1. Downtown Frederick Hotel
Frederick Chamber
and Conference Center Major Employers Group
PUBLIC BRIEFING
Frederick, Maryland, USA

2. DOWNTOWN HOTEL FEASIBILITY TEAM
Developing a full-service hotel with meeting, event, and conference space in
Downtown Frederick is a key priority of Frederick’s Economic Development
Partners and Major Employers. A feasibility study was jointly funded by this group.
Mark Gaver, Community Chairman MAJOR EMPLOYER GROUP
President & CEO Gaver Holding, Inc.
• SAIC‐Frederick
• State Farm
• Frederick Community College
• Bechtel
• Wells Fargo Home Mortgage
• US Army Garrison Fort Detrick
• Chase Card Services
• Frederick County Public Schools
• Frederick Memorial Health Care System
• Lonza BioScience
Feasibility Study Prepared by: • MedImmune
• Mount St. Mary’s University
• Plamondon Companies
• CitiMortgage

3. WHY A HOTEL CONFERENCE CENTER?
No full‐service hotel in Frederick and very limited conference,
meetings, event facilities
Identified by business community as critical need for attracting,
retaining and expanding employment in Frederick
Opportunity for induced demand for meetings, business and
family events, conferences, and overnight stays
Job creation and tax revenue generator
Strengthens Frederick’s tourism by increasing likelihood of
overnight/multi‐day visits
Increases in tourism, business use, conference use will in turn
strengthen the entire Frederick Hotel Industry

4. WHY DOWNTOWN FREDERICK?
Downtown is centrally located within county and within residential
and major employment base
No Hotel and very limited Bed and Breakfast overnight lodging in
Downtown Frederick –– Strong Demand
Downtown has a high amenity value for guests – restaurants/retail
Strengthens Downtown Frederick Tourism
Hotel Conference Center will be a major Downtown anchor and
retail/pedestrian generator – fueling stronger retail sales
Contributes to the goal for an “18‐hour Downtown” environment
Transit and pedestrian oriented
Catalyst for Area Wide Revitalization – builds on public investment
in downtown

5. FEASIBILITY STUDY
The Feasibility Study by Pinnacle Advisory Group and OPX
evaluated the following (assumes 12/31/14 opening):
Area Analysis Projected Hotel Performance
National Hotel and Meetings Financial Projections
Overview Development Costs
Lodging Market Analysis Site Analysis and Building Layouts
Evaluation of Potential Demand Economic Impact
Hotel Facility Recommendations Financial Feasibility of
Market Supply and Demand Development
Projection Assumptions and Limited
Conditions

6. Key Findings
Strong Market for Full‐Service Hotel/Conference Center
Capture of unmet demand with core market demand growth will allow for 72%
occupancy once stabilized.
Cash flow projections show a strong positive Net Operating Income once
stabilized at 18.9% of revenue
Market is willing to pay more ($30‐$50) for an upscale, full‐service hotel
Downtown has excellent location, amenities, and sites with visibility and
size to accommodate such a facility.
Positive Economic Impact will be substantial.
Direct impact – approx. $30 million annually once stabilized
Indirect impact (multiplier effect) – approx. $60 million annually
Cost to Construct will be $225,000 to $250,000 per room
Private‐Public Partnership is the preferred development strategy

7. Impact of Proposed Hotel on Lodging Market
Proposed hotel will introduce a vastly different product
(both rooms and meeting space) than what exists today
Lodging market will absorb new supply and stabilize at
71% by 2016 (3rd year after the opening of proposed hotel)
Market will absorb new supply due to core demand
growth and induced demand from proposed hotel
Proposed hotel will bring new overflow demand to existing
hotels

8. Facility Recommendations
200 Room Hotel – Branded as Marriott, Hilton, Westin, or Hyatt
14,000 square feet of meeting space including
5,000 – 6,000 SF ballroom accommodating 500‐600 people
4,000 – 5,000 SF Breakout Meeting Rooms
4,000 SF Pre‐Function Space (lobbies, hallways, etc.0
250 parking spaces minimum – adjacent to hotel for hotel guests.
(Larger events will pull on entire downtown parking system)
Restaurant and lounge (with frontage on Carroll Creek Park or Street
Side)
Guest Amenities ‐ Indoor pool, Exercise room, Business Center
Green building design/construction – industry is trending that
direction and will minimize operating costs by increasing energy,
utility efficiency

9. Economic Impact
Total Economic Impact
Construction Operational
Costs of Goods Hotel Payroll Real Estate
Year Costs, Labor, Revenues and Total
Sold and Taxes and Taxes Taxes
and Taxes Taxes
Pre‐Opening $48,008,000 $48,008,000
2014 $17,156,140 $3,140,780 $7,354,640 $645,000 $28,296,560
2015 $18,699,290 $3,379,280 $8,027,170 $664,000 $30,769,740
2016 $20,195,870 $3,613,540 $8,638,000 $684,000 $33,131,410
2017 $20,802,400 $3,723,780 $8,895,906 $704,000 $34,126,086
2018 $21,426,190 $3,834,020 $9,163,684 $725,000 $35,148,894
Source: Pinnacle Advisory Group

10. Downtown Sites
Purpose of analyzing downtown
sites was to determine if
hotel/conf center could be
physically be constructed
downtown.
Facility sizes ranged from
126,000 SF to 141,000 SF
depending on site & building
configuration
Sites are sufficient in terms of
size, but each has variety of
attributes – No priority set yet
There may be other sites not yet
considered

11. Downtown Site Analysis

12. Public/Private Partnership Structure
Financial Requirements ‐ $45 million project cost (excluding land)
Step 1 – Determine Financial Sources/Uses
$20 (45%) – Bank Financed Mortgage
$25 (55%) – Equity
$12‐ $13 (25%) Developer
$12 ‐ $13 (25%) Local Match (Private Investors, Foundations, Corporations, City, County,
State (MEDCO, Stadium Authority, Earmarks), Federal, Tax Increment Financing)
Step 2 –Select Developer Using RFQ/RFP Process
Step 4 – Select site
Step 5 – Development Process – permits, financing, raise
capital, mgm’t/franchise, legal documents, etc.