HomeMy WebLinkAboutAgenda Packet 10/24/2001
FORTANGELES
CITY OF PORT ANGELE~
"--~ - --~ ---------
WAS H I N G TON, USA
CITY COUNCIL SPECIAL MEETING
1.
CALL TO ORDER - REGULAR MEETING:
II. ROLL CALL:
Members Present:
Mayor Doyle
Councilman Campbell
Councilmember Erickson
Councilman Hulett
Councilmember McKeown
Councilman Wiggins
Councilman Williams
Staff Present:
Manager Quinn
Attorney Knutson
Clerk Upton
B. Collins
M. Connelly
G. Cutler
D. McKeen
T. Riepe
y. Ziomkowski
/
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III. PLEDGE OF ALLEGIANCE:
LedbY:~ ~~o _
October 24, 2001
f.t;~ r:;J. W\ .
J
Other Staff Present:
~.~:t-~
CITY OF PORT ANGELES
· FORTANGELES
WAS H , N G TON, USA CITY COUNCIL SPECIAL MEETING
Attendance Roster
DATE OF MEETING: October 24, 2001
LOCATION:
City Council Chambers
.
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6
Request for Proposals
Port Angeles Conference Center Facility, and Facility Operations
SELECTION PROCESS
1 The City Economic Development Director will review proposals to insure they are complete
and responsive to the RFP.
2. Qualified proposals will be forwarded to the City Manager.
3. The Economic Development Director and City Manager will determine which proposers
should be invited for public presentations.
4 The City Council will appoint a proposal Review Committee of no more than five members
to evaluate the proposals and begin to identify areas of interest and/or concern.
5. Proposals will be forwarded to the Review Committee.
6. Proposer(s) will be required to make a presentation of their proposed project for community
review. The meeting will include a review of the Proposer's plans and drawings and shall
seek community comment on design, impact, and any other comments relevant to the
proposal. These comments may be the basis for the City requiring changes to the proposal.
7. After the presentation, the Review Committee will rank the proposals, and the Economic
Development Director and City Manager will make preliminary recommendations to the City
Council. (The City Council may reject any recommendation and may require resolicitation
of proposals.) If the City Council approves the preliminary recommendation, the City
Manager shall announce selection of the apparent successful proposer.
8 The selected proposer will be required to enter into an agreement within 45 days of the
effective date of legislation approving the commitment of City Lodging Tax monies to the
project.
The description of the proposal and drawings, as refined through the process described above, shall
constitute the "Development Plan" incorporated into the contract. If the Proposer fails to enter into
the Lodging Tax Agreement for any proposal approved by City Council within the time specified
above, the City may rej ect the proposal and may consider another proposal or re-advertise the
Request for Proposals. If at any time during the development process the Proposer fails to meet
approved schedules, the City may notify the Proposer in writing of a default and terminate
negotiations if the default is not cured. The City may waive any schedule in its sole discretion but will
do so only in writing.
The agreement for commitment of Lodging Tax monies will commit the City to transfer the funds to
a project escrow account according to specific terms and conditions and upon completion of certain
tasks. The City will monitor the issuance of permits to ensure conformance with the proposal
approved by the City. The following will be required to complete the agreement:
a. The City approval of schematic and final development plans;
b. Submission of a complete and acceptable set of plans, drawings and specifications, and the
proposed construction schedule for all improvements.;
c All necessary permits to commence construction;
d. Submission of a written loan commitment from a lender or other satisfactory evidence that
construction private financing has been secured, and
The contract will contain covenants limiting development on the site as described in the accepted
proposal. The contract will prohibit assigning or transferring the property or any interest therein prior
to completion of the project, except with City approval. Acceptance of a proposal by the City does
not waive the Proposer's obligation to comply with all laws, rules and regulations applicable to the
development of the parcel, including without limitation all fair housing and nondiscrimination
requirements and requirements for handicapped accessibility.
The City will conduct inspections to insure contract compliance, and after completion of
improvements will issue a Certificate of Completion as evidence that contractual obligations have
been fulfilled.
MEMO
OFFICE OF THE
CITY MANAGER
Michael Quinn
City Manager
[4501]
Sharon "Sam" Martin
Executive
Administrative Assis t
[4500]
Becky J. Upton, CMC
City Clerk 1
Management Assistan
[4634]
Tanya O'Neill
Information Services
[4630]
Robert Coons
Human Resources
Manager
[4511]
Timothy Smith
Economic Developme
Director
[4804]
Camille Headrick
Human Resources
Assistant
[4510]
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FORTANGEtES.
WAS H N G TON, U. S. A.
DATE:
October 18, 2001
TO:
City Council and Conference Center Review COmmi~~
Timothy 1. Smith, Economic Development Dire~
Conference Center Proposals
FROM:
SUBJECT:
During the last two months, the City advertised a Request for Proposals for the Port Angeles
Conference Facility and Facility Operations. As a result of the regional and national
advertisement, we recieved inquires and requests for the RFP from nearly 30 firms from around
the country. The request for submittal of proposals was extended due to the events of
September 11th, and has now closed.
In response to our RFP, we have recieved two (2) complete proposals, copies of which are
enclosed. After my initial review of the proposals received, I believe that both proposals meet
the basic intent of what we sought in the request for facilities and facility operations. To
initiate further in-depth review, a special, joint City of Port Angeles I Port of Port Angeles
public meeting has been set for Wednesday, October 24th , in the Port Angeles City
Council Chambers, at 6:30 pm. The meeting will be an opportunity for the project proposal
authors to introduce their p~oposals }J~blicfl!ly and to answer any questions from the elected
officials. Following this meeting, the formal review process will begin by a special Review
Committee established by the City Council. An outline of the review process and fundamental
criteria are also enclosed in this package. '.'
The City Clerk will be contacting members of the Review Committee to set the dates and time
for our initial Review Committee meetings. These meetings should occur as soon as possible
after the public presentations on October 24th. I am suggesting that our initial approach to the
formal review process be as follows:
#1 Joint City 1 Port Public Meeting
10/24/01
#1 Review Committee Meeting (General)
#2 Review Committee Meeting (Interview Port of PA Officials)
.3 /#3 Review Committee Meeting (Interview Proposer )
'-#4 Review Committee Meeting (Interview Proposer )
'f ~eview Committee Meeting (Recommendation to LTAC/City Council)
Further Review Committee analysis to be determined.
To be determined
"
"
"
"
"
This is a tentative schedule I approach suggestion and may be subject to change based on input
from the Review Committee. These initial meetings are suggested to allow for a logical and
systematic approach to gathering as much information as may be necessary in order to prepare
for a fully informed recommendation. It is anticipated that the City Council would authorize
the City Manager to initiate final negotiations with the preferred proposal once the Review
Committee's recommendation has been considered by the Lodging Tax Advisory Committee
and forwarded to the City Council. It is further anticipated that upon successful negotiations
a "packaged proposal" would be submitted to the Port of Port Angles for their consideration
by the Port Angeles City Council.
If you have any questions, I can be contacted at 417 -4804.
Request for Proposals
Port Angeles Conference Center Facility, and Facility Operations
REVIEW COMMITTEE
Lodging Tax Advisory Committee
· Orville Campbell
· Jim Haguewood
· Bob Harbick
· John Brewer
· Steve Oliver
City Staff
· Mike Quinn, City Manager
· Tim Smith, City Economic Development Director
· Craig Knutson, City Attorney
Request for Proposals
Port Angeles Conference Center Facility, and Facility Operations
EVALUATION CRITERIA
Each responsive proposal received by the prescribed deadline will be evaluated and rated by the
Advisory Committee. The maximum number of points possible is 100. The evaluations will be
based on the following criteria:
Compliance with the Facilities Program Requirements (20 points):
· Proposal meets area and adjacency requirements.
· Proposal has adjacent restaurant or catering kitchen.
· Handicap access is provided.
· Location provides convenient access to hotels.
· Quality of design and concept.
Compliance with the Operations Program Requirements (20 points):
· Proposal includes appropriate staffing
· Proponents have appropriate experience.
· Facility has appropriate revenue potential.
· Proposal includes strong regional marketing program.
· Quality of management team.
Degree to which proposal defines and limits public financial commitment (20 points):
· Detailed letter of intent or deal structure memo.
· Specific funding amounts and funding schedule.
· Provisions for cost overruns.
· Detailed financial projections and budgets.
Level of Investment by Proponent (10 points).
· Appropriate level of private investment to match or justify public investment.
· Long-term ownership and management commitment.
Compliance with City/Community vision for downtown development (10 points).
Compliance with Location Criteria (10 points):
· Touching Front Street, RR, Oak, Laurel, or Lincoln.
Compliance with State Laws (10 points).
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Port Angeles Conference Center Facmty
City of Port Angeles
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September 10, 2001
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Timothy J. Smith, Economic Development Director
City of Port Angeles .
321 East Fifth Street
Port Angeles, WA 98362-0217
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RE: Port Angeles Conference Center Facility and
Port Angeles Conference Center Facility Operations
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Dear Mr. Smith,
On behalf of Ehm Architecture with MMP, Interbank Brener Hospitality and Six Continents Hotels, I am pleased
to present this Proposal for development of the Port Angeles Conference Center Facility
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My aSSOCIates and I are excited at the prospect of working with the City and other interested parties in developing
a vibrant conference center to help reVitalize the waterfront area of the Central Business District (CBD). As you
know, I have met With the Port Angeles BUSiness ASSOCiation, I have contacted the Chamber of Commerce in
soliCItation of their support and have attended a meeting of the Port Commission. I feel that I have established
a poSitive rapport, which WIll serve as the foundatton of our efforts In seCUring community support for thiS project.
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While our proposed facility may bear some resemblance to prevIous proposals for the Front and Oak property,
My Project Team has developed a proposal that I believe will be qUite interesting to the City. We propose to
incorporate conference center facilities within the envelope of our hotel project, which we feel will benefit both
our Team and the City. We WIll realize saVingS through our modular approach to construction of the guest rooms,
which has been demonstrated most recently on the Quinault Beach Resort in Ocean Shores, and will utilize those
savings to help offset the cost of Including conference space within the hotel component. Although we need to
take advantage of the City's offer to help subsidize the project in order to gain the intended conference space,
we feel strongly that the benefits to the City will far outweigh the participation and subsidy that we are requesting.
We also feel that it would be quite difficult for any other entity to successfully propose a Similar project.
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Above all else, we consider thiS proposal to lay the groundwork for negotiation with the City, which is clearly a
critical element in the success of thiS Project. My Project Team members and I are well aware of the City's needs,
and are sensitive to the need to protect the interests of other businesses In the area through significant
contributIon to the local economy from conference attendance at thiS faCility.
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For the purposes of this proposal, we have modified Holiday Inn Select's typical prototype by reducing the number
of floors in response to height limitations, and by expanding the conference facility to meet the CIty'S expressed
needs. We have preserved a buffer zone along the shoreline for a pedestrian trail, which WIll allow for connection
between the ferry terminal and the estuary We are also interested In the poSSibility of further enhanCing the
waterfront area of the CBD both to the south and east of the subject site in the future, and have already made
preliminary contact With adjacent property owners In the hope of obtaining additional parking to meet current
parking standards.
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Timothy, I appreciate your conslderatton In making yourself available for our meetings and for taking the time to
speak WIth me over the phone. I am confident that the City WIll find ment in this proposal, and am hopeful that
our willingness to negotiate speCIfic terms WIll form the basis for a successful partnerlng effort between my Project
Team and the City of Port Angeles
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Respectfully,
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Ehm AlA, Architect
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Draft Letter of Intent
September 10, 2001
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Timothy J. Smith, Economic Development Director
City of Port Angeles
321 East Fifth Street
Port Angeles, WA 98362-0217
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RE: Port Angeles Conference Center Facility and
Port Angeles Conference Center Facility Operations
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Dear Mr. Smith;
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On behalf of Ehm Archltedure With MMP, Interbank Brener Hospitality and SIX Continents Hotels, I am pleased
to present this Letter of Intent to develop and operate the Port Angeles Conference Center Facility. All terms
stated or Implied In thiS letter are considered negotrable, and are considered tentative and nonbinding until such
time as a specific scope IS mutually accepted by wntten instrument.
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Management and Operations
. Holiday at the Pier LLC will be formed by and with the Developer to own the facility
. Interbank Brener will manage and operate the hotel on behalf of Holiday at the Pier LLC
. The Developer desires to lease the restaurant, and to lease the Conference Center to the City
. Interbank Brener will perform these serviceS In the absence of other tenants or participants in the restaurant
and conference center components
. Six Continents Hotels offers its significant expenence in support of franchise management
. The Developer seeks to utilize the services of local bUSinesses, suppliers and building trades
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Marketing
. Six Continents Hotels offers its considerable backing and marketing support to this venture.
_ . ""~"The Developer seeks to involve the Port Angeles Chamber of Commerce, the North Olympic Peninsula Visitor
and Convention Bureau or both In operating and marketing the facility
. Ehm Architecture and MMP Inc. WIll assist In the facility marketing effort to diligently seek conference groups
for the ramp-up period.
. The Developer is Interested In promoting the adjacent pier
Financing
. The Developer seeks to utilize $100.000 annual cash subSidy from the City
. The Developer seeks Tax Increment FinanCing of off site Improvements to the street and the pier, and
potentially for management or operation of the Conference Center.
. The Developer seeks to negotiate for poSSible establishment of a Public Facilities Distrid, if practical, to help
offset development costs and losses prOjected dunng the ramp-up period
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Special Conditions
. The Developer requests acceptance of a shared parking agreement by the City, to reduce the amount of
required parking while maintaining adequate parking to support the faCility.
. The number of guest rooms has been determined through Pro Forma. The design is negotiable, although
redudion on guest rooms would require further subSidy from the City to offset low occupancies
. The Developer deSires to purchase the property from the City, but may agree to a ground lease
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Respectfully,
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Randal Jay Ehm AlA. Architect
PreSident I CEO
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PROPOSER'S STATEMENT FOR PUBLIC DISCLOSURE!
PROPOSER AND LAND
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The land of which the Proposer proposes to enter into a contract for purchase or lease land
is described as follows.2
c..oMMof..Jl,~ lLNOtNN AS \-nt€ FIL41r AND OAf'. ~er '5(J'e ,
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Name and address of Proposer
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A corporation
A non-profit or charitable institution or corporation
A partnership know as
A business association or a joint venture know as
A federal, state or local govenunent or instrumentality
thereof
Other (explain)
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If the Proposer is not an individual or a government agency or instrumentality, give date of
organization:
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Names, addresses, title of position (if any), and nature and extent of the interest of the officers
and principal members, shareholders, and investors ~ft4.e pro20se~, ot r than a15o\.'{emment ~
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If space on tlus form IS Inadequa!e for any request InformatIOn, It should be ~shed un an attached page wluch is
referred to under the appropnate numbered Item on the form
2 Any converuent means of Identify mg the land (such as block and lot numbers or street boundanes) IS suffiCient. A
descnotlOn bv metes and bounds or other techrucal descnotlOn IS acceotable. not recuIred
Port Angeles Conference Center ' . ,
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agency or instrumentality, are set forth as follows
a If the proposer is a corporation, the officers, directors, or trustees, and each
stockholder owning more than 10% of anv class of stock 3
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If the Proposer is a nonprofit or chantable institution or corporation, the members
who constitute the board oftrustees or board of directors or similar governing body
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If the proposer is a partnership, each partner, whether a general or limited partner,
and either the percent of interest or a description of the character and extent of
interest.
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the percent of interest or a description of the character and extent of interest
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and each person having an interest of more than 10%
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Name. Address. and ZIP Code
and E:\.1ent of Interest
PositIOn Title (If any)
Percent of Interest or
DescnptlOn of Character
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Name, address, nature and extent of interest of each person or entity (not in response to Item
5) who has a beneficial interest in any of the shareholders or investors named in response to
Item 5 which gives such person or entity more than a 10% indirect beneficial interest
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Name, Address, and ZIP Code
Descnption of Character and Ex1ent of Interest
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If a cOl1loratlOn IS requued to fill pen odIc reports \\1th the Feaeral Secuntles and b.change ComnusslOn under
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Pan Angeles Conference C~nter
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Development Program and Narrative of Proposed Project
This proposal is presented by Holiday at the Pier LLC, a pending limited liability Corporation hereinafter referred
to as "Developer" or "Holidr:ay at the Pier."
The City of Port Angeles and Washington State Department of Natural Resources, hereinafter referred to
collectively as "Owners," are Owners of a 3.75 acre parcel of land located at the northwest comer of Front and
Oak streets in Port Angeles, Washington.
The Owners desire to have a public conference faCility built, in order to attract conferences and travelers to the
City of Port Angeles. Holiday Inn at the LLC proposes to construct conference facilities in conjunction WIth a
hotel and restaurant, in order to offset costs of building and operating a conference center alone and to further
support the conference faCIlity.
Accordingly, the Developer submits the followmg negotiable proposal for due consideration.
The Developer is aware of the Gateway Project and of the Multl-Modal Transoortation Center Pre-Desion and
Downtown Revitalization Master Plan. We commit to furthenng the ideals of these efforts, and offer our support
and cooperation in striving to Integrate thiS project into current and long-range planning for the waterfront area
of the Central Business District.
Land and Facility Ownership
Land Ownership
Holiday at the Pier LLC desires to purchase the subject property from the City and the Port of Port Angeles,
subject to a trade of tidelands between the City and the Department of Natural Resources. Holiday Inn at the
Pier now consists only of Randal Jay Ehm AlA, with other partners to be named publicly and specifically as
negotiations ensue and as Due Diligence services are performed
We propose to either purchase or groundlease of the property, subject to negotiatIons dunng the Due Diligence
phase of the project. Lease term, if any, IS anticipated to range from 40 to 50 years.
Purchase price, if the City agrees to sell the land, IS to be negotiated based upon current appraisals of the
property, With possible subSidy on the Clty-owned parcel (through reduction in value) If the City successfully
trades tidelands with the Department of Natural Resources.
Lease terms, If the City prefers to lease the land, are to be negotiated based upon current market rates for like
property WIth consideration for benefit to the CIty. The City shall indemnify Holiday at the Pier LLC from liability
for eXisting environmental conditions, as none have been Identified at thiS stage in the process.
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~ber12,2001
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Facility Ownership
The Facility will be wholly owned by Holiday at the Pier LLC Holiday at the Pier LLC Intends to retain ownership
of the facIlity, with anticipated partial ownership of the FacIlity by Ehm Architecture, Its Subsidiary MMP Inc,
Interbank Brener, and SIX Continents Hotels as a minor partner Venture capital Investors known directly by
Holiday at the Pier LLC (to be named prior to contract execution) Intend to retain ownership of the remaining
portion with a maximum of three partners being allowed
Holiday at the Pier LLC Intends to lease the Conference Center to the City of Port Angeles Holiday at the Pier
LLC Intends to lease the restaurant to a well-known restaurant management company, to be named dUring the
Due DIligence, but retains the right to own and operate the restaurant Itself
Holiday at the Pier LLC IS Willing to lease property from adjacent property owners to secure additional parking,
If reqUired as a condition of successful negotlalionS
Holiday at the Pier LLC Intends to make excess parking available for the public use at a market rate, subject to
availability dUring peak season
Holiday at the Pier LLC Intends to secure full rights to utilize the eXisting pier for related bUSiness or access, and
is Interested In the possibility of extending the pier - subject to JUrisdictional approval and under separate
process.
Economic Deal Structure
The economics of thiS project require the financial participation of the City, In the form of $100,000 annual cash
subSidy to offset conference faCility development expenses Holiday at the Pier LLC reserves the right to request
additional subSidy from the City If necessary, as determined dUring the Due DIligence phase of the project,
although no further subSidy IS requested at thiS time
Holiday at the Pier LLC Intends to take advantage of the availability of property tax Increment finanCing for street
Improvements, waterfront pedestrian path and dock extension If any It IS antiCIpated that the City may deSire to
take advantage of thiS program as well, to finance expenses necessary to manage and promote the conference
faCIlity and to help fund other public Improvements
Holiday at the Pier LLC IS Interested In negotlaling speCific terms With the City. Including but not limited to use
of the Clallam County Opportunity Fund and the pOSSible establishment of a Public FaCIlities DistriCt. It IS
pOSSible that the Conference Center could be constructed as a separate structure, If necessary to meet cntena
for the protection of public Investment
Cost Estimate
The project as currently deSigned IS expected to cost approximately $ 14 million Please see the Included
Pro Forma for detailed cost Information
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Partnership Financial Plan
As previously stated. the Facility will be wholly owned by Holiday at the Pier LLC (working title) a Limited
Liability Corporatlon_ l:ioliday at the Pier LLC Intends to retain an estimated ten percent ownership of the
facility Interbank Brener Intends to retain an estimated forty-one percent ownership of the FaCIlity Venture
capital Investors known directly by Holiday at the Pier LLC (to be named pnor to contract execution) Intend
to retain the remaining forty-nine percent with a maximum of three partners being allowed
Holiday at the Pier LLC Intends to lease the Conference Center to the City of Port Angeles at a reasonable
rate as mutually agreed upon dunng the Due DIligence phase Holiday at the Pier LLC Intends to lease the
restaurant to a well-known restaurant management company to be named dunng the Due Diligence at a
market rate, but reserves the nght to own and operate the restaurant Itself
Holiday at the Pier LLC IS Willing to lease property from adjacent property owners to secure additional
parking, If required as a condition of successful negotiations
Holiday at the Pier LLC Intends to make excess parking available for the public use at a market rate, subject
to availability dunng peak season
Holiday at the Pier LLC requests that the City place a moratonum on construction of new hotel or motel
rooms until such time as a minimum average occupancy of 60% IS attained, which IS antiCIpated to be at 2
or 3 years from start up.
Scope of Construction with Time Frame
The conference center and restaurant Will be bUilt as an Integral part of the hotel faCIlity Ehm Architecture Will
serve as Architect of the faCility. MMP Inc Will prOVide construction management services In aSSOCiation with
Bntco Structures of Vancouver BC and Taylor-Ball General Contractors Bntco Intends to engage subcontractors
and specialty tradespeople who worked with them In construction of the Quinault Beach Resort In Ocean Shores,
In preparation and Installation of modular hotel guest rooms These participants are, WIthout exception. reSidents
and bUSiness owners In the Olympic Peninsula Taylor-Ball Construction Intends to utilize the services of local
subcontractors, suppliers, tradespeople and other support bUSinesses to perform site Improvements, construct
the bUilding foundation, and perform finish work as necessary to complete the faCIlity
It is antiCipated that this faCIlity could be under construction by the third quarter of 2002 Construction IS expected
to be completed Within SIX months, due to the modular approach to construction of the guest rooms This same
process was used successfully on the QUlnault Beach Resort In Ocean Shores, which was bUilt by our team
member Bntco Structures of Vancouver We antiCipate that the faCIlity could be open by the second quarter of
2003
Operations Plan
The proposed conference hotel IS well SUited to the Port Angeles market, due to the tremendous demand the
market expenences from May through October Economic projections for thiS market are favorable for the next
three to five years
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The Conference Center will be developed on the Front and Oak Street Site, a 3 75-acre waterfront lot in Port
Angeles, Washington The lot fronts onto the Central Business Distnct, it IS a short walk from the Vlctona Ferry
Terminal, and It affords sweeping views of the Strait of Juan deFuca, the San Juan Istands and Vancouver Island
A semi-public golf course In Sequlm has eamed a reputation as a good course and enhances the site's
destination appeal We are pursUing the POSSibility of purchasing a limited number of memberships at
Dungeness Golf & Country Club, within minutes of the Site, to further strengthen appeal to business and
recreational travelers The proposed project IS envIsioned to be a resort conference center, taking advantage
of the site's attnbutes and ItS easy access to both Vlctona and the OlympiC Mountains In addition, because of
ItS proximity to Seattle and Vancouver BC, the project should be effective In captunng ItS fall' share of bUSiness
groups for corporate meetings and Incentive packages.
Holiday at the Pier IS Intended to be flagged, or branded, as a Holiday Inn Select or Holiday Inn Resort. SIX
Continents Hotels will prOVide franchise support In operation and marketing of the faCIlity, through ItS worldwide
network of companies Interbank Brener Will operate the faCIlity, the conference center and the restaurant to the
extent that they are not operated by tenants or by the City
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Competitive Market - Hotel/Conference Center
Hotel Rooms Year Estimated Estimated
Opened Occupancy Average Daily Rate
Port Ludlow Resort 151 1966 55% $ 85
Skamania Lodge 195 1993 80% $130
Salish Lodge 91 1988 75% $140
Sallshan Lodge 205 1968 68% $140
Seml-ah-moo 198 1987 65% $135
Source' Ernst & ASSOCIates, /nc
Projected Performance
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Year Occupancv Feaslbilltv ADR
1 55% $100
2 60% $102
3 60% $104
4 60% $106
5 60% $110
Source. SmIth Travel Research
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Site Summary
The subject site offers relatively good access and good VISibility. It IS uryjer two hours from Seattle by car and
by ferry, where hundreds of firms could generate demand and millions of weekend vIsitors could be tapped
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Market Overview
The market for conference resorts In the PaCific Northwest remains unproven. Occupancy dunng November
through Apnl has been problematic due to climatiC conditions ThiS puts an effective average occupancy cap of
55-60 percent The aforementioned competitive supply does not have a iull "conference resort" In the set. The
market demand for properties of thiS type IS very strong for SIX months, May to October
I Port Ange/e5
September 12,2001
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Overall Summary
While there are no real competitors In the market, It IS critical that InterBank Brener proceed WIth caution and
provide only deal structure management and partial financial participation There IS a need for some capital.
Other capital sources Include City/Port or DNR land equity, SIX Continents Hotels, Ehm ArchitecturelMMP and
local pnvate equity Following IS the summary return on Investment
Year 1 Year 2 Year 3
Net Operating Income $932K $13m $17m
Debt Service ($14m) $871K $1 18m $15m
Cash On Cash Return 7% 97% 125%
Based on the above numbers. the only concern IS the ramp-up penod In light of that fact. Interviews In the market
Indicate that these numbers are aggressive given the seasonality of the OlympiC Peninsula market. In addition,
we have confirmed that fractional ownership IS difficult In thiS market The role that InterBank should proceed WIth
IS one of adVisor to place the debt, developer/operator and equity partiCipant. Total equity required IS $ 3 million
of the $14 million "all-In" cost It IS suggested that the City and Port sell or partially contnbute the land On
behalf of Holiday at the Pier LLC, Ehm ArchltecturelMMP should prOVide $ 500,000, capital Investors should
prOVide $1 2 million and InterBank should consider $ 800,000, all of which would be recouped WIth fees over time
Attached IS the Holiday Inn Pro Forma and other financial data
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Description of Proposer Resources
Proposer I Authorized Coordination Representative
Randal Jay Ehm AlA .
Ehm Architecture I MMP Inc.
2707 California Avenue SW
Seattle, WA 98116
(206) 545 1783
(206) 933 6099 fax
randal@ehmarch com
Experience of the Project Team
Please see attached resume and brochure materials for details on our qualifications and experience.
Ehm Architecture
This Project Team has been assembled expressly based upon the qualifications of each firm or entity,
as they relate to the Port Angeles Conference Center Facility. Ehm Architecture's extensive
architectural background, as well as our regionally local presence and planned local residence on
Orcas Island, are the strength on which we base our pursuit of this project.
MMP Inc. I Britco Structures
Randal Ehm's construction management company, MMP Inc., will participate throughout the entire
project in providing turn-key construction services. The firm will utilize the services of manufacturer
Britco Structures in providing quality-built, modular guest rooms to save both time and money. Britco
has been in business since 1982. and recently completed the Quinault Beach Resort in less than eight
months in the harsh Ocean Shores environment. MMP sees this facility as a potential flagship
waterfront conference facility with both hotel and restaurant. and through ownership participation of
President I CEO Randal Ehm assures the City that the high quality of the facility will be properly
maintained well into the future.
Six Continents Hotels
Formerly Bass Hotels, Six Continents is a well-respected and quite successful hotel company with
significant brand name recognition. The company's Holiday Inn brand has been in operation since
1953. and has long been recognized as a familiar and comfortable hotel product nationwide. The
company's computerized management and reservation system enables the facility to maintain direct
contact with Six Continents, rather than being left to its own devices in an .out of sight. out of mind-
scenario as often occurs with franchise operations.
Interbank Brener Hospitality
This investment company is very strong in the hospitality industry. Headquartered in Washington DC
and New York. IBH offers its services through Robert Rauch. Director of Westem Region. Mr. Rauch,
a Certified Hotel Administrator with a Master's Degree and 25 years of experience in the industry. is
widely recognized as a leader in hotel management. operations and development He has established
the HotelGuru.com website to offer his extensive line of services in hotel management, operations,
staff training and start-up to hotel developers nationwide. Robert also continues to support the
industry by teaching hotel administration though extension courses at UC San Diego.
Taylor Ball General Contractors
Taylor Ball is a reputable and well-known general contractor with offices located across the United
States. They have been invited to participate in the MMP process due to their strong abilities and
their extensive experience on hospitality projects.
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Management and Operation
Interbank Brener will manage and operate the hotel. The Developer desires to lease the restaurant
to a well-known restauranteur, and to lease the Conference Center to the City of Port Angeles.
However, the Developer assumes responsibility for the management and operation of all components
to the extent that they are not managed or operated by the intended tenants, if any agree to
participate. Interbank Brener will perform these services in the absence of other tenants or
participants in the restaurant and conference center components.
Six Continents Hotels offers its significant worldwide experience in support of franchise management.
as well as operations of the facility. Six Continents has tremendous relevant experience in hotel.
restaurant and conference facilities, and is eager to see this project developed under the Holiday Inn
Select or Resort flag.
Marketing
Six Continents Hotels offers its considerable backing and marketing support to this venture. The
worldwide coverage of the company and its properties, as well as the broad name recognition of the
Holiday Inn brands. will prove to represent an extremely valuable asset to the Developer and to the
City.
Through our retention of ownership and subsequent participation in this facility as an active partner,
Randal Ehm of Ehm Architecture and MMP Inc. will assist in the facility marketing effort to diligently
seek conference groups for the ramp-up period. Randal's extensive involvement in meeting,
conference and convention organization give him a good working knowledge of the elements that
make for a successful conference. and his great network of contacts with groups currently holding
conferences in the state will enable him to make inroads where others may have difficulty. His
position as an Owner of the facility offers assurance that he will be proactive and involved in seeking
to make the facility successful, both in the immediate and in the long term.
The Developer recognizes the importance of and value in participation by the Port Angeles Chamber
of Commerce, and by the North Olympic Peninsula Visitor and Convention Bureau. This proposal
requests that either group or both participate in the project through primary operation of the facility.
This involvement is expected to add continuity to conference scheduling, and will add a local
perspective that no outside company could hope to attain.
The Developer intends to solicit tenancy of the restaurant by a well-known restauranteur. The name
recognition associated with the restaurant. which will offer unique fare that cannot be found within 100
miles of the facility, is expected to create its own draw. We believe that the likelihood of increased
visitation from residents of and visitors to Victoria will be great.
The Developer is interested in promoting the adjacent pier as a marketing tool. We are aware of
considerable float plane traffic In the viCInity of the San Juan Islands, and intend to market to this
unique demographic group. Further, we are interested in pursuing a float plane shuttle to and from
Victoria. Finally, we are considering the possibility of extending the pier to take greater advantage
of maritime and recreational boating traffic in the area. All of these efforts are expected to enhance
the definition of this facility as a resort destination with conSiderable and attractive onsite amenities.
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Preliminary Cost Estimate of the Project with Development Costs
Holiday at the Pier LLC has produced a Pro Forma for this project, and has included the draft
document elsewhere in this submittal.
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Sources for Financing all Costs
Our Pro Forma indicates that this project would be marginally profitable by Year 3, which must reach
a 15% Retum on Capital Investment by that time to be considered successful.
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However, it is clear that negotiations are critical to ensure the viability of this project. These
negotiations will involve the City, the Port of Port Angeles, the Department of Natural Resources, and
local business groups to determine a definitive scope for the project before more specific financial
terms can be discussed. We are completely open to such discussions, and are excited at the positive
reactions we have received thus far in our pursuit of this project.
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Funding sources include sweat equity, private investment, construction loans and subsidy by the City.
These sources are further described in the Development Program and Narrative.
Holiday at the Pier LLC intends to retain ownership of this property for the indefinite future but no less
than three years after completion, to ensure the success of the project, to offer stability in the critical
ramp-up period, and to offer continuity from inception through development and operation.
Proposer's Financial Capability to Carry Out the Proposed Project
Holiday at the Pier LLC and its partners to be named have the capability to finance, build, manage,
market and operate this facility in its entirity. The specifics of our financial commitment are
determinate upon the resultant scope of this project, including size and components desired by and
acceptable to the City. They are also determinate upon any and all leasehold agreements and
subsidies buy the City and other public agencies. The extent of participation by all parties will be
determined during the Due Diligence phase of this project, with resultant financial sources and
commitments being clearly defined during that period. We have tentative commitments by all
participants at the levels defined in our Pro Forma and Development Program, with qualification for
needed subsidy as described therein and subject to future negotiation.
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The modular approach to MMP requires front-loaded investment by the lending institution. Interbank
Brener Hospitalility has significant financial resources as indicated in this submittal. As payment is
made as services are rendered by MMP, no significant financial resources are required of MMP.
Similarly, Ehm Architecture is investing a considerable amount of money in the project in the form of
sweat equity. Our ability to fund a Significant portion of the architectural and engineering work is
attributable to the cash basis of our business, which enjoys a steady workload with corporate,
municipal and private clients.
Description of Financial Commitment Sought from the City
We have developed our Pro Forma around the assumption that we would accept a $100,000 annual
subsidy offered by the City over the next twenty years. We intend to seek additional participation in
the form of available subsidies from the Clallam County Opportunity Fund, we may request that the
City establish a Public Facilities District, and we intend to take advantage of Tax Increment Financing
for portions of the project All issues will be determined clearly through negotiations with the City of
Port Angeles, so a Draft Letter of Intent is considered premature at this time.
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ARCHITECT
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Randal Jay Ehm AlA, President
Paul Benton, Program Managing Architect
1016 West Washington Street
San Diego, CA 92103-1808
619 299 5453 office
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604 888 2000 office
604 888 2086 fax
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PROGRAM BENEFITS
MMP Standard of Service
MMP offers a service that no other company in the world provides. We take a comprehensive
approach to providing services through a single point of contact anywhere in the world. Our unique
team approach to modular hotel construction puts us at the forefront of the industry's future.
While this is a pilot program, all Project Team members have previous experience in similar project
types, and most members have recent experience with Accor Economy Lodging through their Motel 6
and Red Roof Inn Divisions.
This program has been in development for six months, and has been carefully structured to meet the
needs of hotel developers exclusively. MMP is designed to serve both New Product Development and
Franchise Departments with our outstanding pricing, performance and accountability.
Cost and Time Savings
All Project Team members have distinct and clearly defined roles in the MMP process. This process
is built on the concept that by offering exclusive architectural, coordination, manufacturing and
construction service agreements and by producing turn-key hotel projects to the Owners'
specifications, MMP will save the Owner both time and money. These savings are will arise from our
efficiencies in assigning specific management and support staff, manufacturing facilities,
subcontractors and construction crews to the MMP process.
Liability I Risk Alleviation
MMP offers bonding and project-specific insurance policies to indemnify the Owner from liability and
risk. Each member of the Project Team carries his own professional liability insurance policies. Our
unique team approach provides further assurance of a smooth and trouble-free project.
Our involvement in the Due Diligence phase of all projects ensures continuity, and ensures that all
potentially problematic issues will be identified very early in the process. This early involvement will
also allow us to prearrange orders for long lead-time items, including FF&E and other specialty items.
The great experience of our Project Team members will come to bear in avoidance of problems
affecting the overall project schedule. We maintain a high level of accountability in our respective
fields, as we are widely known and our separate reputations are very important to us. We have built
MMP upon our commitment to professional excellence and outstanding performance, as we are
dedicated to enjoying a good reputation well into the future.
Typical construction projects can be delayed by issues as simple as moisture intrusion and differential
settlement. Our extensive experience in architecture, construction, manufacture, project management
and construction management, especially on difficult sites with complications, give us keen insight
into the potential for such problems. MMP structures are engineered for each site individually, and
that engineering is conservative rather than liberal to minimize exposure to risk for all parties involved.
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In the event that a unit is damaged during transport, MMP will repair any damage within ten working
days. We will pursue a claim with our insurance carrier, while the Owner will have no obligation or
need to involve its own carrier.
MMP will provide all nacessary project security, including temporary fencing or guards if units are to
be stored onsite as site improvements are taking place while units are being delivered.
Turn-Key Approach
MMP offers comprehensive services from Due Diligence through Construction Administration and
Project Closeout. We can provide Furnishings, Fixtures and Equipment in the same time frames that
have been provided herein. Our turn-key approach to motel construction is seamless, and requires
less time of Owners than traditional project delivery methods.
Changing Demographics
MMP units are completely transportable to other sites even after initial installation. As demographics
in the vicinity of an MMP-built project change, MMP units can be relocated to another neighborhood or
city without loss of value. Concrete foundations can be recycled, resulting in a sustainable product
with minimal impact on the environment.
Confidence and Experience of Team Members
Perhaps the greatest benefit of the MMP process is the broad experience and confidence of all Project
Team members.
Taylor-Ball Construction has been in business since 1947, their staff has been involved with Ehm
Architecture since 1996, and they worked together with Ehm on a Motel 6 acquisition in San Diego In
1999.
Britco Structures was founded in 19n, and has built over 4000 diverse structures worldwide. Their
broad coverage equates to an extensive knowledge of codes and site conditions that will benefit all
projects they work on with MMP. Britco is currently working with franchisees to construct two Motel 6
sites in Alaska, and is negotiating for five more with developers. Accor Economy Lodging
management have been to British Columbia to observe Britco's operation, which was well-received.
The manufacturer has a 100,000 square foot indoor manufacturing facility, eliminating weather as a
factor and has' 19 acres of finishing area to accommodate large orders. Britco's 93 separate reviews
during manufacture ensure a complete and correct product every time.
NRB Inc. opened in 1979, and soon became a leader in modular building design and manufacturing.
The company provides buildings to companies in Canada and parts of the United States. NRB's close
working relationship with Britco Structures gives us total coverage in Canada, and augments our
ability to provide modular units in the northern tier states of the US.
Whitley Manufacturing was founded just after World War II to provide homes for returning veterans.
Over the years the company moved from hOUSing to office manufacturing and was purchased by
Williams Mobile Offices in 1971. Under the leadership of Barry Gossett, Williams moved from being a
small regional organization to one of the national powerhouses in the modular business.
By 1992, the factory had manufactured 25,000 units. Then, in the early 1990s, Williams executive
Simon Dragan purchased the flagship factory and reIterated the commitment to quality manufacturing
and superlative customer service. Within five years Whitley had shipped it's 30,OOOth unit and was
recognized as an industry leader in quality and Innovation. The company is well on its way to shipping
its 4O,oooth unit.
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Whitley's commitment to quality has been the basis for steady growth. In 1997, Whitley opened a
facility in Oallastown. Pennsylvania to serve the reinvigorated East Coast market. The next year the
company purchased a production facility in Arlinqton. Texas. In 1999, Whitley was able to acquire the
existing operations of the respected Everqreen Mobile Company near Seattle. Then, in early 2000
Whitley doubled the size of it's factory in Pennsylvania.
Ehm Architecture opened in 1987. The firm is now working on projects nationwide for corporate and
private clients alike. Ehm began serving Accor in 1995 on Property Evaluations in Washington,
Texas, Oklahoma, Iowa and Indiana, and remodeled the acquired San Diego Centre City site with
Taylor-Ball in 1999. The firm has completed over 800 projects since its inception, has offices in San
Diego, Seattle and Las Vegas, and has won awards for professional service and design.
Firm Principal Randal Ehm developed the MMP process in order to remain competitive in a tightening
hotel market. His history with hotel developers led him to pursue a process by which motels could be
built faster and less expensively than traditional methods. His confidence and broad-based knowledge
in architecture are the foundation of our future successes.
Internet Project and Construction Management Tools
MMP has established a website for management of our projects. Our website allows us to
immediately transmit drawings, sketches, meeting minutes or any other communication that is
essential to your project, and allows your staff and management to monitor the progress of your
project on an immediate basis.
MMP utilizes Primavera's Expedition and Sure Trak project management software in all of our
projects. We have been using Primavera software for many years, and are now operating under the
latest versions of both software programs. Our use of Expedition enables your staff to manage your
contract with MMP and provide document control for your project. The program provides you with
proactive cost control and document management, to ensure your projects and your programs are
successfully executed and completed on time and on budget. Sure Trak allows our scheduling
professionals to constantly track the progress of your project and to update the timeline daily.
Building for the Future
: RANDAL JAY EHM, A.I.A.
Principal Architect
Randal Ehm founded his architectural practice in 1987, building the firm upon his commitment to design
excellence, professionalism and client service. The fourteen-person firm has enjoyed many challenging
projects since its inception, including numerous hospitality and restaurant projects. Randal launched MMP
as a subsidiary earlier this year, which offers a comprehensive, modular approach to hotel construction on a
global level. MMP incorporates architectural, manufactunng and construction services to provide turn-key
.hotel projects with savings in both time and money. The company is also partiCipating in schools, treatment
centers and correctional facilities projects across the country.
Ehm Architecture is participating in diverse projects throughout the United States. The firm is currently
working on hospitality, restaurant, commercial, school, tr4ansit-onented and municipal projects. Current
clients include Motel 6 and Red Roof Inns through Accor Economy Lodging, Jack in the Box Restaurants,
Church's Chicken through AFC Enterpnses, San Diego Unified School District, City of Industry and Family
Health Centers of San Diego. Other clients now negotiating with the firm for service include Marriott
Corporation, Six Continents Hotels/Holiday Inn, Hilton Hotels, Best Western Hotels, Cendant Corporation,
Trendwest Resorts, City of San Diego and City of Seattle. The firm is also working with two upstart
restaurant companies - Samurai Sam's Teriyaki Grilles and Terrific Pacific Brewenes - on prototype design
and corporate imaging programs, and has served Jack in the Box in that capacity and as architect on their
new construction projects
Randal has been quite active doing prepurchase Property Evaluations of existing properties for Accor
Economy Lodging since 1995. HIS intrusive investigations have resulted in reports well above the level of
quality that Accor had found in their consultants pnor to engaging Ehm Architecture. Randal IS well
respected by upper management and project managers alike, and has enjoyed Significant repeat bUSiness
as a result of his strong reputation for prompt completion and comprehenSive reports. HIS reputation has
led to expansion of services for Accor, including feasibility studies and renovation services.
Mr. Ehm has been heavily involved in the Amencan Institute of Architects since 1986. Most recently
serving as Chairman of the .San Diego Young Architects Forum, which he founded in 1990. He has served
on the Board of Directors at both the state and local levels. The press has lauded his work with the
community through service and donated design services on charitable projects. Randal has served on
numerous state and local committees With an emphasis on professional practice. Since 1983, he has been
nominated five times for AlA's Young Architect Citation, for his years of outstanding and dedicated
professional service, and was appointed to the National Young Architects Forum AdVISOry Group in 1994.
Ehm recently closed a one-year term as a Board Member of the Mission Hills ASSOCIation and a two-year
term as Secretary-Treasurer of the Academy of Architecture of Beverly Hills. His public involvement has
been of tremendous benefit to his own firm, Increasing hiS skills in all areas of architectural practice.
Ehm IS a strong advocate of quality deSign. He has researched and deSigned several earth-integrated
structures and stnves to achieve bUilding design in harmony with ItS environment In forested and coastal
areas. Ehm's sculptural deSign philosophy has been discovered by Sony-Tnstar, who identified his
"Tsunami PB" project as a likely site for an upcoming motion picture. He spoke before Friends of San
Diego Architecture in 1994 on "Studies In an Organic Architecture," and again 10 1998 on "Sculptural
Response to Building and Design" He is influenced by his own concept of architecture as sculptural
artform, yet maintains balance With a portfolio nch In traditional design
Randal IS an accomplished fine artist. His oil pastels have sold 10 art shows, and he's been commIssIoned
for onglOal artwork. He has also been commiSSioned together With hIS blacksmith for metal sculpture, and
serves on the Jury Pool for Seattle Arts CommiSSion.
EDUCA nON
1991 - Present
1979 - 1982
AIACC Continuing Education Program (596 hours cumulative)
A1NCahfornla CounCil - Statewide
California PolytechniC University Pomona
External Degree Program - B S. Arch - Pomona, CA
UniverSity of Oregon School of Architecture and Allied Arts
Eugene, OR
1989 - 1990
PROFESSIONAL SERVICE
2001
Jury Pool Member
Seattle Arts Commission
2000
Jury Pool Member
Seattle Arts Commission
1999
Jury Pool Member
Seattle Arts Commission
1998
Chairman
San Diego Young Architects Forum
1997
SecretaryfTreasurer
Chairman
Board Member
Academy of Architecture Arts and Sciences
San Diego Young Architects Forum
Mission Hills Association
1996
SecretarylTreasurer
Chairman
Board Member
Academy of Architecture Arts and Sciences
San Diego Young Architects Forum
MissIon Hills Association
1995
Chairman
Member
San Diego Young Architects Forum
AlA Membership Subcommittee - Y AF
1994
Chairman
Member
San Diego Young Architects Forum
AlA Membership Subcommittee - Y AF
1994
Chairman
Member
San Diego Young Architects Forum
AlA Membership Subcommittee - Y AF
1993
Chairman
Member
San Diego Young Architects Forum
AlA Membership Subcommittee - Y AF
1992
Director of Professional Practice AlA/San Diego Board of Directors
Chairman San Diego Young Architects Forum
Member AlA Membership Subcommittee - Y AF
1991
Associate Director South
Jurist
Member
Chairman
AlA/California CouncIl Board of Directors
AIACC Honor Awards Jury
AIACC ProfeSSional Practsce Management Committee
San Diego Young Architects Forum
1990
Associate Director-Elect South
Member
Member
Member
AlA California Council
AIACC Professional Practlce Management Committee
ViSion PaCific '90 Committee
AIACC lOP Overview Committee
1989
Associate Director
Member
AlA/San Diego Board of Directors
AIACC lOP Overview Committee
1987-1988
Chairman
AlA/San Diego Chapter Programs Committee
AWARDS/HONORS
2001 Finalist
1998 Governor's Economic and
Environmental Leadership
Award
Citation of Excellence
Special Award
Selected Exhibit
Selected Exhibit
Selected Exhibit
Nominee
Nominee
Nominee
Nominee
Nominee
Special Commendation
PUBLIC SPEAKING
1998
1994
1993
Young Architects Forum Advisory Group
American Institute of Architects
Washington, DC
Rose Creek Restoration and Ecology Education for Kids
The Nature School
San Diego, California
Tsunami P.B.
AlA San Diego DeSign Awards 1997
San DiegO, California
Certificate of Appreciation - Temple of Laughter
AlAI San Diego Design Awards 1996
San DiegO, California
The .Juice Competition 1995
International DeSign Competition Exhibition
Los Angeles, California
The Laugh Competition 1994
International DeSign Competition Exhibition
Los Angeles, Califomla
The Fence Competition 1993
Intematlonal DeSign Competition Exhlbluon
Los Angeles and New York
1999 AlA Young Architects Citation
Amencan Institute of Architects
Washington, D.C.
1997 AlA Young Architects Citation
American Institute of Architects
Washington, D.C
1996 AlA Young Architects Citation
Arnencan Institute of Architects
Washington, D.C.
1995 AlA Young Architects Citation
Amencan Institute of Architects
Washington, D.C
1993 AlA Young Architects Citation
Amencan Institute of Architects
Washington, D C
City of San Diego by Councilman Wes Pratt - 1986
Southeast San Diego Sports field ConcesSion Stand
San Diego, California
Guest Speaker
"Arnsuc Treatment of TelecommumcabonTowers"
Westem Planner / Planning AsSOCiation of Washington Conference
Wenatchee Convention Center
Wenatchee, Washington
Guest Lecturer
"Studies of an Organic Architecture & other tOpiCS"
Fnends of San Diego Architecture
New School of Architecture
San Diego, Callfomla
Guest Lecturer
"Architect Career Day"
Fairbanks Ranch Country Day School
Fairbanks Ranch, California
PUBLICATIONS
Apnl2001
"Industry Hills Builds a Rodeo Arena Cover." Feature artlde In Metal
Architecture magazine on Ehm's two-acre structural roof cover project In
Industry, California.
June 1999
"Local Architect Design Rodeo Arena Cover in L.A." Artlde in the Seattle
Dally Journal of Commerce on Ehm's two-acre roof cover project In Industry,
California.
June 1998
"Design Waves." Feature artlde in San Diego Home Garden magazine on
Ehm's deSign for Tsunami PB, a sculptural roof deck addlbon to a Single family
home.
June 1997
"Library, Housing Project Win Kudos from Architects." Feature article In
San Diego Unlon-Tnbune on AlA San Diego Design Award for Tsunami P.B.,
Ehm's sculptural roof deck deSign In Pacific Beach.
February 1997
"Growing 'Em Tall in Vancouver." Feature article In the Seattle Dally Journal
of Commerce on 18-story Shorewood Tower, planned as the tallest In Clark
County.
January 1997
"Tall Tower." Feature article In Vancouver Columbian on 18-story Shorewood
Tower, the tallest In Clark County.
July 1996
"Community Solutions: A Vision Becomes a Park for Tots." Front-page
arllde In San Diego Unlon-Tnbune on Ehm's volunteer park design.
August 1994
"Habib Residence Library." Feature artlde by Mlnam Raftery, Architecture
Critic for San DleQo Decorating MagaZine
Apnl 1993
"Senior Architects Draw a Blueprint for Survival in Tough Times." ArtIcle by
Kay KaISer, Architecture Critic for the San Diego Unlon-Tnbune on Young
Architect Forum.
May 1992
"These Days, Successful Architects Have Designs on Innovating." Article
by Gregory Dennis, San Diego Business Journal
January 1992
"Building a Bridge Between the Old Pros and Young Designers." ArtIde by
Kay Kaiser, Architecture Cntlc for the San Diego Unlon-Tnbune on YAF
COMMUNITY DESIGN WORKSHOPS
1996 Mission Hills Beautification Program
San Diego, California
Workshop Senes presented In facilitation of the Washington Street Beautification
program, a one-mile bUSiness comdor through one of San Diego's most histone
communities DeSign elements submitted by our team In local charrettes were
Incorporated Into the overall project as public art and led to Ehm's 1996
appointment to the MISSion Hills AsSOCiation's Board of Directors.
1994
Mira Mesa Civic Center
San Diego, California
Community workshop In conjunclion With architectural proposal on the S 2 2
million, 6000 square-foot conversion of an eXlsling library Into a teen center,
theater and police storefront Our team proposed numerous SOCial programs,
Indudlng gUidance and mentorshlp programs InvolVing senior CItizens and self-
management and self-poliCIng programs directly involVing teens.
AFFILIATIONS
Founder
Member
Member
Member
Member
Member
San Diego Young Architects Forum
MISSIon Hills AsSOCIation
Amencan Inslitute of Architects
MENSA - 1.0 144
Nalional Trust for Hlstonc Preservalion
Nalional Federation of Independent BUSiness
REGISTRATIONS
Washington Architect #6663
California Architect #C22476
RECENT and CURRENT PROJECTS
HOTEL I RESORT
Nassau Island Resorts
The Bahamas, UK
Shorewood Tower
Vancouver, WA
Radisson Hotel
San Diego, CA
Peacock Suites Hotel
Crystal Suites Hotel
Anaheim, CA
Motel 6 Centre City
San Diego, CA
Motel 6 LLP
Allcona, IA
Beech Grove, IN
Lawton, OK
Houston, TX
Rlchland, WA
San Diego, CA
Salt Lake City, UT
Seatac, WA
MMP Inc.
Worldwide
COMMERCIAL
Jack-in-the-Box
NalsonWlde
Church's Chicken
Califomla
Terrific Pacific
Brewery & Grill
Paafic Beach, CA
Grizzly's Bar & Grill
Mammoth Lakes, CA
Angelo's Burgers
Oceanside. CA
Hart Office Building
Vancouver, WA
Ehm Architecture
San DiegO, CA
MUNICIPAL
Industry Hills Rodeo
Arena Cover Project
Industry, CA
Kimball Park Bowl
Open Air Amphitheater
and Veterans Memorial
National City, CA
Ehm Architecture IS asslslsng In the development of ten Carribbean resort projects,
Including 10-, 14- and 20-acre mixed-use developments and a 220-acre manna & resort
Budget: pending
18-story luxury condomlntum project overlooking Portland and the Columbia River
in Vancouver ThiS project, which features panoramic Mount Hood and Columbia
Gorge Views, IS currently In the public approval process. Budget: $ 20,000,000
7-story, 180-room addibon and four-story parking structure.
Budget: $ 10,000,000
Two 4-story, 140-room hotels over 2-story parking structures adjacent to Disneyland
WIth restaurant, bar and conference facllllies. Budget: $ 14,000,000
Renovation and ADA upgrade of an eXlsling four story, 106-room hotel in the downtown
core. Budget: $ 1,400,000
Property evalualson for potenlsal acqulsllion and Intrusive Invesbgalson of two- and
three-story motels ranging from 92 to 210 rooms Including structural, mechantcal,
electncal, fire & life safety and code review Budget: $ 6,700,000
Project Mamagement and Construclson Management services for hOSpitality, correctional,
resldenbal and Insbtubonal faalites throughout the Westem Hemlshere
Budget: $ 100,000,000
Architectural services for ADA Upgrades & Intenor Image Enhancement programs
for over 100 eXlsbng restaurants. Budget: $2,000,000
Site adaptation services for three prototype restaurants and tenant Improvement of
eXlsbng restaurants Budget: $4,500,000
3,750 s.f. conversion of an eXisting Sizzler restaurant Into a mlcrobrewery and gnll
WIth a 750 s f. roof deck and 500 s.f. Sidewalk cafe near the PaCIfic Ocean.
Budget: $ 500,000
Two-story, 6300 s f tenant Improvement to construct a restaurant and full bar WIthin an
eXisting shell bUilding. Budget, $ 350,000
4,000 square foot second-story addItion to an eXisting restaurant
Budget: $ 80,000
30,000 s f three-story headquarters bUilding for a toy manufacturer ThiS project is
early in deSign and IS slated for construction in 1999 Budget: $ 1,800,000
1,000 s.f. tenant improvement for firm headquarters in MISSion Hills With blacksmlth-
fabncated Iightscreens Budget: $ 50,000
98,000 square foot space frame over the eXisting rodeo arena at the Industry Hills
Equestnan Center With bleacher seating, scoreboards, concert audiOVisual systems and
stage lighting Budget: $ 6,700,000
Renovation and aesthelsc upgrade of the eXlsling amphitheater In the CIVIC Center,
Including installation of a granite monument to honor National City veterans, a new public
plaza, ADA access compliance and speaalty Iightmg Budget: $ 279,000
INSTITUTIONAL
Prop MM Master Plans
San DiegO, CA
TREATY Total Immersion
School at Pine Ridge
Porcupine, SO
Pacific Furlough Facility
San DiegO, CA
CMI
San Diego, CA
Clairemont High School
San Diego, CA
Crawford High School
San DiegO, CA
Master Planning Services on 50 school sites for placement of IIbranes, laboratories,
gymnasium and classroom additions under San Diego Unified School District's $1.5 billion
bond issue Budget: $150,000,000
3,000 s.f subterranean addition to and histone renovation of the home of the onglnal
Indian Agent for Russell Means, co founder of the Amencan Indian Movement, to teach.
tribal customs and culture to the Lakota children, who are among the most disadvantaged
In the United States The school will open In January 2001. Budget: $ 96,000
250-bed medlum-secunty detention facility serving US Immigration and Naturalization
Service, Califomia Department of Corrections, and the San Diego and US Marshal's
Offices. Construction Will be complete In early 1999. Budget: $ 3,200,000
48-bed reSidential-care faCility for California Mother-Infant Program, thiS program
enables children to live With their Incarcerated mothers In a mlnlmum-secunty
enVIronment rather than a foster home Budget: $ 1,400,000
120,000 s.f. reroof of an eXisting 14-bulldlng high school campus.
Budget: $ 1,100,000
850-seat bleachers for Colts Stadium at thiS East San Diego high school.
Budget: $ 98,000
logan Elementary School 40,000 s.f reroof of an eXisting San Diego elementary school.
San DiegO, CA Budget: $ 250,000
Mission Beach Center
MISSion Beach, CA
Relocatable Structures
San DiegO, CA
AFFORDABLE HOUSING
Mission Glen
OceanSide, CA
Bayfield Apartments
Blythe, CA
Columbia Point
Rlchland, WA
Mesa Valle
San Marcos, CA
Durian Manor
Vista, CA
The Broadview Project
Seattle, WA
Sunset Villas
Escondldo, CA
Canyon Crest 1&11
San Diego, CA
Inventory, space planning and tenant Improvements for the G,OOO square foot
conversion of an audltonum, kitchen and kindergarten Into San Diego Unified School
Dlstnct's Visual and Perforrnlng Arts Department Budget: $ 120,000
PrOVided planning and architectural services for placement of off-Inventory relocatables
onslte at Marston Elementary, Memonal Academy, O'Farrell Community School and
Tubman Village Charter School. Budget: $ 250,000
300-unlt affordable hOUSing project WIth apartments, townhomes and Single-family
patio homes In the Downtown Redevelopment Area. Budget: $ 40,000,000
GO-Unit lOW-income hOUSing project under the Amencans With Disabilities Act (ADA)
The project was subSidized by HUD and the City of Blythe Budget: $ 5,400,000
32-unlt condominium proJect, overlooking the Columbia River In Southeastem
Washington Budget: $ 4,000,000
40-uOlt subdiVISion In northem San Diego County Four plans ranging from 1700 to
2200 s f WIth one- and two-story deSigns Budget: $ 3,200,000
32-uOlt apartment project With pool, community center and reSident gardeOlng
areas. Budget: $ 2,900,000
42-uOlt affordable hOUSing prototype including 12 detached accessory hOUSing Units
under the Mayor's DemonstratIOn Housing Program Budget: $ 2,700,000
10-unlt affordable Single-family development
Budget: $ 2,000,000
16-unlt affordable Infill hOUSing project With incentives by HUD and the Southeast SO.
Redevelopment Corporation In conjunction With Brown-VV'!rrners Developmenl
Budget: $ 2,000,000
CLIENT REFERENCES
John Ballas, PE
CIty Engineer, City of Industry
(626) 333-2211
Philip Brown
Fonner San Diego County Planning Commissioner
President, Black Contractors AssoCIation
Brown Thumb Development
(619) 263-2321
Kathleen Collins, M.S.N., F.N.P.
Family Nurse Practittoner.
(619) 483-7717
Marilyn Cox, Director of Design and Construction
University of Washington
(206) 616-7443
Derrick Bay
Project manager, Red Roof Inns I Accor Economy Lodging
(972) 702-6832
Joe Hart
Toy Manufacturer, PreSident - Hart Enterpnses, Inc.
(360) 693-5151
Bryan Halbert
Vice PreSident, Schlecht Construction, Inc.
(360) 222-7131
William Hurtado (214) 597-4891
Manager of Architecture and Construction, Motel 6 LLP I Accor Economy Lodging
Robert Lawrence
Partner, Tnarc Development
(619) 595-1600
Larry McKown
Former Vice PreSident of New Product Development
Motel 6 LLP
(972) 625-7888
John Schambaugh
AsSistant Planner, Douglas County Planning Department
(509) 884-7173
James Watts, AlA
Schools Architect
San Diego Umfied School Dlstnct
(858) 627-7241
Keith Willis
Construction Manager, Western Region
Church's Chicken Restaurants
(614) 734-1180
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CRYSTALSUITES.ROTEL~t Di,meyland -Park
AnahCJll1, CA
Four-story, l-tO-room hotel near DISnC) land. this project ....as one of h' 0 hotels that we
produced for adjacent parcelsof 1&."1d. The sIster hotel is not yet obu1l.t This ?l,VOD
square fuot buildIng 1S situated 0' er a tW0-5tOI}. 32.000 square fuot parklIlg structure.
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; These two 80,000 square foot hQtels were built by the same developer, and are located dIrectly adjacent to
,Disneyland-lIt Anahemr: BuJdrotd:>reature"" t4o- rooms over two fevels of parRing_ CrystafSuites was
completed In 1991, while Peacock Suites was completed in the summer of 1993.
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CRYSTAL SUITES HOTEL
Anaheim, CA
PEACoeK SUITES HO'l'El:.
AnaheIm. CA
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NEWPORT COAST DEVELOPMENT
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HYATT'RESORT PEUCAN HiLL
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NEWPORT COAST DEVELOPMENT
HJatt Resort Pelican Hill
Ne\'1X'rt Beach. CA
\\ies RobhUlS..4lld~ l:WJJSden .>\DIked .togptl~( ~Il.
deSigning this enonnous master-planned resort on tbe
Pacific Ocean. The proJect's centerpiece IS the H)3tt
Resort. a It>\~ -nse )'1:1 upscale botel \\ith clus1er units
and retall zone.
Project -ameruties include a llaturaity iandscaped
sv.imnun.,g pool and spa WIth sculptured rock
formatJ.ons. tennis courts, and outdoor meeting
faciimes.
This destmation resort IS adjacent to 1\\0
champiOnship golf courses and IS 3
short \\>a1k from the beach.
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VARIOUS COMMERCIAL PROJECTS
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SAL'ITEEl'OST OFFICE
Santee, CA
Randal Ehm acted as Project ,Manager for
Cotm-eU+Marsball & Associates on this 24,QOQ
sJ. mail handling facility
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Rancho Bernardo, CA
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Randal also worked as Project Manager for C+M
& A on this 100,000 s.f. office building, which
features an Indian.Red Sandstone exterior finish.
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RADISSON HOTEL ADDmON (below left)
San Diego, CA
Randal's previous firm, Artek San Diego,
produced architectural and structural construction
documents as Production Architect for
Architectural Sclutioos in 1990. The seven-story,
140-room hotel addition and four-story post-
--tensioned ~ete -parking .stru.<::ture .m-Mission
Valley are as yet unbuilt.
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rIOREWOOD TOWlER
ancouver, VVashingjon
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[us IS-story.., 178,000 square::foot lIDarr)' condominium tower is located alol}g the lustoric Columbia RIver Go~e in the P.acific
orthwest The 275-foot building affords views down the Gorge with Mt. Hood in the background, provides panoramic views of
Jrt1and and V-ancouver'-s-doV\'ntmvn -areas and will -offer a peek at Mt St. Helens from -the -upper floors Ele\:eR umque lillit -plans
roue from 1800 to 7500 square feet. Each floor plate is broken into three sections to allow for dramatic interiors.
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Ur landmark site demanded a landmark design response The conceptual deSIgn for tills project evolved through our consideration
;,the totem pole as.r.epr.esenting-4.tru.e NDr!h\\.es1Style. A brave senhnel stands guard over the Gorge wrth a large feathered
eaddress and five-story breastplate, providing assurance of .a safe journey for all who pass. The ~ elevation features the
lterpretahon of a Native American maiden, wife of the sentinel, who scans the fertile valleys of Central Washingjon. A tall, lanky
oodsman in -the form .of a vertical-tower -element peers -Qut -over -the ~rge, .vvith -Mt. .Hood beyond, -keeping wat<:hfu1 eye -overihe
rea'-s natural.r.esour.ces.and beauty. Together they offer strength. comfort and prosperity.
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PROJECT DATA
N~~/H=t~~ ~~~:_J L~_}____~~I__N}~~~~;~~~~)~~~G L
OVIiR \3STOflYl WOODLAWNAV~NUE DVm L~ --
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[-_.
APARTMENTS
TOWN~IOMES
LIVE I WORK LOFTS
RETAIL ,
CHILD CARE I COMMUNity CENTER
DENSITY
369
44
39
15.0005.1'.
4.000 s.F.
74DU/AC
,"OEW
c^'
INTERS rATE 5
CONCEPTUAL SITE: PLAN
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SOUTH ELEVATl6N AT F'STREET
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WEST ELEVATION AT TROLLEY LINE
. BARONE GALASSO & ASSOCIATES. INC.
.RCHITECTURE
DAVID G. SMITH. INC.
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METROPOLITAN TRAJ.'lSIT DEVELOPMENT BOARD
Linda Vista I Morena Joint TroU~'y Station Development
San Diego, CA
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This project features a 16,800 square foot grocery/drug slore, a 7800 square foot upscale restaurant, a 4000 square foot mlcrobrewery wlth 4000
square feet of second-floor office space, 6000 square feet of retail space and a 2000 square foot community room over the restaurant. Sidewalk
cafes are located adjacent to all restaurant uses, promotlllg interaction among project residents and visitors alike. The design features a modest
dshd!--at-du: tr=-"P"rtMian~.JnJhe..c.eJl!gr Jlf~~ WJlb ..c~l~~~y~ _CMvas~~v~...slulde for social aCDvities and ciVle
unctions. Promoting transit ridership is a four-story, IIO-unil apartment complex over parking. TIlls structure is split al the center to preserve
" ws from the property to the Presidio, one of California's historic missions on a hiUside south of the slle.
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I~DUSTRY mLLS EQUESTRIAN' CENTER
Rodeo Arena COler Project
Industry, California
Ehm ArchitoclUre was retained for tltis project by Ctty of [ndustry
based .upon -<l!U -sculptural -design philosophy, The -City'~ -crvic-
Recreational-Industrial Authority needed to cover the existing rodeo
arena, in order to expand potential uses to include all-weather concerts
along With horse. dOl]; and car shows. The cover will also serve to
enhance the annual professional rodeo, and will offer more flexiblhty
of scheduling fOf boxmg-and-Pl"ofessional wJ:eStIWg matches.
The new metal roof will be supported by a steel space frame spanning
400 feet and covering 98,000 square feet The existing 5,300 seat
bleachers \"Ill be expanded by 5,000 to accommodate the anticipated
increase in attendance.
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Page 16
, Building Type:. Recreation Centers & Multi-Purpose Buildings "
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long-Span Steel Structure Covers Existing
Industry Hills Rodeo Arena
Ehm Architecture Inc., San
Diego, CA, recently completed the
design of the 99,000 sq. it. Industry
Hills RodeO Arena Structural Cover
project in City oi.lndustry, 0\.
Designed and bUIlt for the City of
IndustrY's Civic-Recreational-
Industr;al Authority, the 82' -high
structural cover is located at the
Industry Hills Equestrian Center.
The $9 million project involved
construction of a long-span steel
structure over an existing PRCA-
approved rodeo arena, spanning
270' wide and 420' long.
'''vVe performed a needs assess-
ment to det-etmine the most viable
,j;,. location for the arena cover from
~:. two possible locations. The cover
t:; was originally designed as a dou-
ble parabola space frame, but was
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value engineered and redesigned
as a long span steel structure/ said
Randal Jay Ehm, AlA,. principal
architect and president of Ehm
Architecture Ine.
Ehm designed the structure as.an
icon with visibility throughout the
greater Los Angeles basin. This
cover will allow for expansion of
equestrian-oriented uses currently
Il!21
Who's
'Who
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PlUS-
offered within the facility, which
will include concerts, car shoV'.-s
and civic eV'enls, and will allow for
an increase of the existing bleacher
seating room from 5,700 to over
10,000 seats.
The structure features flagstone
monument columns at each of the
four comer entries to tile arena,
which also serve as electrical
equipment rooms. Other features
include a 2.5-acre metal roof and
metal siding, translucent panels, a
misting system for climate control
and a large digital-image score-
board. A clerestory element allows
airflow but restricts daylight from
entering the arena, while the
translucent panels allow diffused
daylight to wash the arena floor
without causing light and dark" ,
areas that would hinder rodeo
activities.
"Advantages of usi.ng metal were
strength, durability, life cycle, ease
of maintenance and economy of
systems," said Ehm.
A1hamra Sheet Metal, "'.Iontclair,
CA, installed the M.etal Sales /
Custom Panel Series roof and wall
panels. The concealed-fasteningT-8
roof panels were formed from G-90
galvanized steel with a Slate Gray
paint coating. The fascia and soffit
panels are 20-gauge exposed-fas-
tener TL -18 liner panels in
~C>~~ - , , , .
Snowdrift White.'A11 Wall p~n~s
were formed from 2~gauge G-90
galvanized steel. Tl:.t8 aooTl-18
Mod-A w:'IlI pa!1e1s w.Je cOated in
BrownstOne and Sandstone colors.
TheU"-18 Mod-A wali panels were
custt)ri1-designed. The translucent
. 'panels are 7.2Treclsafe fibemlass'
from Resolite with a35 Frostfacto-
ry-embossed finish.' :;.;;~ ".::
ihe .general contractor was
Hamilton' Construction of Canoga
Park, CA. Alhambra Sheet Metal
supplied and installed the sheet
metal that was manufactured by
Melal SalesfC1Jstom Panel
Industries LLC of Fontana, CA.
Melal Sales/Custom Panel
Industries
Circle #216
April 2001
INDUST~Y HILLS
Rodeo Arena Structural, Cover Project
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SOUTH CARLS BAD HIGH SCHOOL
Ar~hitect David Stellar designed this campus plan for the
firm Deems Lewis McKinley (DLM) in 1989. This project is
located on a steeply sloping canyon lot. The school is
separated into departmental nodes featuring indi~idual
classrooms centered around a courtyard; each nodal
courtyard is in turn set on axis with the central
library. All buildings were situated on contour lines,
and responded to the hilly ~ts through le~el changes
within the buildings.
This design also features a gymnasium and performing arts
center / with stages for indoor and outdoor activities, as
well as ancillary buildings typical o.f .J.a.r.ge -schools
projects.
David's other work for San Dieguito Unified includes the
renovation and modernization of science laboatories at
~an nieguit.o 11igh 'School.
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PLEASAHTON MIDDLE SCHOOL
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Also designed by Stellar during his employment with DLM,
this project features passive solar systems and natural
daylighting design. The project includes a centralized
campus plan which was based ~n the Bernardo Heights
prototype, and features a unified arts building and a
large gymnasium, w-hi-c-h will -be used by the public through
joint funding by the City OI Pleasanton.
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$tell~r~lso worked as Lead Designer on the Harvest Park
Middle School for Pleasanton Unified, which inVOlved the
constructi<:1O of a new gymnasium and the conversion of the
existing gym into a mUlti-use facility.
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---L...-., tOUM Uld.r equ.L,..nt .nd ..rYJ" to 0. nlbbJe .1Id ~tJtJ".J,.
I priced. .. hope to ".. 8r.l.tC'O aa our tIlCU" projecu.
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" we have found their
equipment and
service to be reliable and
competitively priced. We
hope to use BRlTCO on our
future projects. "
Bill Postnlkoff. Consrructlon !\.tlanager
CHRISDALE HmJ1ES ~TD
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Community Services Council
lI~Uj' ::.2:;1.1" S,II!~ ~1Wh! r>.xIo~ u''; '/.!)( dGa
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To w-. I. May CDM:cn.
On b*.u' oIlbc 1kM,' & Ciirts' 0Ibs clar..cr Vaac:uuvcr I wouW 'lib \0
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" COngratulations because
you have a first class
business and employ first
class staff! ... It's so nice to
deal with people who do
what they said they would-
when they said they would! , ;
.'vlurr3.Y F rlOS'3 .:;omro:ler
'/ANCOL1\/t:~ :ll... 7'8 J.GCTlC~l
File #98120
11/99 Ocean Shores Wash
Quinault
The Need:
The -Missl{}n:
The Solution:
-A .growing demand for .quality -hotel.wOIDS.on the IJ.Jgged ..shoreline of Washington.
To -qukkty, €ffid€l1tty and .(Ost-€ffedivety wnstruct.a 4 storey, 4 star hotel.
Using a combination of both combustible and non-combustible (steel & concrete) hotel room modules,
build a 4 stor~ hotel, duriQg winter, to be reaqy for a late spring opening.
THE BRITCO 'MODULAR (ORE (ONSTRUCTION@' SYSTEM
is the first time that we have used moduLar
built construction. Our experience was very
, and we are Looking for opportunities to use
not,
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Lontract Notice to ~ubmls;ion AllProva1 hmllti
Award Proceed of Drawings Issued Issued
07120)99 07}20j99 09/01/99 09/09/99 N/A
Site Oetlvery & Customer
Preparation lnstallanon Acceptance
N/A 11/01/99 03j01/00.
~@~Q)0~S@
From start to finish: 6 months from receipt of building permit.
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Pr'Ject Bulletin .
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Eagle Grove Seniors Cooperative
The Need:
The Mission:
Th'e-$1>{unm:r.
Fi le #9
7/97 S
A 70,000 sq. ft. Condominium & Townhous~ Development
Ji) provide13 tota!tumkey and affordable nousi"ng development for the Seniors' community of 5Quam'i
fhe 'Em "Modular (ore (onstruction~' System
THE BRITCO 'MODULAR CORE CONSTRUmON@f SYSTEM
. construction time by over 50 per cent,
; u[ted in a savings of about 10 per cent
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Contract Notice to SubmissIon Approval
Award Proceed of Drawings Issued
11/08/96 10/09/96 10/18/96 N/A
PermIts SIte Dfllvery ~ .wton
Issued Preparation Installation Accept,
12/15/96 12/15/96 4/17/97 7/15/!
~@~00~8({1
project Bulletin .. .
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McDonald's Restaurants of Canada
Jjle #962770
4/97 Armstrong, I
The Need:
The Mission:
A 1,746 sq. ft. RestaurantjDrive- Thru
To provide a factory buitt, full service restaurant without altering the traditional size & design of
McDonalds and to achieve earlier occupancy over conventional methods.
The BRITCO 'Modular Core ConstructionQ'System
The SoLution:
THE BRITCO 'MODULAR CORE CONSTRumON@f SYSTEM
, itely see a bright future for this type of
. 0, especially in small town markets.
~ gets more involved in the design, we
lld new outlets faster, and at a lower
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i:1l11tract 'Notice to SubmIssion ~pproval -f'ermlts
Award Proceed of DraWlngs Issued issued
12/22/96 12/22/96 1/17/97 2/14/97 2/14/97
5ite "Oetivery -& Custom
Preparatlon Installatlon Acceptal
3/10/97 3/21/97 4/11/9
~@~Q)8~8/fl
File ~991)D9
7/99 Chilliwack BC
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A new 680 sq. ft. gas bar
To design and build a one module 16' wide gas bar to replace an old facility.
BRITCO designed and off~site built this prototype building using the BRITCO 'Modular Core
.constr.w:ti!W@' .system., minimizing Areo's downtime when compared to traditional 'stick building' only.
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THE BRITCO lMODUlAR (ORE (ONSTRUCTION@' SYSTEM
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:Construction reduced the hassle and work
Contract Notice to Submission Approval Permits
Award Proceed of Drawings Issued Issued
2/23/99 2/23/99 3/1&/99 3/1&/99 4/19/99
SIte Delivery & CustOIT
Preparation Installation Accepta
4/20/99 6/14/99 7/&/99
~@~0B~ScE
BUILDING ON SUCCESS
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HosPitality/Hotel Construction
General Contractors · Construction Managers
Cedar Rapids, fA Denver, CO Des Moines, fA Kansas City, MO San Diego, CA
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Ba.<s Hotels & Resorts. Inc. IS a company on the move. We're
-. -:~ .~l;:=;-o~_- creattng new products and new b~ to meet ever-changmg
";..:~: ,~- customer needs. At the comerstone:of thiS change IS the
widely-known and austed Hohdar-!nn- brand name, baded. by
_ _~ state-of-the-art technology. unma~ service to franchISeeS
.~~ ~,,;-:.. and owners, a strong comnutmen~~ traintng, and an
~ $-=""'-'f- unwavering dedication to satlS~ guests.
~
Toda}G Bass Hotels & Reson:s5'" h.4!Is ("BHR") ~ the
world are the leaders in qualley, v4 comfort, and service.
~
::." ToInoaow. business and lelSUte ~ will have new and
- chOices among BHR ho~~ed to meet thelC
t~. What's more, we ~inforcing our commitment
quauct with aggressiVe, ongo~ishment programs to
e Consistent excellent guest ~ences at our hotels:
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t5 define qualtty, comfort
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needs of the busmess craveLer. Located in major
. a properties comb me the servlce, amenities
th and farmharu:y of a Holiday [nn hotel scay.
ential decor and furnishings, complete With
. IllI around the world. providing an activity-rich,
art extensive choice of recreational features
, water sports, and other acovities.
espeaally for value-corL5ClOUS _ 3nd leLSllre guests. Located throughout the
l culture. They proVIde the'~ic servlCes that budgec-mmded travelers e~t
, comfortable room, and fast check-out - - Wlthout the featureS hke extetlSlVe
th, a sLgIl~ block of SUltes m a smgle property. The concept
appeal ~ the busmess and leLSUre craveler.
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I Staybridge SuitesSM by Holiday Inn
" Staybndge SUltesSU represents an mnovatlve solution (() the deme of affluent, seasoned travelers for a specialized type of lodgmg, an extended stay
I all-sulte hotel. By offermg a warmer, more residential enVLronment, Staybndge appeals :0 both leisure and busmess travelers who wiU enJoy the
I :olIIPWnentary breakfast bar or the casual atmosphere of a Great Room and Ltbrary. Each suite of rooms mcludes comfortable livmg areas, kItchen
! f.lahnes and the fleXibility to provide excellent office capablimes. Stavbndge SUites by Holiday Inn, With Its classiC deSign and quiedy attractive
I zmblance, is a new and welcome choice for any traveler on an extended stay.
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f Crowne PlazaS Hotels and Resorts
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Crowne PlazaS Hotels and Resorts are designed to meet the Ileeds of today's savvy business travelers With enhanced services and amenities that ~
w dterr sense of value. With more than 140 hotels m 4C countnes around the world. Crowne P!a:a offers supenor meetmg facilities, a. - ~- '
conference staff and extensive busmess servICes. Guests also apprecIate the avadability of extensIve health and fltrle55 facuities, quality tlininl'o,
and a vanety of recreational acnvmes - - , - -~:'~!: '
f10THS Al'ID I.UOll.T5
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1!l1ER-CONTINENTAL.
Inter--Continental- Hotels and Resorts
lnrer-Contmen~ Hotels and Resorts, the newest member
of dte Bass Hotels & ResortsSM lodgmg farruly, is the
ica<Ung luxury mternatlonal hotel company servmg
the needs of the frequent mternatlonal traveler.
With Its excellent reputation around the globe,
lnter-Continental hotels have been the
pMerred hotel brand of the world's bustness
COlllInurury for more thart SO years. From
l.mdon to Tokyo, from New York to RIO,
and In over 200 hotels and resorts
spannmg more than 70 countries,
lnter-Contmental hotels offer an
unnvaled network of fust-class
accommodations.
lnter-Contmental hotels have
ltlastered the dehcate balance
between global service standards and
loc.al flair A traveler VlSltmg any
lnter-Contlnental hotel or resort
anywhere m the world can expect
the same mdustry-leadmg level of
Personalued servICe. At the same wne,
each hotel stnves to proVide the
lr,ternauonal busmess traveler With an
e~penence that reflects Its own uruque
loc.al culture and customs
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Operating a hospitality bus mess IS often descnbed (and
nghdy so) In warm, friendly, even cozy tenns. After aU,
it is a people bUSiness. But behmd the scenes, it must be
more than that to be a success. It must put today's
technology to work: for an effiCIent. effectIve operatlon.
In the hotel mdusrry, no other technology measures up to
. -. our Property Based System (PBS). It combines the power
of our advanced HOLIDExe reservatlon/management
svsrem WIth the added effiCIenCIes of our Holiday Inn
ReservatioJ OptllIU%er (HIROS") programmmg and our
P ~. _anagement System. ThIS Integrated hardware
and system is geared to promote competItIveness
and llity through applIed technology.
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Holiday Inn. was the flIst cham in the hotelmdustry to implement a toll-free reservation
number, I-BOO-HOLIDAY. Today, that memorable number and those of our 24 Worldwide
Reservation Offices are dl3.led more than 400,000 times a week. Our reservation offices,
located from Salt Lake CIty to Smgapore, are eqUIPped to handle evety mcommg calL
Each of those calls, no matter where it ong1Ilates, IS managed by our advanced compu~er
reservatlon system, HOUDEX"'. The HOUDEX Reservatlon System, the most powerful
reservatlon system III the IIlduscry, books arid delivers approximately 30% of the total
armual occupancy of the BHR system. That's more than 20 mIllIOn room mghts per year,
and over $1 bIllion III yearly revenues-more than any other reservation system m the
lodgmg mdustry.
Another competltlve advantage is the way the HOUDEX system connects
Bass Hotels & Resorcs5'" directly to cravelmterrnedJ.aries, who are an mcreasingly
important source of bookmgs for OUl' hotels. The advanced technology of the system
makes It converuent and advantageous for agents to choose a Bass Hotels & Resorts
hotel. Our Supplemental Reservatlon Servlce lmks over 230,000 terrnmals worldwlde,
givmg travel agents access to our hotels through all major airlme reservation systems.
The HlRo- system maxtmi.zes and optimizes reservattons at
your hotel bY mstandy reacttng to shifts in demand condItions,
accurately forecastmg future business, and keepmg close tabs on
room mvenlXlry levels. In other words, usmg current and
histoncal data stored m HOUDEx- and HlRO, the systems
determme the best reservation strategies for each hotel.
The Propeny Management System supports basiC hotel _"'e:~'1
and. uch of th cedi -d:i:-~
management funcnons, relteves m e "':I'~~!'<--
behind-the-counter wock through automation. ~a~
two-way uuaface, the Property ~~ and the
HOUDEX system are able to ~~.lfreservinon
on-sunpl~~-r;;", automatically updaong
, ..~, stream!trung the process of night
charges. All of which mcreases both
'ency and cost-dfecnveness. Experience says
er." The Property ManagemeI)! System proves It.
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<;~~~ ~~: ~:=i ~~Jhe objective ~ ~"Programs and activities is to cause -~,
;'~-1:;~';:' "::PeoPle to stay ~ ~Is.,W~do that through national and local
'~ :. 0:':' ~ . ' , advertising, ca.iJf promotions, frequency programs, and more.
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As a ~'ll ~ hands-on support to help you
implement ~keting ~ at the local level.
.* ~~
At Bass Hotek~Resoru", we anticipate and plan for the future, so
our marlcetmg PlJigrams change with the tImes. No longer is the
travehng publklihomogeneous population. No longer can we ;...,
..... .
to every guest ;jil the same message. Different types Qt, _, ire
different m~ to attract them to our hotels .......'fjEOt';rage their
repeat busm~:. ' :
h diverse markets? We use a vanery
advanced technology systems to IdentIfy
ers are, and then create commumcations and
tailored to meet their needs.
Advertising Support
ertisIng effort in the industry. So what can you as
from lt? A lot. Staff expertISe and direct marketmg
technology tools plus extensive research and
and capabilities. The largest global frequency
. Local, hands-on support to help you plan and
execute and advertising programs. Ciry and regional
cooperative = - eting and national programs. Strong relationships
With tour opeclrors allover the world. A WorldWide Sales force that
calls on the top 500 gl ,busmess and leisure accounts for unequalled
penetration of~:~ international accounts.
As an mdivl esorts entrepreneur, you're m
busmess for not alone. Our efforts, combined
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With yours, will 2:0 names out there. BHR IS recognIZed,
respected and Customer segments around the world.
And vIrtUally l~ the traveling pubhc m the U.s. knows our
properties That's exactly the type of knowledge you want whenever
people begm their travel plans.
~~~-
Prrrendy, we mvest approximately $200 mllhon annually on a
worldWide baslS-tD keep our name m the pubhc eye. And It'S worth
very penny We've achieved a top-of-mmd awareness level
e nmes greater than any other cham.
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Business:.Like ~pproac ~T(q:.eisure~'Iravelers !
... Leisure travelers are becommg- i~creiSk"gIY-1nore..rophisncated (-and demmi:h~g) ';ooui .;:, ..~-
~ 'k-
~thelr travel needs and desues. To'maximl:e Sales opporrunmes, our leisure programs a;e 5~;;;:~~
jdeslgned [0 capICalue on that ITem! by a,ddmg rc;a:(",alue [0 me felsure traveler's. eXp(:nenc~;~
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~o:Hohday Inn3 origmated as a family hotel brand. To rake ~dvamage of mat heritage, we- -;.- -'~
-:contmually create new and Innovative farrulv programs [0 target famlhes makmg vacanori .~
- plans. Our Kids Eat Free and Stay Free program. for example, has me highest awareness of ~
anv hotel markenng effort. Based on our extensive research, the programs are also desiglled "~
'to emphasize the most lffiportant crltena for family rravelers-pnce and value. - _.-:0' -~..:~;;
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Our Inbound Marketing Program IDcreases our share of mtemanonal VISItors to me US. . ~--
With tour \ oucher prognms and cooperJnve marketing efforts In addmon. our rrJ\.el .
mdu~rry sales team actlvelv sohClCS leIsure busmess from major rravel agencies and group -
rour operawrs
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We work closely With our franchIsees to ensure they have c..l,.e right tools
to create local advertISing and markenng progr'oms, and our natlonal
and mteIDdtlonal prcgrams support local markers and me5Sages.
In fact, every Bass Hotels & Resor--.?' franchL<e IS proVIded With the
Admaker Plus--a specmc advertlStng resource desIgned to assISt you
WIth advertising, public relatiorlS and promotlona! effort.
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Additionally, a Marketing Resource Guide IS publIShed twice a year to _ 'd
help franchISeeS choose the marketing programs best SUited to their-~,,!'JO.~--'
spectfic hotel You'U also receive the mana"aement and tratning roc;b-
necessary to help you understand and take advan~-of marketmg
support and programs available through ~ HotdS & Resorts.
~ Mail_ ~~~4-~~~'k~:~'- -
._~HOteIs ~R~bm3SsLSt you m targetmg Pnonty Qub" WorldW!.de
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-~+~-~" -~,"~-c' "":\Iirect marketing. Using our database. we WIll proVide
~mailing address, number of stays, number of
last stay date for members who have prevIOusly
over the last cwo years.
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Often, regiOnal or local Field Marketing Opportunities
can benefit more than one hotel. Hotels With common
markets band together In Regional Co-ops combining
their marketing resources With resources from
Bass Hotels & ResortsSlol to develop broader local and
regional advertising promonons. Our Field Marketing
Representanves are available to help coordmate these
efforts, and to work With smaller groups of hotels to
extend nanonal marketing to the regtonal or local leveL
From the moment you contact Bass Hotels & Reso~ about a franchise,
our powerful resoun:es come together WIth the strongest hotel support
team In the lodging industry - a team dedicated to supportmg your
project. Wlule quality and servlce are words we use often about how we
treat guests, they're equally lInportant In descttbmg the v.ray we worlc Wlth
our franchisees to plan. bwld or convert and operate a successful hotel.
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your investment..
makes you proud.
is worth
e you are in business
if. lbar's because
way, providing more
hotel company
~~ ne~n~ll~'"
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c; tJpoti~~ the- Basijl{ote!;&'
_i. , ....,
.~. is assigned a Field M:mager, I ..
:. functions as an an-site consultant in; ~- ,
, - ..i-:;:-~_
.-;: considerations, lIllltteting ana.!vsls. tra.litirig~~~tional
policIes, and other strategic essenti.ak. :r ypicallv, the Field
- Manager will proVide management ~ at the hotel level,
as well as conduct follow-up on all action plans developed for
your hoteL RegLOnal-based training, up to four annual area
workshops, IS also conducted by the Reid Manager to proVIde
networkmg opportUnltles and hotel-to-hotel mteracUorlS,
m additlon to fulftllmg the trammg lIllUatlves.
,
Each hotel also has Its own Atlanta-based FranchISe SerYlce
Manager (FSM), who can be reached Z4 hours a day by calling
. a speaal toll-free number. The FSM can qUickly answer
quesnorlS regardmg procedures, systems and serviCes. [n shon,
o ~ the FSM funCtlOrlS as an m-house liaison between you and
.= corporate headquarters, and. m conJunctlon With the regional-
. -.' based Fteld Manager, provides arourtd-the-dock response to
any ISSUe that anses in the day-to-day operatlon of your hotel.
<II
There IS an underlymg objective ro all of our service goals, That is to absolutely
ensure that every hotel has a traIDed staff with full knowledge of the tools
necessary to generate continuous improvement m revenue management, service .~
delivery and operatmg~lls, Not suIprismglv, we are qUite aggressive II\ lhl;..~.
we respond to that objecnve--t.nvestmg significantly more hours in --~~
area trammg than antOf our competitors,
~;-
I<JOaIS embrnce the idea ci. rela.tiooships with
~v, they~1!-~<~eir vaned ClSks with idenncal
-- -, OJStomer service, better product quality.
we hope to d
are effi.cient,
expectations to
lower costs.
've approach to ttairung IS the Bass Hotels & Resons5'"
to multimedia trammg--makmg us one of the
. excltmg technology. The challenge to deliver
e employee training to over 2,700 hotels is both a
critical challenge. Our plan 15 for each of our hotels to
ia Windows-based Mulomedia CD ROMs. Ultimately.
our multimedia training over the Web as well 1bese
aches to leaming that push traditional training
ts: increased motivation, greater retention, less time,
-"'>
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Your project may be a ground-up development, or the conversion of an exIStIng
property. In eIther case, a full staff of Bass Hotels & Resortssu professlOnals are in
place to offer knowledge and assistance you may reqUire. These professlOnaIs are
strategically and geographIcally located to provide you wIth the personal setvlce
that you deserve. And, of cowse, they wiu guIde you through the entire
franchise apphcatlOn process. -
--;;..,
BHR CapltalSU can assISt you in fmdmg a source for your financing needs, a task
made simpler by the fact that finanCIng is more easily obtamed with a well-known
company like Bass Hotels & Resorts, Inc. Lendmg InStitutions are well aware of
our stnngenr reqUIrements and outstandmg reputatton. Our subSIdIarY offers
programs to qualifIed frandusees for new development, refurbishment, and leasmg
packages that are taIlored to your needs. Our Strategic Alhances Procurement
program offers you and your hotel products and services at specIally negotiated rat
based on the Bass Hotels & Resorts purchasing volume and economies of '_
- ~~#~~
,,:- --".
. --
? ~--~ -"
Bass Hotels &. ~ ~ some of me most rewaniing hoed investment
oppommities available.
They are mvestments founded on a reputation of quallty. They retUIl\ preeminent
name recogrution, unaginative marketing, state-of-the-art technology, .. .-.
comprehensive francluse support, and unquestionable financial stabIlity.
We inVIte you to COmpaIe US with our competitors, point by pomt.
We then Invite you to take an even closer look. at us.
Because of our SIZe and vast distnbutlon, we have achieved powerful leverage In
affordmg resources and programs that other hotel comparues cannot.
And because our brands serve the broadest range of consumer segments in the
hotel Industry, we can annctpare change, ldent1fy needs and mrerests, and
expenment WIth new Ideas. La short. Bass Hotels & Resorts is able today to
address tomorrow's ISSUes that will affect franchises' value.
Our franchISe sales staff is eager to proVIde you WIth more details regarding how we
are usmg our powerful resources to build our brands, and how you can profit from
bemg a part of thIS endeavor. Contact us today, for addltlooal infortnation to
support your decISIOn to become a Bass Hotels &. Resorts franchisee.
It's reallyguite silnple...
Satisfied Guests
Come Back.
That's why we've created the
Quality Performer Program.
lit's our way of helping you locate our best properties.
. Each Quality Pmormer hotel has earned an
AI "Excellent" or "Commendable" ratmg based on:
. Property condition
. Quality of guest services
. Guest satisfaction
. Look for these symbols when makmg a reservation
AI to experience our top hotels:
~ = Excdln.t Hocd ffl = Commendabk Hoed
Q
lIfla~~
.,
~
~
.~r
~.
~
~
EXPRESS"
-
~
-;
~
.~
~
~
~
it
i~ ~~
~~:~~-<
The following registered trademarks,
service marks and trademarks used in this
publication are owned by
Bass Hotels & Resorts, Inc.,
its parent, subsidiaries or affiliates.
Business ChoiceSIA, Holiday Inn~,
Holiday Inn Selec~, Best BreaksSM,
Meeting PromiseSM, HIR()SM, HOLIDE~,
Priority Club~ Worldwide,
Bass Hotels & ResortsSM, BRR CapitalSM,
Executive Edition-.
(~h999 Bass Hotels & Resorts, Inc.
All rights reserved.
~Registered Mark. ~Marca Registrada.
~Marque de Commerce.
SlAService Mark.
a~~~-
--= - -- -- ~
Bass Hotels & Resorts
Three Ravinia Drive
Suite 2900
Atlanta, GA 30346
--,~=-~-
--,' FOR SERVICE OF PROCESS:
and addresses of Holiday's agents for service of process appear in Exhibit D.
ITEM 2
BUSINESS EXPERIENCE
-r Chairman and Chief Executive Officer Bass Hotels Grou Com an - Thomas R. Oliver:
, Chainnan and Chief Executive Officer, Bass Hotels Group Company (slDce 1999); Director, Chairman, Chief Executive
and President, BHR (1997-1999); Chaurnan and CEO of AudioFAX, Inc., Atlanta, GA (1996-1997); President and CEO of
In, Atlanta, GA (1993-1996); Chief Operating Officer and Execunve Vice President of Worldwide Customer Operations,
_ Express, Memphis, TN (1978-1993).
or Vice Chairman Bass Hotels Grou
~or, Vice Chairman, Bass Hotels Group Company (smce January, 1999); Drrector and President, Holiday Inn:Hotels & Resorts
~;irislOn (1997-January 1999); Director, President-Amencas Francruse DlvlslOn (1996-1997); Director, Executive Vice President,
~iorldwide Franchising (1995-1996); Senior Vice PresIdent and Chief Operanng Officer, Company Managed Hotels (1990-1995).
- -
f~tor. Chairman of Board of Directors, Chief Executive Officer and President - W. Dou21as Lewis:
[Director, Chainnan of the Board of Drrectors, ChIef Executive Officer and President (since June, 1999); Executive Vice President-
~ _l1on SerYlces (January, 1999 to June, 1999); Execuove V Ice PresIdent and Chief Informanon Officer (1997-January, 1999);
~ICCPresident and Chief Informanon Officer, AT&T NJ (1993-1997).
,,~tor, President, Americas - John T. Sweetwood:
--
- Director (since 1997); President, Americas (since October, 2000); PresIdent, MIdscale Hotels, North America ( 1999-2000);
)resident, Holiday Inn Brands, North America (January, 1999-June, 1999); President, Express Division (1997-1999); Director,
-hecunve Vice-President-Chlef Marketlng Officer (1995-1997); Vice Presldent-Internanona1 New Ventures, Ralston Purina, St.
l.otus,MO (1991-1995).
~President, Americas - Ravi K. Sali2ram:
~rand President, Americas (smce October, 2000); Chief Marketmg Officer & Managmg Drrector of Global Strategy (1999-2000);
D' Sldent of InternatIonal all Hohday Inn Brands, EMEA & Lann Amenca (1998-1999); Executive Vice President and Managmg
, DU'ector, ASIa Pacific (1996-1998); Chief Operaong Officer, Asia Pacific (1995-1996); Senior VIce PreSident Busmess
! eve1opment, ASIa Pacific DIVISion (1994-1995).
I
i ~, Executive Vice President. General Counsel and Secretarv - Robert D. HilI:
I D
I U'ector, Execunve Vice-President, General Counsel and Secretary (smce 1990).
I ~Vice President. Marketinl!: & Sales - Charles Edward Brownfield III:
,
I ~or Vice President, Markenng & Sales, The Amencas (slDce July, 1999); VIce PreSIdent and Brand Manager, Inter-Connnental
I D~te1s and Resorts (1998-1999); SeDlor V Ice PreSident, Inter-Connnental Hotels and Resorts (1997-1998); SeDlor V Ice PreSIdent,
I Irector Global Partners, Inter-Contmental Hotels and Resorts (1994-1997).
I
5
(since 1999), Chief Operating Officer, Americas (since October, 2000); Director and Senior Vice President, Finance (
-'2000); Finance Director, Bntvlc Soft Dnnks Limited, Bass PLC, London, England (1996-1999); Senior Corporate Fmance &
tgManager, Bass PLC, London, England (1992-1996).
tVice President & Brand Manae:er, Staybride:e Suites bv Holiday Inn - James F. Anhut:
~ Vice President & Brand Manager, Staybndge SUites by Holiday Inn, Atlanta, GA (since April, 1997); Vice President &
~Manager, ChOlce Hotels, Silver Spong, MD (1992-1997).
maPresident, North America, Crowne PlazalInter-Continental Hotels & Resorts - Michael J. Corr:
llQPresldent, North Amenca, Crowne PlazalInter-Contmental Hotels & Resorts (smce June, 1999); Area President, Crowne Plaza,
lith Amenca (1998-1999); Semor Vice President Crowne Plaza Operanons & Service (1997-1998), Vice President, Director,
.fxldWlde Sales, (1992-1997).
:maPresident, Latin America - Alvaro Dial?:o:
f.\.':aPresldent, Latin America (smce June, 1999); President, Inter-Continental Hotels and Resorts, Latin Amenca (February, 1999-
Ib,1999).
f
l~r Vice President. Technical Services - Ralph Enl?:elberl?:er:
I
I
i~rVlce President, TechnIcal Services (since June, 1999); Vice President, Technical Services (January, 1999~June, 1999); Group
':eader Project Development Service, The John Hardy Group (1994-1999).
.~resident. Supply Chain Manal?:ement - Christopher J. Ruth, Ph.D.:
~'ICe President, Supply Chain Management (since October, 2000); DlI'ector of Purchasing, Amencas (1997-2000); Director of
f'archasmg, Rand McNally, Chicago, IL (1994-1997); Manager of Purchasing, General Electnc (Aerospace Division) (1990-1994).
~esident and General Counsel- Franchisinl?: Holidav Inn Hotels - Morton H. Aronson:
..
'iCe President and General Counsel - Francluslng Holiday Inn Hotels (since 1998), Vice PreSident, General Counsel - Franchise
!1991'1997).
I
I ~esident. Franchise Food and Beverae:e Services - Edward (Ned) E. Barker:
(ice President, Franchise Food and Beverage Services (smce 1996); Manager (and later Director), F&B Services, CMH Division
995-1996); Vice President, Barter Exchange, Austm TX (1993-1994).
~esident. Services and Quality, Upscale Brands, North America - Thomas Bernard:
II ;~: h",'dent Se"ee, and Quahty. Up,,,le B<an"'. North Amenea (,moo 2000); Vioo Pre"dent Area Fr.mch"e S""ioo, C<owne
,~ North Amenca (1998 - 2000); Director, Francluse Services Crowne Plaza (1995-1997); DlI'ector Franchise Service and
I ~~ll1lllg (1993-1995)
I ~esident. Franchise Administration & Licensinl! - Judv D. Bloodworth:
Vice President, Franchise Admmistranon & Llcensmg (smce January, 1997); Director, Franchise Licensing (I993-1997).
I
I
.
!
i
I
6
~President. Quality and Service. Midscale Brands. North America - Anl!ela Brav:
~
fie President, Quality and Service, Midscale Brands, North Arnenca (since January, 1999); Vice President - Express Franchise
ilMceSIQuality (1997-1999); Director, Franchise Services - Western ReglOn (1995-1997); Director Special Projects (1994-1995);
lfmager, Franchise Services - EMEA (HIFI Internanonal) (1990-1993).
fJCePresident. Real Estate & Development. Stavbridl!e Suites - Thomas H. Brettschneider:
fiLePresident, Real Estate & Development, Staybndge Suites (since January, 1999); Vice President, Real Estate (1995-1999); Vice
mstdent, Asset Management (1993-1995)
FleePresident. Tax and Treasury and Treasurer - Robert J. Chitty:
rICe President, Tax and Treasury and Treasurer (smce August, 1997); Managmg Tax Dlfector, CSX Corporation, Charlotte, NC
:1993.1997).
rite President. Americas Administration- Vicki K. Gordon:
;'ice President, Americas Adrninistratlon (since October, 2000); Vice PreSident, Program Adrninistranon (1998 - 2000); Vice
?resident, Electronic Entertamment (1996-1998); V ice PreSident, New Product Development (1995-1996).
fu President. Americas Financial Services - Marlena Norris:
i'ICe President, Americas Financial Services (since August, 2000); Dlfector Commercial Staffmg, Norrell Services Inc. (February
1998-August 2000); Accounnng Manager (August 1993 -February 1998), LEP Profit InternatlOnal, Atlanta, GA.
~President and General Counsel, Development and Acquisitions - James Kacena:
VICe President and General Counsel, Development and Acquisitlons (since January, 1999); Vice President and General Counsel,
Crowne Plaza Hotels & Resorts (1997-1999); Vice President and General Counsel for Company Managed Hotels (1990-1997).
~resident. Marketinl! - Crowne Plaza Hotels & Resorts - Robert G. Maver:
VIce President, Marketing - Crowne Plaza Hotels & Resorts (smce 1998); Vice President Marketing, Madison Square Garden,
(1995.1998).
~ Vice President Stratel!ic Services - Tom Seddon:
Seruor Vice PreSident, Strategic Services (smce 2000); Vice PreSident, Markenng, Hohday Inn (1999-2000); Vice President,
Express Marketing (1997-1999); VIce President, Research and Product Development (1996-1997); Vice President, Galaxy Project
(J 995-1996); VIce PreSident, Pncmg (1994-1995), ASSOCIate, Mercer Management Consulting, London, England (1991-1994).
~esident. Marketinl!, Holidav Inn Express - Jenifer Zei2:ler:
V.
alce PreSIdent, Marketmg, Holiday Inn Express (smce Apnl, 2000); Dlfector, Markenng, The Coca Cola Company (1995-2000);
rand Manager, Procter & Gamble (1989-1995).
~resident. Company Mana2:ed Hotels - John Tarantini:
VIce President, Company Managed Hotels (Hohday Inn, Staybndge Sunes) (smce December, 1999); Vice President Holiday Inn
~l'Vices, Select and SunSpree Hotels (1997-1999); Vice PreSident, Holiday Inn (Amencas) Company Managed Hotels (Eastern
eglOn) (1990-1997).
7
~_'C"_
~dent. Relationship Marketinl! - Steven S. Sickel:
~
f:PreSident, Relationship Marketing (since October, 2000); Managing Director, Loyalty Marketing & Partner Programs,
_tal Airlmes, Inc., Houston, TX (2000); Drrector, Loyalty MarketIng, Continental Airlines, Inc., Houston, TX (1997-2000);
~Manager, Markenng Programs, Connnental Airlines, Inc., Houston, TX (1996-1997).
ttPresident. Franchise Sales - Brown Kessler:
~
~President, Franchise Sales (smce 1995); R"glonal Vice President-Sales, Eastern DiVision (1993-1995).
'iltPresident, Crowne Plaza Development - Robert C. Massev:
~President, Crowne Plaza Development (since 1999); Vice PreSIdent-Franchise Sales and Development & Asset Management,
~Plaza and Inter-ContInental Hotels and Resorts (1998-1999); Vice PreSIdent, Franchise Sales, Crowne Plaza (1995-1997);
,iqlonal Vice President-Franchise Sales, Western DlVlslOn (1993-1995).
:~Dal Vice President. Franchise Sales, Western Rel!ion - Doul! Artusio:
,
:kg.lDal Vice President, Franchise Sales, Western RegIOn (smce 1995); Vice President Sales - Canadian Operations',- Company
iqedHotels, Atlanta, GA (1993-1995).
I~Dal Vice President, Franchise Sales, Eastern Re\!ion - Roland J. Schick:
!:g:onal Vice President, Franchise Sales, Eastern Region (smce 1995), ReglOnal Drrector, Franchise Sales, Atlanta, GA (1991-
i1i~.
f
~
'!!tPresident, International IT - Jane S. Weeks:
i:niorVice President, International IT (smce February, 1999); Director, Global Systems (1997-1999); Senior Manager Applications
J~'lelopment (1994-1997).
~ Market Plannin\! & Information Reportin\! - Heather Hunt:
~4ector, Market Plannmg & Informanon Reporting (smce June, 2000); Analyst, Market Plarming (January-May 2000); Manager of
: ;anchise Development, Southeast Region, Hilton Hotel Corporanon, Atlanta, GA (1998-2000); Staff Consultant, Real Estate
"",~ory ServIces, Arthur Andersen LLP, Atlanta, GA (1995-1998); Staff Consultant, PKF ConsultIng, Inc., Atlanta, GA (1995).
!
~Propertv Improvements and Plan Review - Gilbert Hardwick:
~
I^ ector, Property Improvements and Plan ReView (smce March, 1999); Manager, Express Plan Review (November, 1997-March,
;:l; RegIOnal Quality Manager (June, 1997-November, 1997); RegIOnal Property Improvement Manager (February, 1997 to
e, 1997); Senior Property Improvement Plan ReView Consultant (July, 1991 to February, 1997).
~rector. Field Services & Franchise Traininl! - Frank J. Shandor, Jr.:
~or DIrector, Field Services & Franchise Trammg (smce March, 1999); Drrector, Express Trainmg & Express Western Region
rl>ldS
. ervlces (1997-1999), Area Service Delivery Consultant (1994-1997)
~Franchise and Qualitv Services - James V. Thomas:
~or, FranchIse and Quality ServIces (smce February, 1999); DIrector, FranchIse MarketIng (1991-1999).
I
8
Inn University - Tom J. Rub :
; of Holiday Inn University (since October, 1998); Area Service Dehvery Consultant (1993-1998).
r Franchise Administration - Jennv Tidwell:
, FranchIse AdmmistratlOn (since 1995); Manager, Franchise Licensmg (1994-1995); RegIonal Franchise Coordinator,
1994); Compliance Coordmator (1991-1993).
ort and Develo ment. Stavbrid e Suites - Tom Woodward:
tor, Brand Support and Development, Staybndge Suites (smce June, 1999); DIrector, Business Support, Staybridge SUites
h, 1998-June, 1999); Manager, Busllless Support (April, 1 997-March, 1998); Manager, Franchise Plarmmg and AnalYSIS
,1995-April, 1997).
Jhnaeer. Franchise Administration - Kathv Cox:
.Manager, Franchise AdministratIon (since 1999); Director, FranchIse AdministratIon, U.S. Franchise Systems, ~c. (1997-1999);
!rmchise Coordinator, HolIday (1996-1997). .
,'Hanal!er. Franchise License Sales - An!:!ie McPetrie:
;_ger, FranchIse LIcense Sales (slllce 1998); Franchise LIcense Sales ASSIStant (1997-1998); Project Coordinator, StrategIc
Semces (1995-1997).
. hfional Director, Franchise Sales and Development - Gree: Aden:
: Regional Director, Franchise Sales and Development, Dallas, TX (smce March 1998); 1'\ Global, Inc., Vice President-Markenng
;:Services, Dallas, TX (1993-1998).
~onal Director. Franchise Sales and Development - Tom Busch:
Regtonal DIrector, Franchise Sales and Development, Folsom, CA (smce April 1999), Vice President Franchise Sales and
Development, Prnne HospItabty Corporation (AmenSUltes Hotels), ArlirIgton HeIghts, IL (1998-1999); Regional DIrector Franchise
Sales, and Development, Wmgate Inns, Cendant Corp.,Chlcago, IL (1997-1998); ReglOnal Manager Sales, Sonoco Products
Corp ,West Chester, PA and ChIcago, IL (1989-1997).
~nal Director. Development and Asset Manaeement. Upscale. Northeast - Aneelo M. Cifelli:
Regtonal Duector, Development and Asset Management, Upscale Brands, Northeast, Normandy Beach, NJ (sirIce 1998); Regional
Dtrector, FranchIse Sales (1991-1997)
~nal Director. Development. Upscale Division - Steven R. Corp:
Regional Duector, Development, Upscale DIVISion (smce 2000); ReglOnal Duector of FranchIse Sales and Development, US
FranchISe Systems, ChIcago, IL (1996-1997); ProfeSSIOnal Engineer, Abate Engllleenng ASSOCiates, PC, Buffalo, NY (1993-1997).
~nal Director, Franchise Sales and Development- Stephen L. Dietrich:
Regional Drrector, Franchise Sales and Development, CmClrlllah, OH (smce 1991).
9
~Director. Franchise Sales and Development- Robert E. Ekman:
~ Director, Franchise Sales and Development, Glen Ellyn, IL (since 1996); Leeland Distributors, General Manager & VP
~Marketir1g, Elk Grove Village, IL (1992-1996).
S!oal Director. Franchise Sales and Development - John DouR'las FauR'ht:
_ Director, Franchise Sales and Development, Kansas City, MO (since 1997); Director of Franchise Sales, HFS, Inc.,
~,CO (1995-1997); Sales Manager, TCBY NatIOnal Sales, Dallas, TX (1991-1995).
~ODaI Director. Development. Upscale Division - Michael F. Hil~R'ins:
~nal Director, Development, Upscale DivlSlon, Tempe, AZ (smce October, 1998); Regional Drrector, Crowne Plaza, Franchise
~ Tempe, AZ (1994-1998); Best Western International, Phoenix, AZ, RegIOnal Director Membership (1976-1994).
l<fIooal Director. Franchise Sales and Development - Mike Hon!an:
~lOOal Director, Francluse Sales and Development (smce 1995); HFS, Inc., RegIOnal Drrector, Francluse Sales, Pamppany, NJ
:194-1995); Crown Amencan - VP Hotel Operations, Jonestown, P A (1987-1994).
~ooal Director. Franchise Sales and Development - Charles Knapp:
:"61ooal Drrector, Franchise Sales and Development (smce December 2000), Director of Real Estate, Tharaldson Company, Fargo,
\4(1994-2000).
~al Director. Franchise Sales and Development - Stuart Laurie:
i"gIonal Director, Franchise Sales and Development Canada (smce 1995); Area Revenue Consultant, Franchise Services (1994-
~ 1
~al Director. Franchise Sales and Development - William L. Murrah:
R1egIOnal Director, Francluse Sales and Development (slDce 1995); RegIOnal Director, Franchise Sales, Kansas City, MO (1991-
995).
~al Director. Franchise Sales and Development - Shane Skubis:
;
~.eglonal Director, Francluse Sales and Development (smce 2000), USFS, Inc. RegIOnal Director Francluse Sales and Development,
eover CO (1998-2000) Wilder Group LLC, Duector, Asset Dlspos!t1on, New York, NY (1995-1998).
~al Director. Development. Upscale Division - John T. Murrav:
~nal Duector of Development, Upscale DIVISIOn (smce 1998), RegIOnal Director, Franchise Sales and Development, West
Be ord, CT (1997-1998); RegIOnal Duector of Franchise Sales, HFS, Inc., Ellington, CT (1996-1997); RegIOnal Vice President,
ck Sunuwt Hotel Management, Ellmgton, CT (1991-1996)
, ~al Director. Franchise Sales and Development - Sv Simpson:
~glonal Director, Francluse Sales and Development, Atlanta, GA (smce 1999); Director of Franchise Development, Cendant Corp.
,1995-1999).
10
I Director Franchise Sales and Develo ment - John E. Stetz:
lit
~~al Director, Franchise Sales and Development, FaIrfield, NJ (smce 1996); HFS, Inc., Regional VP, Franchise Sales,
~y, NJ (1994-1996); Prime HospItalIty Corp. Senior Vice PresIdent, Fairfield, NJ (1993-1994).
~,
~ .
lelDal Director. Franchise Sales and Development - David W. Wilenskv:
~""---
~-
!!OnaIDirector, Franchise Sales and DevelopmenL (smce 1999); Prime HospItalIty Corp. Vice President of Franchising Sales and
~opment, West Coast (1998-1999); Cendant, Wingate lIm, DlTector of Francluse Sales and Development (1995-1998).
~~ -
!fional Director. Franchise Sales and Development - David D. Woodruff:
~--
~nal Director, Franchise Sales and Development (smce 199 I).
i.
~'
f
!,,-
~-,
~
11
~1~~:~~f~~-~:~{!~~~~~~}~;;~~~- ~ ---~- ---- ~ -~~~=-~ - -~~~-
~-=__~~_C>-~_ - _Z ~-:7_=;=__ -~~:_ -~-=--=_~~~~~~~-~;~:::-~_~7~=-.:- : --_:_~~~:f=~~~":-
_;~~~~~}:;~ ~~ :;_~~~iJ::r&~~- _: --~~~----- o~_~ -.,,~ -=~_.,~- :c~~ j="=- - --,;: --~->--
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-,
-y-
INTERBANK
CAPITAL PARTNERS
Table of Contents
02 . INTRODUCTION
04 . CREATIVITY AND HU~lAN CAPITAL
by Simon A. Hershon, Chief ExecutIve Officer, InterBank Capital Partners
=-
06 '_ PROVIDING STRATEGIC MANAGEMENT
by Ehud D. Laska, President, Merchant Banking
08 . BUILDING RELATIONSHIPS
by Brendan P. Sullivan, President, InterBank Brener Hospitality
10 . ASKING THE RIGHT QUESTIONS
by Robert A. Porco, Senior Vice President, Investment Funds
12 . THE DEMOCRATIZATION OF FINANCE
by Ivan M. Krasner, Senior Vice President, Investment Funds
14 . OUR RESOURCES
16 · WORKING TOGETHER
firm's principals - a select group of highly experienced=..
financiers who have complementary skills and a shared under-
standing of our personalized approach to financial solutions.
Innovative, responsive and_~ --
~---~
~~
-~"':.-;,,:
c.
I
business with our firm.
!"';.~~ 2_~-~_ ... t,:~<:t:-l' ~ c
_ - ... 07"~-
INTERBANK CAPITAL PARTNERS
,-
Creativity and Human Capital
"CaPital" IS a word with many di"""lerlSlons. and we pnoe ourselves n reflecting them all
at Inte~Bank Of course. there IS tne flnarclal sense We p'ovloe cap'tal to borrowers and
I Invest capital through our Investment Funds Of equall'Tlportance. however. IS the human
dimension Although we cannot show the value of human capital and the creativity It
embodies directly on our balance s'reet. they are by far our flrm's most valuable assets
I~
and the most Important resources we deliver to our clients I
i
I
- .~ =~ . > - ., :-~ I
"-~-~~'i""=-E::.." .
InterBank Capital Partners is built UpO'l tne premise that when a company IS faced with
a financial problem. the solution !S limited only by the creativity of the professionals
striving to solve It Financial skill alone IS not enough So OL:r company revolves around
CREIITIVITY AND HUMAN CAPITAL
~
f(
f
Human capital and the creativity it en1bodies are by far our
firm's most valuable assets and the most important resources
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! we deliver to our clients.
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a core group of senior professionals who can bring to bear the right mix of Imagrnation
enriched by expertise and diSCiplined by experience And by deliberately keeping our
firm small and our organization flat. we have developed an environment that maximizes
creativity through interaction and collaboration.
Our clients are entrepreneurs, people who thrnk and act rnnovatlvely about busrness
opportunities. We complement their energy and determrnatlon with financial creativity-
and our own sense of personal ownership-to help them achieve their vision. That
creativity may be reflected In a particular financial structure or strategic concept, or
It may be demonstrated through our ability to Identify and tap new sources of capital to
the benefit of both client and rnvestor
Regardless of the form a solution takes, however, we take special pride In thiS Simple
claim: Our ideas work.
INTERBANK CAPITAL PARTNERS
IC
As a merchant bank, our goal is to create value by realizing the
potential of a concept, brand or strategy, and not to execute
the quick turnover of a company.
"
We bring vision, financial knowledge. structuring expertise. an ability to identify, combine
and consolidate companies with complementary strengths-and when it's needed. the
ability and steadiness to deal with business crises.
Rather than focus on specific Industries, we strive to identify that combination of
concept and management that will accelerate the growth of intrinsic value by realigning
a company toward new opportunities. Then, we Invest alongside management.
working toward our mutual success. As a merchant bank, our goal is to create value by
realizing the potential of a concept, brand or strategy, and not to execute the quick
turnover of a company.
The bottom line: we understand what we do well and offer our partners the opportUnity
to succeed by doing what they do best Candid and fair, we deliver on our commitments,
providing the strategic and financial support that our clients need to realize the potential
of their ideas.
INTERBANK CAPITAL PARTNERS
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The better we understand a company and its goals, the faster
we can respond to our client's opportunities by leveraging our
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experience and knowledge.
returns as we continue to work together through multiple transactions. The better we
understand a company and its goals, the faster we can respond to our client's opportu-
nities by leveraging our experience and knowledge
We bring to the table more than capital and expertise, however. We are also known for
our integrity and discretion. In a business characterized by tough negotiations and tight
deadlines, it is essential to have your clients' trust and respect. We work hard to earn that
by making only those financial commitments we know we can keep, by being completely
up front with our clients In everything we do, and by protecting confidentiality in
all of our dealings.
Most importantly, we commit ourselves solely to doing what is in each client's best
Interest That may not necessarily be what a particular client wants to hear or what
will generate Income for our firm, but It IS the most successful way we know to build
lasting relationships.
INTERBANK CApITAL PARTNERS
Asking the Right Questions
There are two types of investment bankers: those who approach every situation by
talking about their own ideas, strategies and prepackaged solutions; and those who start
by listening. At InterBank. we have learned from experience how to be very good at
listening - and at asking the right questions. We have honed these skills because we
believe they are the best way to create a sound bridge between a client and an investor
whose only connection is the financing we structure.
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in the work-out and r~?[~~te
assets. Mr. Porco graduated ~~ ~ U~~
with a BA in Business Adrriinistration. He -is 11
Certified Public Accountant:- '; ,e-~ --- - ~~- -
Over the course of any transaction, we may ask hundreds of questions, but they are
all aimed at uncovering one critical facet of the company: What drives its value?
10 A S '< I N G THE RIG H T QUE S T , 0 1\1 S
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Our questions help us make sure that there is a good fit - that
the client/lnterBank/investor relationship vvill create value
for all involved.
,
The person who understands this best is the owner or executive who lives and breathes
the business on a day-to-day basis.
To be sure, we listen very critically to the answers. We may come to a very different
understanding than the client-adding value and suggesting new directions based on
our years of experience. Of equal importance, however, are the questions that are always
in the back of our minds: Is this a good opportunity for our investors? Can we manage
the risk? How will this asset fit into our portfolio?
Over the years. we have developed our own approach to the types of assets we prefer
in our portfolios. This is not because we think we know the answers in advance.
Rather, we have identified specific kinds of transactions that we understand and
like to fund. Our questions help us make sure that there is a good fit-that the
client/InterBank/investor relationship will create value for all involved.
INTERBANK CAPITAL PARTNE;
We were one of the first firms to recognIze that exclusive
investments in performing and nonperforming corporate and
real estate loans are appropriate for a much wider range
of investors.
,
equity-like returns with bond-level risk. This concept is at the foundation of the income
funds we make available to our investors, who also have similar access to our private
equity offerings.
Using the same expertise and strategies as the large investment banks, we carefully
manage risk. By building diversified portfolios, we minimize exposure to any single
company or industry. And because our loans are all highly collateralized, our exposure
to possible losses is very much reduced since we can liquidate the collateral for
significantly more than the amount of the loan.
In the years ahead, all of us will have to accept a far higher degree of responsibility
for the quality of our retirement and long-term financial well-being. In fulfilling our
obligation to our families and ourselves, we deserve the widest possible range of rational,
risk-controlled investment alternatives. Opening the door to these investments is
precisely what the InterBank Investment Funds are all about.
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INTERBANK CAPITAL PARTNERS
OUf Resources
InterBank was founded in 1977 to provide advisory services to the real estate and
banking industries. The firm quickly gained significant experience liquidating nonperforming
bank assets such as commercial real estate mortgages and corporate loans. Since then) InterBank
has expanded the scope of its capabilities to provide a wide variety of financial
services to businesses) institutions and individuals in the finance, real estate and hospitality
industries. These services include private and public offerings) investment strategy, merchant:
banking) bridge financing and real estate brokerage. InterBank is headquartered in New York ~
, and Washington) DC with regional offices throughout the United States.
InterBank Capital Partners
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The firm is organized as three separate but closely related divisions:
MERCHANT BANKING
The Merchant Banking Division creates value through acquisitions) executing a strategy focused
on companies with unrecognized intrinsic value that operate in markets of high demand.
In addition, this division offers investment banking services to small and middle-market
corporations) assists in stock Issues and private placements) and invests equity capital in selected
opportunities in the United States and around the world.
INVESTMENT FUNDS
Established in 1996, this division has sponsored Investment Funds which have raised substantial
capital for investment in the most attractive transactions originated by the other InterBank divi-
sions as well as by third-party sources. These portfolios are managed by specialists in the analysis,
restructuring and turnaround of undervalued assets. Since their inception, the Investment
Funds have performed exceptionally well. To date, they have a substantial reinvestment rate, an:
important indicator of investor satisfaction with performance.
ROSPfTALITY
~~Bank Brener Hospitality is one of the leading financial and advisory organizations in
. ~ and lodging industries. This division provides hotel companies with real estate
.~-ahd marketing services, debt and equity placements, merger and acquisition support
- .
~.2~.(~~~t and consulting services. InterBank Brener Hospitality has also enjoyed
~~.'-"~~~, ~:~-'~-"''''--'''~ --
a Sti~_~p with Knight Frank International, one of the world's largest real estate
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tir.Jm;~.Uian~ has executed OYer $4 billion in hotel real estate assignments.
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I I\! T E R BAN K CAP I TAL PAR T N E R S 15
WORKING TOGETHER
A relationship with InterBank Capital Partners is distinguished": .
by our thoughtful, collaborative approach, innovative financial
solutions, and commitment to the strategic objectives of each
client and investor. We would value the opportunity to work
with you.
WORKING TOGETHER
InterBank Capital Partners has regIOnal office_ throughout the united States and headquarters at
1733 ConnectIcut Ave, :-vl/
Washington, DC 20009
202 588 7500 Tel
202 588 5088 Fax
wvtW mterbankpartners.com
Rockefeller Center
630 FIfth Ave, Suite 820
~ev. York. i'.1' 1011\
212 332 7900 Tel
212 332 7924 Fax
CB.20M.04/00
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In 1999, we extended our proven track record of successful trans-
actlons as we built and enhanced our business relationships.
Our three divisions-merchant banking, investment funds and
hospitality--experienced dynamic growth and expansion.
Through our merchant bankIng efforts, we now own one of the
nation's largest independent third-party employee benefits admin-
istration companies, assembled through multiple acquisitions
including three this year. In 1999, the InterBank Family of Funds
more than doubled its assets under management for the third
straight year. Similarly, InterBank Brener Hospitality completed
another successful year, assisting a range of clients with asset dispo-
sitions and procurement of debt and equity for both existing and
new development proJects.
\Ve look forward to a continued record of success as we work closely
WIth clients and investors on a vanet)' of exciting opportunities.
'Jspitality
- --------------- -- ---_._----~------~- -- ---- .------ --- ----------
InterBarrk Brener Ho,pltalIt\
COMFORT INN
Orlando, Flonda
FAIRFIELD I?\'N
Vlrll1gs. Georgia
AcqwsltlOn
Acqumtlon
HILTON GARDEN INN
San Diego, California
DEL MAR MARRlOIT
San Diego. California
Pre-Development Funding
Projected opening date-.
Summer 200 1
PROPOSED MARRIorr PINE Hll..LS
P1t~
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POND BAY CLUB
U.s. Vtrgin Islands
Bridge Finanang
nterBank Brener Hospitality provided advisory services on all of these transactions and
"rranged or provided fundmg through InterBank Funding Corporation rya third party All
: vere undertaken With a development/operatmg oartner
:rllJestment Funds
InterBank FJmlh (1f Fund~
IBF SpeClal PUTpo~e Corporation III
(8!- IV PartiClpatmg lncorn~ FWld- Serb '99
$10,000,000
$15,000,000
IBF Special Purpose Corporation VII
Property Dispositions
$8,000,000
$10,000,000
Loan Transactions
$20,000,000
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ROBERT A. RAUCH, CHA
Managing Director, InterBank Brener Hospitality
As Managing Director of InterBank Brener Hospitality, Mr. Rauch is responsible for
hotel operations at hotels asset managed by InterBank Brener, all acquisitions,
dispositions, valuations and investment banking. InterBank Brener Hospitality is a New
York based asset management, Investment banking and advisory firm. Rauch joined
the firm as part of a global expansion of InterBank Capital Partners.
In addition to this west coast office, Rauch has developed a private company, R. A.
Rauch & Associates, Inc. which has successfully acquired and turned around hotels
and is currently developing hotels for It'S own account along with InterBank Capital
Partners.
The former Senior Manager of the Hospitality Consulting Practice at Deloitte & !o.uche,
Mr. Rauch is a nationally recognized consultant in the hospitality industry with over 25
years of hos'pitality management experience. He has managed hotels and restaurants
for Hilton Inns, Inc. and Hyatt Hotels Corporation respectively.
Mr. Rauch's educational qualifications include a bachelor's degree in hotel
administration from Western International University and a master's degree in Tourism
Administration from Arizona State University. He is a Certified Hotel Administrator
(CHA) and has served as chairman of numerous tourism organizations both nationally
and in the western United States.
Mr. Rauch currently serves as Chairman of the Emerging Technologies Committee for
the San Diego Convention & Visitors Bureau, Director of both San Diego North and San
Diego Convention & Visitor's Bureau and a Director of the San Diego Hotel and Motel
Association. Rauch's current clients include developers of hotels, owners of hotels and
resorts seeking to buy, sell, refinance or obtain debt or eqUity commitments and clients
who require asset management, consulting, valuation and litigation support services.
Rauch is the author of Hospitalitv Innsiqhts, a twice-monthly online publication that
focuses on trends In the lodging Industry. He is often quoted In the media on these
trends and has made several radio and television appearances as well as frequent
appearances as moderator or speaker at industry conferences. He also teaches a
hotel valuation course at UCSD Extension and serves as the Director of the Hospitality
and Real Estate Programs at UCSD Extension.
Mr. Rauch can be reached via telephone, fax and e-mail:
Direct:
Fax:
E-mail:
Web:
858-792-3530
858-793-9232
rauch@hotelguru.com
http://www.hotelguru.com
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Authorization to Release Information
The Developer hereby grants full authorization to the City of Port Angeles to conduct a credit check
on the Proposer, the Developer, and all entitles participating rn Holiday at the Pier LLC, for the
purposes of identifyrng the capabilities of participants.
~, -
Participants may include, but are not limited to or specifically rnclusive of, Ehm Architecture and its
subsidiary MMP Inc., Britco Structures, Taylor Ball General Contractors, Six Continents Hotels doing
business as Holiday Inn Select or Resort and Interbank Brener Hospitality. The undersigned is
authorized to commit the participation of the aforementioned in negotiations with the City, and agrees
to provide appropriate documentation and releases from all parties pnor to execution of any
subsequent contract with the City of Port Angeles.
Holiday at the Pier LLC reserves the right to add or remove participants during the Due Diligence
period, with wntten notification to the City of Port Angeles and with supporting'.documentation
inc::'uding Authorization to Release Information by any and all parties added to the LLC.
Attested by written instrument on September 14, 2001
R dal Ehm AlA
\~ CEO, Ehm Architecture and MMP Inc.
Principal
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G19299-0957
k 800 299-5453
1016 West Washington Street
San DiegO, CA 92103--1808
&19~53
6tOG SW Stevens
Seattte. WA 98116
206 545-1783
9407 VancouvlH Mall Dnve. SUite B
Vancouver, WA 98662
360 546--1811
2150 East Hemml Road 1908 Rlvervlew Drive
Bellingham. WA 98226 Pasco, WA 99301
3&0 54&-1811 509 545-.2101
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Local Business Participation
Port Angeles Business Association
The Developer has contacted and met with the Port Angeles Business Association, seeking to gain
support of this proposed project. The PABA was quite positive in their response to our proposal, but
reserved their decision to support the proposal until such time as the City has had opportunity to
receive and review the proposal. It is our intention to continue to work with PABA during development
of the design for this facility, and to join and participate in the PABA as a member business when the
facility is complete.
Port Angeles Chamber of Commerce
The Developer has contacted Russ Veenema, Executive Director of the Port Angeles Chamber of
Commerce, both to solicit support of our proposal by the Chamber and to seek the Chamber's
commitment to participate in operation and marketing of the facility. It is our intention to join and
participate in the Chamber of Commerce when this facility is completed. :
Ehm Architecture I MMP Inc.
Principal Architect and President of Holiday at the Pier Randal Jay Ehm owns property on Oreas
Island, and will be constructing a residence there within the next two years. His dose proximity to Port
Angeles will be of great benefit as he retains partial ownership of the facility, adding accountability and
responsiveness to our overall project commitment. Ehm Architecture will provide the majority of its
services from its SeatUe office, but will establish a satellite office in Port Angeles to facilitate meetings
and coordination of services for itself and its subsidiary, MMP Inc.
Britco Structures I Taylor Ball General Contractors
Modular guest room manufacturer Britco Structures has offices loeated in Nanaimo on Vancouver
Island, and has a factory in Surrey. The company involved many Olympic Peninsula-based
businesses in the construction of Quinault Beach Resort in Ocean Shores, and intends to invite those
same businesses to participate in this project for familiarity and continuity. Taylor-Ball General
Contractors commits to inviting participation by local businesses for services under its purview. MMP
Inc. reserves the right to award the construction contract to a local general contractor in lieu of Taylor-
Ball, subject to their ability to meet our stringent pricing, experience and responsiveness criteria.
Adjacent Property Owners
The Developer has contacted and met with local property owners, in the interest of gaining support
of, and/or participation, in the project These meetings have been positive and open-ended, setting
the stage for further dialogue and negotiation pursuant to selection of our proposal by the City.
Prtnclpol 1018 Wost Washington SlrHl
rondt!ll@ettmerchcom 58n DIego, CA 92103-1808
""" IIwww ""march.com 81' 2SN463
81'299-0967
800 2SN463
6106 SW StCtvons
s.attkt. WA 98118
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9407 V'ancouvor Mall OrIve, Sultla B
Vancouver, WA 98SC2
380 54$.1811
2150 East Homml Road 1SOS RlYflnlIow Drtve
Bolllngtlam. WA 98226 Pasco, WA 99301
380 54-1811 ~ 545-2101
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Project Data
BUILDING AREA
Public Areas
Vestibule
Lobby, Lounge & Cafe
Dining
Convenience Store
Business Center
Elevator Lobby
Public Restrooms
Public Telephones
Exercise Room
Exercise Area Restrooms
Indoor Pool/ Spa
Circulation
Subtotal Ancillary Space
1 03 s f
3,279 s f
3,364 s f
133 s f
130 s f
250 s f
660sf
1 05 s f
336 s f
90 s f
1,390 s f
2,063 s f
11,903 s.f.
Meeting Room 1
Meeting Room 2
Meeting Room 3
Meeting Room 4
Meeting Room 5
Meeting Room 6
Meeting Room 7
Meeting Room 8
Meeting Room 9
Meeting Room 10
Prefunctlon Space
Circulation Space
Subtotal Conference Space
875 s f
875 s f
475 s f
475 s f
475 s f
825 s f
1 , 162 s f
787 s f
787 s f
787 s f
1,350sf
732 s f
9,605 s.f.
Total Public Area
20,766 s.f.
Administrative Areas
Front Desk
Luggage Storage
Office
Work Room
Computer Equipment
General Manager's Office
Director of Services' Office
Total Administrative Area
186sf
135 s f.
142 sf
277 s f
150 s f
86 sf
86 s f.
1,062 s.f.
Back of House
Pool Equipment Room
Mechanlcal/Electncal
Maintenance
Service Dock / Can Wash
Service Area / COrridor
Training Room
Employee Breakroom
Employee Locker Room
Employee Restrooms
Pantry
Housekeeping
Elevator Equipment Room
Janitors Closet
Trash Room
Linen Storage
Laundry
Storage
Kitchen
Total Back of House
123 s f
1234 s f
220 s f
260 s f
1201 s f
130 s f
282 s f
112sf
90 sf
66 sf
135 s f
83 sf
58 s f
49 sf
160 sf
480sf
443 s f
1 ,428 s f
6,554 s.f.
Project Data (continued)
Guest Room Support
Circulation
Stairs
Elevator Shafts
Vending
Guest Laundry
Linen! Service Areas
Storage
Mechanical! Electrical
Total Guest Room Support
Gross Building Area
First Floor
Second Floor
Third Floor
Fourth Floor
Total Building Area
Covered Walkway
Porte Cochere
Site Summary
Site Area
2,083 s.f.
2,115 s.f.
1,440 s.f.
285 s.f
93 s.f.
1 ,050 s.f.
1,512 s.f.
795 s f
9.373 s.f.
28,057 sf.
21,801 s.f.
21,801 s.f
21,801 s.f
93.460 s.f.
3,176 s.t.
1.558 s.t.
163,337 s.f. (3.75 ac)
Parking
Standard Spaces
Accessible Spaces
Van Accessible Spaces
Loading Spaces
Total Spaces Provided Onsite
Potential Offsite Spaces
Total Potential Spaces
Total Spaces Required ·
Building Height
Guest Room Summary
King
Extended King
AccesSible King
Double Double
Extended Double Double
Accessible Double Double
Total Guest Rooms
352 s f.
362 s f.
350 s.f
360 s f
378 s.f
405 s f.
199 spaces
5 spaces
2 spaces
2 spaces
208 spaces
151 spaces
359 spaces
380 spaces
45' maximum
77
6
3
59
6
3
154
While the City Parking Regulations provide separate parking requirements for hotel, restaurant and
conference uses, it is clear that there is considerable duplicity in these requirements as they relate to
this facility. At a typical conference, the likelihood of multiple riders in a single vehicle is great which
would result in less parking needed than the prescribed 1 space to 1 guest room ratio. Further, a
considerable number of guests would reasonably be expected to frequent the restaurant, resulting in
a lesser need for restaurant parking than the prescnbed 1 space per 125 square feet of dining space.
Also, as a conference center and hotel, this faCility would require less parking for conference space
than the prescribed 1 space per 50 square feet of floor area due to hotel occupancy by conference
attendees. Finally, our market research indicates an average occupancy of 55% with a maximum of
90% at the height of the peak season, which translates to a 10% reduction in the maximum number of
spaces required by the hotel component. We feel that we have provided adequate parking to meet
the needs of this facility, but are aware of other sites that may be available to offset total parking
needs as determined through negotiation with the City. In exchange for consideration of shared
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RA VENHURST
DEVELOPMENT,
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lr]H[]E NlE\\V lLANlD)][N<Gr
A Project of Ravenhurst Development
PROPOSAL TO
CITY OF PORT ANGELES
FOR
CONFERENCE CENTER
DEVELOPMENT
September 12, 2001
1417 4th Avenue, Suite 510
Seattle, W A 98101
206-624-0584 fax 206-624-2669
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lrlH[]E NlE\\V lLANlD)l[N(Gr
A Project of Ravenhurst Development
TABLE OF CONTENTS
1. Proposer's Statement for Public Disclosure
2. Development Program & Narrative of Proposed Project
Local Business Participation
Drawings & Descriptions
Description of the Operating Structure
Description of Proposer Resources
Demonstration of Financial Feasibility
Description of the Financial Commitment
3. Authorization to Release Information
4. Reduced Plans & Drawings
5. Red Lion Commitment Letter
6. Ravenhurst Projects & Experience
7. Fuller Sears Projects & Experience
8. Cost Summary & Project Pro Forma
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PROPOSER'S STATEMENT FOR PUBLIC DISCLOSURE1
PROPOSER AND LAND
1.
Name and address of Proposer:
Ravenhurst Development
1417 4th Ave., Suite 510
Seattle, W A 98101
2. The land of which the Proposer proposes to enter into a contract for purchase or lease land is
described as follows. 2
The Landing Mall, currently owned by the Port of Port Angeles.
3. If the Proposer is not an individual doing business under his/her own name, the Proposer has
the status indicated below and is organized and operating under the laws of
The State of Washington.
X A corporation
Note: Project will be organized under an LLC to be created on closing of property
A non-profit or charitable institution or corporation
A partnership known as
A business association or a joint venture known as
A federal, state or local government or
instrumentality thereof
Other (explain)
4 If the Proposer is not an individual or a government agency or instrumentality, give date of
organization:
Incorporated April 19, 1991
5. Names, address, title of position (if any), and nature and extent of the interest of the officers
and principal members, shareholders, and investore of the Proposer, other than a government
1 If space on this form is inadequate for any request information, it should be furnished on an attached page
which is referred to under the appropriate nwnbered item on the form.
2 Any convenient means ofidentifymg the land (such as block and lot numbers or street boundaries) is
sufficient. A description by metes and bounds or other technIcal descripuon is acceptable, not reqwred.
Port Angeles Conference Center
05/30/01
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Agency or instrumentality, are set forth as follows:
a. If he proposer is a corporation, the officers, directors, or trustees, and each
stockholder owning more than 10% of any class of stock. 3
b. If the Proposer is a nonprofit or charitable institution or corporation, the members
who constitute the board of trustees or board of directors or similar governing body.
c. If the Proposer is a partnership, each partner, whether a general or limited partner,
and either the percent of interest or a description of the character and extent of
interest.
d If the Proposer is a business association or joint venture, each participant and either
the percent of interest or a description of the character and extent of interest.
e. If the Proposer is some other entity the officers, the members of the governing body,
and each person having an interest of more than 10%.
Name. Address and Zip Code
.
Position Title (if any) Percent of Interest or
Description of Character
and Extent of Interest
President Owner
Darrell M. Vange
515 Randolph Avenue
Seattle, WA 98122
6. Name, address, nature and extent of interest of each person or entity (not in respone to Item
5) who has a beneficial interest in any ofthe shareholders or investors named in response to
Item 5 which gives such person or entity more than a 10% indirect beneficial interest.
Name. Address. and Zip Code
Description of Character and Extent of Interest
3 If a corporation is required to fill periodic reports with the Federal Securities and Exchange Commission under
Section 13 of the Securities Exchange Act of 1934, so state under this Item 5. In such cases, the information referred to
in this Item 5 and in Items 6 and 7 IS not required to be furnished.
Port Angeles Conference Center
05/30/01
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THE NEW LAND][NG
A Project of Ravenhurst Development
I. Development Program & Narrative of Proposed Project
A. Project Summary
In order to compete favorably with the numerous conference facilities being
built across Washington, the Port Angeles conference center must reflect the
best attributes of our community - an active waterfront, a vibrant and historic
downtown, the gateway to Canada and close proximity to natural beauty on a
grand scale.
It should be located at the center of our waterfront, surrounded by shops and
restaurants, with extensive decks and windows so that visitors can enjoy the
views and the environment The conference center should support our
existing businesses rather than create new competition for local hotels and
restaurants. If possible, it should build on and improve the facilities we have,
revitalizing the core rather than moving down the beach and turning its back
to the downtown.
All of these objectives can be accomplished under our plan. We propose to
purchase the Landing from the Port of Port Angeles, convert the ground floor
into a more vibrant and pedestrian-oriented retail center, while scooping out
the bulk of the second floor to create a new conference facility flanked by the
two existing restaurants. The building will be opened up with new entries and
storefronts, and no longer be hidden behind a concrete parking garage.
Public sidewalks and plazas will surround the building, and the entire facility
will contribute to a more active urban waterfront experience.
The conference center program includes a 5000sf main hall, 1500sf of
breakout rooms and 3000sf of pre-function and circulation space. The
program includes new restrooms, storage and staging areas, additional
elevators and stairs, balconies at both the north and south ends of the
building, and a kitchen space for caterers.
The Red Lion Hotel has offered to provide marketing and operations
management for the facility, and will book the conference space both locally
and through its other hotel and conference marketing efforts around the
State. Red Lion staff will also provide janitorial services, function set-up and
take-down, security and billing services for the facility. .-
Not only does this proposal meet the programmatic requirements of the RFP,
it invigorates a building that commands the predominant location at the
center of the waterfront The conferences and events in the building will
strengthen the businesses located in the building, and will act as a magnet
for new retail uses along Railroad Avenue. The program complements the
Response to Port Angeles Conference Center RFP, 9/17/01
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THE NEW LANDING
A Project of Ravenhurst Development
Gateway development and transit center project, by adding activity and
businesses to the central waterfront, and by giving the waiting ferry
passengers a more interesting and diverse environment during their stay.
B. Conference Center Facilities
The conference center facilities program corresponds almost exactly to the
specifications outlined in the Request for Proposals. The entire facility will be
located on the second floor of a redeveloped Landing building. Conference
guests can park in the existing parking lot, where the surface level spaces
have been increased from 71 to 83 spaces. Guests walking from the Red Lion
or arriving by car along Railroad will enter at street level through a new entry
plaza and doorways on the Railroad end of the building, or climb a new
exterior stair. A new, large capacity elevator is proposed for the south end of
the building, which would also provide access for large equipment or display
items to the conference floor. Once on the second floor, the south end of the
building will have a new lobby/pre-function area with an exterior balcony with
a view of Hurricane Ridge.
The main hall is on the east side of the building, with the breakout rooms
along the west side. A wide corridor separates the two sides and runs to the
north end of the building, where there is another glazed pre-function area by
the entrance to Downriggers. Another new balcony, with views of the water,
and a new, enclosed stair tower define the north end of the conference space.
The main hall is an entirely new space, partially within the shell of the old
building and partly a new structure. The hall measures 100' by 52', and is
divisible into rooms of 5000sf, 3000sf and/or 2000sf. It is entirely windowless
and climate controlled, and adaptable to a variety of uses. The ceiling height
will be over 12'. Applying structural acrobatics to the existing building will
result in a nearly column less space, with a lone column near the west wall.
The breakout rooms measure 960sf and 480sf respectively, and have
windows overlooking the ferry terminal. Also proposed are new restrooms
and a kitchen space, to allow caterers to prepare and serve food for the
various functions in the conference center. A storage area of approximately
500sf is proposed next to the breakout rooms, as well as smaller service
staging rooms adjacent to both ends of the main hall.
C. Redevelopment of the Landing
The balance of the building also gets a major renovation. One of the most
significant shortcomings of the existing building is that it is hidden behind
the parking garage, the Chamber of Commerce building and mature
landscaping at the street edge. As a result, you cannot see an entrance and
can't tell what is inside. This problem is rectified in the new plan by
eliminating the second floor parking level and eliminating the garage
structure and ramps. This opens up the entire east side of the building, and
Response to Port Angeles Conference Center RFP, 9/17/01
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THE NEW LAND][NG
A Project of Ravenhurst Development
significantly increases the views of the water from Railroad Avenue. It will
also encourage pedestrians to walk out to the north end of the property and
enjoy the activity in the harbor.
Under our plan, nearly 5000sf of new, ground floor retail space, with exterior
doors and glazed storefronts, can be built along the south and east sides of
the building at street level. This space will be used to relocate some of the
existing tenants as well as attract new tenants to the building, and helps pay
the cost of the conference center construction. All of the existing tenants on
the ground floor remain intact, including the Chamber of Commerce.
The third floor office space remains unchanged. The overall objective of the
redevelopment is to retain and enhance all of the productive elements of the
building without major disruption, and to replace the non-productive space
with a dynamic conference center facility.
D. Land Ownership
The building sits on land filled and improved by the Port, but the harbor floor
is under the jurisdiction of the Department of Natural Resources. The
original developer of the building had a ground lease with the Port for the fill
and another ground lease with DNR for the harbor floor. The Port ground
lease was extinguished when the Port purchased the improvements from the
bank, but the DNR lease remains in place.
Ravenhurst proposes to purchase the building and site improvements from
the Port for a single cash payment, and to assume the ground lease with
DNR. We will endeavor to negotiate certain changes to the lease, particularly
extending the term to 30 years, and perhaps to seek modifications to the
financial payments and restrictions on non-water-dependent uses. We have
had no discussions with DNR on this subject, but have discussed this course
of action with the Port.
E. City Deal Structure
The City has offered, through the Lodging Tax Advisory Board, an annual
contribution of $100,000 toward the capital cost of a conference facility, with
the expectation that the operating costs of the conference center would be in
addition to the capital contribution.
Our proposal consists of three components: the annual capital contribution, a
one time capital investment for furniture, equipment and finishes, and an
annual operating budget for marketing, facilities staff and operating costs.
We propose that the City create a Port Angeles Conference Center
Corporation (or other discrete organization), and that this entity enter into a
long-term lease with the new ownership of the Landing for the conference
center space. The lease would be signed prior to the start of construction,
Response to Port Angeles Conference Center RFP, 9/17/01
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THlE NlEW LANDllNG
A Project of Ravenhurst Development
and would be conditioned on the satisfactory completion of the
redevelopment of the building. Ravenhurst would have no involvement in the
operations of the facility, and would simply act as the landlord. The PACC
Corp. would engage the marketing and operations team, and would set the
annual budget and objectives for the organization.
At this stage, the plans and programs are still very conceptual, and part of the
process over the coming months is to hone the numbers and secure binding
commitments from all parties. Nevertheless, for the purpose of this proposal,
we are suggesting the following economic terms:
o Annual rent for the facility of $120,000.00, paid in monthly
installments in the form of a triple-net lease with a minimum twenty
year term.
o A one-time capital contribution of $200,000.00 to pay for furniture,
equipment and furnishings, some of which would be furnished and
installed by the developer, and some of which might be purchased
d1rectly by the P ACC Corp.
o An annual operating budget of between $150,000.00 and
$200,000.00, which would include event sales and marketing,
facilities operations staff, common area maintenance, property
taxes and building insurance, and utilities, consumable supplies
and event insurance.
It may be possible, once the program and budgets are more clearly defined,
that we can revert to the $100,000 annual payment Based on the preliminary
design and without a great deal of value engineering and difficult choices, the
increased contribution level is necessary.
The one-time capital payment of $200,000 could either be made up of the
$100,000 annual commitment set aside starting with the current fiscal year, or
be funded by government grants that may be available to the City, but that a
private developer could not receive.
The operating budget is still very conceptual. It does not include, for
example, any offset for the revenues generated by the facility and collected
by the PACC Corp. It is our expectation that prior to the interviews, the
management team at the Red Lion can prepare a more detailed budget and
economic proposal for the operating elements of the program.
F. Development Sequence
Because the Landing is in public ownership with existing tenants, the
program must move forward one step at a time. While all of the parties are
eager to see the plan executed, the public agencies are looking to one
Response to Port Angeles Conference Center RFP, 9/17/01
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THJE NJEW LAND][NG
A Project of Ravenhurst Development
another for confirmation that this is indeed the best solution for downtown
Port Angeles. The development sequence would be as follows:
1. Evaluation and selection of the Ravenhurst proposal.
2. Negotiation of the detailed economic program, including the marketing
and operations components.
3. Ravenhurst purchase proposal to the Port for the property.
4. Public process by Port to declare the Landing as surplus property and
enter into negotiation for sale to Ravenhurst according to statutory
requirements.
5. Negotiation with DNR to extend and clarify ground lease terms,
coordinated by Port.
6. Coordination and collaboration with Landing tenants regarding final
plan "and construction logistics.
7. Sale of the property to Ravenhurst; commencement of construction.
If an agreement can be reached with the City within the next three months,
and if the process for selling the Landing can be completed within the next
six months, construction could begin in late Summer or Fall of next year,
(2002) with a project opening in the Spring of 2003. Because of the economic
importance of the summer months for the retailers in the Landing, it would be
preferable (although more costly) to build the facility during the Winter.
2. Authorization to Release Information
A letter authorizing the City to conduct a credit check on Ravenhurst and on
Darrell Vange individually is included under Tab 3.
3. Local Business Participation
The development team members are identified in Section 6, and all of the
members are located in Seattle. We are considering using a local
construction superintendent and a local labor force, but neither the architect,
structural engineer nor the general contractor are local.
Darrell Vange is not a Port Angeles resident, but he is probably more familiar
with the hopes and goals of the community than most of its' citizens. Darrell
has been working in Port Angeles, on behalf of the City or the Transit Agency,
for over eight years.
Response to Port Angeles Conference Center RFP, 9/17/01
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THlE NlEW LAND][NG
A Project of Ravenhurst Development
4. Drawings and Descriptions
The submittal package includes both 1/8th scale drawings and, under Tab 4, a
set reduced to 81/2" by 11". Additional copies are available upon request.
5. Description of the Operating Structure Including
Management, Operations, and Marketing
We have attached a letter from the Red Lion Hotel (see Tab 5), expressing
their interest in providing marketing and operations management to the
conference center organization. The hotel is preparing an economic proposal
and organization chart to be submitted at a later date.
The Red Lion Hotel chain and it's parent company, the Hilton Hotel
organization, operate a number of hotels within Washington that include
significant conference center facilities. They have both the expertise and the
existing relationships with their conference clients to market the Port Angeles
conference facilities to businesses, associations and social organizations
around the State. In Port Angeles, the hotel employs a Director of Sales
whose job can be expanded to include the marketing of the conference space.
The hotel employs a Director of Catering Sales who can similarly expand their
role. Additional individuals can be hired within this organizational structure
to augment the marketing of the facilities, and to utilize the chain's network of
reservations and referrals.
Many State organizations have a charter requirement to move their meetings
around the State. Many of these organizations are currently using Red Lion
and Hilton facilities elsewhere in the State, and can be directed to Port
Angeles by the hotel's sales managers across the State.
Operationally, the hotel already employs a staff of housekeepers, janitors and
groundskeepers, and they are working on the adjacent property. The most
cost-effective way to set up the conference facilities, clean them afterwards,
and respond to emergencies is to utilize the staffing that already exists in the
hotel facility next door. As with the marketing personnel, the staffing can be
augmented as needed to provide these additional services, without the need
to establish new supervisors or management
Located next to the conference center, and with the largest number of quality
hotel rooms that would be used by conference attendees, the Red Lion has
the most to gain from a well-organized and successful conference facility.
Because it will sell hotel rooms in addition to the conference facilities, it can
provide the marketing and operations at a lower cost than can an
Response to Port Angeles Conference Center RFP, 9/17/01
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THJE NJEW LANDllNG
A Project of Ravenhurst Development
organization that derives no benefit from the influx of visitors. The
partnership with the Red Lion is an ideal relationship for this facility.
Strengthening existing local businesses is a cornerstone to this proposal.
Adding a new hotel and restaurants to the downtown will dilute the business
to all of the existing businesses. Our proposal will help fill the existing hotel
rooms across the city, because the conference facilities will increase
visitation to the region. When the Red Lion rents a room to a conference
guest, a business traveler or family on holiday will find rooms in other Port
Angeles hotels. Since the number of rooms has not increased, the
occupancy level will rise.
Similarly, by locating the conference center within the Landing, we are
providing significant opportunities to the two restaurants within the Landing
to provide both catering and drop-in service to the conference guests. We
will require that the operations and marketing staff offer all conferences a
number of catering options, which might include service from Downriggers,
the Landing Restaurant or the Crabhouse, as well as other caterers in the
area. Once"again, we are helping support the existing businesses in our
community.
6. Description of the Development Team and
Proposer Resources
A. Developer
The developer and team leader is Ravenhurst Development, Inc, of Seattle,
WA. Ravenhurst is a Washington C-corporation, with 100% of the stock
owned by Darrell Vange. All of the team members have worked with Darrell
and with Ravenhurst in the past as part of commercial development teams.
The group is experienced and dangerous.
Darrell is a well-known face in Port Angeles. He was the development advisor
to the Downtown Forward planning team in the mid- 1990's, and he authored
the final report written in 1997. He participated on the design team for the
GatewayfTransit Center project planned for the Tidelands East block, and has
guided much of the thinking on commercial development and revitalization in
the downtown core.
Darrell was hired by the City of Port Angeles to prepare the RFP for this
conference center proposal, and he worked with the Ci~' for nearly a year,
studying similar facilities and helping estimate the ideal size and potential for
the Port Angeles facility. In this role, he approached the Port, suggesting
they consider submitting a proposal to locate the conference center within
the Landing. Although they supported the concept, the Port was not
prepared to make the necessary commercial investment in the property.
Response to Port Angeles Conference Center RFP, 9/17/01
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THE NEW LANDllNG
A Project of Ravenhurst Development
Rather than abandon the concept, the City and the Port both agreed that
Darrell could submit a private proposal using the idea. Darrell therefore
wrapped up his consulting assignment for the City and withdrew from the
advisory role he had provided up to that point This proposal is being made
as a private venture, with no contractual or business relationship with the
City or the Port.
Although Darrell is known as a consultant to the City, most of his experience
is as a private, commercial developer. A resume, along with individual sheets
describing some of his projects, is attached under Tab 6. These demonstrate
that Darrell has been one of the most prolific shopping center developers in
the region, with responsibility for projects including Westlake Center in
downtown Seattle, Cascade Mall in Burlington, and shopping centers from
Bellingham to Portland. Darrell is currently developing a 40 acre complex of
commercially zoned parcels in Puyallup, WA.
Darrell was recently asked by a national development corporation to open a
Seattle office on their behalf, and he recently accepted the position of
Regional Vice President of Cedarwood Development. Prior to accepting the
position, he secured their consent to pursue the Port Angeles conference
center as an individual project outside the scope of his responsibilities with
Cedarwood.
While Ravenhurst is the corporate entity that Darrell uses for his individual
projects, it is likely that before the Port Angeles project commences, he will
form a project-specific Limited Liability Company (LLC) for the project. This
is the conventional corporate structure for a real estate project such as this.
At that time, he will transfer the assets, rights and obligations for this project
into the new LLC, and will remain the owner of the new entity as well.
The offices of Ravenhurst Development are located at 1417 Fourth vaenue,
Suite 510, in Seattle, WA, 98101. The phone number is (206)-624-0584. Darrell
Vange is the representative authorized to coordinate with the City of Port
Angeles.
B. Architect
Fuller Sears Architects of Seattle was chosen to do the conceptual planning
for the project, and will likely be the designer of the final project Company
information appears under Tab 7. Fuller Sears was selected because they
have a long working relationship with Ravenhurst and have designed a
number of projects developed by Darrell Vange. They are one of the premier
commercial designers in the Northwest, with a specialty in retail properties.
Of special note, they were the designers of the redeveloped Pier 70 on the
Seattle waterfront, a project with many similarities to the Landing, although
Darrell was not involved with the Pier 70 property. The structural engineer on
this Landing proposal, Greg Gilda of EQE International, was also involved in
the Pier 70 project
Response to Port Angeles Conference Center RFP, 9/17/01
Page 8
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THE N.EW LAND][NG
-
A Project of Ravenhurst Development
C. General Contractor
J. R. Abbott will likely be the contractor for the renovations and construction.
Like Fuller Sears, Abbott has built commercial projects for Darrell Vange in
the past, and was the general contractor for the redevelopment of Pier 70.
D. Attorney
David Tang, former Managing Partner of Preston, Gates & Ellis, will provide
legal services to the development team. David has advised Darrell for fifteen
years in both real estate and corporate matters.
7. Demonstration of Financial Feasibility and
Project Development Pro Forma
We have attached a preliminary cost estimate using the form provided by the
City, as well as the summary page of our own pro forma for the project, both
under Tab 8. Because we do not have the Landing property under contract,
we are reluctant to disclose too much of our program in a public document,
but we are willing to share our full revenue and cost projections with
members of the selection team on a confidential basis.
Quite frankly, the costs and returns currently shown on the projections are a
little thin. We believe that we will need to trim nearly $200,000 from the
construction budget or find an additional $20,000 in annual revenues to
achieve the economic performance that we seek. We believe that we can
achieve these improvements as the project moves forward through further
refinement
We expect to finance the project with a combination of conventional bank
debt, supported by a modest amount of government loans (such as the
Development Loan Fund) and guarantees. The project is financable using
conventional debt with conventional interest rates. The government
programs are one of the possible mechanisms for reducing the costs of the
project as mentioned above.
We have had discussions with Valerie Fox from Key Bank, and the bank is
interested in assembling a financing package for the project We will be
working with the bank over the coming weeks to qualify their level of interest
The project will probably qualify for one of the bank's CRA programs.
The project will also require a certain amount of developer equity, in the
range of $200,000 to $400,000. Ravenhurst is prepared to invest this level of
personal capital to the project, and can demonstrate that this level of capital
Response to Port Angeles Conference Center RFP, 9/17/01
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THE NEW LANDING
A Project of Ravenhurst Development
is available for the project Complete financial statements can be made
available to the selection committee on a confidential basis.
8. Detailed Description of the Financial
Commitment Sought from the City
The financial commitment sought from the City was described on page 3 of the
narrative. There are a number of variables, and the program requires the consent
and negotiation with not only the City, but the Port and DNR. We expect that the
process of defining the precise financial agreements will be an iterative one, and
that we will have to retrace our steps from time to time before we complete the
transaction.
However, if we are successful, we should provide a first-class conference facility
for the City of Port Angeles at a fraction of the cost of a free-standing building,
while at the same time strengthening the businesses and vitality of the city's
downtown and waterfront Tourists and conference visitors will enjoy a more
interesting and memorable environment, and the Landing will become a stable
and successful property for years to come.
Response to Port Angeles Conference Center RFP, 9/17/01
Page 10
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lrlH[]E NlE\\V lLANlD)l[N(Gr
A Project of Ravenhurst Development
September 17, 2001
Mr. Tim Smith
Economic Development Director
City of Port Angeles
P.O. Box 1150
Port Angeles, WA 98362
Dear Mr. Smith,
The City of Port Angeles is hereby authorized to conduct a credit check on
Ravenhurst Development, Inc. for the purpose of evaluating our proposal to build
a conference center in Port Angeles. The company's Federal Tax 1.0. number is
91-1519882.
I have also asked my banker, Sabrina Seward, from Key Bank Private Banking
Services, to cooperate with you to answer any questions you may have. Sabrina
manages both my business and personal accounts. She can be reached by
phone at (206) 689-5936.
Additional corporate and personal financial information can be provided by
making a specific request to me, and on the condition that this information not be
made public in the evaluation and selection process.
Sincerely,
~
Darrell M. Vange
President
cc: Sabrina Seward
1417 4th Avenue, Suite 510
Seattle, W A 98101
206-624-0584 fax 206-624-2669
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(t)RED LioN HaTEr
PORT ANGELES
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13 September, 2001
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Response to Port Angeles Convention Center Request For Proposal
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The Red Lion Hotel, Port Angeles/Port Angeles Crabhouse subnnts therr comnntment to the Conference
Center Plan as Subnntted by Darre1 Vange. ThIS InnovatIve approach successfully takes advantage of
avaIlable resources, both structural and human, and would allow Port Angeles to leverage the Conference
Center Amemty at a mimmum cost.
I
The Red LIOn Hotel, Port Angeles/Port Angeles Crabhouse is unIqUely qualified to enter an allegIance with
Mr. Vange's company as the operatIonal entIty whose duties would encompass the marketIng and operatIOn
of the proposed facIlIty. With the marketIng power of the Hilton fannly of brands, a solId hIStOry of
Catenng Sales and Management, Culinary ExpertIse and support through the HIlton Restaurant Group, we
wIll delIver a supenor meetIng expenence to Conference delegates, and bnng greater returns to the CIty of
Port Angeles.
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Mr. Vange has communicated hIs interest in allowmg our property to be enlisted m this capacIty. In the
event that the Request for Proposal forwarded by Mr. Vange IS accepted, our partnershIp wIll succeed m
satIsfymg the expectatIons of the City of Port Angeles. The close proxrrrnty of the locatIon m questIOn to
our property, the faster buIld tIme and the smart desIgn mean that the entIre commumty could start to
benefit from the long awaIted rewards a Conference Center wIll brmg more qUIckly
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221 N. Lincoln · Port Angeles, WA 98362
(360) 452-9215 · Fax: (360) 452-4734
www.redlion.com
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Darrell M. Vange
1417 Fourth Avenue, suite 510
Seattle, WA 98101
(206) 624-0584
2001-
1991-2001
1988-1991
1985-1988
1981-1984
1979-1981
1978-1979
1976-1978
1974-1976
1970-1974
Regional Vice President, Cedarwood Development, Seattle, WA.
President, Ravenhurst Development, Seattle, WA.
Senior Vice President and General Manager, Pan Pacific Development, Seattle, WA .
Development Director, The Rouse Company, Columbia, MD and Seattle, WA.
Vice President, Los Angeles Olympic Organizing Committee, Los Angeles, CA.
Vice President, Operations, Sotheby Parke Bernet, New York, NY.
Management Consultant, Price Waterhouse & Co., Seattle, WA.
MBA, Harvard Business School, Boston, MA.
Systems Supervisor, H.S. Wright Construction Co., Seattle, WA
BA, Darbnouth College, Hanover, NH.
2001-
CEDARWOOD DEVELOPMENT, INC
Seattle, WA
Regional Vice-President of a national commercial development company, asked in mid-2001 to open
and establish a regional office for the purpose of commencing development activities in the Puget
Sound area. The project profile will include free-standing retail buildings for a national tenant
introduction in the market, as well as shopping centers and mixed-use urban projects. First year
volume is estimated to be over $10 million, with a development staff of four to six people.
1991-2001 RAVENHURST DEVELOPMENT, INC
Seattle, WA
President and owner of this development management and real estate consulting company. Business
areas Include shopping center development, commercial development consulting and project
management, municipal/economic development consulting and transit-oriented development (TOD)
consulting. Representative projects include a 45-acre commercial land development in Puyallup,
development management for $30 million expansion to Everett Mall, downtown revitalization programs
for Oak Harbor and Port Angeles, and design guidance, development feasibility and public/private
negotiations for various regional transit agencies.
1988-1991
PAN PACIFIC DEVELOPMENT CORPORATION
Seattle, WA
Senior Vice President and General Manager of the Pacific Northwest Region of this Canadian shopping
center development company. Started the Seattle office with full responsibility for identification,
acquisition, design, construction, leasing and operation of all projects in the region, along with selection
and training of all staff and creation of all necessary management controls and systems.
The development portfolio grew to include two regional malls and six community shopping centers,
ranging in size from $10 to $115 million. In a period of three years, the office developed 1,230,000 sf of
retail properties WIth an additional 2,000,000 sf in pre-development. The office had a staff of 20 people,
an overhead budget of $1.6 million per year and annual fee income of $2.0 million. At year-end 1990,
the office managed $130 million in assets and $40 million in equity.
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Darrell M. Vange
Page 2
1985-1988 THE ROUSE COMPANY
Seattle, WA
Development Director of this national retail development company. Responsible for design,
construction and leasing of Westlake Center, a $100 million retail and office project in downtown
Seattle. Managed pre-development and feasibility phases of three other mall expansions; authored
and presented development proposals for two major urban projects.
1981-1984 LOS ANGELES OLYMPIC ORGANIZING COMMITTEE
Los Angeles, CA
Vice President - Planning and Control, for the private business entity created to stage the 1984
Summer Olympic Games. Diverse responsibilities included planning and budgeting for Opening and
Closing Ceremonies, Award Ceremonies; organizing Venue Development department and creatIng
prototype venue planning procedures and guidelines; planning Olympic operations at Track and Field,
Boxing, Swimming and Rowing venues; and operating Exposition Park, the site of the main stadium
complex and focal poinf of the Games during the summer of 1984.
1979-1981
SOTHEBY PARKE BERNET
New York, NY
Vice President - Operations, for the world's largest fine arts auction house. Hired as a project manager
for the development of a new auction facility in Manhattan, with responsibility for design, construction
and moving 400 employees and $150 million in art into the new facility. After completing the $16 million
project on time and on budget, continued as VP Operations for the new auction complex.
Prior to 1979 Previous employment and experience includes the following.
o Management consulting with Price Waterhouse & Co. (1978).
o Property development planning in Iran (1977).
o Systems design & management for industrial construction company (1974-1976).
o Residential apartment acquisition and management (1974-1978).
EDUCATION:
MBA from Harvard Business School (1978). Academic emphasis in Finance and Small BUSIness
Development. First year Honors; tutor in Organization Behavior.
BA from Dartmouth College (1974). Major in Government, minor in Economics; dormitory chairman,
freshman counselor.
OTHER INFORMATION:
Member, Seattle Design Review Board, CBD District
Former member Board of Directors, Woodland Park Zoo Society
Former member Board of Directors, Seattle Aquarium Society
Licensed Real Estate Broker, State of Washington
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WILLOWS FOUR, PUYALLUP, WA
Willows Four is a forty-acre land development project currently underway in Puyallup,
WA. Darrell Vange is the owner and Ravenhurst is acting as the development manager
for the property.
The project consists of a seven-parcel assemblage of undeveloped land near the South
Hill Mall, including a six-acre pond and six acres of protected wetlands. Ravenhurst
acquired the properties, rezoned them to commercial usage, negotiated public
infrastructure improvements, developed wetland enhancement and mitigation plans,
secured the SEPA approvals and site permits. The property has been cleared and
graded, and the street improvements and wetlands programs are being constructed in
2001.
Upon completion, the venture will sell five commercial building sites, ranging in size
from one to thirteen acres, to end-users such as grocery stores, retailers and
restaurants. The first sales are expected to close in 2002.
RA VENHURST DEVELOPMENT, INC.
1417 4TII AVENUE, SUITE 510, SEATTLE, WA 98101 (206) 624-0584
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NORTH ISOUTH
WESTLAKE CENTER, SEATTLE, WA.
Comprehensive development responsibilities for this $110 million urban
mixed-use center in the heart of downtown Seattle.
Darrell Vange was the Development Director, employed by the Rouse Company,
of this complex project, with two levels of parking, four levels of retail and twenty
floors of office space. The project opened in 1988.
Darrell was responsible for managing the project team, including design,
construction and leasing. He negotiated the development agreement with the
City, as well as the Monorail and Metro agreements.
The project has been highly successful, and is the cornerstone of the retail
district in downtown Seattle, WA.
RA VENHURST DEVELOPMENT, INC.
1417 4TII AVENUE, SUITE 501, SEAITLE, WA 98101 (206) 624-0584
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NEIGHBORHOOD AND COMMUNITY SHOPPING CENTERS
Between Ravenhurst (2) and Pan Pacific (3), Darrell Vange has developed
five community shopping centers totaling 1,200,000 square feet.
As a development manager with Ravenhurst:
Olsens Comer, Mukilteo, WA, 100,OOOsf: Olsens Grocery, Bartell Drugs,
Starbucks, Hollywood Video, First Interstate Bank, 1992.
South Hill Village, Puyallup, WA, 400,OOOsf: Walmart, Home Depot, Best,
Petsmart, Office Depot, Good Guys, 1994.
Hillcrest Shopping Center, Boise, 10, 50,OOOsf of new pads and remodel to
250,OOOsf existing center, 1996.
As developer/owner with Pan Pacific:
Sunset Square, Bellingham, WA, 400,OOOsf: K-Mart, Pacific Linen, Fabricland,
Payless Drugs, Ennens Foods, San Carlos Cinemas, 1989.
Olympia Square, Olympia, WA, 170,OOOsf: Food Pavilion, Ross Dress for
Less, Pacific Linen, Sizzler, 1990.
Tanasboume Village, Portland, OR, 205,OOOsf: Safeway, Payless, Pacific
Linen, Pier 1 Imports, 1991.
RA VENHURST DEVELOPMENT, INC.
1417 4TH AVENUE, SUITE 501, SEATILE, WA 98101 (206) 624-0584
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REGIONAL MA~L EXPERIENCE
At Ravenhurst:
Anchorage Fifth Avenue, Anchorage, AK: extensive financial and operating analysis
on behalf of a potential purchaser.
Five Northwest Mall Portfolio: financial and operating analysis an behalf of potential
purchaser.
At Pan Pacific:
Cascade Mall, Burlington, WA: 500,OOOsf mall with Sears, Penneys, Emporium and
the Bon. Developed by Pan Pacific with a participating ground lease with Winmar in
1990.
Tanasboume Town Center, Portland, OR: site assembly, conceptual planning and
department store negotiations for a proposed 1,OOO,OOOsf regional,mall west of
Portland. 1989-1991.
Aurora Village, Seattle, WA: shopping center purchase, redevelopment design,
department store negotiation, equity funding and leasing for 600,000sf makeover.
1989-1991.
At The Rouse Company:
Westlake Center, Seattle, WA: complete development responsibilities for $110 million
urban retail/office project. Opened 1988. -
Perimeter Mall, Atlanta, GA: department store negotiation and feasibility analysis for
mall expansion. 1985
Hulen Mall, Fort Worth, TX: conceptual design and feasibility analysis for two
department store and mall expansion. 1985.
RA VENHURST DEVELOPMENT, INC.
1417 4TII AVENUE, SUITE 501, SEATILE, WA 98101 (206) 624-0584
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EVERETT MALL, EVERETT, WA.
Everett Mall is a 700,OOOsf enclosed regional mall anchored by Sears, Mervyns and the
Bon. The out-of-state owners wanted to expand the mall, and hired Ravenhurst to plan
a major expansion of over 200,OOOsf, including new shops and restaurants in a major
entertainment complex anchored by a 60,OOOsf, 14 screen theater.
Ravenhurst provided comprehensive development management services for the
project, overseeing the feasibility, design, permitting, and leasing of the project,
coordinating with the ownership group and the on-site mall management staff.
Ravenhurst assembled the planning team, coordinated the SEPA application process,
negotiated the anchor agreements and leases, prepared and project budget and income
projections, developed the merchandising plans and coordinated the leasing activity.
Partnership issues unrelated to the project feasibility put the project on hold, and the
property eventually changed ownership.
RA VENHURST DEVELOPMENT, INC.
1417 4TII AVENUE, SUITE 510, SEATILE, WA 98101 (206) 624-0584
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New retail along Pioneer
..
New residential development
New public park
WATERFRONT DEVELOPMENT PLAN, OAK HARBOR, WA
Conceptual development program for public and private properties, along
with a public strategy for individual development parcels. 1996/1997.
Oak Harbor's historic downtown has two large, vacant, privately-owned parcels
which present a blighted look to the town. Ravenhurst was hired by a city-funded
economic development task force to encourage the property owners to develop
their parcels, with the clear preference for a destination hotel.
Ravenhurst evaluated market conditions, interviewed half the community, and
suggested a novel scheme that traded public land for private property, and funded
public improvements from increased development values resulting from zoning and
view corridor changes. While the city did not execute the exact program prepared
by Ravenhurst, the new downtown vision led to zoning and height changes, and in
2000, the city acquired the development sites and issued an RFP for a hotel and
mixed use development inspired by the Ravenhurst plan.
RA VENHURST DEVELOPMENf, INC.
1417 41H AVENUE, SUITE 510, SEA TILE, W A 98101 (206) 624-0584
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PORT ANGELES, WA.
· Community-based real estate planning and economic revitalization for
the traditional downtown, 1996.
· Transit Center design and commercial development planning, 1999-2000
· Conference Center feasibility and procurement, 2000.
Ravenhurst was hired by the City of Port Angeles as part of a multi-disciplinary
planning team to design a multi-modal downtown transit center. The city did not
need a transit center; it needed agreement on a vision for the future, a revitaliza-
tion plan for the downtown, with a modest transit component. Ravenhurst provided
pragmatic urban planning and real estate analysis, on a district and individual
parcel basis, and offered development options on which a consensus vision was
based. Following the public consensus process, Ravenhurst outlined practical
development steps for specific private properties, and an implementation plan for
the public components.
In 1999 Ravenhurst was invited back to assist in the implementation of the plan,
and in 2000, was asked to help the city secure a development partner for a
downtown conference center.
RA VENHURST DEVELOPMENT, INC.
1417 4TII AVENUE, SUITE 510, SEATTLE, WA 98101 (206) 624-0584
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FUllER~ SEARS
ARCHITECTS
FIRM PROFILE
Located in Seattle, FULLER SEARS ARCHITECTS was founded in 1994 with a
commitment to provide creative design solutions that routinely exceed client and community
expectations. In the Pacific Northwest, where entitlement horror stories are legendary, we have
developed a reputation for designing complex projects in "difficult" jurisdictions and getting
them built.
As our examples illustrate, we pride ourselves in developing design solutions that fit
espeCially well in the context of their urban neighborhood or suburban/rural surroundings. We
often search for those special features or characteristics that make buildings and neighborhoods
unique and memorable, and then design our buildings accordingly.
Our portfolio of representative projects shines strongest in three main areas of site
planning, design and construction:
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RE T A I L
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OFFICE
MIXED-USE
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Site Planning:
Open-Air Retail Centers
Main-Street and Urban-Infill Retail Projects
Mall Conversions to Open-Air Centers
Building Design.
Streetfront Retail Shops Buildmgs
Multi-Tenant Retail Buildings
Single- Tenant Retail Buildings
"Big Box" Retail Buildings
Grocery Stores and Movie Theaters
Additional Services:
Retail Building RenovatIOns
Tenant Improvements
Design Standards and Guidelmes
Master Planning and Feasibility Studies
New Building Design (Shell and Core)
Renovations, including Historic Preservation
and Landmark Status Buildings
Corporate Interiors and Tenant Improvements
Office/ Warehouse
Master Planning
New Building Design
RenovatIOns
Adaptive Reuse
To view representative examples of our work, VISlt us online www.fullersears.com
I
FULLER/SEARS ARCHITECTS, P C.
1411 Fourth Ave, SUite 1306, Seattle. Washington 98101
Tel 206 682.6170 Fax 206 682 6480
-
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WESTLAKE TOWER
Seattle, Washington
Conceptual Deslgh of a
40.story mixed-use
project, Indudlng 450
apartment umts,
recreational facility,
slrectfronl relml, a tour-
plcx CI Dcma nnd 460-smll
parlung garnge
BEIJING INTERNATIONAL
CITY
BeiJing. Chinn
A 700 umt condomlmum IJroJcd
lh a 136,000 sm ntlxed-u~
complex fot Hal N4n Mlng Yuan
Company
809 OLIVE WAY
-
Seattle. Washmgton
A 600,000 sf mlXed-lIse projtct
wllh (WID 400' loll resldcnunt
towers, IIlcludmg 400 rcsldcnlml
units. restaurants. retail shop$
alld a 680-51all gamge for N'~on
SeHel USA t ~nc
..
-
SEATTLE HEIGHTS
SeaU]e. Washll\~lon
A 300,000 sf, 25-slory
tondomlmum and rielall
bJ,ldlng tha' featurd 263
umts, ~ 200-sU1.lI undergr'C1und
gnr.lge, recrcnllonal fatlltty
and retaIl for Cosmos
Development Comliany
-
-
HANSEN BAKIIIIG
CO.
Seattle, Washanglon
A resltlentlaJlretalt
developmenllhat ~ncludes
54 h,gh-end restdentlal
umts. ground-level reulll
facllules and a 240-51011
garage for the HIlls &
Roats Company
140TH STII~ET
SHOPS
WOODINVILLE
WoodlnVllle,
Washlng'on
A Two story
MIXed-Use tlmctl
Re,all BUlldlhgs, tor
, 1 RF Pac,fic
-
-
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-
BRIARWOOD
ICE
Renlon, Washmgton
A 76,000 sf Retwl
Developmenl
ancludmg Ice RInk,
Market and Relall
Shops and forTrace
& Associates
T~E SWAN BUILDING
Seattle, Washington
A 5,000 sf ur~an Infill
bUIlding loca'ed In a h'gh
pIodeslnan tmm!: area of
Seuule's Capitol HIli
neighborhood
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PIER 70
Seattle, Washmgton
A 140,000 sf redes'gn
of ,he "'er 70 MIXed-
Use proJecl mcludmg
office, retail &
rcstaumnl on Seattle's
EIliou Bay for Triad
Pier 70 LLC.
-
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MIXED-USE PROJECTS
,1411 Founh Au:nuc shllc 1306 ~(!DItJC. WIlltulli10n 98101
Tel 1066826170 hx 2066826480 ViSllusal\\w\\fullcrsbISCOJn
LAKELAND
ViLLAGE
~
Au~um, Wrtslunglon
A 100,000 sf MIXed-
Use project mcluding
MIAed-Use Reslden.
ubl/Relall Buildings,
~IIItHe",int Reta,l
~hop Buildings &
GtJcery for'rnrrngon
Development
23RD & Mdln
Seaule, Washlnglon
A 23,000 sf MIXed-
Use Re'hll & Office
BUlJdlll~ III Seaule
Central DistrIct
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DeSign Statement'
The deslgn ad,no\\ ledges the bUJldtng's histone past without hemg burdened by trdd,uondl deslgn
vocabulanes, fhe renovat,on creates an mterpJay betwecn the vernacular plcr buildmg form and
contemporary naulJcal references
fh.s waterfront pier bUJldlng will look appropnate to It'S locale ,,,thoUl f:rlling vlctun to trendy
tounst deSign by comblnmg matenals and detatlmg which retlect the '\vor"ng "atenront"
The buildmg 1'111 accommodate uses which create a destlllatlOn pier The bulldtng's first floor tend11t configuration IS
converted from a center mall With flankmg shops to centered parkmg wllh restaurants at the ends fhe bUlldmg's
second noor oflice space IS e~panded together WIth ne" "found" thlfd !loor space located Within the trusses
The deSIgn reflects a sense of place at severallel'els of deSign comprehenSion VISUal references are made to
cont::uners, shlppmg. old corrugated walerhont buIldings, hi~tonc pier buIldings and past & present nautical vessels
The angular pier plan provides an opportunity to explore the contrnst between the orthogonal Slreet
gnd and the angular plcr geometry,
The deSign challenge was to provide ViSUal Interest to a 800 foot long bwldrng wIth a foolpnnt of
60,000 sf wlthm the Cl1nstnums of the shorelme reqUirements
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PIER 70 BUILDING RENOVATION
October 21 r999
2815 Alaskan Way_ Seattle Washington
A 140,000 sf redesign of the Pier 70 mixed-use project
mcluding office, restaurants and maritimeuse on Seattle's
Elliott Bay.
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RA VENHURST DEVELOPMENT, INC.
THE LANDING, PORT ANGELES
Consolidated Proforma
9/14/2001
DRAFT
SUMMARY PAGE.:;',;c;c;.
,- / f ~ _:--" :~: >,. ':, :'~: ~ , .
COST SUMMARY: New Construction
LAND
SITEWORK
CONSTRUCTION
DESIGN FEES
DEVELOPMENT COSTS
LEASING & MARKETING
TENANT ALLOWANCES
INTEREST AND FINANCING
CONTINGENCIES
TOTAL COSTS:
>: '-"~,~~'~_~i~>~,;f~~iho:i1~}~i~~?it'i t,:.,:,
, ,~'~,2..\ "'::;,'>~.>,' Co'ns'~''''o"~I"-I'date'' - 'd
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Cost: $$
$600,000
$305,220
$1,608,445
$147,499
$145,784
$23,920
$59,520
$121,164
$114,519
$3,126,071
Cost / SF
$15.55
$7.91
$41.69
$3.82
$3.78
$0.62
$1.54
$3.14
$2.97
$81.03
Cost: %
19.2%
9.8%
51.5%
4.7%
4.7%
0.8%
1.9%
3.9%
3.7%
100.0%
OPERATIONS: (year 3)
GROSS INCOME
OPERATING EXPENSE
OWNERS EXPENSE '
NET OPERATING INCOME
DEBT SERVICE (7.5%, 25 YR AMORT.)
NET CASH FLOW:
RETURN ON COST:
SALE CAP RATE
PROJECTED PROJECT VALUE (year 3)
POTENTIAL PROFIT (year 3)
CONSTRUCTION EQUITY:
CONSTRUCTION LOAN AMOUNT
CONSTRUCTION LOAN TO COST
CONSTRUCTION LOAN TO VALUE
PERMANENT EQUITY:
PERMANENT LOAN AMOUNT
PERMANENT LOAN TO COST
PERMANENT LOAN TO VALUE
PERMANENT DEBT COVERAGE RATIO
PROJECT RETURN ON PERMANENT EQUITY (YR 3):
$689,968
($257,575)
($105,947)
$326,445
($239,742)
$86,703
10.4%
9.00%
$3,627,169
$501,097
$468,911
$2,657,161
85.0%
73.3%
$405,695
$2,720,377
87.0%
750%
1.36
21.4%
9/14/2001 2:45 PM
LandingPF010914RFPbase pf430
Page1
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PROJECT DATA ND DEVELOPMENT PRO FORMA
Net Square Footage
Construction Cost/Square Foot
Site Costs
Land Acquisition
Site Work
Off-Site Work
Improvements
Design, Permits & Inspections
Legal Fees
Insurance
Property Taxes
Admin. Overhead
Construction
. Construction Mgmnt
Construction Sales Tax
\
Total Improvements
Construction Financing
Amount Financed
Interest @ 7.5 %
Fees @ 1.5 %
Total Construction Financing
Total Acquisition, Improvements & Financing
Contingency <.1:1..l
Total Development Cost
Total Cost Per Square Foot
38,578 sq. ft.
81.50/sq. ft.
600,000
270,000
o
180,000
25,000
15,000
o
105,000
1,455,000
115,000
155,000
2,050,000
2,700,000
60,000
60,000
120,000
3,000,000
110,000
3,150,000
81.50
Port Angeles Conference Center.
05/30/01
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