New Orleans team includes team members highly experienced in all of the major disciplines required to complete the project, from
design and development to construction and hotel operation. Included on
the following pages is a description of each team member, a summary of
selected projects on which team members have worked, and biographies on
some of the key individuals participating in the team.
The members of the Four Seasons New Orleans team were selected based
primarily on their professional experience and skill. Many of the team
members have worked together extensively in the past. As noted above,
Carpenter has a well-established relationship with Four Seasons, and is
presently developing a new Four Seasons Hotel in Boston. Carpenters
principal, Richard Friedman, sits on the Four Seasons Board of Directors.
Similarly, Cambridge Seven Associates, the teams lead architect, has worked
with Carpenter & Company for more than 30 years, designing a number of
its projects including the Four Seasons Hotel and Residences at One Dalton,
the Liberty Hotel, Charles Square and the Charles Hotel, the Logan Airport
Hilton, and the Brookline Courtyard Marriott.
Among those added to the Four Seasons team since the submission of our
RFQ response are Henry Coaxum as an equity investor, his firm, Coaxum
Enterprises, as the expected operator of the cultural attraction and observation deck, Global Parking Systems as the expected parking operator, and Jade
Russell and her firm Transcendent Legal as legal counsel for the ground lease.
Cambridge Seven Associates has replaced PGAV Destinations as the designer
of the cultural attraction and observation deck. Cambridge Seven has extensive experience designing attractions, including the National Aquarium in
Baltimore, the New England Aquarium in Boston, and aquariums in Lisbon,
Portugal and Osaka, Japan.
i. Carpenter & Company: Master Developer
Carpenter & Company is a highly-respected and experienced firm involved
in real estate development, ownership and management. Carpenter was
incorporated in 1973 by its owner, Richard L. Friedman, and since that time
has devoted most of its resources to the development of hotels, mixed-use
projects and retail properties. Carpenter has a long and successful history as
a developer of hotels and complicated, large-scale urban projects, many of
which are located on ground-leased parcels. Carpenter is particularly adept
at working closely with governmental, community, neighborhood and political groups to create an inclusive development process that helps to ensure
the successful completion of a project.
59
Four Seasons
New Orleans
Liberty Hotel, Boston, MA

Architect: Cambridge Seven Associates
Historic Tax Credit Consultant: MacRostie Historic Advisors
Development Team
Boston-based Carpenter has developed projects across the country. In the

last 15 years alone, Carpenter has successfully developed hotel and mixeduse projects valued today at more than $1.5 billion, and currently has under
development projects totaling an additional $875 million.
Carpenter recently broke ground on the Four Seasons Hotel and Residences
at One Dalton in Boston. The Four Seasons at One Dalton is a 61-story mixeduse tower that will include a 215-key Four Seasons Hotel on its lower floors,
and approximately 185 luxury residential condominium units on its upper
floors. At more than 700-feet in height, the Four Seasons at One Dalton will
be the third tallest building in Boston, and the Citys tallest residential building. Carpenter is working closely with Four Seasons Hotels and Resorts on its
One Dalton Project. Four Seasons will manage the hotel and residences at
One Dalton, both of which will bear the Four Seasons name. Carpenter plans
a similar management and branding arrangement with Four Seasons for the
hotel and residences at the Four Seasons New Orleans.
Like the planned Four Seasons New Orleans, Carpenters Liberty Hotel project
involved the conversion of a vacant National Register building into a luxury
hotel. The Liberty, which includes 298 guest rooms, extensive meeting space,
two restaurants and two bars, is located on land owned by Massachusetts
General Hospital and ground leased to an affiliate of Carpenter. Mass
General selected Carpenter to develop the Liberty following a competition
that attracted a large number of respondents. The Liberty project required
careful coordination with the Federal, State and local historical regulators,
who were consulted regularly during the development of the project, and
approved the projects plans. The Liberty was awarded more than $19
million in Federal and State historic tax credits, which were instrumental in
its financing. Included at Tab 7 of this book is a letter from William Galvin,
the Secretary of the Commonwealth of Massachusetts and Chair of the
Massachusetts Historical Commission, testifying to Carpenters reputation
as a developer, and reporting specifically on the success of the Liberty Hotel
project.
Carpenter also developed the St. Regis San Francisco, a 42-story luxury hotel
and condominium project completed in 2005. The St. Regis San Francisco
consists of a 550,000 square-foot, 42-story tower containing a 270 guest
room, five-star hotel, 100 residential condominium units, and the Museum
of the African Diaspora. A portion of the St. Regis projects site is occupied by
the historic Williams Building, which was built in 1907 and was abandoned at
the time Carpenter began to work on the project. Carpenter devised a plan
to save the historic building and preserve its architectural integrity, while
integrating the building effectively into the larger project. Carpenter was
selected by the San Francisco Redevelopment Agency as the developer of the
61
Four Seasons
New Orleans
St. Regis Hotel and Residences, San Francisco, CA
Development Team
St. Regis project in a competition that included among its entrants Radisson,
Wyndham, Peninsula, Promus, and Tishman International. Included at Tab 7
of this book is a letter from Willie Brown, the former Mayor of San Francisco,
reporting on Carpenters sensitive restoration of the historic Williams
Building and the creation of the Museum of the African Diaspora.
In 2003, Carpenter completed the development of the 189 guest room
Courtyard Marriott in Brookline, Massachusetts, after being selected by that
municipality as developer. Carpenter was also the developer of the Logan
Airport Hilton, located on land ground-leased from a state authority in the
middle of Bostons major airport. Carpenter was also the co-developer of
the 793 guest room Westin Boston Waterfront, which is located adjacent to
the new Boston Convention Center. Carpenter won the right to develop the
Westin hotel in a competition sponsored by the Massachusetts Convention
Center Authority, which ground-leased the land on which the hotel is located.
Carpenter also developed the 293 guest room Charles Hotel, located adjacent
to Harvard University.
Many of Carpenters past projects bear striking similarities to the Four Seasons
New Orleans project, and make Carpenter uniquely qualified for selection
as the re-developer of 2 Canal Street. Like the planned Four Season New
Orleans, Carpenters One Dalton project in Boston includes a Four Seasons
Hotel and Four Seasons branded residences. Carpenter has a long-standing
relationship with Four Seasons. Richard Friedman, the President and CEO
of Carpenter, sits on the Four Seasons Board of Directors, and some of the
owners of Four Seasons are investors in other Carpenter projects, including
Carpenters One Dalton project.
Like the planned Four Seasons New Orleans, Carpenters Liberty and the St.
Regis San Francisco projects involved the adaptive reuse of an important
historic building as a hotel. As a result, Carpenter is well-equipped to tackle
the many issues and challenges inherent in such projects. The Liberty also
involved the use of historic tax credits, which could play an important role in
making the Four Seasons New Orleans a reality.
Carpenter has extensive experience working in partnership with municipalities such as the City of New Orleans, public entities such as the New Orleans
Building Corporation, and with not-for-profit institutions. In addition to
Carpenters experience with Massachusetts General Hospital at the Liberty,
Carpenter acquired the site of the St. Regis San Francisco project from the
San Francisco Redevelopment Agency, with which it worked closely during
the development of that project. Carpenter acquired the site of its Charles
Hotel from a regional transportation authority, and worked closely with the
City of Cambridge and Harvard University on the development of that site.
63
Four Seasons
New Orleans
Marine Corps Support Facility, New Orleans, LA
Design Build Contractor: Woodward Design+Build
Development Team
The Logan Airport Hilton, which sits in the middle of one of the countrys
busiest publicly-owned airports, is located on a parcel of land owned by
Massport and ground leased for the hotel. Carpenter worked closely with the
Massachusetts Convention Center Authority and the Boston Redevelopment
Authority on the Westin Boston Waterfront, which is located on land groundleased from the Convention Center Authority and connects by bridge directly
to Bostons new convention center.
Many of Carpenters projects have required extensive outreach to stakeholders with an interest in the project. Carpenter takes pride in its ability to work
closely with stakeholders on the development of its projects. Carpenter
believes strongly that a development process that includes all interested
constituencies ultimately results in a better project.
As will be the case with the Four Seasons New Orleans, many Carpenter
projects, including the Liberty, the Logan Airport Hilton, and Westin Boston
Waterfront, were developed on sites that were ground leased from public
or institutional landowners. As a result, Carpenter has recent and extensive
experience with ground leases for such sites.
ii. Woodward Interests, LLC: Co-Developer
Woodward Interests, LLC is a private real estate development firm based in
New Orleans. The firm has been working in real estate investment and development since 2002, officially operating as Woodward Interests since 2007.
Woodward Interests grew out of a demand from clients who wanted to put
non-performing assets into commerce. Paul Flower, partner in Woodward
Interests and President and CEO of Woodward Design+Build, sought to
bring together an overall suite of services to help clients through the entire
process of developing a real estate project: from development managed
by Woodward Interests to design and construction assistance provided by
Woodward Design+Build.
In addition to acting as an equity partner in local real estate projects,
Woodward Interests also serves as the development manager or owners
representative for clients on a fee basis. Whether acting as developer,
co-developer, or development manager, Woodward Interests handles the
complex process of integrating a development vision with designers, government officials, contractors, and financing sources.
65
Four Seasons
New Orleans
Four Seasons Denver, Denver, CO
Development Team
iii. Four Seasons Hotels and Resorts:

Hotel Brand and Operator of Hotel and Residences
The story of Four Seasons Hotels and Resorts, which opened its first hotel
in 1961, is one of continual innovation, remarkable expansion and a singleminded dedication to the highest of standards. Four Seasons has, for more
than 50 years, transformed the hospitality industry by combining friendliness and efficiency with the finest traditions of international hotel keeping.
In the process, Four Seasons has redefined luxury for the modern traveler.
Founded in 1960 by Founder and Chairman Isadore Sharp, Four Seasons
traces its roots to a wish that would prove revolutionary: the global business
travelers desire for personalized service, available around-the-clock.
Frequent international travel, now so commonplace, was an emerging trend
in the 1960s and 1970s. It set the stage for a new kind of luxury hotel
experience.
Sharp had the opportunity to capitalize on this trend when the company
opened its third hotel, its first in Europe, the Inn on the Park, now known as
Four Seasons Hotel London at Park Lane. In a market dominated by classic,
traditional hotels, the new arrival was an instant success.
With the success of London, Sharp realized that what he enjoyed creating
and what was lacking in the marketplace were medium-sized hotels of
exceptional quality with exceptional service levels. He decided to focus his
efforts on this niche and thereby set the future course for the company.
Four Seasons then embarked on a targeted course of expansion, which
continues to this day, opening hotels and resorts in the worlds most desirable business and leisure destinations. As the company expanded, Four
Seasons became the first in North America to introduce now standard items
such as bath amenities, terrycloth robes, hairdryers and multiple, two-line
telephones in the guest room and bath. It was also the first to offer Europeanstyle concierge services, 24-hour in-room dining, twice-daily housekeeping
service, one-hour pressing and round-the-clock, four-hour laundry and dry
cleaning service.
Four Seasons was also an early pioneer in spa experiences, a key focus of
todays luxury consumer. Today, every Four Seasons resort includes a distinctive spa experience and every property worldwide offers on-site spa services.
While focusing on what luxury guests want and need continues to be the
Companys strategy for success, its the people of Four Seasons that set the
experience apart and are its true competitive advantage. We have aspired
67
Four Seasons
New Orleans
Four Seasons George V, Paris, France
Development Team
to be the best hotel in each location where we operate, says Sharp. Early
in the companys history we decided to focus on redefining luxury as service
and that became our strategic edge. And, in order to deliver on that promise,
we needed to harness the best of the best employees who are dedicated,
committed and inspired to deliver great service. They are the standard
bearers for the intuitive, highly personalized service we aspire to provide.
With its leadership and dedication to luxury hospitality, Four Seasons
receives unprecedented international recognition and accolades worldwide. Individual properties continue to capture top slots from trend-setting
lifestyle publications such as Cond Nast Traveler, Gourmet, Travel & Leisure,
Andrew Harpers Hideaway Report, and Gallavanters Guide (UK). Leading
international business publications have also accorded Four Seasons the
highest rankings, including Global Finance, Institutional Investor and Nikkei
Business.
Perhaps one of the most valued honors received by Four Seasons is its
repeated recognition as one of Fortune magazines Top 100 Companies to
Work for in America, a list Four Seasons has been on every year since it
was introduced in 1998. The Fortune ranking, determined by the opinions
of randomly selected Four Seasons employees, is a clear reflection that the
service culture put in place years ago continues to thrive and grow.
Four Seasons continues its global expansion program that began in the
late 1990s. More than 60 properties around the world are currently under
construction or in development. Recent years have seen a tremendous acceleration in world travel, in both business and leisure markets. Increasingly
savvy frequent travelers have the high expectations that are met by Four
Seasons and its long tradition of service related innovation. Looking ahead,
Four Seasons will continue to lead the luxury hospitality market, making
business travel easier and leisure travel more rewarding. The growth curve
continues, bringing the Four Seasons experience to more key destinations
where discerning travelers await understated luxury and personalized,
anticipatory service.
iv. Coaxum Enterprises:
Expected Operator of Cultural Attraction and Observation Deck
Coaxum Enterprises was founded in New Orleans in 2002 as the management
arm for Henry Coaxums three McDonalds Franchises. Since then, it has
grown in both scope and depth, now managing seven McDonalds restaurant
locations throughout New Orleans as well as offering an education, meeting,
and training center. Through the firms work in franchise operations, it has
69
Four Seasons
New Orleans
Yawkey Center for Outpatient Care, MGH, Boston, MA
Development Team
developed expertise in meeting and training capabilities that serve more

than just its McDonalds franchise locations. Successfully operating numerous restaurant locations with high volumes of customers each day, Coaxum
Enterprises is a proven management and operations expert, possessing
operational infrastructure, systems, and experience that can directly translate to day-to-day operations management of a new cultural attraction and
observation deck for New Orleans.
v. Global Parking Systems: Expected Operator of Parking
Global Parking Systems, LLC was founded in New Orleans in 1993. While
serving the parking needs of New Orleans, the firm has grown its capacity
to include offices and parking management systems in Louisiana, Texas, and
California. Through a partnership with Central Parking Systems, the largest
parking company in the world, Global Parking Systems created the New
South Parking Partnership. Through this partnership, New South has been
awarded major parking contracts at Louis Armstrong International Airport
in New Orleans, William Hobby Airport and George W. Bush International
Airport in Houston, Los Angeles International Airport and San Francisco
International Airport. Global Parking Systems, through its New South Parking
Partnership, has gained expertise in operating successful, efficient parking
systems on a massive scale at our nations major airports. This expertise,
efficiency, and proven ability will ensure that Four Seasons New Orleans
hotel guests, residents, meeting attendees, and attraction visitors have their
parking needs met with the highest level of service and value.
vi. Cambridge Seven Associates: Lead Architect
Cambridge Seven Associates was founded in Cambridge, Massachusetts in
1962 by a group of designers with varied interests and backgrounds who
believed that their collaborative efforts would be far more effective than
those of any individual. Since its inception, the firm has been guided by the
conviction that each assignment, at any scale, is an opportunity to apply
fresh thinking in a search for creative solutions.
Winner of the prestigious American Institute of Architects Firm Award,
Cambridge Seven Associates is internationally acclaimed for its innovative
work in architecture, urban design, planning, exhibitions, graphic, and
interior design. Cited for its uncompromising clarity of purpose, design
excellence, and an abiding respect for and delight in the human use of
their projects, the Firm Award Jury described the firm as an influential
and stimulating example, demonstrating new directions of professional
71
Four Seasons
New Orleans
Ministry of Education Headquarters, Kuwait City, Kuwait
Development Team
practice. The Jury also commended the staying power of their approach,
noting, that [t]he impact, graphics, and readability of their work continue
to serve as landmarks.
In writing about the firm, the architecture critic Robert Campbell stated that
from the start, the Seven set out to combine architecture with the other
design arts with exhibits, with graphics, and signage, with public art, with
product design, with film, even with city planning. Most of their work is a
collaboration among many disciplines.
Cambridge Seven Associates has applied this approach to a diverse range of
building types including academic, museum, exhibit, hospitality, transportation, retail, office, and aquarium facilities. The firm has practiced throughout
North America, Europe, the Middle East, and the Far East, annually completing work totaling over $500 million in construction costs.
Since the very first project for the New England Aquarium, and in numerous projects in architecture and exhibit design today, Cambridge Seven
Associates has been designing buildings that teach a respect for the environment and educate the public about conservation, through both example and
content. In-house LEED accredited professionals, collaborations with green
design leaders, and total building system integration with our engineers is
leading to sustainable projects for U.S. agencies, universities, not-for-profits,
and businesses alike.
Cambridge Seven has designed a number of Carpenters hotel projects
including the Four Seasons Hotel and Residences at One Dalton in Boston, the
Liberty Hotel, the Charles Hotel, the Brookline Courtyard Marriott, and the
Logan Airport Hilton. Important non-hotel projects designed by Cambridge
Seven for other clients include, in addition to the New England Aquarium in
Boston, the Scientific Center Aquarium and Museum in Kuwait City, Kuwait;
the Orlando Arena in Orlando, Florida (home of the Orlando Magic); the NBC
Bank Tower in San Antonio, Texas; Portugals Lisbon Aquarium; the Osaka
Aquarium and Marketplace in Japan; and the Complex System Laboratory
for the Department of Aeronautics and Astronautics at the Massachusetts
Institute of Technology.
vii. Woodward Design+Build, LLC: Co-Architect and Contractor
Founded in 1923, Woodward Design+Build is a privately held firm based in
New Orleans with additional offices and facilities on the Northshore of Lake
Pontchartrain and in Mississippi. Experienced in a wide variety of commercial construction projects, Woodward Design+Build provides a full suite of
73
Four Seasons
New Orleans
Hibernia Tower, New Orleans, LA
Development Team
construction related services: general construction, design, engineering,

millwork, masonry, and steel. Today, Woodward is one of the largest design
and construction organizations in the Gulf Coast region, and it continues to
expand, innovate and improve the services it offers.
The founder, Carl E. Woodward, was committed to the idea of creating a
partnership between the owner, architect and contractor from the inception
of a project. These ideals are instilled in our company today. Woodward is a
big believer in the design-build approach and is one of the most ambitious
and successful at employing it.
Woodwards experience encompasses many market segments, including industrial, educational, hospitality, multifamily, commercial offices,
and institutional projects. Its revenues were over $226,000,000 in 2009,
$280,000,000 in 2010, $252,000,000 in 2011, $205,000,000 in 2012 and
$204,000,000 in 2013. During the past two decades, over 50% of its projects
were for repeat clients and over 70% were negotiated. Geographically, a
majority of its projects have been in Louisiana and Southern Mississippi, with
recent expansion into Texas, Alabama and Florida where it has completed
several projects.
With its many in-house groups and strong relationships with subcontractors,
the key advantage Woodward Design+Build offers is its ability to craft the
right team for a project. Its process always incorporates client goals and
specifications right from the start, using collaborative methods to reach
innovative solutions. The results are successful buildings, satisfied customers, and strong, valuable relationships for the future.
With an emphasis on the design-build delivery method for over 90 years,
Woodward has developed expertise guiding clients through all phases of
the development and construction process. On many projects, Woodward
Design+Build has acted as the design-builder for projects where Woodward
Interests is developer or co-developer.
Woodward Design+Build has a wealth of experience working with governmental entities to advance project goals and ensure that its projects meet the
standards and codes set by government agencies. A critical part of advancing
a project is leading it through the process of architectural design review,
construction permitting, fire marshal inspections and other activities.
The guiding tenet in Woodwards work with governmental entities is proactive collaboration. By charting a course of action and seeking to establish
communications with governmental entities, Woodward can seek feedback
and answers on design and construction issues before they become a
problem or delay. Through communication and quick follow-up, Woodwards
75
Four Seasons
New Orleans
Lafayette Hotel, New Orleans, LA
Architect: Trapolin-Peer
Development Team
team can ensure a smooth process, working with governmental entities to

make successful development and construction projects happen.
viii. Trapolin-Peer Architects: Historical Architect
Trapolin-Peer Architects is a New Orleans based architecture firm that
specializes in historic renovation. Many of Trapolin-Peers historic renovation projects have involved hotel properties, including the Southern Hotel
in Covington, Louisiana, and the Saint Hotel, Lafayette Hotel and St. James
Hotel in New Orleans.
ix. Dana Brown & Associates: Landscape Architect
Dana Brown & Associates is the collaborative creation of landscape architects and planners who have practiced in diverse professional realms and
geographic regions. DBA is one of the largest landscape architecture and
planning firms in Louisiana, with offices in New Orleans and Baton Rouge.
Certified as a Disadvantaged Business Enterprise firm and in business since
2004, the staff of DBA brings amazing talent and worldwide experience to its
projects. Most members of the firm are Louisiana natives who have worked
extensively in other states and countries, giving the firm a unique perspective
and understanding of Louisianas cultural, economic, and ecological heritage
which DBA whole-heartedly incorporates into all of its designs.
DBAs philosophy is focused in planning legible landscapes that respond to
the ecological integrity of the land and reflect the cultural heritage of its
people. DBA shares a distinct vision for planning in Louisiana: commitment
to cultural diversity of public spaces, ecologically based sustainable infrastructure, and the clarity of simple, beautifully crafted plans and policies
based on the principles of smart growth.
Working closely with multidisciplinary teams, DBAs extensive experience
includes storm water and floodplain management, transportation corridor
planning, urban design, economic development, park and recreation design
and construction, health center planning and construction, campus master
planning and construction, GIS modeling of land use and zoning effects,
community and master planning and participation, land development
regulations, guideline development, regional planning, and ecological-based
design.
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Inland Steel Building, Chicago, IL
Development Team
x. MacRostie Historic Advisors: Historic Tax Credit Consultant

MacRostie Historic Advisors helps its clients secure the government certifications necessary to qualify for local, state, and federal historic tax incentives.
For over two decades, it has provided consulting services on a nationwide
basis to developers, lenders, and investors active in the rehabilitation of
historic income-producing real estate. MacRostie has worked with Carpenter
in the past, assisting on Carpenters successful Liberty Hotel project, which
benefitted from more than $19 million in Federal and State historic tax
credits. Based in Washington, DC, the firm has offices in Boston, Chicago,
and Charleston, South Carolina.
xi. Jones Walker: Legal Counsel
Since its inception in 1937, Jones Walker LLP has grown over the past several
decades in size and scope to become one of the largest law firms in the
United States. It serves local, regional, national, and international business
interests in a wide range of markets and industries. Today, it has approximately 390 attorneys in Louisiana, Alabama, Arizona, California, the District
of Columbia, Florida, Georgia, Mississippi, New York, Ohio, and Texas.
xii. Transcendent Legal: Legal Counsel Ground Lease
Transcendent is a full service law firm headquartered in New Orleans,
Louisiana, and offers a new and innovative model for litigation, corporate
transactions, diversity, inclusion, HR compliance and DBE implementation,
management, and administration. Transcendent is the first firm in the
region to combine legal services with project management and technology
for the benefit of the client. The firms focus is to give clients real-time
access to documents, budgets, invoices, project milestones, and beyond via
Transcendents state-of-the-art web platform. Transcendent represents a
new level of providing efficiency, quality, and collaboration between client
and the Transcendent team.
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c. Experience with Similar Development Projects

i. Carpenter & Company, Inc.
Carpenters experience uniquely qualifies it to be the developer of the Four
Seasons New Orleans. The next few pages contain a description of some of
Carpenters projects, including the Four Seasons Hotel and Residences at One
Dalton, the Liberty Hotel, the St. Regis San Francisco Hotel and Residences,
Charles Square and the Charles Hotel, the Logan Airport Hilton, the Brookline
Marriott Courtyard, and the Westin Boston Waterfront. Significantly, two of
these projects, recently completed with great success by Carpenter, involved
the conversion by Carpenter of vacant, historically-important buildings into
modern full-service hotels.
Four Seasons Hotel and Residences at One Dalton, Boston, Massachusetts
Carpenter recently broke ground on the Four Seasons Hotel and Residences
at One Dalton in Boston. The Four Seasons at One Dalton is a 61-story mixeduse tower that will include a 215-key Four Seasons Hotel on its lower floors,
and approximately 185 luxury residential condominium units on its upper
floors. At more than 700-feet in height, the Four Seasons at One Dalton
will be the third tallest building in Boston, and the Citys tallest residential
building.
Carpenter is working closely with Four Seasons Hotels and Resorts on its
One Dalton Project. Four Seasons will manage the hotel and residences
at One Dalton, both of which will bear the Four Seasons name. Carpenter
plans a similar management and branding arrangement with Four Seasons
for the hotel and residences at the Four Seasons New Orleans. Carpenter
has extensive experience with Four Seasons. Dick Friedman, the President
and CEO of Carpenter, sits on the Four Seasons Board of Directors, and some
of the owners of Four Seasons are investors in other Carpenter projects,
including Carpenters One Dalton project.
The Four Seasons at One Dalton is being designed by the world-renowned
architect Harry Cobb of Pei, Cobb Freed & Partners, in conjunction with
Cambridge Seven Associates. Cambridge Seven, which has worked on
numerous other Carpenter projects, including the Liberty Hotel, Charles
Square, and the Logan Airport Hilton, will be leading Carpenters design
effort on the Four Seasons New Orleans.
Equity financing for the for the $700 million Four Seasons at One Dalton is
being provided by the developer and a group of related investors, and by
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Citi Private Bank, which has organized a number of its high net-worth clients
from around the world to provide funding. The project is also being funded
by construction loan financing from affiliates of the TCI Real Estate Partners
Limited. Citi and TCI are also interested in providing financing for the Four
Seasons New Orleans.
Carpenter was selected as the developer of the One Dalton site as part of a
competition sponsored by the Christian Science Church, which owned the
land on which the project will be located. The Christian Science Church also
owns the Christian Science Center Complex, which is immediately adjacent
to the project site and includes a spectacular 14-acre open space that is
listed on the Massachusetts Register of Historic Places and classified as a
City of Boston Landmark. The Church decided to sell the One Dalton site in
order to finance the improvement and maintenance of the Christian Science
Center Complex. In selecting a buyer for the One Dalton site, the Church
was, therefore, particularly interested in choosing a developer who would
respect the integrity and historic significance of the landmarked Christian
Science Center Complex. The sensitivity to historic resources that Carpenter
had demonstrated on its previous projects played an important part in the
Churchs selection of Carpenter as the developer of the One Dalton site.
Included at Tab 7 of this book is a letter from Robert Herlinger, the Chief
Architect and Strategist for the First Church of Christ, Scientist, discussing
Carpenters selection by the Church as the developer of the One Dalton
project.
Liberty Hotel, Boston, Massachusetts
Carpenters Liberty Hotel, completed in 2008, is strikingly similar to the
proposed Four Seasons New Orleans. Like Carpenters proposal for the Four
Seasons New Orleans, the Liberty involved the conversion into a hotel of a
vacant historic structure located on ground-leased land.
Constructed in 1851, the Charles Street Jail building sits at the foot of Beacon
Hill, one of Bostons most historic and best-preserved neighborhoods. The Jail,
which is an important example of the Boston Granite School of Architecture,
is individually listed on the National and State Registers of Historic Places,
and is landmarked by the City of Boston. In the 1970s, the Federal courts
ruled that the Jail was unfit for prisoners. Finally closed in 1990, the Jail stood
vacant for more than 10 years before Carpenter began its conversion into
what is now the four-star Liberty Hotel. In addition to the adaptive re-use
of the Jail building, the Liberty project included the construction of a new
16-story guest room wing. The Liberty has a total of 298 guest rooms and
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Development Team
suites, two restaurants, two bars, a ballroom, and meeting rooms.

The Jail building is owned by Massachusetts General Hospital, a Harvard
teaching hospital, whose extensive campus is located immediately adjacent
to the Jail. Mass General acquired the Jail when it was abandoned by the
State. When the State conveyed the Jail to Mass General, the State required
that most of the historic building be preserved. Despite years of study, Mass
General was unable to find an appropriate hospital-related use for the Jail.
Desirous of having a first-class hotel near the Hospital that could help to
serve the needs of its patients and staff, Mass General issued a Request for
Expressions of Interest from developers. Although Mass General intended to
use a two-round selection process to find a developer, the Hospital picked
Carpenter after the initial submissions based on the strength of its proposal.
Development of the Liberty required careful coordination with Mass General,
including the negotiation of the ground lease for the land on which the
project is located. Carpenter enjoyed an excellent relationship with Mass
General during the development of the Liberty, and continues to work closely
with the Hospital now that the Liberty is up-and-operating.
The Liberty project also required careful coordination with the Federal, State
and local historical regulators. Very early in the development process (in fact
even before Carpenter had finished negotiating its ground lease with the Mass
General), Carpenter entered into a Memorandum of Understanding with State
and City historic preservation agencies outlining the steps that Carpenter
would take to preserve the Jail. Reflecting the care with which Carpenter
undertook that restoration, the State Historic Preservation Officer presented
Carpenter with an award for demonstrating an outstanding commitment to
historic preservation in the Commonwealth of Massachusetts. The Liberty
had the benefit of more than $19 million in Federal and State historic tax
credits.
In addition to tax credit financing, the $115 million Liberty project included
equity financing from the developer and a group of union pension funds, and
conventional construction loan financing.
The Liberty project also required careful coordination with the City of
Boston and the various stakeholders with an interest in the site. Boston is a
challenging city in which to obtain permits and approvals for development
projects, in large part because the various stakeholders care passionately
about development and its impacts. Carpenter prides itself on its ability
to work cooperatively with governmental agencies, neighborhood groups
and other stakeholders to create projects of lasting value that win broad
endorsement from all interested parties.
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Development Team
The Liberty project has received numerous awards. The project was
presented with a Massachusetts Historical Commission Preservation Award,
a Boston Preservation Alliance Preservation Achievement Award, and a
Victorian Society of America Preservation Award. The Liberty was also a
finalist for the Urban Land Institutes Award for Excellence, and a finalist for
the Americas Lodging Investment Summits Development of the Year. The
Liberty is also on Cond Nast Traveler magazines Gold List of best hotels,
and was named a Best Business Hotel by both Travel + Leisure magazine
and Forbes magazine.
Carpenter believes that the Liberty project provides Carpenter with unique
experience that is directly applicable to the Four Seasons New Orleans. Like
the Liberty, the Four Seasons New Orleans would be located in an historic
building in a major U.S. city. Like the Liberty, the Four Seasons New Orleans
would be situated on a ground lease. In order to take full advantage of
the experience gained from the Liberty project, Carpenter has included
on its team for the Four Seasons New Orleans many of the individuals
and organizations the worked on the Liberty, including our lead architect.
Carpenter believes that this type of combined experience, which Carpenter
will also apply to other team disciplines, will give Carpenter a head start in
developing the Four Seasons New Orleans.
Included at Tab 7 of this book is a letter from William Galvin, the Secretary
of the Commonwealth of Massachusetts and the Chair of the Massachusetts
Historical Commission, testifying to Carpenters reputation as a developer,
and reporting specifically on the success of the Liberty Hotel project.
St. Regis San Francisco Hotel and Residences, San Francisco, California
Carpenter also developed the St. Regis San Francisco Hotel and Residences,
a 42-story luxury hotel and condominium project completed in 2005. The
St. Regis San Francisco Hotel, which is a sister property to Manhattans
famed St. Regis Hotel, is located on the corner of Third and Mission Streets,
adjacent to the Museum of Modern Art and across the street from the
Moscone Convention Center. The St. Regis project consists of a 550,000
square-foot, 42-story tower containing a 270 guest room, five-star hotel and
100 residential condominium units. The Museum of the African Diaspora,
the core and shell of which Carpenter constructed as part of its project, is
located in a 20,000 square-foot portion of the tower fronting on Mission
Street. The St. Regis project also includes meeting rooms, restaurants, and
a health club.
A portion of the St. Regis projects site is occupied by the historic Williams
Building, which was built in 1907. The Williams Building had been vacant
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The Charles Hotel, Cambridge, MA

Development Team
and unusable since suffering extensive structural damage in the Loma Prieta
Earthquake in 1989. Carpenter devised a plan to save the historic building and
preserve its architectural integrity, while integrating the building effectively
into the larger project. Carpenters plans for the project were reviewed
and approved by the California State Historic Preservation Officer, and
the project has won resounding praise from San Franciscos active historic
preservation community. Thus, like the Liberty, the St. Regis project involved
the successful incorporation of a vacant historically-significant building into
a luxury hotel.
Carpenter was selected by the San Francisco Redevelopment Agency
as the developer of the St. Regis project in a competition that included
among its entrants Radisson, Wyndham, Peninsula, Promus, and Tishman
International. Based on an independent review of the proposals prepared
by KPMG Peat Marwick (which recommended Carpenter), Carpenter was
designated as developer by the Redevelopment Agency. Once selected,
Carpenter continued to work closely with the Redevelopment Agency on
the St. Regis project. Carpenter also worked closely with the Museum of
the African Diaspora to effectively incorporate the museum into the balance
of the project. The more than $300 million St. Regis project was funded
entirely with equity.
The St. Regis project was selected as the Development of the Year by the
Americas Lodging Investment Summit.
Included at Tab 7 of this book is a letter from Willie Brown, the former Mayor
of San Francisco, reporting on Carpenters sensitive restoration of the historic
Williams Building and the creation of the Museum of the African Diaspora.
Charles Square and the Charles Hotel, Cambridge, Massachusetts
Carpenter is also the developer and an owner of the 800,000 square foot
Charles Square project that was completed in the 1980s. Charles Square is
located immediately adjacent to Harvard University, between the Charles
River and Harvard Square in Cambridge. Charles Square includes the Charles
Hotel, an independent first-class, full-service hotel. In addition to its 293
guest rooms, the Charles contains 18,000 square feet of meeting space, two
award-winning restaurants, a jazz club, and a bar. Rialto Restaurant at the
Charles was named one of the top 25 restaurants in the world by Travel +
Leisure magazine. In addition to the Charles Hotel, the Charles Square project
includes 86 residential condominium units, 110,000 square feet of office
space, a retail component, and a below-grade 700-space parking garage.
Charles Square is situated on a four-acre site that at one time was proposed
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Logan Hilton Hotel, Boston, MA

Development Team
as the location for the John F. Kennedy Presidential Library. Concerned about
the traffic that the Presidential Library might generate, the local community
objected to the development, and the library proposal was withdrawn. The
Massachusetts Bay Transportation Authority, which owned the site, then
issued a Request for Proposals for the development of what by that time had
become a highly controversial location. Carpenter was selected as developer
after proposing a sensitive design that provided for the site to be developed
for a mix of uses compatible with the existing Harvard Square environment.
The Charles Hotel has been enormously successful, and has consistently
out-performed its competitors in the marketplace. In designing and building
Charles Square, Carpenter worked carefully with the City of Cambridge,
Harvard University and the local community. The project has been an
enormous success in large part because of Carpenters willingness to
creatively respond to the desires of the City, the University and their various
constituencies. Charles Square is a model of successful public, private, and
institutional cooperation.
The initial cost of the Charles project, which exceeded $100 million, was
funded by the developer, through an equity syndication, and through
construction loan financing.
Logan Airport Hilton, Boston, Massachusetts
Carpenter is also the developer of the Logan Airport Hilton in Boston that
opened in 2000. The Logan Hilton contains 600 guest rooms, a ballroom and
banquet facilities, first-class meeting space, restaurants, a health club, and
an airline ticket counter. The Logan Hilton is located near the center of the
airport on a highly visible and important site owned by the Massachusetts
Port Authority. Like many urban locations, the site of the Logan Hilton
presented numerous physical, legal, and design constraints. Carpenter
worked diligently and effectively with Massport and the project architect
to produce an attractive design that functions effectively within the many
limitations imposed by the site. As the first step toward developing the Logan
Hilton, Carpenter negotiated a ground lease with Massport for the hotel
site. Carpenter has worked on a number of projects involving ground-leased
parcels, and, in particular, has extensive experience with ground leases for
projects located on publicly-owned or institutionally-owned land.
The $100 million cost of the Logan Hilton was funded by Hilton.
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Brookline Marriott Courtyard Brookline, MA

Development Team
Brookline Courtyard Marriott, Brookline, Massachusetts

Carpenter & Company is the developer of the 189 guest room Courtyard
Marriott in Brookline that was completed in 2003. In addition to guest
rooms, the Brookline project includes 150 below-grade parking spaces, a
caf, meeting rooms, an exercise room, and a lap pool. The initial $30 million
cost of the Brookline project was provided through developer equity, equity
from institutional investors, and construction loan financing.
Carpenter was selected by the Town of Brookline to develop the Brookline
hotel on the site of a former municipal parking lot. Carpenters plan for the
site preserved public parking uses and provided for an 8-story building that
is carefully designed to be compatible with the existing uses and structures
in the area. The hotel provides infill on a challenging urban site in a densely
developed area. The Brookline Town Meeting overwhelmingly approved
Carpenters plans for the hotel before construction, and the project has won
unanimous praise from the community since its completion.
Westin Boston Waterfront, Boston, Massachusetts
Carpenter is also the co-developer of the 793 guest room Westin Boston
Waterfront located next to the new Boston Convention and Exhibition Center
in South Boston. The Westin Boston Waterfront, which opened in 2006,
contains 32,000 square feet of meeting space, including a 15,000 square foot
ballroom. After a long and thorough evaluation process, the Massachusetts
Convention Center Authority selected Carpenter to develop the Westin
Boston Waterfront, and Carpenters partner, Starwood Hotels & Resorts
Worldwide, to operate the hotel. Other teams involved in the competition
included Boston Properties with its partner Marriott Hotels, and New England
Development with its partner Hilton Hotels. The evaluation of the competing
proposals was conducted by the Authoritys Board (which includes a number
of real estate and other private-sector professionals), in consultation with
the Authoritys hotel consultant and legal counsel. Funding of the more than
$200 million initial cost of the Westin Boston Waterfront was arranged by
Starwood Hotels & Resorts Worldwide.
The Westin Boston Waterfront is located on a parcel of land leased from
the Authority pursuant to a participating ground lease. Carpenter, which
helped to negotiate the ground lease, takes great pride in its ability to work
effectively with public agencies on complicated projects such as the Westin
Boston Waterfront.
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Conductors Building, Cambridge, MA

Development Team
Examples of Other Carpenter Projects

Carpenter is currently restoring and re-purposing the historic Conductors
Building in Cambridge, Massachusetts, directly across the street from
Carpenters Charles Hotel. The Conductors Building, which is only about
17 feet in width, formerly served as a dispatch center for trolley cars, and
has been abandoned for decades. Carpenter is restoring the building for
use as a restaurant. Included at Tab 7 of this booklet is a letter from Charles
Sullivan, the Executive Director of the Cambridge Historical Commission,
regarding the exemplary record of Carpenters principal, Richard Friedman,
as a developer of historic buildings.
In 1971, Carpenter was engaged to coordinate the development of the Hyatt
Regency Cambridge, which occupies a prominent location on the Charles
River in Cambridge. The Cambridge Hyatt, which is adjacent to the campus
of the Massachusetts Institute of Technology, was completed in 1976 and
contains more than 460 guest rooms, three ballrooms, meeting rooms, two
restaurants and a parking garage. Continuing its relationship with Hyatt,
Carpenter developed (and continues to have an ownership interest in) the
Hyatt Regency Hotel in Princeton, New Jersey, which was completed in 1983.
The Princeton Hyatt includes over 340 guest rooms, a ballroom, meeting
rooms and a restaurant.
ii. Woodward Interests and Woodward Design+Builders
The Giani Building, New Orleans, LA
Woodward has leveraged its many capabilities on a current development
project at the corner of Canal and Camp Street in New Orleans. Working to
bring a historic building back into commerce, Woodward Interests is acting
as the clients development manager, navigating all phases of the process
from concept to financing to permitting and historic architectural review.
By handling all aspects of development on behalf of the owner, Woodward
Interests is bringing life back to a three building 67,000 square foot complex
that has stood mostly vacant and in disrepair on a prime corner of downtown
New Orleans.
Managing this exciting project from initial conception through completion,
Woodward Design+Build is also playing a lead role in the project as the designbuilder. Woodward Design Group carefully studied the original designs of the
historic Morris building at 600 Canal Street, built in 1889, to restore historic
architectural elements and preserve the buildings original faade. Inside,
architects with Woodward Design Group designed a multifamily residential
building, with seamless tie-ins between 600 Canal Street, 604 Canal Street,
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Contractor: Woodward Design+Build
Development Team
and 113-117 Camp Street to create a single, 43-unit apartment complex on the
corner of Canal and Camp Streets.
Rising to the challenges of historic renovation, Woodward Design+Build has
carefully managed the construction process, updating the building for modern
apartment living while preserving and refurbishing many original elements. A
rooftop deck, cabana and pool have been added to the 600 Canal building and
a second floor rooftop greenspace will offer a courtyard amenity to apartment
residents.
When it opens in March 2015, the development will be named The Giani
Building, and will offer downtown living in 43 market rate units with a mixture
of 1- and 2-bedroom floor plans ranging from 700 to 1,200 square feet in size.
The ground floor retail space will be renovated and expanded to approximately
16,000 square feet. The completed development and construction of The Giani
Building will restore a historic architectural asset to New Orleans, create space
for residential and commercial activity, and help catalyze further development
downtown along the Canal Street corridor.
Standing at 23-stories and adorned by an iconic cupola, Hibernia Tower has
been a landmark building in New Orleans since it first opened in 1921. When
Hibernia National Banks regional banking headquarters were consolidated to
another property after its acquisition by Capital One in 2005, the development
team of HRI Properties and Woodward Interests teamed up to bring the 284,000
square foot building back to full use. Acting as a co-developer, Woodward
Interests worked to convert the former bank office building into a new mixeduse development for downtown New Orleans. With great sensitivity to the
significance of New Orleans first modern skyscraper, the development team
sought to modernize the building for its new use while preserving its original
character.
In addition to Woodward Interests role as co-developer, Woodward
Design+Build acted as the design-builder, working with HCI Architecture to
restore the landmark building to its former glory. The ground floor retail
bank was renovated and maintained as a Capital One retail bank branch, as
was the ornate first floor lobby. The second and third floors were built-out
to house office space for the new headquarters of HRI Properties. Modern
interior office layouts were combined with historic interior elements that were
carefully repaired and painstakingly preserved, and intricate millwork was
fabricated for HRIs executive offices. The original wood-paneled board room
was kept intact and unaltered from its original design, with its original table,
chairs, and mirrors.
The upper floors of the building were adapted to house 175 one- and
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Developer: Woodward Interests LLC
Marriott Convention Center Hotel, New Orleans, LA

Architect: Trapolin Architects
Development Team
two-bedroom residential units, featuring modern amenities, granite

countertops, natural lighting, and open floor plans. The air system for the building
allows for superior air quality throughout by providing 100% pre-conditioned
outside air, direct ducted into each residential unit. This provides superior
indoor air quality and an extremely healthy indoor environment for all of the
tenants. Many of the original wood doors, along with hardware, were salvaged
from the building and used in the residential units. New amenities were also
added to the building, including a 15th floor rooftop deck and pool.
Throughout the entire 23-story tower, existing historic windows were
preserved and retrofitted with sealant and weather-stripping for improved
energy efficiency. Large arched windows in the lower floors were fitted with
energy efficient film to lower the solar heat gain through large glass areas,
while preserving important elements of the buildings historic design.
The new Hibernia Tower offers a mix of uses for downtown New Orleans,
with residences, offices, and retail banking all within one iconic building.
Through the efforts of Woodward Interests, HRI Properties, and Woodward
Design+Build, Hibernia Tower has become a new center for living and working
in the heart of the Central Business District.
Marriott Convention Center Hotel, New Orleans, LA
As a co-developer for the entity High Cotton Ventures, LLC, Woodward Interests
developed a new Marriott Hotel located just across from the convention center
in New Orleans. In addition to the hotels development, Woodward played
an integral part in the design and construction of the project. Woodward
Design+Build formed a joint venture with Trapolin Architects for design
services, using Woodward Design Group, and managed the construction of the
project as well. The completed 333-room, full-service Marriott Hotel features
a restaurant, 20,000 square feet of meeting space and ballrooms, and a health
and fitness center, all within a building package consistent with the historic
needs of the warehouse district.
A major, unique feature of the project was the complete restoration of the
1850s historic cotton warehouse. Located in a dense and historic urban setting,
space for parking was critical and architectural elements could not be sacrificed.
Woodward, along with its team of in-house design professionals and Trapolin
architects, created a plan to save the historic facade of the cotton warehouse
while creating a subterranean parking garage structure only 1,000 feet from
the Mississippi River. This challenging endeavor required the use of 1,200 linear
feet of sheet pile and more than 4,000 yards of concrete in the basement to
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Ames Hotel, Boston, MA

Development Team
create a structure heavy enough to withstand the considerable forces imposed

by the water table and adjacent Mississippi River. More than 1,000 wood and
pre-cast piles were driven at the site and closely monitored to prevent damage
to any adjacent structures.
The building structure consists of 15 elevated post-tension concrete decks.
Tolerances were critical for this project, as the underside of each deck acts
as the ceiling for each hotel guest room. The exterior of the building is a
glass fiber reinforced concrete cladding system. Most of the exterior cladding
components were fabricated many months prior to their erection, with
concrete elevated slabs used for their connection. The Marriott Convention
Center Hotel also features an upscale restaurant and bar designed to look like
a classic New Orleans establishment, with extensive millwork executed by
Woodward Millwork Group.
The project required that the entire hotel be constructed in only a 20-month
time frame, a challenge that Woodward welcomed and met with innovative
and efficient solutions through development, design, and construction.
iii. Cambridge Seven Associates
The Ames Hotel, Boston, MA
The historic Ames Building, designed by Bostons Shepley, Rutan and
Coolidge and built in 1889, is the second tallest bearing wall building in the
United States. Built of Milford Granite and Ohio Sandstone and inspired by
both Romanesque and Byzantine architectural styles, the Ames incorporates
the classic proportions of base, middle and top in unusual proportions. Its
masonry faade consists of beautiful blue slate and red sandstone details as
well as a rich composition of decorative carvings.
Primarily used as an office building, the Ames originally housed the Old
Colony Trust Company, and over the years several other banks located their
headquarters in this facility. The Ames underwent a complete interior
renovation to convert the former office building into one of Bostons
newest and most beautiful boutique hotels. Normandy Real Estate Partners
commissioned Cambridge Seven to perform the historic restoration of the
entire building. Rockwell Group designed the projects interior public spaces,
and Morgans Hotel Group operates the Hotel.
The hotel features 115 guest rooms, a restaurant, bar/lounge and a new
lobby. Historic elements of the building, including the lobbys tile vaulted
ceiling, the interior stairway and the building exterior, have been fully
restored to their original splendor.
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Ring of Fire Aquarium, Osaka, Japan
Development Team
Ring of Fire Aquarium, Osaka , Japan

The Osaka Aquarium is located at the edge of Osakas Harbor, in combination
with a festival marketplace, also designed by Cambridge Seven Associates.
The exhibit content of the aquarium presents the vast Pacific using the
powerful organizing metaphor of the Ring of Fire a linear zone of volcanic
and tectonic activity outlining the Pacific Basin, corresponding to rich
habitats and communities of animals.
Visitors to the aquarium follow a clockwise and downward spiral, through
habitats from different climatic zones along the Ring of Fire: Japan, Alaskas
Aleutian Islands, Californias coast, Ecuador and the coast of Chile, Antarctica,
New Zealand, and Australia.
As visitors descend through the 286,000 square foot, 2.9 million gallon
aquarium, they view each exhibit from levels above the waters surface and
below where the walkway becomes a tunnel through water held back by
clear acrylic walls. The core of the aquarium, around which visitors move, is
a vast tank hosting a variety of species of fish of the mid-Pacific.
The biogeographical plan of the building, with the Aleutians to the north and
Antarctica to the south, allows the building concept to be clearly understood
by its visitors. Blue exterior walls and red glass roof forms, crowned by glass
skylights, further express the Ring of Fire.
iv. Trapolin-Peer Architects
Southern Hotel, Covington, Louisiana
The Southern Hotel opened as the premier Northshore destination in 1907
and served as a retreat for many wealthy New Orleanians looking to escape
the summer heat. The hotel was a centerpiece for downtown Covington until
it was sold in the 1960s. At that time, in an attempt to modernize the building
for a new discount store, most of the original ground floor was altered
and the original openings were replaced with metal storefront openings.
When the building was purchased in 1983 by the St. Tammany Parish, any
remaining historical interior elements were replaced by municipal offices,
judges chambers, and a courtroom.
After sitting vacant for a few years, the current owners purchased the building
in 2011, and began the restoration process. The interior of the building was
completely gutted in order to stabilize the existing building and expose any
historic elements that remained. A number of the original floor joists and
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The Saint Hotel, New Orleans, LA
Architect: Trapolin-Peer
Development Team
wood beams had to be replaced during the leveling of the entire second
floor system. Load bearing corridor walls were restored to their original
locations for the new first and second floor guest rooms. While the exterior
of the building was carefully restored to its original 1907 design, a modern
approach was taken with the interior of the building with references to the
original mission style architecture. One of the few remaining original interior
elements, the central fireplace place, was restored as the heart of the Hotels
lobby. Public spaces were added to service the needs of a modern hotel.
The shells of previous additions were converted into a new sunroom and
new prefunction space to connect the original building to the fully renovated
central courtyard.
The Saint Hotel, New Orleans, Louisiana
The Saint Hotel is a culmination of the Audubon Buildings exterior faade
rehabilitation and the adaptation of its interior into a 168-room boutique
hotel. Constructed in 1912, this 8-story Beaux Arts style building last
served as a mixed-use retail and office building. The project scope consists
of an extensive revitalization of the exterior faade in accordance with the
Secretary of the Interiors Standards for Rehabilitation in order to utilize
Historic Tax Credits. Replicating from historic photographs, the original
Canal Street ground floor faade and portions of the burgundy faade were
reconstructed after having been severely altered by previous owners in an
attempt to modernize the building. Additionally, all of the existing exterior
windows had to be replaced with new openings that not only met the current
building codes but also met the Standards for Rehabilitation.
The once vacant interior shell was developed into a new 168-room boutique
hotel, which is now part of the Marriott Autograph Collection. While the
sleek guestrooms and eclectic lobby are modern in their design, there are
still references of the historic aspects of the building. The original brick
walls have been left exposed in the guestrooms, creating a nice contrast to
the all-white walls and furniture. Oversize murals of historical photographs
accent the 20 foot high wall of the ground floor lobby.
Lafayette Hotel, New Orleans, Louisiana
The Lafayette Hotel was originally constructed in 1916 and was among the
first poured-in-place concrete structures in New Orleans. Part of the design
struggle was determining the structures original features and recreating the
lobby, entrance door, and canopy. The interior of the hotel was demolished
and replaced with 44 guest rooms, a restaurant/bar, commercial kitchen
and a mezzanine with supporting spaces. The renovation also required new
mechanical and electrical systems, elevators, and life safety systems, as well
as ADA upgrades.
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North Boulevard Town Square, Baton Rouge, LA
Landscape Architect: Dana Brown & Associates
Development Team
St. James Hotel, New Orleans, Louisiana

The St. James Hotel program called for the 18th and 19th century building
complex to be completely gutted and restored to its previous condition. The
task consisted of creating 86 guest rooms while incorporating the original
structural components of the four-story masonry, hip-roofed complex.
Former attic spaces were also converted into guest rooms, showcasing the
buildings historical structure that was previously covered up
v. Dana Brown & Associates: Landscape Architect
Dillard University Campus Landscape Master Plan, New Orleans, LA
A campus-wide Landscape Master Plan is being designed to link and integrate
elements of the campus. With vehicles permitted only on a permitted loop road
and an emphasis on bicycle transportation, new tree-shaded pathways for pedestrians and bicycles, plaza areas, and bike parking are being designed. The
Dillard University campus plan includes an existing prominent north-south corridor, known as the Avenue of the Oaks. With major new university buildings
being developed on the east side of the campus, a new East-West pedestrian
corridor is being designed as a Legacy Walk that commemorates outstanding
African-Americans in our history. The concept draws from Dillards heritage, including historically significant moments and people that helped shape the Dillard University that exists today. All new campus buildings and site improvements are seeking LEED Silver certification.
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d.Team Member Personnel

i. Carpenter & Company
Richard L. Friedman, President and Chief Executive Officer, Carpenter &
Company. Mr. Friedman began developing hotels and mixed-use projects
in the early 1970s. As President of Carpenter, he developed numerous
hotels including the Liberty Hotel in Boston, the St. Regis San Francisco,
the Charles Hotel in Cambridge, Massachusetts, the Brookline Marriott
Courtyard in Brookline, Massachusetts, and Hyatt hotels in Cambridge,
Massachusetts and Princeton, New Jersey. Mr. Friedman is currently
heading Carpenters development of the Four Seasons Hotel and Residences
at One Dalton in Boston. Mr. Friedman has also developed numerous other
projects, including office buildings and shopping centers. Mr. Friedman was
the founder of the Interagency Security Task Force for Washington, which
works with the U.S. Secret Service, Department of Homeland Security and
others to improve security in Washington while preserving democratic and
urban values. Mr. Friedman is the former Chairman of the National Capital
Planning Commission, the Federal governments urban planning agency in
charge of all master planning, monuments, and parklands in the Metro D.C.
area. President Barack Obama appointed Mr. Friedman to the Presidents
Export Council, where he serves as co-Chairperson of a committee that
deals with tourism and visa matters. Mr. Friedman serves, or has served, on
numerous boards of directors including Four Seasons Hotels and Resorts, the
Steppingstone Foundation, which assists low income students in reaching
higher education goals, and the John F. Kennedy Library Foundation. Mr.
Friedman received a B.A. degree from Dartmouth College in 1963.
Peter Diana, Vice President and General Counsel, Carpenter & Company. Mr.
Diana joined Carpenter in 1992. While at Carpenter, Mr. Diana has worked
on a number of hotel projects, including the Four Seasons at One Dalton, the
Liberty Hotel, the St. Regis San Francisco, and the Westin Boston Waterfront.
Before joining Carpenter, Mr. Diana was a Junior Partner at the Boston law firm
of Hale and Dorr where he worked on a number of large mixed-use projects.
Mr. Diana also served as an adjunct professor at Cornell Law School, where
he taught a course in real estate development and finance for three years,
and as a lecturer at the MIT Center for Real Estate where he taught a course
on real estate law. Before becoming a lawyer, Mr. Diana worked as a regional
planner at the Philadelphia-based architecture and planning firm of Wallace,
Roberts and Todd. Mr. Diana received a B.A. from Middlebury College, a
Master of Regional Planning degree from the University of Pennsylvania, and
a J.D. from Cornell Law School.
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The Charles Hotel, Cambridge, MA

Development Team
Darren D. Messina, Vice President Design and Construction, Carpenter &

Company. Mr. Messina joined Carpenter in 1987. While at Carpenter, Mr.
Messina has served as project manager for the construction of the Four
Seasons at One Dalton, the Liberty Hotel, the St. Regis San Francisco, the
Brookline Marriott Courtyard, and the Logan Airport Hilton, and worked on
design and construction issues relating to the Westin Boston Waterfront. Mr.
Messina also served as project manager on a number of Carpenters retail
projects. Mr. Messina received a B.A. degree in marketing and management
from Boston University in 1987.
Phillip C. Vitali, Vice President and Chief Financial Officer, Carpenter &
Company. Mr. Vitali joined Carpenter in 2001. While at Carpenter, Mr. Vitali has
been responsible for the financing and refinancing of a number of Carpenters
projects, including the Liberty Hotel, and Charles Square and the Charles
Hotel. Prior to joining Carpenter, Mr. Vitali was Executive Vice President and
Chief Financial Officer of MGI Properties, a New York Stock Exchange-listed
real estate investment trust. At MGI, Mr. Vitali had responsibility for financial
and treasury management, property management, information technology,
human resources and investor relations. During his 20 years at MGI, Mr.
Vitali was extensively involved in complex debt and equity financings, as
well as numerous property acquisitions and dispositions. Mr. Vitali received
a M.B.A. degree from Yale University, a M.A. degree from the University of
Chicago, and a B.A. degree from Boston College.
Joe Norris, Vice President, Carpenter & Company. Mr. Norris joined Carpenter
in 2012 with the primary responsibilities of sourcing, evaluating and executing
new development opportunities for the firm. Prior to joining Carpenter, Mr.
Norris was a Vice President at Boston Global Investors, a leading real estate
development firm based in Boston. In this role he was responsible for sourcing
and executing new investments and asset managing existing development
projects. Mr. Norris served in a similar capacity for Gale International, and
previously was a Senior Associate of Investing and Investment Management for
Morgan Stanley Real Estate. Earlier in his career, Mr. Norris held investment
management and analyst roles for Monday Properties and General Investment
and Development. Mr. Norris received a B.S. degree from Cornell University and
was a member of the varsity football team.
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Development Team
ii. Woodward Interests and Woodward Design+Build

Paul H. Flower, P.E., Partner, Woodward Interests and President and CEO,
Woodward Design+Build. Mr. Woodward is a partner in Woodward Interests,
a real estate development firm that has completed numerous hotel,
multifamily residential, and other projects throughout the New Orleans
region. Mr. Flower also serves as the President and CEO of Woodward
Design+Build. Under his leadership, Woodward Design+Build has grown
to become one of the largest design and construction organizations in the
Gulf Coast Region with annual revenues in excess of $200,000,000. Mr.
Flower has a deep civic commitment to New Orleans, as a native son and
prominent business owner. His community and civic activities include: Past
President, Deans Advisory Board for Tulane University School of Science and
Engineering; Tulane University Presidents Council; Georgia Tech Civil and
Environmental Engineering School Advisory Board; Chairman of the Board,
Business Council of New Orleans and the River Region; Iberia Bank Advisory
Board; and Past President, Associated Builders and Contractors. His former
civic activities also include: former Board Member, Trinity Episcopal School;
New Orleans Mayor Mitch Landrieus Sustainable Energy and Environmental
Task Force; Recovery School District Oversight Committee and Master Plan
Oversight Committee; former Corporate Chair, Pro Bono Project Justice for
All Ball; former Group Chairman for Construction and Industry, United Way;
and former Corporate Recruitment Chairman, Juvenile Diabetes Research
Foundation Walk for a Cure. Mr. Flower and his wife Donna have established
the Paul H. and Donna D. Flower Endowed Scholarship Program at Dillard
University, which awards a scholarship annually. In addition, they have
established the Paul H. and Donna D. Flower Early Career Professorship, an
endowed fund to support a professorship at the Tulane University School
of Science and Engineering, and helped endow the Donna and Paul Flower
Hall for Research and Innovation. Mr. Flower received a Bachelors Degree
in Civil Engineering from the Georgia Institute of Technology. He received a
Masters Degree in Engineering from Tulane University.
William D. Hoffman, Senior Vice President Corporate Planning &
Development, Woodward Design+Build. Mr. Hoffman joined Woodward
Design+Build in 2009. His responsibilities include business development,
corporate and strategic planning, business analysis, estimating and project
development. Over the past five years, Mr. Hoffman has served as the lead
developer on several projects including The Giani Building and Southern
Food and Beverage Museum. He has also served as the pre-construction
lead on projects such as the renovation of the historic Ambassador Hotel
and the new corporate offices of International Shipholdings Corp. He has
significant experience working with various types of tax credit programs,
including historic tax credits. Prior to his present role, Mr. Hoffman was
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Development Team
the Chief Financial Officer of Bayou Bend Petroleum Ltd., a $150 million oil
and gas exploration company from 2007 to 2009. Mr. Hoffman was also the
Vice President and Chief Financial Officer at C.F. Bean LLC from 1993-2007.
Prior to that, Mr. Hoffman was President, Bean Excavation, LLC and Partner,
KPMG. Mr. Hoffmans community and civic activities include: Board Member
and President, New Orleans City Park Improvement Association; Board
Member and President-elect, GNO, Inc.; Former Commissioner and Finance
Chair, Non-Flood Asset Management Protection Authority; former Chairman
of the Board, Academy of Sacred Heart; former Chairman of the Board, Multi
Service Center for the Homeless; former Board Member, K-Bar-B Ranch;
former President, Kiwanis Club of New Orleans; and former Troop Leader for
Boy Scouts of America Venture Crew 48. Mr. Hoffman received a Bachelor of
Science in Accounting from the University of West Florida in 1975, where he
graduated Magna Cum Laude.
iii. Woodward Group of Equity Investors
In addition to Paul Flower, the Woodward group of equity investors in the
Four Seasons New Orleans will include the following individuals:
Henry Coaxum, Founder, Coaxum Enterprises. Mr. Coaxum is the founder of
Coaxum Enterprises, Inc., which he established in 2002 as the management
arm for his then three McDonalds Franchises. Headquartered in New Orleans
since its founding, Coaxum Enterprises has since grown in both scope and
depth, managing seven McDonalds restaurant locations throughout the
City of New Orleans. Through the firms work in franchise operations, it
has developed and expanded extensive meeting and training capabilities
that serve not only its McDonalds franchise operations, but community
organizations as well. Mr. Coaxum is also very active in the New Orleans
community, serving on public boards and city agencies and sponsoring and
hosting charity events. Coaxum Enterprises leads by example and instills in
its employees the importance of community service, setting the example of
a business that gives back financially and through leadership, insight, and
resources. Coaxum Enterprises supports, among other causes, the Ronald
McDonald House, United Way of Southeast Louisiana, and the United Negro
College Fund. Mr. Coaxum also contributes greatly as a community member
in New Orleans East, investing in an office and resource center in Eastern
New Orleans and sponsoring New Orleans East Walk-A-Thons to promote
heart health.
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Qualifications and Performance History
Lee Jackson, President and CEO, Jackson Offshore Operators.

Mr. Jackson is the President, CEO and majority owner of Jackson Offshore
Operators. Mr. Jackson has over 22 years of experience in the maritime industry
and is a holder an unlimited Gross Tonnage License from the United States Coast
Guard. He was recently appointed by the Governor of Louisiana to oversee
the regulatory compliance of Pilots along the Mississippi River. Mr. Jackson is
a graduate of the Maritime Institute of Technology, New York Maritime and
Kellogg Business Schools Advanced Management Program.
Sherry Marcus Leventhal. Ms. Leventhal was born in New Orleans and graduated
from Isidore Newman School in 1970. She received her BA from Northwestern
University and her JD from Tulane Law School, where she was a member of the
Tulane Law Review and Order of the Coif. She worked as a commercial and
industrial real estate attorney at the firm of Lemle & Kelleher in New Orleans for
20 years from 1977 to 1997. She currently serves as a Vice Chair of the Board
of Administrators of Tulane University and is the Chair of its Academic Affairs
Committee. She also is a member of the Deans Advisory Board of Tulane Law
School.
Robert W. Merrick, Chairman of the Board and CEO, Latter & Blum, Inc.
Mr. Merrick oversees the oldest and largest commercial and residential real estate operation in the Gulf South. Latter & Blum Inc./Realtors and affiliates CJ
Brown Realtors/Inc., and Noles-Frye Realty, have 20 offices in areas that include
greater New Orleans, greater Baton Rouge Alexandria and four franchises, three
of which are in coastal Mississippi. As the largest third-party property manager
in the area, Latter & Blum Property Management, Inc. maintains over 11 million
square feet statewide to include commercial, industrial, multifamily communities, and single family dwellings. As an active real estate investor, Mr. Merrick
has been one of the leading developers of industrial real estate in the area. Not
only has Mr. Merrick held active roles in business affairs, he has also held positions on the boards of numerous charitable and civic organizations. The American Red Cross honored Mr. Merrick as the 2005 Humanitarian of the Year. His
company is a leading financial contributor to worthy causes in the communities
served by Latter & Blum.
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Development Team
Earl Robinson, President, PowerMoves.NOLA and Partner, RLMcCall Capital.

Earl Robinson is the President of PowerMoves.NOLA, a New Orleans-based
national initiative lauched by the New Orleans Startup Fund and designed to
increase the number of venture-backed, minority-led businesses by leveraging
the entrepreneurial ecosystem, resources, and culture of New Orleans. In
addition to his position at PowerMoves.NOLA, Mr. Robinson is an advisory
board member and partner at RLMcCall Capital, a private equity firm focused
on investments in the media, technology, oil & natural gas and general industrial
sectors. He is also a board member of Cardinal Points Holdings, an equity sponsor
of ClearCompass Digital Group, a digital media operating company based out of
Encino, California. Mr. Robinson received his BA in Economics from Wesleyan
University and his MBA in Finance from Columbia Business School. Mr. Robinson
attended Columbia as a Robert Toigo Foundation Fellow.
iv. Global Parking Systems
Ronald Burns, Sr., Founder, BMG Enterprises. Mr. Burns is the founder of BMG
Enterprises, a diverse corporation consisting of Quick Courier Services, Burns
Management Group, and Global Parking Systems. Quick Courier Services,
founded by Mr. Burns in 1984, has evolved into one of the leading time-sensitive
delivery services in the South. In 1992, Mr. Burns founded Burns Management
Group, a consulting firm with emphasis on business development, corporate,
and governmental relationships. In 1993, Mr. Burns also launched Global Parking
Systems, a parking management company. In partnership with Central Parking
Systems, Mr. Burns company has formed New South Parking Partnership, an
entity that has won and managed major parking contracts at Louis Armstrong
International Airport, Houstons William Hobby and George Bush International
Airports, Los Angeles International Airport, and San Francisco International
Airport. Mr. Burns is not only a successful business leader in New Orleans, but
a highly active community member with his deep commitment to enhancing
his community. Mr. Burns is affiliated with organizations that work on behalf
of children, such as the New Orleans Recreation Department, Big Brothers of
New Orleans, and the Sabriyas Castle of Fun Foundation, which donates mobile
audio-visual entertainment units to children in hospitals suffering from terminal
illnesses. He is also involved in professional and civic organizations, including
the Board of Directors for Liberty Bank & Trust Company and the Sugar Bowl
Association, where he has previously served as both President and Chairman.
He was selected by Mayor Mitch Landrieu to serve on the New Orleans Hospital
Service District Board and serves his alma mater as the Audit Committee
Chairman for Dillard Universitys Board of Trustees. Mr. Burns graduated Cum
Laude with a B.S. in Accounting from Dillard University of New Orleans and
completed the Minority Business Executive Program at Dartmouth Colleges
Tuck School of Business.
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New Orleans
Museum of Discovery and Science, Fort Lauderdale, FL
Development Team
v. Cambridge Seven Associates

Gary Johnson, AIA, Principal, Cambridge Seven Associates. Mr. Johnson joined
Cambridge Seven Associates in 1977 and has been a principal of the firm since
1987. Mr. Johnson applies his versatility as an architect and urban designer to
a wide range of projects at Cambridge Seven. With a Masters from Harvards
Graduate School of Design, and undergraduate degrees from the Rhode Island
School of Design and Wentworth Institute of Technology, Mr. Johnsons interest in
urban design is utilized on projects in the United States and abroad. With clients
ranging from developers, hospitality corporations, colleges, private schools,
city planners and airport authorities, Mr. Johnson has a particular strength in
helping his clients communicate their goals to the agencies, residents, donors
and others concerned with the evolution of their projects. In recent years, he
has helped propel Cambridge Seven to the forefront of hotel design, working
with such operators as Hilton, Sheraton, Marriott, Starwood, and Radisson, as
well as independent hotels of distinction. His projects include Charles Square
in Cambridge, MA, the Houston Design Center, TBI River Villa luxury housing
in Bangkok, Thailand, and the Logan Airport Hilton at Bostons Logan Airport.
Mr. Johnsons recent projects include the redevelopment of the historic Charles
Street Jail in Boston into a new four-star luxury hotel known as the Liberty; a
Community Center for the City of Cambridge, the Boston Museum Project, and
Carpenters Four Seasons Hotel and Residences at One Dalton in Boston. Mr.
Johnsons projects have been the recipient of numerous design awards and
his work has been widely published. He has also been active in architectural
education and has taught, lectured and served as a design critic at Harvard
University, Wentworth Institute, Pratt Institute and Rhode Island School of
Design.
vi. Trapolin-Peer Architects
Peter M. Trapolin, AIA, Partner, Trapolin-Peer Architects. Mr. Trapolin
founded Trapolin Architects in 1981 and is the Principal-in-Charge of project
management and design for all firm projects. Mr. Trapolin combines over
30 years of experience designing innovative new buildings in and around
New Orleans with his renowned expertise in renovation and restoration. Mr.
Trapolin believes that new designs should reflect the context of the designated
location and be environmentally sensitive. Mr. Trapolin received a Master of
architecture degree from Tulane University School of Architecture.
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vii. Cultural Attraction Consultants

Henry Louis Gates, Jr., University Professor and Director of African and
African American Research, Harvard University. In addition to his position
as a distinguished teacher and researcher at Harvard University, Professor
Gates, is also an Emmy Award-winning filmmaker, literary scholar, and
journalist. Professor Gates has authored seventeen books and created
fourteen documentary films, including Wonders of the African World, African
American Lives, Black in Latin America, and Finding Your Roots, now in its
second season on PBS. His six-part PBS documentary series, The African
Americans: Many Rivers to Cross (2013), earned the News and Documentary
Emmy Award for Outstanding Historical Program. In 2012, The Henry Louis
Gates, Jr. Reader, a collection on his writings, was published. Professor Gatess
latest book is Finding Your Roots: The Official Companion to the PBS Series,
released by the University of North Carolina Press in 2014. The recipient
of fifty-three honorary degrees and numerous prizes, Professor Gates was
a member of the first class awarded genius grants by the MacArthur
Foundation in 1981, and in 1998, he became the first African American
scholar to be awarded the National Humanities Medal. He was named to the
Time 25 Most Influential Americans list in 1997, to the Ebony Power 150 list
in 2009, and to Ebonys Power 100 list in 2010 and 2012.
Lawrence N. Powell, emeritus holder of the James H. Clark Endowed Chair
in American Civilization, Tulane University. Professor Powell taught history
at Tulane University from 1978 until his retirement in June 2012. From
2000 to 2005, he was the Director of the Tulane/Xavier National Center for
the Urban Community. From 2010 to 2012, he directed the New Orleans
Center for the Gulf South at Tulane. His most recent book is The Accidental
City: Improvising New Orleans (Harvard, 2012). Other publications include
Troubled Memory: Anne Levy, the Holocaust, and David Dukes Louisiana
(UNC, 2000), New Masters: Northern Planters During the Civil War and
Reconstruction (Yale, 1980; Fordham, 1999), and George Washington Cables
New Orleans (LSU Press, 2008). Several of his books have won prizes. He has
also edited several volumes, and contributed introductions to still others. A
former Guggenheim Fellow, in 2008 he was elected as a Fellow in the Society
of American Historians in recognition of literary distinction in the writing of
history. In 1999 he was named Louisiana Humanist of the Year.
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Development Team
viii. Dana Brown & Associates

Dana Nunez Brown, Principal, Dana Brown & Associates. During her 35
years of experience as a landscape architect and planner, Ms. Brown has
worked for firms in New Orleans, Baton Rouge, Boston, and Orange County,
California, primarily as a private consultant for two of the largest design
firms in the U.S. A native of New Orleans, Ms. Brown worked for these two
firms for over 15 years before returning to Louisiana. She gained extensive
experience as a project manager for large, multi-disciplinary projects and
is known for her client service, adherence to budget and schedule, and for
the quality of work she delivers. Currently Ms. Brown is engaged on projects
focused on water quality, ecological design, public spaces, and community
planning, including the Pontilly Water Management Plan, which is funded
by Hazard Mitigation grants, the New Orleans Urban Water Plan, and the
McAlister Extension at Tulane University. Ms. Brown received a Bachelor of
Landscape Architecture degree from Louisiana State University and a Master
of Landscape Architecture from Harvard University. During her professional
career, Ms. Brown served as Assistant Professor in the 1980s and more
recently as Associate Professor from 2002 to 2005 in the LSU Robert Reich
School of Landscape Architecture. She has also lectured at the Harvard
University Graduate School of Design and the University of California, Irvine.
ix. MacRostie Historic Advisors
William G. MacRostie, Principal, MacRostie Historic Advisors.
Mr. MacRostie is based in Washington, DC where he advises clients on historic
rehabilitation tax credit design and regulatory issues. From 2000 to 2003, Mr.
MacRostie was the Washington, DC principal of a national historic consulting
firm. From 1997 to 2000, he was National Director of Historic Property
Services for Ernst & Young LLP, where he advised developers, institutional
investors, and equity syndicators on historic certification matters. At E&Y,
Mr. MacRostie also originated historic credit investments for the firms
corporate and institutional clients. Mr. MacRostie was formerly employed
by Langelier Historic Properties, Inc., an equity syndication firm specializing
in rehabilitation development. He also served as an architectural historian
on the staff of the Technical Preservation Services Division of the National
Park Service in Washington, DC where he performed historic tax credit
project review. Mr. MacRostie has lectured widely on the subjects of historic
rehabilitation and real estate development. Mr. MacRostie holds a Bachelors
degree in History from Lewis and Clark College in Portland, Oregon and a
Masters degree in Historic Preservation Studies from Boston University.
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Development Team
x. Jones Walker LLP

R. Keith Colvin, Partner, Jones Walker. Mr. Colvin, a partner in the firms
Real Estate Practice Group, comes to Jones Walker with more than 30 years
of experience. His practice is concentrated in the area of commercial real
estate, and he has represented developers, lenders, and owners in a wide
variety of projects, including gaming facilities, industrial plants, hotels,
office buildings, golf course developments, and residential condominium
development. Additionally, Mr. Colvin has been a frequent lecturer at
professional seminars sponsored by the Louisiana State Bar Association, as
well as the Paul M. Hebert Law Center, Louisiana State Universitys continuing
legal education program. He has lectured on topics relating to commercial
real estate, including commercial leases, title examination standards, ethics
in real estate transactions, and regulatory takings. Mr. Colvin currently serves
as Immediate Past President of the American College of Mortgage Attorneys
and is Past Chairman of the American College of Real Estate Lawyers Title
Insurance Committee. He is also Immediate Past Chairman of the Board of
Directors of the Coalition to Restore Coastal Louisiana and Immediate Past
Chairman of the Board of Directors of the New Orleans Regional Leadership
Institute. Professionally, Mr. Colvin has been listed in The Best Lawyers in
America 2014 in the area of Real Estate for more than 15 years. He has been
recognized as one of the Top 50 Attorneys in Louisiana by Louisiana Super
Lawyers, and has been honored by Chambers USA Americas Leading
Lawyers for Business in Real Estate since 2005.
Jonathan R. Katz, Partner, Jones Walker. A partner in the firms Tax &
Estates Practice Group, Mr. Katz received his Master of Laws in Taxation from
New York University School of Law in May 2006. He received his juris doctor
degree from Loyola University New Orleans College of Law in May 2005.
Mr. Katz practice focuses predominately on federal taxation. Although his
practice is primarily transactional, Mr. Katz is also involved in state and local
tax controversies. He advises clients in the energy, healthcare, and real
estate industries, and his clients include hospitals, medical service providers,
and closely-held companies. Mr. Katz represents the Young Lawyers division
of the Louisiana State Bar Association as a voting member of the Louisiana
Supreme Court Judicial Council. He is also a member of the Louisiana State
Bar Associations Section on Taxation and a member of the American Bar
Associations Section on Taxation.
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xi. Transcendent Legal

Jade Brown-Russell, Co-Founder, Transcendent Legal. Jade Brown-Russell
serves as Co-Founder and Chief Corporate and Transactions Counsel for
Transcendent Legal and Consulting. With over 10 years of AmLaw 200 law
firm and general counsel experience, Jade is former Regional General Counsel
for Caesars Entertainments Louisiana, Ohio and Biloxi properties, including
Harrahs New Orleans Casino. She holds a Bachelor of Arts from Howard
University and a Juris Doctorate from Southern University Law Center. She
has extensive experience in gaming, regulatory and compliance, litigation,
mergers, acquisitions, dispositions, corporate finance and securities related
transactions, with a special emphasis on equity related transactions.
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e. Evidence of Commitments
Each of the Four Seasons New Orleans team members has indicated its
commitment to the project. Included at Tab 7 of this book is a letter from
Allen Smith, the President and Chief Executive Officer of Four Seasons,
attesting to Four Seasons interest in partnering with Carpenter & Company
and Woodward Interests in the redevelopment and operation of the Four
Seasons New Orleans. Also included at Tab 7 of this book is a letter from
Henry Louis Gates, University Professor and Director of African and African
American Research at Harvard University, expressing his interest in working
on the project with Professor Lawrence Powell.
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Development Team
f. Litigation
Neither Carpenter & Company, Inc. nor Woodward Interests, LLC has been
or is subject to past or pending litigation or filed claims that would have a
material adverse effect on their ability to complete the Four Seasons New
Orleans project, and neither is subject to a felony conviction or pending
criminal investigation or has made a bankruptcy filing.
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Financial Arrangements and Funding Sources
4. Financial Arrangements and Funding Sources

a. Proposed Capital Structure
The Four Seasons New Orleans team has considerable economic resources,
with capacity more than sufficient to finance the project. Carpenter has
been highly successful in financing its projects in the past, having successfully
financed and developed in the last 15 years projects valued today at more
than $1.5 billion, and having financed an additional $875 million in projects
currently under development.
It is anticipated that approximately 35% of the cost of the project will be
funded with equity and approximately 65% with mortgage loan financing.
Among those interested in financing the Four Seasons New Orleans are
the institutions that are providing more than $600 million in financing for
Carpenters Four Seasons project in Boston, which is fully-financed and
currently under construction.
i. Conventional Equity
Equity investors in the Four Seasons New Orleans will include the following
or their affiliates:

Richard Friedman, President and CEO, Carpenter & Company, Inc.

Four Seasons Hotels and Resorts and/or one or more of its major
shareholders

A New Orleans investment group that will include:
o
o
o
o

o
o

Henry Coaxum, Founder, Coaxum Enterprises

Paul Flower, President and CEO, Woodward Design+Build
Lee Jackson, President and CEO, Jackson Offshore Operators
Sherry Marcus Leventhal, Vice Chair, Board of Administrators
of Tulane University
Bob Merrick, Chairman and CEO, the Latter & Blum Companies
Earl Robinson, President, PowerMoves.NOLA and Partner,
RLMcCall Capital
Citi Private Bank, which recently organized approximately 180 of its high
net-worth clients from around the world to provide almost $200 million
in equity for Carpenters Four Seasons project in Boston, is interested in
similarly raising $100 million in equity for the Four Seasons New Orleans. In
addition to Carpenters Four Seasons Boston, Citi Private Bank has funded a
number of other projects, most notably including 432 Park Avenue, nearing
completion in New York City. A letter from Citi Private Banks Global Head of
135
Four Seasons
New Orleans
CONVENTION CENTER BOULEVARD
FOUR SEASONS HOTEL

HOTEL 2
LEVEL ONE
ATTRACTION
25
10
50
100
SERVICE
FOUR SEASONS HOTEL

HOTEL 2
LEVEL THREE
ATTRACTION
25
10
50
100
SERVICE
FOUR SEASONS HOTEL

HOTEL 2
LEVEL FIVE
ATTRACTION
10
25
50
100
SERVICE
Private Equity and Real Estate is included at Tab 7 of this book. Also included
in this book at Tab 7 is a letter from Thomas Flexner, the Global Head of Real
Estate for Citigroup, discussing Citigroups relationship with Carpenter and
Four Seasons.
ii. Historic Tax Credit Equity
The Four Seasons New Orleans team intends to seek historic tax credit
financing for its project. Our willingness to proceed with the project,
however, is not contingent on obtaining historic tax credit financing. We
plan to proceed with the project regardless of whether historic tax credit
financing can be obtained.
In order to bring the 2 Canal Street building to the standard required by a
Four Seasons hotel and residential project, we plan to make changes to the
louvers on the exterior of the building, which may increase the challenge
of obtaining historic tax credit financing. However, we intend to proceed
with the project whether or not those changes affect our ability to obtain
historic tax credits. We felt it was inappropriate to discuss our plans with the
historical regulators prior to our selection, but if selected, we plan to do so
in cooperation with the City, in an attempt to achieve the best result for all.
As a back-up, we are also exploring an alternative to our proposed project
that may allow us to retain more of the existing exterior of the building,
thus facilitating historic tax credit financing and its benefits to the City. In
this scenario, the project would still include a 350-room Four Seasons Hotel,
but the residences in our current proposal would be replaced with a second
hotel that would not be named Four Seasons but would be managed by
Four Seasons management.
The two hotels would be distinct and different. Entry to the Four Seasons
Hotel would be the same as currently planned, while entry to the second hotel
would be from the north courtyard. On-site parking would be eliminated.
The Four Seasons Hotel would move to the upper tier of the tower. Some
sketches of this alternative appear on the opposite page.
Stonehenge Capital Company, the largest financier of state tax credits in the
country, is interested in investing in the Four Seasons New Orleans project
in connection with the monetization of state historic tax credits from the
project. A letter from Stonehenge expressing their interest is included in this
book at Tab 7.
137
Four Seasons
New Orleans
iii. Debt
Affiliates of the TCI Real Estate Partners Limited provided up to $450 million
in debt financing for Carpenters Four Seasons project in Boston. TCI is
also interested in providing a construction loan for the Four Seasons New
Orleans. TCI is a British-based group that in recent years has financed some
of the largest real estate developments in the United States, including 432
Park Avenue and the Four Seasons Downtown New York. Included in this
book at Tab 7 is a letter from TCI indicating their interest in providing a loan
for the Four Seasons New Orleans. The Four Seasons New Orleans team is
discussing with TCI a loan of approximately $200 million for the New Orleans
project.
iv. Sources and Uses
A detailed summary of sources and uses for the project is presented with
the development budget included under the section headed Development
Budget and Pro Forma.
139
Four Seasons
New Orleans

b. Recently Completed and In-Process Projects

Included on the next page is a matrix describing some of the Carpenter and
Woodward projects completed/in process since 2010.
141
Four Seasons
New Orleans

Completed / In-Process Projects Since 2010
Project Name
Location
Description
Redevelopment of existing hotel

and construction of new 49,000
square foot shopping center
Total Development
Cost
Total Equity
Commitment
Funded Equity
Commitment
Remaining Equity
Commitment
Karma Trust LLC
$49.0 MM
$22.5 MM
$22.5 MM
$0
Affiliates of Carpenter & Co.;

BayNorth Capital LLC
$26.5 MM
Cambridge Savings Bank,

$26.5MM
36%
54%
Conductor's Building LLC
$61.2 MM
$30.0 MM
$23.6 MM
$6.4 MM

High net worth individual
$31.2 MM
Massachusetts Mutual Life

Insurance Company, $31.2 MM
41%
51%
$450MM
The Childern's Investment Trust,

$450MM
N/A
Arion Banki hf., TBD
N/A
Owner
South Shore Place
20-60 Forbes Road, Braintree, MA 02184
Conductor's Building
Redevelopment of historical
112-116 Mount Auburn St, Cambridge, MA 02138 building into restaurant and
construction of new office building
One Dalton Street
1-7 Dalton Street, Boston, MA 02199
61-Story Four Seasons Hotel and

Private Residences
One Dalton Owner LLC
$717.1MM
$267.1MM
$129.6 MM
$137.5 MM
Hotel Project
Reykjavik, Iceland
250-room luxury hotel
Affiliates of Carpenter & Co.
$100.0MM
TBD
$0
TBD
Total Development
Cost
Total Equity
Commitment
Funded Equity
Commitment
Remaining Equity
Commitment
Project Name
Location
Description
Owner
The Giani Building
600 Canal Street, New Orleans, LA 70130
Redevelopment of 3 historic
buildings into a 43-unit multifamily
Canal @ Camp Apartments, LLC
apartment building with street level
retail and restaurants.
$19.1 MM
$5.3 MM
$2.55 MM
$2.75 MM
Hibernia Tower
313 Carondelet Street, New Orleans, LA 70130
Redevelopment of historic office

tower into 175 apartments,
commercial office space, and
ground floor retail bank.
$63.3 MM
$23.6 MM
$23.6 MM
South Market District

Phase 1
611 OKeefe Avenue, New Orleans, LA 70113
New construction of 208

apartments and 21,500 square feet South Market District, LLC
of retail.
$48.4 MM
$6.9 MM
South Market District

Phase 2
Girod Street; New Orleans, LA 70113
New construction of 420 car parking

garage with 23,800 square feet of South Market District, LLC
retail.
$21.4 MM
$4.9 MM
313 Carondelet Complex, LLC
Equity Providers
Affiliates of Carpenter & Co.; Citi Private

Bank high net worth clients; Cascade
Investment, L.L.C.; FSH Dalton, Inc.

TBD
Equity Providers
Total Debt
Commitment
TBD
Total Debt
Commitment
Lender Name, Amount
Lender Name, Amount
Loan-toLoan-toTotal Tax Credits

Value Ratio Cost Ratio
Federal Historic
Tax Credits
State Historic Tax

Credits
New Market Tax

Credits
LA Enterprise
Zone Rebate
Federal Historic
Tax Credits
State Historic Tax

Credits
New Market Tax

Credits
LA Enterprise
Zone Rebate
63%
TBD
Loan-toLoan-toTotal Tax Credits

Value Ratio Cost Ratio
Sherwin-Williams
$13.8 MM
Fidelity Bank: $13.8 MM
65%
72%
$5.3 MM
$2.6 MM
$2.7 MM
$0
Transamerica Life Insurance Company;

Stonehenge Capital Company, LLC;
Woodward Interests, LLC; Historic
Restoration, Incorporated
$23.8 MM
Capital One, National

Association: $19.75 MM,
Louisiana Office of Community
Development: $4 MM
80%
38%
$46.8 MM
$10.7 MM
$13.1 MM
$6.9 MM
$0
Matt Schwartz, Domain Companies;

Chris Papamichael, Domain Companies;
Paul Flower
$39 MM
HUD: $38.3 MM
70%
79%
$2.9 MM
$2.0 MM
Matt Schwartz, Domain Companies;

Chris Papamichael, Domain Companies;
Paul Flower
$16 MM
First NBC: $16 MM
65%
75%
$23.0MM
$540,000
$4.9 MM
$4.9 MM
Four Seasons
$225,000
New Orleans
Giani Building, New Orleans, LA
Development Manager and Design Build Contractor: Woodward Design+Build
c. Proposed Guarantor
Woodward Design+Build is the proposed guarantor for the Four Seasons New
Orleans project. A certification from Woodward Design+Build attesting to its
financial wherewithal is included in this book at Tab 10.
145
Four Seasons
New Orleans

d. Development Budget and Pro Forma

Included on the next pages are a development budget, sources and uses, and
10-year financial pro forma for the Four Seasons New Orleans project.
The Four Seasons team has great confidence in the strength of the New Orleans
housing market, and particularly in the strength of the market for luxury, hotelserviced condominium units in the City. To further assess the strength of that
market, the Four Seasons team asked Latter & Blum, the leading residential real
estate broker in the City, to analyze recent trends in the market and provide
us with their view of its strength. A letter from Latter & Blum, discussing their
opinion of the marketplace for hotel-serviced residential condominium units at
the Four Seasons New Orleans, is included in this book at Tab 9. Given the strength
of the market, the Four Seasons team believes that for-sale condominium units,
sold at the time the project is completed, represent the highest and best use
for the residential portion of the Four Seasons New Orleans project. Therefore,
we have assumed for purposes of the projections included in this book that the
residences at the Four Seasons New Orleans will be sold as condominium units
upon the completion of the project.
The Four Seasons New Orleans team also asked our legal counsel, Jones Walker
LLP, to confirm that there were no legal impediments to selling residential
condominium units subject to a ground lease. A letter from Jones Walker,
confirming that there are no such impediments, is included in this book at Tab 9.
In addition to our confidence in the luxury residential condominium market
in New Orleans, the Four Seasons team believes that the proposed cultural
attraction and observation deck will be highly successful. In order to more
accurately estimate revenue from the cultural attraction and observation deck,
the Four Seasons team asked ConsultEcon, a leading expert in the economics
of facilities of this type, to examine our proposal. ConsultEcons report on their
analysis is included in this book at Tab 9.
147
Four Seasons
New Orleans
Museum of the African Diaspora, San Francisco, CA
Proposed Development Budget and Sources and Uses

Proposed Development Budget
Ground Rent Paid During Construction
Hard Costs
Soft Costs
Design & Engineering
Legal, Permitting & Other Consultants
FF&E, OS&C, Pre-Opening, Marketing &TI
Project Management, Accounting & Development Fee
Real Estate Taxes, Insurance & Miscellaneous Costs
Project Contingency
Financing Costs
Total Costs of Proposed Project
Project Uses
Ground Rent Paid During Construction
Hard Costs
Soft Costs
Financing Costs
Total Project Uses
Project Sources
Equity Capital
Construction Financing
Total Project Sources
$
$
Equity Capital
Investor Equity Capital
Federal & State Historic Tax Credit Equity
Total Equity Capital
$
$
Total $
2,800,000
225,000,000
% Total
0.8%
62.5%
15,000,000
5,000,000
47,000,000
15,000,000
5,000,000
30,000,000
15,200,000
360,000,000
4.2%
1.4%
13.1%
4.2%
1.4%
8.3%
4.2%
100.0%
Total $
2,800,000
225,000,000
117,000,000
15,200,000
360,000,000
% Total
0.8%
62.5%
32.5%
4.2%
100.0%
Total $
126,000,000
234,000,000
360,000,000
% Total
35.0%
65.0%
100.0%
Total $
86,000,000
40,000,000
126,000,000
% Total
68.3%
31.7%
100.0%
The projections, estimates and forecasts contained herein (collectively, the "Estimates") are based solely upon information
currently available to Carpenter and Carpenter's good faith assumptions. Carpenter cannot and does not warrant, represent or
guarantee the accuracy of the Estimates and Carpenter does not undertake any obligation to update or supplement the
Estimates subsequent to the initial date of delivery.
149
Four Seasons
New Orleans
10-Year Financial Pro-Forma
10-Year Financial Pro Forma
Construction
Project Gross Operating Revenue

Four Seasons Hotel Gross Operating Revenue
Cultural/Sightseeing Gross Operating Revenue
Retail, Parking & Rooftop Gross Operating Revenue
Total Project Gross Operating Revenue
Project Operating Expenses
Four Seasons Hotel Operating Expenses
Cultural/Sightseeing Operating Expenses
Retail, Parking & Rooftop Operating Expenses
Total Project Operating Expenses
Project Net Operating Income
Four Seasons Hotel Net Operating Income
Cultural/Sightseeing Net Operating Income
Retail, Parking & Rooftop Net Operating Income
Total Project Net Operating Income
Year 1
Year 6
Year 7
Year 8
Year 9
Year 10
54,221,000
12,324,460
565,023
63,591,000
11,794,370
597,523
72,775,000
11,603,205
630,364
82,621,000
11,680,994
659,005
85,009,000
12,146,957
678,775
87,559,270
12,511,366
699,138
90,186,048
12,886,707
720,112
92,891,630
13,273,308
741,715
95,678,378
13,671,507
763,967
98,548,730
14,081,652
786,886
67,110,483
75,982,893
85,008,569
94,960,999
97,834,732
100,769,774
103,792,867
106,906,653
110,113,852
113,417,268
(47,254,000) $
(2,997,140)
(98,911)
(51,543,000) $
(2,999,765)
(105,161)
(55,396,000) $
(2,999,823)
(111,582)
(60,057,000) $
(3,062,158)
(115,902)
(61,667,000) $
(3,124,251)
(119,379)
(63,522,010) $
(3,217,979)
(122,961)
(65,435,670) $
(3,314,518)
(126,650)
(67,409,740) $
(3,413,953)
(130,449)
(69,446,033) $
(3,516,372)
(134,362)
(71,546,414)
(3,621,863)
(138,393)
(50,350,051) $
(54,647,926) $
(58,507,405) $
(63,235,060) $
(64,910,630) $
(66,862,949) $
(68,876,838) $
(70,954,143) $
(73,096,767) $
(75,306,670)
6,967,000
9,327,320
466,111
12,048,000
8,794,605
492,361
17,379,000
8,603,382
518,782
22,564,000
8,618,836
543,102
23,342,000
9,022,706
559,395
24,037,260
9,293,387
576,177
24,750,378
9,572,189
593,463
25,481,889
9,859,354
611,266
26,232,346
10,155,135
629,604
27,002,316
10,459,789
648,493
16,760,431
21,334,966
26,501,164
31,725,938
32,924,101
33,906,824
34,916,029
35,952,510
37,017,085
38,110,598
Cash Flow After Debt Service
(2,406,761)
(1,200,000)
$
13,153,671
(2,750,000)
(2,000,000)
$
(11,600,000)
$
Debt Service Coverage Ratio
1,553,671
16,584,966
(2,750,000)
(2,200,000)
$
(11,600,000)
$
1.13x
Return on Equity Capital of $126MM
Total Ground Rent
Year 5
Cash Flow Before Debt Service

Less: Debt Service (2)
Ground Rent (4)

Construction Period Rent
Base Rent & Percentage Rent
Transaction Rent
Year 4
4,984,966
21,551,164
(2,750,000)
(3,300,000)
$
(11,600,000)
$
1.43x
1%
(3)
Year 3
Less: Ground Rent Paid From Operations (1)

Less: Operating & Capital Reserves
Ground Rent Summary

Four Seasons Luxury Residences Net Sales Proceeds
Year 2
9,951,164
(11,600,000)
$
1.86x
4%
25,675,938
(2,791,667)
(3,500,000)
14,075,938
(11,600,000)
$
2.21x
8%
26,632,435
(3,000,000)
(3,600,000)
15,032,435
(11,600,000)
$
2.30x
11%
27,306,824
(3,000,000)
(3,700,000)
15,706,824
(11,600,000)
$
2.35x
12%
28,216,029
(3,000,000)
(3,800,000)
16,616,029
(11,600,000)
$
2.43x
12%
29,152,510
(3,000,000)
(3,900,000)
17,552,510
(11,600,000)
$
2.51x
13%
30,117,085
(2,916,667)
(4,000,000)
18,517,085
2.60x
14%
31,193,931
(11,600,000)
19,593,931
2.69x
15%
16%
150,804,900
2,800,000
-
2,406,761
3,770,123
2,750,000
-
2,750,000
-
2,750,000
-
2,791,667
-
3,000,000
-
3,000,000
-
3,000,000
-
3,000,000
-
2,916,667
-
2,800,000
6,176,883
2,750,000
2,750,000
2,750,000
2,791,667
3,000,000
3,000,000
3,000,000
3,000,000
2,916,667
Notes:
(1) Ground Rent paid from operations excludes all rent paid prior to commencement of operations and Transaction Rent due upon sales.
(2) Permanent Loan Debt Service Assumption: $150MM @ 6.0% with 25 year amortization = $11.6MM annual payment.
(3) Four Seasons Luxury Residences are anticipated to be sold during the first year of operations for approximately $950 per square foot less deductions for closing costs and sales and marketing fees.
(4) See Lease Agreement Comments for description of Ground Rent calculations; the Ground Rent does not include additional rent for the City parking garage.
The projections, estimates and forecasts contained herein (collectively, the "Estimates") are based solely upon information currently available to Carpenter and Carpenter's good faith assumptions. Carpenter cannot and does not warrant, represent or guarantee the accuracy of
the Estimates and Carpenter does not undertake any obligation to update or supplement the Estimates subsequent to the initial date of delivery.
Four Seasons
New Orleans
e. Payment and Performance Bond

A letter from Travelers Casualty and Surety Company of America, a qualified
surety company, is included in this book at Tab 10.
153
Four Seasons
New Orleans
Four Seasons St. Petersburg, St. Petersburg, Russia
f. Projected Employment
The Four Seasons New Orleans is expected to have approximately 450 employees, with total salaries and wages of hotel workers in excess $15 million
to $20 million per year. Four Seasons Hotels typically have more employees
per guest room than standard three-star or four-star hotels. Additionally,
Four Seasons jobs tend to be higher quality than those at typical hotels, as
reflected by Four Seasons regular appearance on Fortune magazines list of
the 100 Best Companies to Work For. Not surprisingly, Four Seasons hotels
have the lowest employee turnover rate in the industry.
In addition, it is estimated that the construction of the Four Seasons New Orleans project will support more than 1,600 jobs, including more than 1,100
direct construction jobs at the project site, more than 200 direct off-site construction jobs, and more than 200 indirect jobs. The total salaries and wages
from jobs supported by the construction of the project are expected to be in
excess of $64 million.
Included in this book at Tab 9 is a detailed analysis of projected employment
from the Four Seasons New Orleans project, including a summary of measures that will be undertaken by the project team in an attempt to ensure
that those jobs create the greatest possible positive impact to New Orleans.
155
Four Seasons
New Orleans
g. Plan for Orleans Parish/Local Business Participation

i. Orleans Parish/Local Business Participation for Construction
The Four Season New Orleans team recognizes the far-reaching, long-term
benefits the Four Seasons New Orleans project can have for the community,
and is committed to sourcing, shepherding and integrating significant
local participation in the redevelopment of 2 Canal Street. In addition
to constructing a world-class facility, the Four Seasons team views the
development of the Four Seasons New Orleans as one of the pathways
to prosperity for the local community. The redevelopment of 2 Canal
Street is an opportunity to foster material local business participation, at
unprecedented levels, by firms representing broad diversity in ownership,
scope, capability, and size. The Four Seasons New Orleans team will not
only present innovation in technical delivery, but a proactive approach to
local community and DBE engagement, as well as support of local workforce
initiatives.
In order to extend opportunities to Orleans Parish contractors and local
businesses, as well as DBE contractors as detailed in the DBE Participation
Plan, our team will:
Advertise subcontracting and employment opportunities in
local publications including NOLA.com | The Times Picayune,
The Advocate, The Daily Journal, The Louisiana Weekly, and
others
Send bid solicitations to the over 500 New Orleans-based
companies in Woodward Design+Builds currently established
database
Pursuant to the diversity in the Four Seasons New Orleans
investor group and the significant African American participation
on our team, leverage personal networks to source a diverse
group of local partners to provide goods and services during
and after t.he development of the Four Seasons New Orleans
Partner with local anchor institutions (e.g. Good Work Network)
Ensure that small, local business have access to the requisite
credit facilities that would allow them to seamlessly sell/
deliver products and services to the Four Seasons New Orleans
Woodward Design+Build, a partner of the Four Seasons New Orleans team,
is a New Orleans based company with strong ties to the area since its
157
Four Seasons
New Orleans
establishment in 1923. Over the course of 91 years in business, Woodward

has developed a strong network of relationships with both established and
emerging construction companies in the region. These strong ties to the
subcontracting community can be leveraged to reach high levels of Orleans
Parish and local business participation in the development of the Four
Seasons New Orleans. On past projects, Woodward has successfully engaged
local businesses and conducted extensive outreach to hire local individuals
to add increased capacity to our construction crews. Through a commitment
to local participation, a network of relationships with local firms, and
proactive measures to engage locals, Woodward will play an essential role
in generating high levels of Orleans Parish/Local Business participation on
the project.
Royal Engineers & Consultants, LLC is a New Orleans-domiciled team member
that will provide exceptional engineering services in a timely, cost-effective,
and professional manner. The Royal team is comprised of engineers,
designers, technicians, inspectors and other support professionals that
possess extensive experience in various areas of engineering and consulting.
The diversity of expertise within the organization has enabled the company
to be well-equipped for any opportunity.
ii. Permanent Orleans Parish/Local Business Participation
It is expected that the Four Seasons New Orleans cultural attraction and
observation deck will be managed by New Orleans entrepreneur Henry L.
Coaxum Jr., President of Coaxum Enterprises. Coaxum Enterprises is very
active in the New Orleans community. From serving on public boards and
city agencies, to sponsoring and hosting charity events, Coaxum Enterprises
leads by example and instills in its employees the importance of community
service. The company further demonstrates that it is a responsibility of a
businessperson to give back, not just through monetary means but by
providing leadership, insight and resources. A business is only as successful
as its last customers visit, and the goal at Coaxum Enterprises is to exceed
customers expectations.
It is also expected that the parking facilities at the Four Seasons New Orleans
project wil be managed by Global Parking Systems. Global Parking Systems
is a New Orleans based DBE firm established in 1993 by Ronald V. Burns.
Mr. Burns is a hard-working and resourceful leader whose contributions
and commitment to his community have established him as one of the
leading entrepreneurs in the metropolitan area. Under his leadership Global
Parking can provide valet parking services for the Four Seasons New Orleans
hotel guest, residents and patrons with the same excellent service offered
159
Four Seasons
New Orleans
throughout the hotel.

The operation of the Four Seasons New Orleans will provide numerous
opportunities for Orleans Parish-based local businesses participation. When
the development of the Four Seasons New Orleans is complete, there may be
opportunities for local business to provide services such as goundskeeping
and landscaping, interior floral services, telephone and audio/visual system
management, rubbish removal, and restaurant supply. Additional areas of
local business participation will be identified prior to opening the hotel.
161
Four Seasons
New Orleans
Financial and Lease Terms
5. Financial and Lease Terms

a. Deposit and Rent
The Four Seasons New Orleans team proposes that a deposit and rent would
be paid under the ground lease for the 2 Canal Street property as set forth
below.
i. Deposit
A $1,000,000 deposit would be paid by the Tenant under the Lease Agreement
on the Effective Date. The deposit would be credited to the first payments of
Base Rent due under the Lease Agreement.
ii. Interim Rent
Interim Rent would be payable at a rate of $100,000 per month.
iii. Full Rent
Base Rent
Base Rent would be payable following the Full Rent Commencement Date in
the following amounts:

Years 1-5
Years 6-10
Years 11-15

$2,000,000 per year

$2,250,000 per year
$2,500,000 per year
At the end of year 15, and at the end of each fifth year thereafter, the Base
Rent would be increased by an amount equal to the then Base Rent times
the percentage increase in the CPI in the immediately previous five years,
provided that, at the time of each such increase, the Base Rent would not be
increased by an amount greater than the then Base Rent times 50% of the
percentage increase in the total hotel rooms revenue from the project in the
immediately previous five years.
In addition, within 15 days after receiving a Part 3 Certification awarding
Federal and State historic tax credits to the project, the tenant would make
an additional $750,000 payment to the landlord, and would make a similar
$750,000 payment on each of the first nine anniversaries of the date that
such Certification is received, for a total additional payment of $7.5 million
over nine years.
163
Four Seasons
New Orleans
Percentage Rent
Beginning in the 11th operating year of the project, Percentage Rent would be
payable annually in an amount equal to 5% of the portion of Gross Revenue
from the project in the immediately preceding year that is in excess of the
Percentage Rent Hurdle, provided that Percentage Rent for each year shall
not exceed 10% of the Base Rent for such year. The Percentage Rent Hurdle
would be the actual Gross Revenue from the project in the 10th operating
year. Gross Revenue would exclude any revenue from the City garage, as
compensation for the City garage will be subject to a separate agreement as
described below.
Profit Participation
A Profit Participation would be payable in an amount equal to 2.5% of the
gross sale proceeds from the initial sale of the Four Seasons New Orleans
project (or any component thereof, including individual condominium
units) after arms-length expenses of sale, including among such expenses
brokerage commissions, legal fees, branding fees, marketing fees and the
like. Although the profit participation would not include a participation in the
sale of ownership interests in the owner of the project, the Lease Agreement
would include mutually acceptable language protecting against inappropriate
circumvention of the intent of the profit participation provisions.
iv. Historic Tax Credits
Any project at 2 Canal Street is more profitable to its owners if historic tax
credit financing can be obtained, thus making more money available for
ground rent payments. Conversely, if historic tax credit financing cannot
be obtained, there is less money available for ground rent. In recognition
of this reality, we would propose an alternative Base Rent in the event that
historic tax credit financing cannot be obtained for the project proposed by
the Four Seasons New Orleans team. In the event that Federal and State
historic tax credit financing is not obtained for the project proposed by the
Four Seasons New Orleans team for 2 Canal Street, in lieu of the Base Rent
payments set forth above, Base Rent would be payable following the Full
Rent Commencement Date in the following amounts:

Years 1-10
Years 11-20
$1,500,000 per year

$1,750,000 per year
At the end of year 20, and at the end of each tenth year thereafter, the Base
Rent would be increased by an amount equal to the then Base Rent times
the percentage increase in the CPI in the immediately previous 10 years,
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provided that, at the time of each such increase, the Base Rent would not be
increased by an amount greater than the then Base Rent times 50% of the
percentage increase in the total hotel rooms revenue from the project in the
immediately previous 10 years.
Percentage Rent and Profit Participation would remain as set forth above in
the event historic tax credit financing is not obtained.
As noted above, the Four Seasons New Orleans team is considering a
two-hotel back-up alternative to its current proposal that may allow us to
retain more of the existing exterior of the building, thus facilitating historic
tax credit financing, which, in turn, would lead to the higher Base Rent
payment to the City.
v. Lease Mark-up
A detailed mark-up of the Lease Agreement is included in a separate booklet
submitted together with this proposal. Note that the mark-up of the Lease
Agreement does not include a mark-up of the specific rental terms set forth in
Article V (Rent) and Article XXI (Profit Participation) of the Lease Agreement.
As noted in our mark-up of the Lease Agreement, we would expect that we
would fill-in the blanks and otherwise edit Articles V and XXI consistent with
the terms set forth in this proposal. It is intended that the leased premises
under the Lease Agreement would include all of the land below the additions
to the existing building proposed by the Four Seasons New Orleans team,
which we understand is owned by the City of New Orleans.
b. Parking
The Four Seasons New Orleans team plans to accommodate parking for the
hotel and cultural attraction in the City-owned garage on Poydras Street. In
order to ensure the level of service demanded by Four Seasons customers,
the Four Seasons team is interested in leasing the City garage in its entirety,
rather than on a space-by-space basis as contemplated in the Parking
Agreement included in the RFP. In addition to the benefits that such an
arrangement would have for Four Seasons customers, the Four Seasons team
believes it would result in a better run and maintained garage, to the benefit
of all garage users.
Under our proposal, at the time that the Four Seasons New Orleans project
is complete (which is anticipated to be in the fall of 2017), the Four Seasons
New Orleans team would enter into a master lease with the City, under
which the City would lease the City garage to the owner of the Four Seasons
New Orleans project, subject to the existing lease of the garage. That master
lease, which would be co-terminus with the Four Seasons teams Lease
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Agreement for 2 Canal Street, would require the tenant under the master
lease to pass-through to the City all of the rental payments due from the
existing garage tenant under its lease, plus addition monthly payments
at the rate of $250,000 per year. As a result, the City would continue to
receive, during the period between the completion of the Four Seasons New
Orleans project and the expiration of the existing garage lease, all of the
rental payments that the City would otherwise receive under the existing
garage lease plus an additional $250,000 per year. Following the expiration
of the existing garage lease, the tenant under the master lease would pay
the City rent at to-be-agreed-upon market rates. The master lease would,
among other matters, provide for the tenant to make improvements to the
City garage. The form of the master lease, including the rent to be paid
following the termination of the existing garage lease, would be agreed to by
the City and the Four Seasons New Orleans team prior the execution of the
Lease Agreement for 2 Canal Street.
Because the Four Seasons New Orleans team desires to lease the City garage
in its entirety, we have not submitted a mark-up of the proposed Parking
Agreement for selected spaces.
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Disadvantaged Business Enterprises Participation
6. Disadvantaged Business Enterprises Participation

Included in this book at Tab 10 is DBE Plan for the Four Seasons New
Orleans project.
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Letters of Support
7. Letters of Support
a. Letter from J. Allen Smith, President and CEO, Four Seasons

Hotels and Resorts
b. Letter from William Francis Galvin, Secretary of the

Commonwealth of Massachusetts
c. Letter from Robert Herlinger, Chief Architect and Strategist, First

Church of Christ, Scientist
d. Letter from Willie Brown, former Mayor of San Francisco
e. Letter from Charles Sullivan, Executive Director, Cambridge

Historical Commission
f. Letter from Daniel ODonnell, Global Head of Private Equity and

Real Estate, Citi Private Bank
g. Letter from Thomas Flexner, Global Head of Real Estate, Citigroup
h. Letter from Martin Frass-Ehrfeld, TCI Real Estate Partners Limited
i. Letter from Henry Louis Gates, Jr., University Professor and

Director of African and African American Research,
Harvard University
j. Letter from Whitney L. LaNasa of Stonehenge Capital Company
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WILLIE L. BROWN, JR.
ATTORNEY AT LAW
100 THE EMBARCADERO
PENTHOUSE
SAN FRANCISCO, CALIFORNIA 94105-1217
----------------TELEPHONE: 415.777.0310
November 7, 2014
City of New Orleans
Bureau of Purchasing
Chief Procurement Officer
1300 Perdido
Suite 4W07
New Orleans, LA 70112
To Whom It May Concern:
When I was Mayor of San Francisco, about a decade ago, our Redevelopment Agency
selected Dick Friedmans company, Carpenter & Company of Cambridge, MA, to
develop a key part of our City at the critical corner of 3rd and Mission Streets. Part of
that project was the rehabilitation of the historic Williams Building which sits right on the
corner. The balance of the project is a 42 story high-rise which has been developed by
Carpenter as a St. Regis Hotel. Mr. Friedmans company sensitively saved and restored
the Williams Building and connected large parts of it into what became the Museum of
the African Diaspora (MOAD)- a museum celebrating and showcasing the history and
culture of peoples from Africa. In essence we got a wonderful result a historic
restoration and a cultural attraction.
From an architectural preservation perspective, the Williams Building is a huge success.
Many people wanted to tear the building down, but the City and developer, working in a
cooperative fashion, saved it and did so in a creative and sensitive way. I am pleased
that I played a leadership role in this effort and to have been associated with Dick
Friedman and Carpenter in making it happen.
Thank you for considering my perspective.
Sincerely,
Willie L. Brown, Jr.

Former Mayor of San Francisco
Mr. Nathaniel Celestine

City of New Orleans
Department of Finance
1300 Perdido Street
New Orleans, LA 70112
February 9, 2015
To whom it may concern;

The Childrens Investment Fund Management (UK) LLP (TCI) has, through various investment
vehicles it manages, been the leading lender in some of the largest and most exciting hotel and residential
projects in the world, including the 91 storey 432 Park Avenue in New York, the 82 storey Four Seasons
Downtown New York, and most recently Carpenters 60 storey Four Seasons project in Boston.
Specifically, in Boston we were pleased to lend $450,000,000 of construction financing to Carpenter and
its sponsor team. Our experience in working together with Carpenter on that project has been
outstanding.
The hallmark of our business is to make very large loans selectively to the most respected people in the
industry in the very best locations. We are convinced the Four Seasons in New Orleans will be a
resounding success and we are very interested in providing a construction loan to finance this project. We
are also convinced that we can do this with great speed in light of the fact that we have recently proceeded
with a similar, although larger, project with Carpenter in Boston, which will simplify the approval and
documentation processes.
We have spent considerable time analyzing the New Orleans World Trade Center opportunity. I have
personally visited the site, met with existing New Orleans hotel managers, toured various housing
developments, and met with members of the Carpenter Woodward team. We have reviewed the
projects pro-forma development and operational numbers and find them to be sound and financeable.
Our firm has substantial excellent prior experience in financing Four Seasons Hotels both in the US and
in Europe.
We are impressed with the quality of the site, the concept and most importantly the development team.
We look forward to further underwriting, and would seek to negotiate a formal commitment with
Carpenter/Woodward as soon as they are the selected developer.
We are not a bureaucratic lender and the nature of our approval process is very streamlined. This letter is
a statement of our serious interest in financing the Four Seasons New Orleans; it is not a formal or legally
7 Clifford Street, London, W1S 2FT
Telephone: +44 (0) 20 7440 2330
binding commitment and is subject to due diligence, any required approvals and consents and binding
legal documentation; nonetheless our interest in this project is substantial and we look forward to taking
the next steps to conclude this opportunity.
Sincerely,
By:
Name: Martin Frass-Ehrfeld on behalf of TCI Real Estate Partners Limited
7 Clifford Street, London, W1S 2FT
Telephone: +44 (0) 20 7440 2330
Description of Cultural Attraction by Professor Henry Louis Gates, Jr.
Description of Cultural Attraction Prepared

By Professor Henry Louis Gates, Jr.
New Orleans:
History at the Confluence of Cultures
The Museum of the City of New Orleans: Proposal
Lets start with a true story: in 1803, realizing that the rebellious slaves
were soon to overwhelm their French masters, white and mulatto slave
owners on the island of Saint Domingue (which would a year later be renamed Haiti) fled with their slaves to the nearby island of Cuba, a Spanish
colony, where slavery would remain legal, incredibly, until 1886. All was
well until Napoleon, back in France, installed his brother, Joseph Bonaparte
on the Spanish throne in 1808. The Cuban colonists quickly declared their
loyalty to the real Spanish king, and issued a declaration of war on France.
The French-speaking emigrants from Haiti now found themselves the subject of an expulsion order, issued on March 12, 1809. All French nationals, as they were called, were ordered to leave Cuba immediately. The first
boatload arrived in New Orleans on May 12, 1809. But the bulk of the migration flowed between October and December, one ship from Havana, but
the rest from Santiago de Cuba and Baracoa. One third of these emigres
were white, one-third free people of color, and one third slaves, totaling
10,000. Within a few months, the white and the black population of New
Orleans had doubled.
***
One of the most unique and fascinating aspects of the history of New
Orleans is the fact that it was the first city in America that was multicultural-- long before that term can into common use near the end of the
twentieth century. In fact, it would not be an exaggeration to say that New
Orleans can proudly claim the title as the birthplace of multiculturalism
in this country. Just as New Orleans seems always to have been a city on
the move, it was also a highly-desired destination to which people avidly
sought (or were compelled) to move. And this was true from the time that
the French Mississippi Company (under the direction of Jean-Baptiste Le
Moyne) founded the city of La Nouvelle-Orleans within the French colony
of Louisiana on May 7th, 1718, it was true when Spain took possession of
the capital of the colony following the Treaty of Paris in 1763, and it continued to be true when France regained its prize possession from Spain
through the Treaty of San Ildefonso in 1800, only to sell it to the United
States, three years later, for about $15 million, thereby doubling the size of
our young Republic overnight. In 2018, this remarkable city will celebrate
its 300th birthday, serving as Americas beacon of diversity and our model
of the confluence of various cultures virtually since the time it was born.
Already, by 1803, the cultural DNA of New Orleans had been firmly imprinted, a fact that can be gleaned from the citys demographics at that time:
the citys population in that year was composed of 3,948 white people,
2,773 black slaves, and 1,335 free people of color. From a base of French,
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African, Spanish ingredients, always punctuated by exchange with Native

America, and soon enhanced by German and French-speaking white and
black Creole cultures, what was already a sui generis cultural gumbo would-overtime--be flavored by a wave of Irish, Sicilian, then other European
immigrants. By the time of the American Civil War, New Orleans would
become, in addition to a Caribbean city, a thoroughly American city. And a
Southern one as well.
Because in the nineteenth century, it became the leading destination of
the domestic slave tradethe city has been called cottons capital and
entrepotNew Orleanss culture would be constructed on a firm foundation of African elements, reflected in its cuisine, Mardi Gras, and especially
in the emergence of Americas original musical form, Jazz. All of these
various strands were woven into what has become the cultural essence of
New Orleans, shaped by a semi-aquatic landscape that forced this mlange
of peoples and cultures to coexist in ways scarcely imaginable in cities
that were comfortably high and dry. In other words, until modern hydrology drained the back swamp in the early twentieth century, everyone had
to squeeze together on a narrow ribbon of landthe natural leveehard
by the sinuous Mississippi River. This is where and why it came to share a
culture: by building one together.
In addition, New Orleanss position as a port at the confluence of the Atlantic Ocean, the Caribbean Sea, the Gulf of Mexico, and the Mississippi, made
it the node of the commerce in the area, earning it the nickname of the
Mediterranean of America. New Orleanss Janus-faced geographical location in the United States was a marvel of Nature: it was the virtual mediator or perhaps more pointedly, the broker, between the up rivers to
the Norththe vast system of rivers running through the Midwest, which
flowed into the Mississippiand the seas to the South. In other words,
New Orleans linked the Mississippi system, which drained two-thirds of the
land mass of the nineteenth-century United States with the Gulf of Mexico
and the larger Atlantic system. The unique cultural diversity ensuing from
this great citys origins, its geography, and its landscape, constitutes its
strength, characterizes its history, and forms the heart of its legacy to the
United States and to the world. New Orleans may be the only city in the
history of our nation in which, after 1803, white Americans transplants
were for so long treated as immigrants.
And we must remember the crucial role that slavery played in the shaping of the citys culture. After 1810, New Orleans became the major slave
market in the United States, a position it occupied up to the Civil War. And
the profits made from slavery provided the fundamental basis for the citys
growth and development. The city skyrocketed, after 1803, to third place
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in population and influence among all American cities on the strength of

slave-grown cotton and Midwestern grains and livestock brought to the
levee by steamboats down the Mississippi River.
How do we use the novel history of the evolution of this magnificent city
this compelling interaction of landscape, history, and culture-- to design
a cultural museum that makes people want to visit itnot just once, but
again and again? What is the invitation to the public? How do we get
people to visit the space, in the first place, and just as importantly, return?
By building a concept around what most of us will agree is The Essence
of New Orleans. And of what is that essence composed? How do we
capture, at once, the essential peculiarity of New Orleans and its status as
an exemplary American city?
Under the broad rubric of Confluence and Cultures, we have identified
key elements that, we believe, define the most central aspects of New Orleanss essence. Each of these categories represents a form of Flow, as in
the following outline:
1. Landscape Flows: Oceans, Rivers, Marshlands and Swamps.
2. History Flows: Migrations, the Global Economy, and Slavery.
3. Cultural Flows: Music (Jazz), Food, Mardi Gras.
Using these aspects of New Orleanss fascinating historyespecially sensory experiences of Food, Jazz, and Mardi Gras--we propose to create a compelling cultural exhibition reflecting how these various elements emerged
and combined, over time, to make New Orleans Americas most culturally
rich and diverse city. We see the creation of the Museum as a most fitting
tribute to the city as it celebrates its 300th birthday on May 7th, 2018.
We want to design a highly interactive, digital cultural exhibition that will
be a model of museum technology and information-delivery in a 21st century contemporary world, a world in which we, the consumers, are bombarded with ever-changing news feeds, with dynamic input that changes
virtually all the time. Accordingly, our concept is built on the idea of using
artifacts and cultural elements that allow the consumer to redesign their
own experience within the museum through the extensive use of artifacts
linked to digital interactivity, so that each visit to the space constitutes an
experience that changes constantly, underscoring the fact that New Orleanss history endures in the present and is very much alive here.
While this brief outline is not the place for a full exposition of our ideas,
here are some of the key elements:
1. We would want to line the walls of the space with a beautifully illustrat-
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ed, color interactive timeline of New Orleans history, commencing in 1519

when Spanish Conquistadors such as Hernando de Soto began exploring the
lower Mississippi Valley, and ending with the present. Obviously, the recent
events surrounding Hurricane Katrina would play an important role in the
contemporary period. The walls on this timeline would be digitally wired in
such a way that would allow the visitor to touch a date, or a period, or the
name and portrait of an individual, and then be instantly connected to a
video, or an animation, or a narrative further explaining or elaborating the
significance of this sign post along the timeline. Since it would be impossible to illuminate every aspect of New Orleanss fascinating history, we
would focus on the history of Water and Landscape; Migrations and Slavery; and Food, Jazz, and Mardi Gras on the interactive timeline.
2. In addition to our central cultural themes of Food, Jazz, and Mardi
Graswhich so many of us see as the essence of New Orleans--the role
of Water and Migration (including Slavery) would play a key role within the
cultural component in a novel way: since the exhibit space is in a hotel
which is a center for people moving in and out of the city, a place that regularly collects and houses people of all sortsmovement of different people
and groups into New Orleans and through New Orleans would be stressed
in the interactive timeline ringing the exhibits walls. Arrivals, hospitality,
lodging, associations, departures, transport in, transport out, welcoming
groups, exclusion, sociability, entertainmentthese would all be wired in
such a way as to be interactive with the visitor. The basic idea would be to
link in creative ways the range of themes within the exhibit space--through
pictures, video-projections, animations, interactive dioramas-- to the kind
of building in which the museum is constructed.
3. We would propose that we create a space or a room where the visitor suddenly seems to enter into the past itself. The idea is to plunge the
visitor into the past, not by a literal recreation of it, but by housing it with
objects that themselves are interactive. Some objects would speak,
others when touched would generate holograms that enable the visitor to
step into history. Still others would be digitally wired in such a way as to
generate, when touched, unusual, fascinating stories about the person or
the period or the event being represented within this space or room.
This space would contain replica objects of a special nature: objects that
literally speak to the past and present of the city. Visitors could handle
some of these, whether manacles from slavery, musical instruments, Mardi
Gras costumes, etc. Kids of all ages could dress up and play act with these
objects. The key point is to make this space alive and funand serious,
too. The walls of this enclosed space would be filled with touch-screen
dioramas, as well as large-scale digitized images of historic woodcuts, block
prints, photographs, and paintings from the history of New Orleans, all of
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which can be explored by touch. Touching a figure, a symbol, or an object

within the image would reveal information about its significance in the history of the city.
The history of architecture in New Orleans would play a major role within
the museum as well. Because of the Civil notarial system, under which all
contracts had to be recorded by a notary to be valid, New Orleans has almost unparalleled records on which to base architectural history and virtual
reconstructions within the exhibit.
There are so many fascinating episodes in New Orleanss history that our
list of suggestions for the overarching theme of this space is quite long. But
we think that this should be the arena in which recreated exhibitions about
our central cultural themes (Food, Jazz, Mardi Gras) and our history themes
(Landscape, Water, Migrations and Slavery) would, as it were, comment
upon each other and rotate on a regular basis, again, to keep the visitor
coming back for fresh content and fresh experiences of the contents that
the cultural space contains.
4. Finally, we propose the creation of an IMAX film that focuses on New
Orleanss landscape and the role of water in its history, showing that its
historical importance emerged because it was at the confluence of three
continents and their great bodies of water: The Mississippi, The Atlantic
Ocean, the Caribbean Sea, and the Gulf of Mexico.
We would want the Museum fully and generously to collaborate with other
local New Orleans museums, including borrowing and lending objects--museums such as the Louisiana State Museum on Jackson Square and at the
Old Mint; the Historic New Orleans Collection and the State Supreme Court
Museum, both located on Royal Street; and the Amistad Research Center at
Tulane, to name but a few of our potential partners. Our intention is not to
supplant these fine institutions, but rather to complement them, even serving as an additional portal for World Trade Center visitors to find their way
to the La State Museum or the Historic New Orleans Collection. We would
also imagine developing joint programming with these museums, when appropriate.
Implementing this plan, we believe, will create a Museum of the City of
New Orleans that will both make its citizens proud, and that will itself become a major tourist attraction within one of the greatest tourist capitals of
the world.
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Other Supporting Documents
9. Other Supporting Documents

b. Letter from Latter & Blum re Residential Condominium Market
c. Letter from Jones Walker LLP re Leasehold Condominiums
d. ConsultEcon Report re Cultural Attraction and Observation Deck
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211
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b. Letter from Latter & Blum re

Residential Condominium Market
219
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Development Team
221
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c. Letter from Jones Walker LLP re

Leasehold Condominiums
223
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Development Team
225
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d. ConsultEcon Report re Cultural Attraction and

Observation Deck
227
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ConsultEcon, Inc.
Management & Economic Insight
January 16, 2015
Preliminary Economic Evaluation of

the Cultural Component proposed
for the World Trade Center
Redevelopment in New Orleans
Prepared by:
ConsultEcon, Inc.
Prepared for:
Carpenter and Company, Inc.
January 2015
ConsultEcon, Inc.
January 16, 2015
INTRODUCTION
ConsultEcon has evaluated on a preliminary basis the economic opportunity of the
proposed Cultural Component (observation deck and associated uses) of the
redevelopment of the World Trade Center site in New Orleans. This memo is presented in
six sections. This evaluation includes the assumptions at the end of this memorandum.
Section 1. Site and Building:
The proposed site for the Cultural Component is the World Trade Center building which is
located in the tourist district of New Orleans just off of the Mississippi River. It is adjacent
to the Audubon Aquarium of the Americas (Aquarium), Harrahs New Orleans Casino, and
the Convention Center. It is also within easy walking distance of the French Quarter. The
primary attraction of the Cultural Component is an observation deck on the top floors of
the building that would be about 400 feet high and would offer outstanding views of the
Mississippi River, the French Quarter, and the overall city. It is an excellent site for an
observation deck. Cambridge 7 Associates has refined the Cultural Component as a single
continuous visitor experience, described as follows.
1. After ticketing on Floor 2, visitors are introduced on that level to a series of New
Orleans focused topics related to its geography, history, culture and its future.
These are presented in a series of interactive exhibits and a multi-sensory
theater experience.
2. Visitors then take an elevator to the 31st floor, then take escalators to the 33rd
floor observation deck. The escalators are exhibits in their own right providing
additional multi-sensory experiences that extend the themed visitor experience
and the New Orleans focused interpretation.
3. The observation deck is much more than an opportunity to see New Orleans
from a unique vantage point. The views are augmented with a storyline that
engages visitors through the 360 degree visitor path around the observation
platform. Each view from the Mississippi River to the French Quarter Canal
Street etc. is interpreted in a multi-media format tied to the geographic,
historical, cultural and its forward looking themes introduced to visitors on
Floor 2.
4. Once completed the circuit around the observation platform visitors would exit
via escalator to Floor 31. The theming of the escalator would include
introducing the opportunity for visitors to walk on a transparent overlook that
would be a visceral experience for all if they dare. Also offered on Floor 31 is
themed retail and food service. When shopping and dining are complete, visitors
would take down elevators to the lobby to complete their experience.
New Orleans World Trade Center
ConsultEcon, Inc.
January 16, 2015
Ticket Pricing and Revenue Types

Ticket prices are assumed at $16, $14 and $12 for adults, seniors and children respectively.
These are in current value of the dollar. A 10% allowance for discounts, coupons etc. is
included in the revenue analysis. Retail and food service as well as facility rentals will add
to the revenue potential of the facility. While not reflected in this preliminary analysis,
there may also be opportunities to add up-charges for special experiences, programs and
events.
Throughput
A major consideration in this project is throughput. This includes maximizing use of

available space and accommodating peak periods. The observation deck has an
instantaneous capacity of 660 people, while Floor 31 has instantaneous capacity of 990
people thus, there is adequate physical room on these floors for the visitation volume
potential identified in this report. Operating hours are assumed to be 10AM to 10 PM
The limiting throughput factor is elevator capacity. The use of three elevators to floor 31
with escalators to floor 33 will provide throughput capacity appears adequate to meet the
visitation volume potential identified in this report.
Markets
The markets for the attraction are primarily tourists with additional market support from
residents. Within the tourist category are special markets such as VFR (Visiting Friends
and Relatives), conventioneers, and other tourist market segments. New Orleans is an
important convention city. In 2013, it was estimated 9.28 million total tourists visited the
New Orleans metro area, of whom about 7.84 million were overnight travelers. The 2019
resident population of New Orleans is projected at 1.33 million.
Comparable Observation Towers and Decks
There are many observation towers and decks around the world and most major cities
have some form of observation tower. Most of the towers range in height from 250 feet to
over 1,000 feet. The proposed deck in the World Trade Center would be on the low end of
this range at 400 feet, however, in some respects given the flat topography and the focus on
nearby areas, this is an ideal height for the observation platform. Observation Towers and
decks have been very profitable as they command premium prices in most markets. The
adult ticket prices range currently is from about $16 dollars at the Reunion Tower in Dallas
to $29 at the Empire State Building in New York.
Attendance
A preliminary annual attendance range for the subject observation deck is projected at
547,000 to 875,000 with a mid-range estimate of 711,000. For comparison purposes the
nearby Aquarium has attendance of 728,650 at an adult ticket price of $22.50. This
ConsultEcon, Inc.
January 16, 2015
estimate represents an assumption of 4% penetration of the resident market and a 7%

penetration of the tourist market.
Revenue Potential
The net achieved per capita ticket revenue is estimated at 80% of the adult ticket price, or
$12.87 per capita, which results in an estimated annual admission revenue of $9.2 million.
Additional revenue will come from food and gift sales as well as facility rental revenue.
Total revenue potential is estimated at $11.2 million in a stable (3rd) year of operations and
in the current value of the dollar.
There may also be opportunities for other upcharge revenue, depending on the final design
of the project, for instance, the Empire State building sells front of the line tickets at a
substantial premium. These revenue sources could add an additional $2-$4 dollars per
capita, net of costs. However, because of the preliminary nature of this analysis, and
because the opportunities for upcharges have not been identified or described, such
potential revenue is not included in the analysis. It should be noted that such upcharges
may have operating costs as well that might reduce the net revenue from upcharges.
Operations
Net of any rent property taxes, profit and/or capital contribution the operating costs are
estimated at $2.69 million, including costs for staffing (18 full time and 19 part time
positions and additional seasonal personnel), maintenance, utilities, insurance, exhibits
and exhibit reinvestment, marketing, administrative and overhead as well as capital
reserves at 3% of operating costs.
Operating Cash Flow Potential
This preliminary evaluation is subject to refined market and operating analysis, but is
indicative of the level of economic opportunity the proposed project presents. In a stable
year of operations, the Cultural Component of the World Trade Center has an opportunity
to generate net sales of over $8.5 million annually in current value of the dollar. This is
before any property taxes, building or management fees, project financing and other nonoperational costs.
Preliminary Analytical Tables
Data in Table 1 through Table 12 provide assumptions and analyses that underlie this
preliminary economic evaluation of the Cultural Component of the World Trade Center. As
the design and development plans for the project are refined and additional market and
operating research is undertaken, the economic evaluation should be updated and refined.
Nonetheless, this analysis provides a preliminary indication of the economic opportunity
that the project presents.
ASSUMPTIONS
ConsultEcon, Inc.
January 16, 2015
In preparing this memorandum, the following assumptions were made. This study is
qualified in its entirety by these assumptions.
1. The size and design of the proposed Cultural Component at the World Trade Center
and its exhibits will be appropriate to its market potential; and will serve to create a
high quality, stimulating attraction with broad-based audience appeal and a
distinctive image. The proposed Cultural Component at the World Trade Center will
be a unique attraction in the region.
2. The facility will be competently and effectively managed. An aggressive
promotional campaign will be developed and implemented. This program will be
targeted to prime resident and visitor markets. The ticket prices and fees for paid
elements of the visitor experience will be consistent with the value and experience
offered.
3. There will be no physical constraints to impede visitors to the facility, such as major
construction activity. Changes in economic and social conditions due to events
including, but not limited to, major recessions, major environmental problems or
disasters that would negatively affect operations and visitation may impact on the
results of the findings in this study, including visitor potential projections.
4. Every reasonable effort has been made in order that the data contained in this study
reflect the most accurate and timely information possible, and it is believed to be
reliable. This study is based on estimates, assumptions and other information
developed by ConsultEcon, Inc. from its independent research efforts, general
knowledge of the industry, and consultations with the client group. No
responsibility is assumed for inaccuracies in reporting by the client, its agents and
representatives, or any other data source used in the preparation of this study. No
warranty or representation is made that any of the projected values or results
contained in this study will actually be achieved. There will usually be differences
between forecasted or projected results and actual results because events and
circumstances usually do not occur as expected. Other factors not considered in the
study may influence actual results.
5. This report may not be used for any purpose other than that for which it was
prepared. Possession of this report does not carry with it the right of publication.
This report will be presented to third parties in its entirety and no abstracting of the
report will be made without first obtaining permission of ConsultEcon, Inc., which
consent will not be unreasonably withheld. This report is not to be used for project
financing or underwriting of debt instruments.
6. Outputs of computer models used in this report are rounded. These outputs may
therefore slightly affect totals and summaries.
7. The research and analysis of this report was prepared in January 2015. It
represents data available at that time.
ConsultEcon, Inc.
January 16, 2015
Table 1
Attendance Potential
Cultural Component of World Trade Center
Visitation Potential Range
Market Capture Rates

Estimated 2019
Market
Population
Resident Market
Low
High
Low Range
Attendance
Mid Range
Attendance
Percent to
Mid Range
High Range
Total
Attendance Attendance
1/
Primary Market Area City of New Orleans
439,042
5.00%
9.00%
21,952
30,733
39,514
4.3%
Secondary Market Area Remainder of

Metro Area
894,729
3.00%
5.00%
26,842
35,789
44,736
5.0%
1,333,771
3.66%
6.32%
48,794
66,522
84,250
9.4%
Total Resident Market
Overnight Travel to New Orleans Area
2/
Estimated
Current Tourist
Volumes to
Metro Area
Leisure
Low
High
5,310,000
7.00%
11.00%
371,700
477,900
584,100
67.2%
640,000
5.00%
8.00%
32,000
41,600
51,200
5.9%
1,090,000
6.00%
9.00%
65,400
81,750
98,100
11.5%
800,000
2.00%
4.00%
16,000
24,000
32,000
3.4%
7,840,000
6.19%
9.76%
485,100
625,250
765,400
87.9%
Leisure
940,000
1.00%
2.00%
9,400
14,100
18,800
2.0%
Visiting Friend and Relative
290,000
1.00%
2.00%
2,900
4,350
5,800
0.6%
Association/Convention/Trade
Show/Corporate Meeting
110,000
0.30%
0.50%
330
440
550
0.1%
General Business
100,000
0.30%
0.50%
300
400
500
0.1%
1,440,000
0.90%
1.78%
12,930
19,290
25,650
2.7%
9,280,000
5.37%
8.52%
498,030
644,540
791,050
90.6%
Total Stabilized Attendance Range
546,824
711,062
875,300
100.0%
Mid Range Attendance Potential 3/
547,000
711,000
875,000
Visiting Friend and Relative

Association/Convention/Trade Show/
Corporate Meeting
General Business
Total Overnight Visitors
Day Visitors
Total Day Visitors

Total Day and Overnight Visitors
Percent Difference from Mid Range Attendance
-23.1%
23.1%
1/ Source: ESRI.
2/ Source: Derived based on data (tourist volume, trip purpose and day and overnight trip) from 2013 New Orleans Area Visitor Profile, March 2014 , prepared for the New Orleans
Convention and Visitors Bureau, Inc. and New Orleans Tourism Marketing Corporation, prepared by the University of New Orleans Hospitality Research Center.
3/ Rounded to nearest 1,000
Source: ConsultEcon, Inc.
ConsultEcon, Inc.
January 16, 2015
Table 2
Five-Year Attendance Potential Trend
Percentage of Stabilized
Attendance
YEAR 1
YEAR 2
Stable
YEAR 3
110.0%
105.0%
100.0%
YEAR 4
YEAR 5
100.5%
101.0%
Mid Range Visitation

Potential
782,000
747,000
711,000
715,000
718,000
Low Range Visitation

Potential
602,800
575,400
548,000
550,740
553,480
High Range Visitation

Potential
964,700
920,850
877,000
881,385
885,770
ConsultEcon, Inc.
January 16, 2015
Table 3
Estimated Monthly Attendance Distribution
Low Attendance Scenario
Seasonality
Total
Attendance
Mid Range Attendance

Seasonality
Total
Attendance
High Attendance Scenario

Seasonality
Total
Attendance
January
8%
43,760
8%
56,880
8%
70,000
February
8%
43,760
8%
56,880
8%
70,000
March
12%
65,640
12%
85,320
12%
105,000
April
11%
60,170
11%
78,210
11%
96,250
May
9%
49,230
9%
63,990
9%
78,750
June
8%
43,760
8%
56,880
8%
70,000
July
6%
32,820
6%
42,660
6%
52,500
August
6%
32,820
6%
42,660
6%
52,500
September
7%
38,290
7%
49,770
7%
61,250
October
9%
49,230
9%
63,990
9%
78,750
November
8%
43,760
8%
56,880
8%
70,000
December
8%
43,760
8%
56,880
8%
70,000
100%
547,000
100%
711,000
100%
875,000
Total 1/
1/ Attendance totals rounded to the nearest 1,000.

ConsultEcon, Inc.
January 16, 2015
Table 4
Peak On-Site Population and Parking Requirements
Mid- Range
Attendance
Annual Visitation
711,000
High Range
Peak Month at 12% of Annual Attendance
85,320
High Week (28%) of peak period
23,890
Peak day (18%) in high week
4,300
Facility operates 12 hours per day

Length of Stay / Percent In-house
Peak in-house population
(1.25 hr. stay - 17%)
(1.5 hr. stay - 20%)
731
860
ConsultEcon, Inc.
January 16, 2015
Table 5
Admissions Analysis
Per Capita Ticket Revenue
% to Total
Attendance
Attendance
By Type
Achieved Achieved
Ticket Price 1/ Per Capita
Achieved Per
Cap % to
Subtotal
Adult
70.0%
497,700
$16.00
$11.20
78.3%
Seniors
12.5%
88,875
$14.00
$1.75
12.2%
Children (1-12)
15.0%
106,650
$9.00
$1.35
9.4%
Facility Rentals
0.5%
3,555
$0.00
$0.00
0.0%
Free/Complimentary 2/
2.0%
14,220
$0.00
$0.00
0.0%
100.0%
711,000
$14.30
100.0%
Subtotal
Coupons & Discounts as a % of

achieved per capita ticket revenue
Total
100.0%
10.0%
711,000
($1.43)
$12.87
1/ Ticket prices in current dollars, with assumed inflation rate thereafter.

2/ Includes complimentary tickets, children under one year old, VIP, etc.
10
ConsultEcon, Inc.
January 16, 2015
Table 6
Attendance, Ticket Revenue and Membership Assumptions,
% to Total Attendance
Year 1
Stable Year
3
Year 2
Adult
70.0%
70.0%
Seniors / Youth
12.5%
Children (1-10)
Year 4
Year 5
70.0%
70.0%
70.0%
12.5%
12.5%
12.5%
12.5%
15.0%
15.0%
15.0%
15.0%
15.0%
Facility Rentals
0.5%
0.5%
0.5%
0.5%
0.5%
Complimentary
2.0%
2.0%
2.0%
2.0%
2.0%
100.0%
100.0%
100.0%
100.0%
100.0%
Total
Attendance By Type
Adult
547,400
522,900
497,700
500,500
502,600
Seniors / Youth
97,750
93,375
88,875
89,375
89,750
Children (1-12)
117,300
112,050
106,650
107,250
107,700
Facility Rentals
3,910
3,735
3,555
3,575
3,590
Complimentary
15,640
14,940
14,220
14,300
14,360
782,000
747,000
711,000
715,000
718,000
Adult
$16.00
$16.00
$16.60
$16.60
$17.30
Seniors / Youth
$14.00
$14.00
$14.60
$14.60
$15.20
Children (1-12)
$9.00
$9.00
$9.40
$9.40
$9.80
Rentals & Programs
$0.00
$0.00
$0.00
$0.00
$0.00
Complimentary
$0.00
$0.00
$0.00
$0.00
$0.00
Less Coupons & Discounts @ 10.0%
($1.43)
($1.43)
($1.49)
($1.49)
($1.55)
Per Capita Average Revenue
$12.87
$12.87
$13.37
$13.37
$13.93
Total
Ticket Price Analysis 1/
1/ Ticket prices and membership fees in current dollars in Year 1. Ticket prices and membership fees are assumed to
increase at the compounded inflation rate every other year.
11
ConsultEcon, Inc.
January 16, 2015
Table 7
Operations Analysis Assumptions in Current Dollars
General
Notes
Facility Gross Square Footage
38,300
Interior Exhibit Square Feet
18,000
Mid-Range Attendance
711,000
Inflation
2.0%
Annual Attendance Growth after Year 3
0.5%
Admission Fees and Revenue

Adult Ticket Price
$16.00
Child Ticket Price
$14.00
Per Capita Ticket Revenue
$12.87
Ticket Price Increase % every other year
4.04%
Coupons & Discounts as a % of achieved per capita

ticket revenue
10.0%
Retail
Per Capita Retail Sales
$4.00
Cost of Goods Sold as a % of Retail Sales
50%
Outside sales as a percent of total sales
0%
Food Service
1/
Percentage of Attendees Buying Food / Drink
75%
Average Food Sale
$8.00
Per Capita Food Sales
$6.00
Facility Share of Gross Sales
1/
11%
Facility Rentals and Receptions

Major Rentals Per Year 2/
Target Attendance in Stable Year
Average Net Revenue per Rental
Other Revenue As a % of Earned Revenue
24
3,600 Avg. 150 per event
$7,500 After direct costs
0.5%
1/ Food service is assumed to be an onsite restaurant operated by an outside contractor.

2/ Assumes outside caterer provides food service
12
ConsultEcon, Inc.
January 16, 2015
Table 8
Operating Revenue Potential
Stabilized
Year
TOTAL ATTENDANCE
YEAR 1
1/
YEAR 2
Stable YEAR 3
YEAR 4
YEAR 5
Stable
Year
Percent
to Total
782,000
747,000
711,000
715,000
718,000
REVENUE
711,000
In Current
Dollars
Ticket Revenue
$9,150,570
$10,064,340
$9,613,890
$9,505,715
$9,559,193
$10,003,176
81.5%
1,422,000
1,564,000
1,494,000
1,422,000
1,430,000
1,436,000
12.7%
Food Service Net Revenue
469,260
516,120
502,880
488,218
500,784
512,943
4.2%
Facility Rental
180,000
180,000
183,600
187,272
191,017
194,838
1.6%
$12,324,460
$11,794,370
$11,603,205
$11,680,994
$12,146,957
100.0%
Retail Net of COGS
TOTAL REVENUE
$11,221,830
1/ Year 1 Revenue in current dollars, with assumed inflation rate thereafter for revenue factors; with the exception of ticket prices which is assumed to increase at
a rate of 4.04% every other year (at the compounded rate of inflation).
13
ConsultEcon, Inc.
January 16, 2015
Table 9
Proposed Personnel Plan in Current Dollars
Number of FullTime Employees
Title/Position
Number of
Part-Time
Employees
Assumed
Annual FTE
Salary
Total Salary
Function
Administration, Finance & Operations

Facility Manager
$85,000
$85,000
Supervises entire facility operation, personnel

hiring, review and supervision; Interfaces with
building Management, ownership, governmental
and outside agencies.
Accountant / Administrator
$60,000
$60,000
Budgeting, AP, AR, payroll, financial reports, MIS
$45,000
$45,000
Manages all marketing, promotional and

advertising activities and oversees facility rentals
and events. Trains and manages personnel related
to these activities.
Director of Exhibits
$60,000
$60,000
Develop, plan & maintain exhibits & exhibit floor.
Exhibit Assistant
$30,000
$30,000
Maintain exhibits & exhibit floor.
Facilities / Maintenance
Manager
$50,000
$50,000
Interface with outside contractors, supervise

building personnel, assist in selected mechanical &
facility repairs. Supports exhibit staff in maintaining
exhibits and exhibit spaces.
Custodian
$22,000
$44,000
Provides janitorial services. Supports event setup

and breakdown. Could be outsourced as a
contractor.
Operations Director and Store

Manager
$45,000
$45,000
Manages store, buying, merchandising; recruit,

train & oversee store & admissions personnel.
Security Chief
$45,000
$45,000
Supervises Security and Safety Issues.
Floor Staff / Security
$25,000
$237,500
Provide security and oversight of each level of the

facility. During busy hours, supervise elevator cues.
Cashiers - Admissions/Retail
$19,000
$152,000
Admissions & retail cashier, Stock retail.
Director of Marketing &

Publicity
Programs & Exhibits
Facility Operations
Total Salaries
$853,500
Taxes & Fringe Estimated at
22%
$187,770
Total Salaries, Taxes & Fringe
$1,041,270
Total Personnel
FTE Equivalent Positions
18
1/
Benefit / Fringe amounts and ratio to salaries is

based on the planned employee mix.
19
27.5
Analysis of Hourly Staff Requirements
Floor Staff / Security

Cashiers - Admissions/Retail
Number of
Workers
Required on Site
per Position
Hours
Required
Weekly
84
336
358.5
3.5
84
294
302
Total Hours
Required Available Staff
2/
Weekly
Hours
1/ FTE -- Full Time Equivalent positions are estimated based on full time personnel plus part time workers at 50% of full time.
2/ Assumes full time staff have 40 hour work weeks at 37.5 hours at work stations per week, with 2.5 hours per week for breaks.
14
ConsultEcon, Inc.
January 16, 2015
Table 10
Potential Operating Expenses in Current Dollars
Project Parameters
Facility Gross Square Footage
38,300
Annual Attendance Potential
711,000
Full-Time Equivalent Employees (FTEs)
27.5
See Personnel Schedule

Expense Factors
Percent
To Total
1/
Detailed Budgetary Analysis
Annual Amount
Full and Part-Time Personnel
$853,500
See Personnel Schedule
31.7%
187,770
22.0% Based on employee mix
7.0%
Personnel Taxes & Fringe

Allowance for Seasonal Personnel
25,000
Professional Services
38,300
Administrative & Overhead 2/
82,500
Budgeted for 2,000 hours

@
$1.00 Per SF
0.9%
1.4%
$3,000 Per FTE
Advertising
711,000
$1.00 Per Attendee
26.4%
Printing & Publications
142,200
$0.20 Per Attendee
5.3%
Events & Programs
50,000
Budgeted
1.9%
Exhibit Reinvestment / Maintenance
177,750
$0.25 Per Attendee
6.6%
Utilities
134,050
$3.50 Per SF
5.0%
Insurance
76,600
$2.00 Per SF
2.8%
Repairs & Maintenance Interior
95,750
$2.50 Per SF
3.6%
Other Miscellaneous / Contingency
38,300
$1.00 Per SF
1.4%
Subtotal Operating Expenses
$2,612,720
Capital Reserves 3/
$78,381.60
Total Operating Expenses
$2,691,102
97.1%
3% of Total Op. Expenses
100.0%
% to Total
Operating Analysis
Operating Expense Per Gross SF
Operating Expense Per Visitor
Attendees Per FTE
Op. Exp. Per FTE
Square Feet Per FTE
2.9%
$70.26
$3.78
Personnel Costs
39.6%
Non Personnel Costs
60.4%
25,855
$97,858
1,393
Taxes & Fringe per FTE
$6,828
Taxes & Fringe Per Employee
$5,075
1/ Factors are based on industry standards and the specific attributes of the project and local conditions.
2/ Includes: Supplies and Materials; Travel & Staff Development, Dues & Subscriptions; Communications / Online / Website; Postage &
Shipping; Equipment Rental/ Lease.
3/ Capital Reserves include funds for equipment replacements and minor capital for building improvements.
15
ConsultEcon, Inc.
January 16, 2015
Table 11
Estimated Operating Expenses
Operating Expenses
YEAR 1
1/
YEAR 2
Stable
YEAR 3
YEAR 4
YEAR 5
Personnel Salaries & Benefits
$1,066,270
$1,087,595
$1,109,347
$1,131,534
$1,154,165
Advertising, Printing & Publications
$ 938,400
$914,328
$887,669
$910,516
$932,624
Other Operating Expenses
$ 711,000
$716,295
$721,257
$736,744
$752,290
Subtotal Operating Expenses
$2,715,670
$2,718,218
$2,718,274
$2,778,794
$2,839,079
$81,470
$81,547
$81,548
$83,364
$85,172
$2,797,140
$2,799,765
$2,799,822
$2,862,158
$2,924,251
Capital Reserves
Total Operating Costs
1/ Year 1 shown in current dollars with assumed inflation rate thereafter.

16
ConsultEcon, Inc.
January 16, 2015
Table 12
Net Income Summary
Stabilized Year
in Current
Dollars
YEAR 1
$11,221,830
$12,324,460
$11,794,370
$11,603,205
$11,680,994
$12,146,957
$2,612,720
$2,715,670
$2,718,218
$2,718,274
$2,778,794
$2,839,079
$78,382
$81,470
$81,547
$81,548
$83,364
$85,172
$8,530,728
$9,527,320
$8,994,605
$8,803,382
$8,818,836
$9,222,706
1/
YEAR 2
Stable
YEAR
3
YEAR 4
YEAR 5
Revenue
Earned Revenue
Operating Expenses
Capital Reserves
Net Income
1/ Year 1 shown in current dollars with assumed inflation rate thereafter.

17
247
Four Seasons
New Orleans
PROJECT EMPLOYMENT ANALYSIS

Context
The Four Seasons New Orleans team is sensitive to
the local social and economic context of our project
and has taken measures to understand how we can
create the greatest impact in New Orleans.
Summary of Projected
Employment
33 pre-construction jobs
A 2013 report released by Loyola Universitys

Lindy Boggs National Center for Community
Literacy cited that approximately 52 percent of
African American men in the City of New Orleans,
approximately 38,000 individuals, are
unemployed. Although the findings of the Loyola
report appear grim, the City of New Orleans
Economic Opportunity Strategy has begun forging
an equity as a growth opportunity path to close
income gaps, reduce African American male
unemployment, and empower all New Orleanians. The Four Seasons New Orleans team has
reviewed the Citys Economic Opportunity Strategy and carefully considered the ways in which
the redevelopment of 2 Canal Street, the construction of the Four Seasons New Orleans, and the
operation of the Four Seasons New Orleans can help drive employment and overall economic
growth for New Orleans.
1,621 construction jobs
450 permanent full-time

jobs
Given the diversity of our investor group, our team has a personal interest in considering the
ways that our project can help address unemployment and underemployment of black men in
New Orleans. Through strategic partnerships, we may be able to connect employment
opportunities to New Orleanians in a way that expands opportunity for all. To this end, we have
not only estimated projected employment, but we have identified potential opportunities for
workforce development to increase access to these jobs. Our early exploration of these potential
workforce development opportunities demonstrates our sensitivity to the local employment
landscape and our intent to maximize the benefit of 2 Canal Street for the city.
Employment = Empowerment
The Four Seasons New Orleans team strongly believes that private investments in development
projects across the city should create lasting benefits for New Orleans. The Redevelopment of 2
Canal Street can be leveraged to address the economic challenges and obstacles faced by many
New Orleanians through the creation of robust and meaningful employment opportunities in
the near- and long-term. The employment opportunities that we project can benefit a wide
cross-section of the citys population, and through potential workforce partnerships, it can
provide a empowerment for targeted unemployed and underemployed groups.
We are seeking more than a development opportunity. We are seeking a bright future, built
together, with the residents of New Orleans.

Construction Employment
Projected Em ploym ent
We project that a total of 33 jobs will be supported by the Four Seasons New Orleans project
during pre-construction.
We project that a total of 1,621 jobs will be supported during construction.
1,131 of these will be direct construction jobs conducted on site at 2 Canal Street.
240 of these will be direct construction jobs conducted off site.
249 of these will be indirect jobs.
Estim ated Salaries and Com pensation
We estimate the following salaries and wages for the above projected pre-construction-related
design jobs on the redevelopment of 2 Canal Street:
3 management jobs will be compensated at an average hourly rate of $55.00
10 architects and engineers will be compensated at an average hourly rate of $45.00
20 designers and draftpersons will be compensated at an average hourly rate of $24.00
We estimate the following salaries and wages for the above projected construction-related jobs
on the redevelopment of 2 Canal Street:
Management jobs will be compensated at an average hourly rate of $40.00
Supervisory jobs will be compensated at an average hourly rate of $32.00
Skilled Craft Trades will be compensated at an average hourly rate of $23.30
Skilled labor will be compensated at an average hourly rate of $15.00
Unskilled labor will be compensated at an average hourly rate of $11.00
M ethodology
Pre-Construction
We calculated that half of the estimated design fee would be spent locally, through the local
partner architect Trapolin-Peer and affiliated design and engineering services. This led us to an
estimate of 68,000 manhours, translating to 33 jobs in local design services.
Construction
We have defined construction-related direct on-site, off-site, and indirect jobs as follows:
Direct job on-site are construction jobs that will be located at 2 Canal Street during the
redevelopment project.
Direct jobs off-site are construction jobs, employed by the same trade contractors as
those working onsite, that are performing support efforts offsite. These include both
construction trade and administrative workers.
Indirect jobs are those created down the supply chain of trades required for our project.
These indirect jobs include laborers that are producing materials that are going to the
primary contractors and 2 Canal Street. Examples include fabricators and producers of
fasteners, caulk, plywood, and those working at lumberyards, plumbing warehouses,
and electrical warehouses.
In order to estimate the projected construction jobs outlined above, we used extensive input
from Woodward Design+Build and the historical data that they have collected over decades and
decades of experience in the New Orleans market. We estimated the direct labor dollars by work
item in the 2 Canal Street World Trade Center tower, and then divided those direct labor dollars
by the product of the average hourly wage rate and the anticipated labor burden (which included
insurance, FICA, fringe benefits, etc). The resulting quotient was the estimated total labor man
hours per each work item in the project.
These labor man hours were then divided by 2,080 work hours per year to yield the labor man
years in each work item. To determine on-site and off-site labor, we applied a variable factor,
based on our professional opinion and the input of local subcontractors and suppliers that
Woodward Design+Build works with frequently.
All of the work items were recompiled into labor types (Managerial, Supervisory, Skilled Crafts,
Skilled Labor, and Unskilled Labor) based on rational percentages.
This is an analysis that Woodward has conducted on many jobs over the past 20 years. Our
method has generally proven within the realm of reason, often leaning conservative, and is an
appropriate tool for projecting the jobs that the Four Seasons New Orleans project will support
during construction.
W orkforce Developm ent and Inclusion - During Construction
When awarded the development, the Four Seasons New Orleans team seeks to make the above
jobs highly accessible to New Orleans residents, including the disadvantaged and at-risk, to yield
great benefits for the city.
To this end, Four Seasons New Orleans has considered many initiatives to promote inclusion.
Based on preliminary discussions, we can:
1. Appoint two members of the Four Seasons New Orleans investment group or
development team to work closely with the city. These delegates can:
a. Deliver quarterly summary reports to the City.
b. Work with the Mayors office to integrate Four Seasons New Orleans hiring and
workforce training efforts into the citys existing programs.
c. Support initiatives focused on black male unemployment/underemployment,
including NOLA FOR LIFE, Welcome Table, and other workforce development,
re-entry and inclusion programs.
2. Work closely with the Urban League of New Orleans to build recruiting, training, and
continuing education modules specific to the construction of Four Seasons New Orleans.
3. Leverage the Urban Leagues workforce development research, findings, infrastructure,
and team to supplement the internal efforts of Four Seasons New Orleans and Four
Seasons Corporate Human Resources. We have discussed receiving assistance with:
a. Building and executing a purposeful, long-term workforce development strategy.
b. Monitoring, compliance, recruitment, and retention efforts to ensure we deliver
on promises and meet or exceed goals.
4. Establish targeted apprenticeship programs across a suite of trades to improve access to
high wage, trade-specific training for African American males, veterans, non-college
5.
6.
7.
8.
9.
educated workers, women, and local individuals who are recently reintegrating into the
workforce.
Work with Delgado Community College to leverage their established training and
apprenticeship programs to grow the base of local talent in construction-related trades.
This partnership could involve:
a. Training for building construction-related trades.
b. Training for hotel maintenance-related trades, such as low voltage electric.
c. Opportunities for workers employed by our subcontractors to attend tradespecific continuing education classes.
Assist subcontractors in conducting outreach and recruitment for a diverse pool of
workers. Such proactive management of compliance and assistance can help build a
construction workforce that reflects the diversity of the citys talent pool.
Execute a venture capital investment in GoToInterview (GTI), a New Orleans based,
African American woman-owned, talent recruiting and management startup that allows
prospective job applicants to upload answers to interview questions through GTIs
smartphone, tablet, and desktop applications.
Engage GoToInterview to extend construction job opportunities to applicants with
transportation and resource limitations by allowing them to respond to interview
questions virtually. Use of this virtual job interview platform can help us to reach
significantly more applicants than through the sole use of in-person job fairs and
newspaper ads.
Connect with Job1 candidates to consider them for construction job openings, viewing
and vetting the 2,000+ Job1 candidate profiles in the GTI database.
Permanent Employment
Projected Em ploym ent
Based on analysis of the proposed Four Seasons location and input from its existing hotel
operations, we project that 450 permanent full time jobs will be created at the Four
Seasons New Orleans.
Estim ated Salaries and Com pensation
Anticipated Annual Salaries & Bonuses for Management
Below is a list of anticipated total annual compensation based on HICS market data for New
Orleans. These amounts represent reported figures for New Orleans competitive upper market,
which will inform Four Seasons New Orleans compensation decisions once we progress with
hotel hiring.
Job Title
Assistant Controller
Assistant Engineering Director
Assistant Food and Beverage Director
Assistant Front Office Manager
Assistant Housekeeping Director
Banquet Manager (without service charges)
Catering Sales Manager
Annual Salary +
Bonus (in dollars)
91,746
84,432
88,683
49,583
48,212
79,178
69,481
Chief of Security
Controller
Engineering Director
Executive Chef
Executive Sous Chef
Executive Steward
Food and Beverage Director
Front Office Manager (Department Head)
General Manager (Live-out)
Housekeeping Director
Housekeeping Manager
Human Resource Director
Reservations Manager
Restaurant Manager
Revenue Manager
Sales Management Director
Sales Manager - Entry-level
Sales Manager - Intermediate
Sales Manager - Senior
Sous Chef (Experienced)
Top Sales and/or Marketing Job
59,680
159,695
129,171
156,641
87,970
61,321
166,744
67,661
267,897
84,189
51,008
127,213
55,157
66,804
118,537
140,301
73,393
88,798
116,927
59,281
175,731
Anticipated Hourly Wage Rate for Line Staff

Below is a list of anticipated hourly wages for line staff based on Wage Watch 2014 data for New
Orleans hotels. These amounts represent the 75th percentile of reported wages for the segment of
highest paid line staff in New Orleans.
POSITION
Accountant, Intermediate
Accounting Clerk, Entry
Administrative Assistant/Department Secretary
Assistant Front Desk Manager
Banquet Captain
Banquet Server/Waiter/Waitress
Banquet Set-Up/House Person
Bartender, Banquet
Bartender, Public
Bell Captain
Bell Person
Bus Person
Cashier
Cocktail Server
Coffee Shop/Deli Attendant
Concierge
Cook, Banquet
Hourly Wage (in

dollars)
23.1
16.3
17.0
16.3
11.1
7.6
11.4
9.8
8.4
14.7
12.0
10.3
12.9
7.5
11.8
15.4
16.8
Cook/Lead or Senior
Cook/Line Cook
Director of Facility Maintenance and
Engineering
Director of Human Resources
Director of Rooms
Director of Sales
Director, Housekeeping/Environmental Services
Door Person
Driver, Van/Shuttle
Food Server/Wait Staff
Front Desk Agent
Front Desk/Shift Supervisor
Housekeeper/Room or Environmental Services
Attendant
Housekeeping Houseperson
Environmental Services Manager
Housekeeping Supervisor/Inspector
Human Resources Assistant
HVAC Mechanic
Income Auditor/Accountant
Laundry Worker
Lobby/Public Areas Attendant
Maintenance and Engineering Supervisor/Chief
Engineer
Maintenance Technician I, Entry Level
Maintenance Technician II, Intermediate Level
Maintenance Technician III, Advanced Task
Mini/Honor/Server/Bar Attendant
Night Auditor
Night Manager
Painter
Restaurant Host/Hostess/Greeter
Restaurant Supervisor
Room Reservationist
Room Service Server
Sales Manager - Senior
Security Guard
Security Supervisor
Steward/Dishwasher
Stewarding Supervisor
Switchboard Operator
15.2
15.7
54.6
44.3
33.7
59.7
36.9
12.6
11.9
9.2
12.1
15.0
12.7
11.8
19.7
14.2
16.9
20.6
18.3
12.0
12.6
26.9
17.9
19.6
20.6
12.7
14.1
19.8
17.8
10.8
15.7
15.5
8.1
39.3
14.8
16.3
11.8
16.3
12.6
Methodology
The 450 permanent jobs were estimated by Four Seasons, based on analysis of the requirements
to operate the hotel at 2 Canal Street and staffing arrangements at other Four Seasons locations.
Salaries and wages are based on an analysis of New Orleans market data, where Four Seasons
employees would likely fall in-line with the highest paid in the New Orleans market.
W orkforce Developm ent and Inclusion Post-Construction/Hotel Operations
As the redevelopment nears completion and preparations for the hotels opening begins, the
Four Seasons New Orleans team intends to explore proactive measures that make the above jobs
highly accessible to New Orleans residents. We hope that the employment opportunities we
provide can improve the economic well-being of the city and its individuals and seek to assemble
an inclusive and diverse workforce to staff the hotels operations.
To this end, Four Seasons New Orleans has explored many workforce development initiatives
and will continue to consider strategic partnerships as the project progresses. Based on
preliminary discussions, we hope to:
1. Create compelling, long-term career opportunities for New Orleanians, particularly
people of color, by:
a. Providing above market wages and salaries.
b. Promoting from within to provide local employees with long-term opportunities
and unprecedented upward mobility to the highest ranks of management within
the Four Seasons system.
2. Work closely with the Four Seasons Corporate Human Resources team to leverage
proven employer of choice, internship, diversity, inclusion, and talent development
programs.
3. Build management teams that are reflective of the population of New Orleans.
4. Marry the global institutional knowledge and methodologies of Four Seasons
Corporation with local resources to explore thoughtful and innovative recruitment
practices. Some opportunities we have discussed include:
a. Licensing GoToInterview to reach, source, and vet Job1 candidates for positions
within Four Seasons New Orleans.
b. Exploring the recruiting, training and retention strategies of Caf Reconcile and
Libertys Kitchens to develop effective practices for Four Seasons New Orleans.
c. Developing a pipeline of chefs, cooks, restaurant management, and catering
management talent from Caf Reconcile and Libertys Kitchen, connecting
culinary trainees with excellent employment opportunities.
d. Guiding luxury hotel management internship programs, training programs, and
hiring initiatives at local institutions, including: Dillard University, Xavier
University of Louisiana, Southern University at New Orleans, University of New
Orleans, Tulane University, Loyola University of New Orleans, and Delgado
Community College.
e. Working with career services at local colleges and universities to staff entry-level,
middle, and senior management positions at the hotel.
f. Offering rising junior and rising senior summer internship programs for students
at Orleans Parish School Board and Recovery School District high schools,
exposing local youth to the citys vibrant hospitality industry.
There are many ways in which Four Seasons New Orleans can play an active role in developing
and training the New Orleans hospitality industry workforce. We seek to explore partnerships
and initiatives that can help us fill our hiring needs in innovative and proactive ways that build a
better workforce.

Multiplier Effects
Our proposal for the redevelopment of 2 Canal Street is projected to employ 33 people during
pre-construction, 1,621 people during construction (direct jobs both on- and off-site and indirect
jobs) as well as 450 permanent full time jobs to support the hotels operations. These impressive
figures promise to bolster the economy of New Orleans, creating meaningful opportunities for
work and future advancement.
These estimated jobs are not the only positive impact the project will have. With more than $64
million in aggregate salaries and wages for the jobs supported by construction and more than
$15 to $20 million in aggregate annual salaries and wages for the jobs created by the Four
Seasons Hotel upon stabilization, hundreds of New Orleanians will have greatly increased
spending power. These salaries and wages will be largely spent and invested in New Orleans,
effectively expanding and strengthening the citys economy. The addition of so many permanent
jobs to operate the Four Seasons hotel will further boost the citys tax base, with additional
positive implications.
Benefits of the Four Seasons New Orleans project will also become apparent in the many
indirect and induced jobs that will undoubtedly be created. Fine food purveyors and produce
suppliers, landscapers, and other businesses may add jobs to meet the demands of the Four
Seasons hotel. Retail businesses in the area may add employees as guests of the luxury hotel
seek shopping and dining experiences nearby. Induced jobs may also be found in all
neighborhoods of New Orleans as the many Four Seasons employees spend their higher-thanindustry-average earnings.
Through direct jobs supported by the redevelopment project and hotel, as well as the many
indirect and induced jobs that will be created, the Four Seasons New Orleans will have an
enormous multiplier effect resulting in positive growth for New Orleans. More information on
the overall economic impact of the project can be found in the Economic Impact Analysis for
Four Seasons New Orleans Proposal prepared by GCR in the attached exhibits.
The Proof is in the Jobs

It is not the just the quantity, but the quality of jobs that makes Four Seasons the right choice for
2 Canal Street, although quantity is definitely a factor. Given the superb level of service delivered
to its guests, a Four Seasons hotel creates a high level of employment at 1.3 employees per room.
Not only are there more jobs, there are better jobs.
Four Seasons is consistently ranked by Forbes magazine as one of the 100 Best Companies to
work for. Pursuant to its commitment to be the luxury hospitality employer of choice, Four
Seasons typically pays employees higher salaries and hourly wages than the hotel industry
average. In addition to higher compensation, there is greater opportunity at Four Seasons. The
flag has one of the lowest turnover rates in the hospitality industry, an impressive fact that is
largely driven by Four Seasons commitment to promote from within. Employees enjoy a high
level of job satisfaction and a path for their ambitions, with opportunity to grow to the highest
ranks of the organizations management. The entrance of a hotel with such opportunities for
upward career advancement has the potential to change the status quo and lack of meaningful
opportunities for New Orleanians of color in the hospitality industry. Four Seasons offers
excellent jobs, rewarding compensation packages, and long-term career opportunities rather
than an endless loop of low wages.
The jobs will not just be many and great, they will be representative of the population of New
Orleans. Four Seasons New Orleans seeks to create inclusive opportunities for all New
Orleanians, and the chain has a long track record of successfully integrating hotels into
communities around the world. Two case studies below offer examples of Four Seasons success
in building hotel employee teams that reflect the communities they operate in.
Four Seasons St. Louis
Pursuant to the demographics and ethnic diversity of St. Louis, Four Seasons corporate and the
developers of the Four Seasons St. Louis successfully executed a targeted recruiting and
outreach plan to source and attract African American employees. Four Seasons worked closely
with the Urban League of St. Louis and the Black Chamber of Commerce to develop a targeted
lateral recruiting program and entry-level training program to build a Four Seasons St. Louis
team that reflects the diversity of the city across all layers of line staff and management. The
Four Seasons St. Louis includes African Americans in meaningful roles and positions with
upward mobility. Additionally, the Four Seasons St. Louis has an impactful supplier diversity
program that has helped a number of African American suppliers to grow.
Four Seasons Palo Alto
Pursuant to the demographics and ethnic diversity of East Palo Alto, Four Seasons corporate
and the developers of Four Seasons East Palo Alto successfully executed a targeted recruiting
and outreach plan to source and attract Latino Employees. Four Seasons worked closely with the
Hispanic Chamber of Commerce and a team of consultants to develop a bi-lingual prospective
employee outreach effort. Additionally, Four Seasons tapped the Latino executive network
groups. These efforts from Four Seasons corporate level, coupled with the outreach executed by
the General Manager and Head of Human Resources for the Four Seasons Palo Alto, resulted a
in a luxury hotel with Latino participation across the management ranks and significant Latino
supplier participation.
Conclusion
Any team with the requisite resources and relationships can develop a luxury hotel. What
distinguishes the Four Seasons New Orleans team is the extraordinary commitment to service,
guests, employees, and the host city. A high level of service to guests is only realized when
employees are empowered and valued as team members. At Four Seasons, employees are well
compensated and given opportunities for meaningful work with upward mobility. Our
commitment to the host city, New Orleans, is evident in our significant efforts to create excellent
jobs during pre-construction, construction, and permanent hotel operations. We have made
many early efforts to be a positive presence in the community and we intend to explore
opportunities for sustainable workforce development initiatives that empower New Orleanians.
The Four Seasons New Orleans team will build the best hotel with the best possible people in
the best possible location.
Other Required Attachments
10. Other Required Attachments

259
Four Seasons
New Orleans
261
Four Seasons
New Orleans
263
Four Seasons
New Orleans
265
Four Seasons
New Orleans
Development Team
267
Four Seasons
New Orleans
269
Four Seasons
New Orleans
OFFICE OF SUPPLIER DIVERSITY
CITY OF NEW ORLEANS

DBE Participation Plan
Contact Office of Supplier Diversity for

questions on completing this form.
Via email: supplierdiversity@nola.gov
OR
1340 Poydras Street, 10th Floor
Section II. DBE Participation Plan Method

The following method was used to develop the DBE Participation Plan. Please explain:
1. Has your firm worked with DBE firms in the past? If yes, describe the results of that working relationship.
2. Based on the scope of services requested by the City, what DBE subcontracting opportunities were identified to increase the likelihood of
meeting the contract goal.
3. Describe the outreach methods that your firm will use to encourage and incorporate DBE firms in this project.
4. If No DBE subcontract opportunities were identified, please explain:
ATTACH ADDITIONAL PAGES IF ADDITIONAL SPACE IS REQUIRED
Page 3 of 4
DBE Participation Plan Revised 11/2014
OFFICE OF SUPPLIER DIVERSITY
CITY OF NEW ORLEANS

DBE Participation Plan
Contact Office of Supplier Diversity for

questions on completing this form.
Via email: supplierdiversity@nola.gov
OR
1340 Poydras Street, 10th Floor
Section III. DBE Subcontractor's Scope of Work (Optional)

If you have identified your DBE(s), please provide the name of the firm(s), and the services, products and/or scope of work. Attach additional pages if
necessary.
Name of Firm: _____________________
Firm Contact: __________________________
Telephone: ________________________
E-Mail: _______________________________
Describe below or attach the work to be performed by the DBE firm _________________________________________________________________
_________________________________________________________________________________________________________________
Estimated Dollar Value for Scope of Work ($): ________________
Name of Firm: ______________________
Telephone: _________________________
Firm Contact: ________________________

E-Mail: ___________________________
Describe below or attach the work to be performed by the DBE firm_________________________________________________________________

__________________________________________________________________________________________________________________
Name of Firm: _______________________
Telephone: __________________________
Firm Contact: ________________________

E-Mail: ______________________________
Describe below or attach the work to be performed by the DBE firm _________________________________________________________________
_________________________________________________________________________________________________________________
Page 4 of 4
DBE Participation Plan Revised 11/2014
1. Has your firm worked with DBE firms in the past? If yes, describe the results
of that working relationship.

DBE Experience, Past and Present

Woodward Design+Build (Woodward) has worked extensively with DBE firms in the past and
continuous to do so in the present on a number of current construction engagements.
Woodward has a 10+ year track record of working with DBEs and meeting DBE targets, setting
up a foundation for successful DBE involvement on the redevelopment of 2 Canal Street.
Five years ago, Woodward recognized the need to expand its reach to include more DBE firms
and hired a Diversity Coordinator to develop and implement the companys DBE Participation
Plan. Through our experience implementing this comprehensive DBE plan, we have witnessed
firsthand the mutual benefits brought about through DBE involvement as well as the challenges
faced by DBE firms. We have worked to guide and assist DBEs in finding solutions for success
and are determined to foster an inclusive environment that helps undercapitalized DBE firms to
succeed and grow.
Our past experience has strengthened our resolve to establish and adhere to policies and
procedures that mitigate and eliminate stumbling blocks for DBEs. Our goal is to ensure the
success of each and every DBE firm we work with while completing the redevelopment of 2
Canal Street on budget, on time.
Track Record of Successful DBE Participation

Ongoing Engagements and Exemplary Results
Many DBE firms work with Woodward on a continual basis, improving their abilities and
growing their capacity through work on multiple projects. By allocating successive engagements
to DBE firms, Woodward helps them to grow their skill set and evolve while they learn. Below
are just a few examples.
Roofing Solutions, LLC: From 2011 to 2014, Roofing Solutions has worked on six
Woodward projects and generated Woodward-specific revenue of $814,147.
Allied Construction, LLC: From 2011 to 2014, Allied Construction has worked on ten
Woodward projects and generated Woodward-specific revenue of $3,437,721.
Woodward is committed to developing a diverse and robust construction community in our
region through ongoing work with DBE firms. We have worked with DBE firms in the past, and
we continue to team up for ongoing work for the present and future.
Nolmar: An Exemplary Case
One of our proudest subcontracting and mentorship relationships came about when Nolmar
Corporation was a subcontractor to Woodward on the redevelopment of the CJ Peete Housing
Development. During the project, where Nolmar Corporation was in charge of framing on

Page 1 of 12

multiple buildings, they encountered a stumbling block that almost caused them to close their
doors. But the rapport that had been developed in the field led Nolmar to reach out to
Woodwards project manager to explain their difficult financial situation. The problem was then
presented to Woodwards CEO, Paul Flower, who instructed the Executive Staff to find a way to
help Nolmar Corporation survive.
Through innovative thinking a new business model was developed. In 2011, Woodward and
Nolmar became partners in business and formed Nolmar Construction, LLC which was 51%
owned by Nolmar Corporation and 49% by Woodward. The partnership helped Nolmar
Corporation survive the CJ Peete project and grow in the construction industry. Effective
Janaury 1, 2015 Nolmar Corporation bought Woodward out and today, Nolmar Construction is
100% owned and operated by Nolmar Corporation, a DBE firm. This is what we believe success
looks like when working with DBE firms. It is just one example of how Woodward assists and
empowers DBE firms through work on our projects, resulting in sustainable DBE companies
that enrich the construction community.
2. Based on the scope of services requested by the City, what DBE

subcontracting opportunities were identified to increase the likelihood of
meeting the contract goal.
Commitment to an Organic DBE Strategy
The Four Seasons New Orleans team has carefully analyzed the design and construction needs
of our redevelopment proposal in order to identify challenges and opportunities in meeting the
35% DBE contract goal.
The Four Seasons New Orleans team believes that inclusive economic development fuels the
transformation of communities and addresses resident- and community-specific challenges that
affect the entire city. We believe that the requisite talent and resources exist in New Orleans to
execute an organic DBE strategy that grows New Orleans DBEs, builds New Orleans DBE
capacity, and expands the pool of New Orleans DBEs for the redevelopment of 2 Canal Street
and beyond. The DBE firms that work on the redevelopment of 2 Canal Street will gain valuable
experiences, employ a material number of New Orleanians, and be well positioned to
successfully compete for contracting opportunities in future redevelopment projects executed in
New Orleans.
An organic DBE strategy that grows the DBE pool is imperative, as this grows the number of
DBEs that can avail themselves of the myriad real estate development and redevelopment
opportunities in the Citys pipeline and future. The Four Seasons New Orleans team is
committed to engaging and growing a diversified pool of DBEs across construction, and
construction-related, as well as professional services disciplines.
Page 2 of 12

The Four Seasons New Orleans team has carefully analyzed the design and construction needs
of our redevelopment proposal to identify ways to eliminate common DBE hurdles. We have
conceived an execution plan, assembled a team, and will execute a development strategy that
allows our redevelopment of 2 Canal Street to meet or exceed the City of New Orleans 35% DBE
contracting goal.
Scope Challenges Identified

From the outset, we have identified some of the main challenges in meeting the DBE
subcontracting goal so that we can plan for success. At 33 stories tall, the World Trade Center
contains elements such as numerous elevators that will constitute a major part of construction
work. Unfortunately, DBE firms are effectively precluded from working in the elevator trade.
There are no certified DBE firms in the elevator trade and, due to union trade agreements, DBE
firms are unable to participate in any work involving elevators. Typical low rise projects around
the City do not present the same challenges. Due to the magnitude of the projects size and
particular scopes that preclude DBE participation, such as the elevators, we will take an
aggressive approach to reach the DBE goal.
MEP Subcontractors, Critical Partners in DBE Success

We estimate that approximately $50 million of the $200 million construction/hard
costs of the Four Seasons New Orleans will be allocated to the MEP disciplines and
contracting opportunities. The size, breadth and duration of the 2 Canal Street mechanical,
electrical and plumbing contracts creates an unprecedented opportunity for the Four Seasons
New Orleans team to meet or exceed the 35% DBE goal in DBE contracting.
A key element of our MEP/DBE strategy is our strong relationship with long-established, large,
local MEP subcontractors that: a) can evidence a historical commitment to thoughtful DBE
partnerships and b) have the infrastructure and financial resources to shepherd the growth of
DBEs. In short, we are negotiating with two large MEP contractors whose interests and values
are aligned with ours and with the inclusion and economic development goals of the City of New
Orleans. Our MEP subcontractors have aggressively sought out DBE firms and are committed
to subcontracting to DBEs significant shares of the allocated budgets and projects:
Gallo Mechanical, LLC/A Cubed Corporation
The Four Seasons New Orleans team will allocate the 2 Canal Street redevelopment HVAC and
plumbing contracts to Gallo Mechanical, LLC. These contracts should total approximately $30
million. Gallo is very familiar with the mechanics of The World Trade Center as, for many years,
a Gallo team maintained the boilers in the mechanical penthouse at 2 Canal Street. Gallo will
subcontract 75% of the mechanical work to A Cubed Corporation, a certified DBE and SLDBE
firm. Through this relationship, A Cubed will generate more than $22 million in revenue from
the redevelopment of 2 Canal Street.
Page 3 of 12

Gallo is confident in their ability to mentor A Cubed Corporation through these HVAC and
plumbing projects and believes this is an unprecedented opportunity to help build a DBE. The
Gallo team has worked over the past year to develop the infrastructure and relationships
necessary to effectively partner with A Cubed on large New Orleans projects. A Cubed will
leverage the lessons learned during the redevelopment of 2 Canal Street and the revenue
generated from their 2 Canal Street engagements to evolve into a national MEP contractor.
All Star Electric, Inc./Malone Electrical Services, Inc./SquareButton Electrical Consulting, LLC
The Four Seasons New Orleans team estimates an allocation of electrical contracts to All Star
Electric that will total approximately $20 million. All Star shares the Four Seasons New Orleans
teams philosophy for DBE inclusiveness, evidenced by their five year relationship with DBE
firm Malone Electrical Services. Recognizing Malone Electricals capabilities and desire to grow,
in 2014 All Star and Malone formed a joint venture partnership to complete several large
commercial projects. This working relationship has helped build Malones team, grow Malones
capabilities, and significantly increased Malones annual revenue. All Star has committed to
subcontract 50% of the 2 Canal Street redevelopment electrical work to Malone. As such,
Malone should generate more than $10 million in 2 Canal Street redevelopment revenue. Both
firms believe this will be the catalyst to creating a bigger, stronger, African American womanowned DBE electrical firm for the New Orleans region.
DBE Firms Identified
Included in the Four Seasons New Orleans team are DBE firms Royal Engineers & Consultants,
LLC, Dana Brown & Associates and Global Parking Systems, LLC.
Royal Engineers & Consultants, LLC is a valued team member that will provide exceptional
engineering services in a timely, cost-effective, and professional manner. The Royal Team is
comprised of engineers, designers, technicians, inspectors and other support professionals that
possess extensive experience in various areas of engineering and consulting. The diversity of
expertise within the organization has enabled the company to be well-equipped for any
opportunity.
Landscape Architect, Dana Brown & Associates, Inc. is a certified DBE firm that has practiced in
diverse professional realms and geographic regions. They are one of the largest landscape
architecture and planning firms in Louisiana. In business since 2004, the staff of Dana Brown &
Associates, Inc. brings amazing talent and worldwide experience to projects. Most members of
the firm are Louisiana natives who have worked extensively in other states and countries, giving
them a unique perspective and understanding of Louisiana's cultural, economic, and ecological
heritage, all of which is incorporated into their designs whole-heartedly.
Global Parking Systems, LLC, a Parking Management Company is a New Orleans based DBE
firm established in 1993 by Mr. Ronald V. Burns. Mr. Burns is a hard working and resourceful
leader whose contributions and commitment to his community have established him as one of
the leading entrepreneurs in the metropolitan area. Under his leadership, Global Parking can
Page 4 of 12

provide valet parking services for the Four Seasons New Orleans residents, hotel guests and
patrons with the same excellent service offered throughout the hotel.
DBE Subcontracting Opportunities Identified

Additionally, Woodward has drilled down into the general conditions, management and quality
control components to increase opportunities for utilizing DBE firms. Project Management and
Administrative Personnel, which comprise key work traditionally performed in house, will be
subcontracted out to DBE firms.
Other general conditions and quality control areas identified for DBE firms include but are not
limited to:
Environmental Remediation
Progress Photos
Security
Construction Machine and Equipment Rental and Leasing
Roll-Off Containers
Fencing
Landscape Architecture
Daily and Weekly Clean-up
Where it is economically and logistically feasible, we will use innovative bid packaging to break
down the project requirements into smaller tasks or quantities to maximize opportunities for
DBE firms. Painting is one trade we propose breaking down into smaller packages to ensure
DBE firms are fully able to participate in the development of the Four Seasons New Orleans. We
will issue multiple contracts by numbers of floors as opposed to one large painting contract for
the entire project. This strategy of creating multiple, manageably sized bid packages can help
expand opportunity and increase DBE success.
Additional subcontracting opportunities available to DBE firms include but are not limited to
the following list of trades:
Signage
Sitework
Drywall
Flooring
Concrete
Saw-cutting
Demolition
Steel Fabrication
Finish Carpentry
Rough Carpentry
Guardrails
Page 5 of 12
Masonry
3. Describe the outreach methods that your firm will use to encourage and
incorporate DBE firms in this project.

The Four Seasons New Orleans team goes beyond compliance. It is an organizational culture
that is creative, innovative, and highly responsive to the needs of the DBE community. Our team
is committed to creating meaningful contract opportunities for Disadvantaged Business
Enterprises on this project both during and after construction. We are now and will continue to
aggressively reach out to the DBE community through multiple avenues to make certain that
everyone who is interested in bidding has that opportunity.
Early Pre-Proposal Outreach

Our outreach began with the development of the Four Seasons New Orleans team website:
www.fourseasonsneworleans.com. The website provides information about who we are and
what our vision is for the redevelopment of World Trade Center. Visitors to the site can find out
about our intended DBE subcontracting goals in the FAQ section and prospective DBE
contractors can contact our Diversity Coordinator, Lauren Marshall, with any questions. We will
continue to use the site to post all 2 Canal Street/Four Seasons New Orleans subcontracting
opportunities.
On Friday, January 16, 2015, the Four Seasons New Orleans team executed Phase 1 of the Four
Seasons New Orleans Workforce Development Strategy by hosting two meet and greet
sessions, specifically focusing on workforce development, inclusion and disadvantaged business
enterprise (DBE) outreach. Founders and executives from the following stakeholder institutions
attended our sessions and contributed to the dialogue: the New Orleans Black Chamber of
Commerce, NewCorp, Liberty Bank and Trust Company, Coaxum Enterprises, Entergy New
Orleans, Transcendent Legal, and Caf Reconcile. At these sessions, we gathered critical data
points to enable us to execute a project that aligns the interests of disparate groups with the
interest of New Orleans residents, the Mayors Office, and related entities.
On Tuesday, January 20, 2015, Woodward hosted an Open House for DBEs to introduce the
Four Seasons New Orleans Team, our vision for the Redevelopment of 2 Canal Street and our
commitment to DBE inclusion. The event was well received and the DBE community is excited
about the many opportunities that our project presents.
Working with Local Organizations

Our team will work with local and regional organizations that focus on the development of DBE
firms to facilitate education and capacity building opportunities. The team has elected to marry
internal DBE capabilities, execution, experience, and creativity with external DBE resources,

Page 6 of 12

partners, and platforms to execute a comprehensive strategy for Four Seasons to meet or exceed
the 35% DBE target.
The team has initiated strategic partnership discussions with longstanding and well-respected
architects of the New Orleans DBE ecosystem that have been executing transformative DBE
capacity building, coaching, monitoring, and compliance strategies for over 10 years. These
resources include the Good Work Network and The Urban League of New Orleans. The Four
Seasons New Orleans team will also leverage the unparalleled financial strength of the developer
and investor group to construct and deploy innovative financial and insurance structures that
address financial hurdles often faced by DBEs in large construction projects.
Good Work Network
Good Work Network has a 14 year track record of helping New Orleans DBEs to start, grow and
succeed via mentorship, hands on assistance, and a unique curriculum to build capacity and
back office abilities. In the last few years, Good Work has developed a shortlist of best-in-class
construction-related DBEs that have successfully completed small and large construction
projects. These best-in-class DBEs have effectively leveraged Good Works capacity and
infrastructure-building curriculum and resources. We have discussed with Phyllis Cassidy, the
founder of Good Work, and the senior management team a strategic partnership that will assist
the construction-related DBEs engaged by Four Seasons across three disciplines. Our
partnership with Good Work will make available to our DBEs Good Works sourcing, general
management and capacity building resources to allow DBEs to grow during the redevelopment
of 2 Canal Street. These resources will help our DBE firms to manage stretch assignments that
may be a bit larger than they have historically executed.
Sourcing:
o The Four Seasons New Orleans team has discussed working with a subset of the
20 Good Work DBE construction and electrical clients that have, in the last 5
years, demonstrated the desire and ability to work on or grow into larger
projects.
! Note: With assistance from Good Work, we will also develop a small
farm team of DBE contractors that did not qualify in the Group of 20.
These contractors can work on smaller knowledge-building engagements
and apprenticeship-like assignments.
General & Financial Management:
o Good Work has a financial management, operations management, and project
management infrastructure that DBEs can borrow and leverage to successfully
execute. This allows DBEs to focus on core competencies, allocating middle
office and back office responsibilities to a trusted partner with experience, a deep
bench, and a track record of managing complex assignments. The Good Work
team has developed a methodology for working closely with small- and mediumsized DBEs, coaching them through successful execution of multi-million dollar
engagements. In the last few years, Good Work has developed a specialty in
growing and supporting construction and construction-related DBEs.
Capacity Building:
Page 7 of 12
Good Work may provide infrastructure and capacity building services as well as
continuing education classes to DBEs that the Four Seasons New Orleans team
sources from beyond the Good Work universe. During the two year
redevelopment of 2 Canal Street, it is the goal of the Four Seasons New Orleans
team to grow and strengthen the capability set of the DBEs we engage. Such
growth will enable the group of DBEs we subcontract with to compete for
meaningful roles in future development projects executed in New Orleans and
beyond.
The Urban League of New Orleans

The Urban League of New Orleans (The Urban League) has a line of business, staff, and a suite
of resources dedicated to DBE sourcing, support and monitoring. Our proposed agreement with
The Urban League will span all three disciplines:
Sourcing:
o The Urban League DBE Database: Our multi-year partnership with the Urban
League affords us access to the Urban Leagues New Orleans DBE database. The
Urban League has made a significant investment in the database, expanding and
refining it over the last several years. The DBEs in the database have been vetted
by the Urban League and, in certain instances, have also received training and
coaching from the Urban League. Not only does this give our team immediate
access to a pool of DBEs across a number of construction-specific trades, it aligns
us with a subject-matter expert (The Urban League) and provides a curated
repository of firms that have received guidance and training from the Urban
Leagues DBE and construction resource team. We will also help the Urban
League grow their database by co-hosting teach-ins, open houses, and continuing
education classes during the two years of construction. We believe the efforts we
make to foster a meaningful partnership with the Urban League, their clients,
and their members can grow a DBE database for re-deployment on other large
scale real estate development projects and for re-purposing on alternative uses.
Support:
o The Urban League Contractor Resource Center: Our multi-year partnership
with the Urban League and our financial commitment will allow the Urban
League to grow their DBE support infrastructure and increase the depth of
services in their Contractor Resource Center. The Urban Leagues Contractor
Resource center provides their contractor clients as well as our DBE contractors
with access to accounting and construction project estimation software, advisory
services , and large scale digital printers. Contractors can use the Urban Leagues
digital printers to print full scale plans without spending thousands of dollars on
their own equipment or hundreds of dollars on outsourced print jobs to third
parties.
Monitoring & Compliance:
o Monitoring & Compliance: In the last 15 years, the developers Carpenter &
Company and Woodward Interests, as well as the investor group, have executed
more than $5 billion in real estate developments, acquisitions, and construction
projects. Both Carpenter and Woodward have extensive operations

Page 8 of 12

infrastructure as well as comprehensive project management and monitoring
capabilities. However, it is our desire to be completely transparent during the
two-year redevelopment of 2 Canal Street. As such, we will negotiate a two-year
agreement with the Urban League to monitor our DBE compliance as well as the
DBE compliance efforts of the general contractors and subcontractors we engage
in the project. The Urban Leagues infrastructure and team dedicated to DBE
compliance makes it a well-resourced third party to provide this oversight. We
will work very closely with the Urban League to monitor DBE compliance and
provide the City with requisite information to substantiate said compliance.
In addition to working with the Urban League of New Orleans and Good Work Network, we will
work with Delgado Community Colleges Goldman Sachs 10,000 Small Businesses program, the
Department of Commerces Minority Business Development Agency New Orleans Business
Center (we have a very strong relationship with Alejandra Castillo, the Deputy Director of the
Department of Commerces Minority Small Business Development Authority), the Alliance of
Minority Contractors, and the New Orleans Small Business Administration Field Office to
source, support and grow DBEs.
Ensuring Access to Opportunities and Successful Outcomes

As traditional we will utilize advertisements in NOLA.com | The Times Picayune, The Advocate,
The Daily Journal, and other publications to notify DBEs interested in subcontracting
opportunities.
We will also host pre-bid meetings to ensure that DBE firms have access to subcontracting
opportunities. At these meetings, we will offer instruction and clarification on our prequalification procedures, bid documents, and the bid process. We will define what support we
are offering to make sure that all DBE firms working on the project succeed.
Our team is offering extensive support to ensure that DBE firms not only have access to
opportunities, but the backing needed to succeed. The support we will offer includes but is not
limited to the strategies discussed below.
Financial Management Initiatives
A successful DBE program and a sustainable DBE strategy require thoughtful approaches to the
cashflow and general financial hurdles often faced by DBEs. The Four Season New Orleans
team is committed to supporting and underwriting initiatives that allow DBEs to secure the
requisite performance and payment bonding to qualify to work on the 2 Canal redevelopment
project. Additionally, the Four Seasons New Orleans team will work with Liberty Bank to
provide a multi-million dollar credit facility that should allow DBEs and local small businesses
to sidestep the cashflow inconsistencies that often cripple DBEs and small businesses.
Performance and Payment Bonds
Page 9 of 12

In order to mitigate bonding capacity, we will break down scopes into manageable work
packages that align with the DBEs workload and staffing. Generally, small and growing
businesses face high hurdles when they attempt to secure performance and payment bonds with
multi-million dollar liability limits. Securing these bonds from reputable insurance companies
often requires firms to have strong balance sheets (i.e. significant cash in the bank or substantial
borrowing capabilities) or owners with sizable net worth and liquid assets. As small and
growing businesses rarely fit these profiles, it is incredibly difficult for them to secure the
required bonding.
The Four Seasons New Orleans team is working with a triple A rated insurance company as well
as with Liberty Bank to create a bonding facility for DBEs and other small businesses qualifying
for the requisite performance and payment bonds. This will allow them to secure work on the 2
Canal Street project. When DBEs are relieved of some of the typical financial pressures
encountered on large projects, they are able to grow, thrive, and successfully execute the project
work allocated to them. To this end, we believe that DBEs should benefit from the financial
strength of the project and development team in securing the necessary insurance for
participation.
Developer-enabled $5 Million DBE Credit Facility
The Four Seasons New Orleans team is working with Liberty Bank to create a $5 million dollar
credit facility for DBEs and small, local businesses. This credit facility will allow DBEs and
small, local businesses to borrow (at very reasonable interest rates) against the invoices
generated for completed work. We anticipate this credit facility will allow DBEs and local small
business to receive payment for a substantial portion of the face value of each invoice generated
for Four Seasons New Orleans work within 5 days of submitting said invoice. This prompt access
to payment, compared with the typical 45-day wait, should significantly smooth DBE and small
firms project related cashflows, making it much easier for them to meet their daily and weekly
project-related payroll and other obligations.
On-site DBE Coordinator
We will have an on-site DBE Coordinator to serve as a primary contact person for all DBE firms.
Should any job site concerns arise, the DBE Coordinator will be available to help rectify the
situation. The DBE Coordinator will also be available to assist DBE firms with potential needs
such as completion of certified payrolls. The DBE Coordinator will monitor utilization of DBE
firms throughout the project.
Trade Specific Workshops
We will offer trade specific workshops conducted by project leads to discuss extensive scope
review. The workshops are also intended to provide networking opportunities for large and
small firms that can lead to potential teaming opportunities.
Bi-weekly DBE Teach-ins & Training Sessions
In addition to supporting DBEs with infrastructure, operating capabilities, and critical financial
and insurance resources, the developer group will conduct bi-weekly teach-ins and training
sessions on the 2 Canal Street jobsite or at Woodwards headquarters. At these teach-ins, the

Page 10 of 12

development team and project managers will review the prior two weeks to highlight successes,
failures, and teaching moments. We believe that we can develop significant relationships with
DBE firms and grow their knowledge base to leave them well positioned to compete for
meaningful roles on future developments.
Lasting Impact
The comprehensive DBE effort and the sustainable DBE platform we outlined above will allocate
material responsibilities and project work to New Orleans DBEs and local businesses. Our
efforts will help DBEs and local businesses to grow and become properly positioned to secure
other large contracts in the future. We believe that this project, with its great magnitude, can
make a broad impact on the DBE community, positively changing the trajectory of a diverse
cross section of city residents, DBEs, and local businesses.
The Four Seasons New Orleans development execution plan and ongoing hotel operations and
management plans seamlessly integrate with the economic development, workforce
development and inclusion initiatives and programs conceived and executed by the City and
local nonprofit organizations. We believe our efforts will have a lasting impact on the quality of
opportunities that heretofore may have been beyond the reach of smaller DBEs.
By providing formal and informal mentoring we will create subcontractor relationships that lead
to future teaming opportunities as described above with Allied, Roofing Solutions and Nolmar.
On behalf of this group and in partnership with this group, we will promote opportunities to
team and match them with prospective partners with a broader suite of resources. These teams
will allow under-resourced DBEs and local companies to be awarded contracts by partnering
with and leveraging the resources and expertise of larger, local non-DBEs.
Post-Construction DBE Opportunities
While the redevelopment of 2 Canal Street and the construction of the Four Seasons New
Orleans hotel, restaurants, condos, exhibition, and parking facilities present a host of attractive
near-term opportunities for DBE participation, the long-term opportunities for DBEs to
participate in the operation of the Four Seasons New Orleans or provide services to the Four
Seasons is a truly compelling game-changer.
The Four Seasons New Orleans team has identified at least three related businesses and four
service lines that can be owned, co-owned, managed and/or operated by DBE firms. It is our
goal to have myriad lasting and long-term impacts on the City of New Orleans and the landscape
of opportunities available to DBEs, local businesses, and New Orleans residents. We believe
that the most effective way to accomplish this is to use the Four Seasons New Orleans hotel as a
platform to create more than $10 million in annual, new, non-construction-related revenue for
DBEs. This, in turn, may enable those DBEs to create approximately 100 jobs. The following are
Four Seasons New Orleans hotel-associated businesses, services and management contracts
that can be targeted for DBEs and local businesses:

Page 11 of 12
City of New Orleans History & Culture Exhibition Management Company

Our exhibition consultant predicts the exhibition will host approximately 200,000 visitors per
year. The exhibition space will include gift shops, and concessions stands.
The 10,000 square foot exhibition space and theatre will be on the second floor of the Four
Seasons New Orleans hotel building. We estimate the management contract for the New
Orleans history and culture exhibition will generate $3 million in annual revenue. We estimate
management of the exhibition will require approximately 30 employees.
Hotel & Special Event Parking Management Company
The Four Seasons New Orleans hotel will provide valet parking service for Four Seasons New
Orleans condominium owners as well as to hotel guests and patrons. Additionally, the Four
Seasons New Orleans hotel will utilize the parking spaces in the parking facility immediately
adjacent to 2 Canal. We will hire a parking management company to manage all valet and
parking services.
We estimate the parking management company will manage approximately 100,000 cars each
year and generate approximately $6 million in annual revenue. We estimate management of the
parking operations will require approximately 20 employees.
Legal
The Four Seasons New Orleans will require general legal as well as labor and employmentrelated legal services.
Other
We have also identified the following services that may be allocated to DBEs:
Groundskeeping & Landscaping
Interior Floral Services
Telephony & Audio/Visual System Management
Rubbish Removal

Page 12 of 12
DBE Subcontractors Scope of Work
CSI Code Item Description

1
General Requirements
(DBE Goal determined by the items below)
QA/QC
General Project Labor
Elevator operator Labor
Environmental
Security
Machine Equipment Rental
Photographic Study
Roll off Containers
2
2
Exterminating
Pavement Markings & Signs
Demolition
2
2
Hardscapes
Landscaping
Concrete Foundation
Masonry
Railings
Millwork
Roofing & Waterproofing
Build out and Finishes
Build out and Finishes Flooring
10
15
16
Specialties
HVAC
Electrical
TOTAL
DBE % Goal
DBE Firms Identified for Possible

Scope
17%
Royal Engineers
Cabildo Staffing
Holi Services
US Helm
Leaaf
Kenall
Elliott Security
Kel-Kat Land, LLC
Forest Photography
Disposal Services
Junkaroos
Inspector 12
100%
Coleman & Son
100%
Southern Synergy
Boines Const & Equip Co.
100%
First Millenium Construction
EFT Diversified
50%
Castle Rock Pavers
100%
Dana Brown & Assoc.
Cordeiro
100%
V Keeler
The Crescent City Rebuild
3%
Colmex
Southern Services
100%
NOLA Steele
H Williams LLC
50%
Nolmar Construction
Roofing Solutions
25%
Thrasher
MB Painting
CMC Drywall
40%
Rufinos
Colmex
Legette Construction
Surface Systems Inc
40%
Epoxy-It
75%
Waldo Brothers
75%
A-Cubed
50%
Malone Electrical
=================
37.34%
287
Four Seasons
New Orleans
289
Four Seasons
New Orleans
291
Four Seasons
New Orleans
293
Four Seasons
New Orleans
295
Four Seasons
New Orleans

Four Seasons World Trade Center Proposal

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FRONT AND CENTER

Four Seasons Florence, Florence, Italy

Hotel Brand and Operator: Four Seasons Hotels and Resorts

4. Financial Arrangements and Funding Sources

a. Proposed Capital Structure

b. Recently Completed and In-Process Projects

d. Development Budget and Pro Forma

e. Payment and Performance Bond

g. Plan for Orleans Parish/Local Business Participation

5. Financial and Lease Terms

a. Deposit and Rent

6. Disadvantaged Business Enterprises Participation

Four Seasons Toronto, Toronto, Canada

Hotel Brand and Operator: Four Seasons Hotels and Resorts

Hotels and Resorts

d. Letter from Willie Brown, former Mayor of San Francisco

e. Letter from Charles Sullivan, Executive Director, Cambridge

f. Letter from Daniel ODonnell, Global Head of Private Equity and

g. Letter from Thomas Flexner, Global Head of Real Estate, Citigroup

h. Letter from Martin Frass-Ehrfeld, TCI Real Estate Partners Limited

i. Letter from Henry Louis Gates, Jr., University Professor and

j. Letter from Whitney L. LaNasa of Stonehenge Capital Company

8. Description of Cultural Attraction Prepared By

b. Letter from Latter & Blum re Residential Condominium Market

c. Letter from Jones Walker LLP re Leasehold Condominiums

d. ConsultEcon Report re Cultural Attraction and Observation Deck

e. Projected Employment Analysis

10. Other Required Attachments

b. Letter from Qualified Surety Company

c. DBE Participation Plan

d. Conflict of Interest Disclosure Affidavit

Four Seasons Istanbul at the Bosphorus, Istanbul, Turkey

Hotel Brand and Operator: Four Seasons Hotels and Resorts

managed by Coaxum Enterprises, Inc., a certified DBE.

Four Seasons George V, Paris, France

Hotel Brand and Operator: Four Seasons Hotels and Resorts

Four Seasons Orlando, Orlando, FL

Hotel Brand and Operator: Four Seasons Hotels and Resorts

Four Seasons Florence, Florence, Italy

Hotel Brand and Operator: Four Seasons Hotels and Resorts

Four Seasons New York, New York City, NY

Hotel Brand and Operator: Four Seasons Hotels and Resorts

operation. GCR estimated that amount to be approximately $5.2 million

Four Seasons Istanbul at the Bosphorus, Istanbul, Turkey

Hotel Brand and Operator: Four Seasons Hotels and Resorts

AUG SEP OCT NOV DEC

Core and Shell Permit Documents

Switchgear shop drawings

Core and Shell Permit Documents

Switchgear shop drawings

Primavera Systems, Inc.

Fabricate & Deliver Glass Flrs 5 to 29

Fabricate & Deliver Glass Flrs 5 to 2

Mobilize on Site for shell prep

Mobilize on Site for shell prep

Modernize 2 Car High Rise

METAL STUD OVERHEAD TRACK

Primavera Systems, Inc.

AUG SEP OCT NOV DEC

Residential Finish & Design Selections

Install Finishes on ground floor lobby

METAL STUD OVERHEAD TRACK

AUG SEP OCT NOV DEC