Sunday, September 30, 2007

Mt. Airy casino's audit committee raises unanswered questions

When the Pennsylvania Gaming Control Board awarded a slots casino license to Mount Airy Lodge owner Louis DeNaples, it required him to have an independent audit committee. This was something required of no other slots casino licensee.

The state law that legalized slots gambling and its regulatory structure doesn't mention such audit committees. It's not clear why one was made a condition of the Mount Airy license. Nor is it clear how such a panel would work, what its responsibilities would be or what kind of oversight there would be of it.

What is known is that there is a state grand jury panel investigating whether Mr. DeNaples misled the Gaming Control Board about alleged ties to organized crime in order to win a slots license. The slots law prohibits casino licensees from having any links to organized crime. But independent federal and state investigation are probing various aspects of whether Mr. DeNaples has ties to reputed Bufalino crime family chief William D'Elia. Mr. DeNaples has denied having any.

The grand jury is still conducting its inquiries and hasn't filed any charges against Mr. DeNaples. However, the federal investigation has filed charges against Mr. D'Elia for money laundering and solicitation of murder.

In the 1970s, Mr. DeNaples and two others were charged with defrauding the federal government of $525,000 in connection with the cleanup after Hurricane Agnes. One of Mr. DeNaples' main businesses is the Keystone Sanitary Landfill in Lackawanna County. The trial resulted in a hung jury and Mr. DeNaples pleaded no contest. After the trial, four members of the Bufalino crime family were convicted for their role in bribing a jury member in the DeNaples trial.

Is any of this connected to the Gaming Board's conditioning Mount Airy's slots license on creation of an audit committee? If so, why was this license awarded?

But these aren't the only questions. As established by the Gaming Board, Mr. DeNaples nominated members of the audit committee and the Gaming Board approves his nominees. So far it has resulted in nominations being put forward and then pulled back, some because they had direct ties to Mr. DeNaples.

It's hard to see how such a process could result in an independent audit committee. Clyde Barrow, who specializes in gambling issues at the University of Massachusetts, said, "I have never heard of anything of this magnitude that is so blatantly a conflict of interest." We agree.

Not surprisingly, all of this has at least one state lawmaker, albeit a Republican and a gambling opponent, raising concerns. Rep. Paul Clymer, R-Bucks, has asked Gaming Board Chairperson Mary DiGiacomo Colins some basic questions, such as why the audit panel was created in the first place, for one licensee and not others, what its members will do, how much they will get paid, and whether its work will be open to the public. These are good questions and they demand good answers.

Friday, September 28, 2007

Which hotel chain has the best bed?

Every frequent traveler, I'll bet, has an opinion.

HotelbedsxlargeI just had a visit from Hilton Garden Inn brand marketing vice president Jim Cone, whose money is on its "Garden Sleep System," with a bed that provides what's billed as "pressure-free" support and can be made soft or firm via controls. (So can the "Sleep Number" beds at Radisson Hotels & Resorts, but they work differently, Cone says.)

Garden Inns, which typically run $120-$140 nightly and consistently get great ratings in J.D. Power and Associates' annual guest satisfaction survey, are in the process of installing the special beds (they're not in every room yet, but the chain hopes to have them there by 2009). Ask for them when you book.

Now, over to you. Sleep System? Heavenly Bed? Sleep Number? Four Seasons mattress? Which hotel chain do you think provides the best sleeping experience?

Wednesday, September 26, 2007

Brown's Beach developers taking new look at $85M project

The developers behind a proposed resort on Saratoga Lake at Brown's Beach haven't given up on the $85 million project, despite Supervisor Greg Connors saying Monday that talks with the town have stalled.

The Town Board hasn't heard from the developers since May, Connors said.

"For whatever reason, the developers have not been able to respond to our request concerning federal and state regulatory review on the project, originally requested in 2005," Connors said. "Today in Stillwater, when developers fail to act, the town will."

Attorney Michele Anderson, a spokeswoman for Brown's Beach Properties LLC, said the developers are moving forward and she was surprised by Connors' characterization. But she also said her clients are taking a "second look" at the plans after dozens of neighbors called the two-tower, 80-foot-high hotel too big.

"We will proceed at the right time; if the engineers and architects can address the concerns we've heard while keeping the project financially viable, we will," Anderson said.

Saratoga Springs real estate agents Larry and Geraldine Abrams formed Brown's Beach Properties with a partner and bought the 7.3-acre property for $1.57 million in 2004. The beach is along Route 9P, near the intersection of County Route 76. A year later, the Abramses approached the town with a resort plan that would include up to 250 rooms. In November 2005, the couple proposed a project with 175 to 188 rooms, two restaurants and a spa.

Monday, September 24, 2007

Sparking Hotel Mojo

When lodging industry fundamentals started crashing during spring 2001, nowhere was hit harder than the Bay Area. Pricing Power collapsed, occupancies dropped and ADRs plummeted. Across the country the situation was also getting tenuous, but it was much worse in a market that until then had been suspended by the dot com bubble. When it crashed so did the need for hotel rooms. And just when it seemed like things couldn’t get any worse, the SARS scare and then 9/11 sent an already wobbly northern California market into freefall.

At Joie de Vivre Hospitality, CEO Chip Conley had been investing nearly all his waking hours for about 15 years in his company. He cobbled together the second largest chain of boutique hotels in the country. Unfortunately, the vast majority of those hotels happened to be located in the Bay Area. Suddenly assets became liabilities and Conley was at the precipice. Keeping the company afloat meant making drastic decisions.

But instead of calling it quits he dug down deep. Recalling the work of a psychologist he relished learning about while in college, he entered a period of self actualization. It was a time of discovery at the most basic of levels why he was attracted to the hospitality business. Conley realized that owning and operating hotels was what he was meant to do. It was his true calling. So Conley stopped taking a salary, liquidated holdings and took out multiple mortgages on his own home.

Taking that cue from the aforementioned psychologist Abraham Maslow gave Conley the strength to persevere. But it also got him thinking about other companies that have either consciously or unconsciously utilized self actualization. The result of all that deep thought didn’t just manifest itself with a company that has subsequently grown market share 20 percent and tripled revenue from that low point: It’s resulted in a new book.

Out today at bookstores and with online retailers nationwide, PEAK: How Great Companies Get Their Mojo from Maslow (Jossey-Bass, September 2007, $27.95, Cloth), focuses on Maslow’s iconic Hierarchy of Needs to create a treatise meant to give insight on eliminating workplace dissatisfaction.

The book, he said, illustrates how leading American companies are using Maslow in the workplace — either intentionally (Southwest Airlines, Harley-Davidson, Men’s Wearhouse) or unintentionally (Amazon, Google, Starbucks). He also proves that his new theory can help any business to become a peak performer.

Conley take’s the Hierarchy of Needs and boils them down to thee essential motivations: Survive, Succeed and Transform, and developed a unique hierarchy for each Relationship Truth and provides “peak prescriptions” for what is possible at each level.

“Maslow said people in life that aspire to peak and live to fulfill potential are generally in a self actualized state. When in that state they have peak experience,” says Conley. “And as a business made up of humans, you need to create a sense of teamwork among employees and connect with customers so they all feel inspired by their experience.”

People crave recognition, Conley says. It’s the number one reason they leave jobs (money is fourth). “People generally feel unrecognized and unappreciated,” he says.

So at Joie de Vivre, Conley implemented a plan where all meetings ended with a 10 minute period of recognition. At executive meetings, for example, the head of sales may give plaudits to someone in his department. Then someone from another department such as IT would congratulate that individual. Meetings ended on a positive note and employees began hearing their efforts were being noticed at the upper levels of the company. It’s a method Conley says breaks down corporate silos and creates a united, cohesive organization.

He also says that in order drive peak performance, a job must have meaning. Something that’s elusive for departments such as housecleaning. At Joie de Vivre, Conley says 35 percent of his employees clean toilets. So how do you give meaning to a traditionally unfulfilling task?

Conley said they went through a self actualization process with housekeeping employees and asked deeper questions to uncover how their work affects customers. By conjuring up images of peace of mind, calm and guest comfort, the housekeepers became aware they we part of something more.

“When someone has sense of calling, one hour of work time is spent very differently than someone who sees it as just a job,” says Conley. “People have the ability to transcend the bottom of the pyramid. If those people are reinforced on right behavior that employee might start to move up the pyramid. Recognition makes them realize this is a career.”

Company wide turnover is a low 25 percent compared to industry averages that range from between 70 to more than 100 percent depending on who you ask. Joie de Vivre currently has 40 properties.

In the end, the most important thing Conley wants is for others to feel like he does. Knowing no matter what happens he’ll always have joie de vivre.

Chip Conley will be featured as a keynote speaker at the upcoming BITAC Purchasing & Design West. Heralded by hospitality executives as one of the best events of the year, the event is taking place at the luxurious Hotel del Coronado in San Diego from October 21 -23.

Cleveland Hotel looks 'snappy'

High-tech equipment housed inside a historic shell marks a new chapter in the rebirth of Conneaut's Cleveland Hotel.

Snap Fitness, a franchise exercise/health club, is the first tenant in the old hotel and provided evidence a renovation plan more than two years in the making can bear fruit.

Treadmills, stationary bicycles and weight-training machines fill the street-level business inside the hotel at State Street and Cleveland Court. A grand opening celebration and ribbon-cutting ceremony on Thursday allowed the public to visit watch members already on the Snap Fitness roster put the devices through their paces.

The club's sophisticated machines and television screens tucked inside were quite a contrast to the rest of the circa-1900 building. Robert Miller, owner of the business, likes the variety.

"It's a challenge with a historic building," he said. "But it's worth it. It's exciting to be a piece of history."

Miller, who also owns Snap Fitness centers in two Pennsylvania communities -- Edinboro and North East -- said people instantly can pinpoint the Conneaut location.

"The whole town is aware of the Cleveland Hotel," he said. "I've met people who told me they worked here in the 1930s."

Some traces of the old exist amid the new. A large area that contains the club's free weights room may boast nice carpeting and new dumbbells, but the ceiling has been in place since the hotel opened a century ago..

"It's great that we could keep the original ceiling," Miller said.

A company that specializes in restoring decades-old property, Lighthouse Historical, purchased the downtown hotel in 2005. Restoration work began in earnest in late spring.

Snap Fitness, which occupies the bulk of the hotel storefronts, is just the first phase of the overhaul. Workers are busy converting hotel rooms on the second and third floors into condominiums. More than two dozen condos will be the result.

Some buyers could take possession before the end of the year, officials have said.

Snap Fitness provides individual and family memberships, and is open 24 hours a day. Each member receives an electronic card key that provides front door access and automatically turns on lights if the club is dark.

Eric Showalter is the Conneaut club's manager and he will be assisted by fitness experts who can dispense advice on exercise and nutrition.

The owner is no stranger to Conneaut. While his family lived in Linesville, Pa., his father was a mail carrier in Conneaut and the entire clan often visited Township Park beach.

Miller said he is pleased with the reception Snap Fitness -- and the hotel -- has enjoyed. "We have more than 100 members already," Miller said.

Saturday, September 22, 2007

Massachusetts casinos a bad bet

It no real surprise that Deval Patrick is planning and advocating for the authorization of three casinos in Massachusetts. His dreams to make community college free for all students and to make Massachusetts a center for research in the life sciences will require sufficient funding that the state cannot yet support. So why not invite casinos to Massachusetts, hold a public bid for them, and reap the supposed millions of dollars that taxation of the casino industry might provide?

From a probable increase in crime to an expected increase in problem and addicted gamblers, there are enough drawbacks to scare off proponents of gambling. To understand the potential dangers of compulsive gambling, one has to look no further than a study from the Massachusetts Council on Compulsive Gambling on the gambling behaviors of Massachusetts high-school students. Of those surveyed, one in 20 had already been arrested for gambling related activity, one in 10 mentioned family problems due to gambling and, most shockingly, 13 percent revealed that even when they wanted to stop gambling, they were unable to walk away.

With the recent boom in the popularity of the World Series of Poker, it is not surprising to hear that high school kids like to play poker with friends, but this study was performed 13 years ago, long before the World Series was a nationally televised, $12.5 million affair. One can only wonder how high those percentages might climb if there are casinos a quick train ride or a short drive away for everyone in Massachusetts.

In addition to the dangers local casinos pose to compulsive gamblers and their families, the state must consider the logistics of regulating the gambling industry. Both New Jersey and Nevada have extensive agencies whose sole purpose is to monitor the business practices of the casinos. New Jersey has separate boards to govern over the Lottery and the casinos while also boasting two more agencies to regulate and investigate the gambling industry.

In other words, the state of Massachusetts will have to create at least one agency to regulate casinos and another to prosecute them for breaking laws. This will only expand an already large government which is in the midst of implementing a variation on universal health care. Casinos will bring money to the state, but how much of this new revenue will just go to watching over the gambling industry? It seems to me the best way to save money is to cut costs, not invite a whole new industry to the state.

Patrick's plans are much to the contrary. The plan to make community college free is just one of many initiatives that will undoubtedly increase spending in a state where Democrats have trouble constraining themselves. The casinos will not serve to provide a surplus source of money, but will become a crucial part of the state's income. It is one thing to be beholden to the citizens who fund the state through taxes, but it is entirely different and much more dangerous for the state to be dependent upon the revenue of the gambling industry. When faced with the inevitable conflict between citizens and the casino lobbyists, in whose interest will the state act?

One needs to investigate no farther than New Jersey to see the power the gambling industry can hold over a state. In trying to assure the good health of its citizens and tourists, the New Jersey legislature passed a mandate against indoor smoking, but made casinos exempt. To them, satisfying casino owners was more important than providing a safe working and gaming environment for the thousands of people who visit casinos. Atlantic City tried to enforce its own restriction, but the gambling industry vehemently objected, professing concerns over a potential loss of profits. Having already won over the state, the gambling industry won a compromise when the city edited the mandate to only cover 75 percent of a casino's floor. Colorado and Nevada also passed anti-smoking laws which put casinos out of the mandate's reach. This is only one way the gambling industry can hold its host state and city hostage. Imagine the implications in a state where the governor wants casinos to fund several major new initiatives.

Some proponents for casinos figure Massachusetts should at least gain from the money that is leaving the state as New England residents descend upon Connecticut and Rhode Island to gamble. Yes, the state could make millions of dollars in additional revenue, but what sort of power will this give the gambling industry? Yes, the state will see an increase of jobs, but how many families will be torn apart by a gambler who cannot resist the allures of the casino's bright lights just a few miles down the street? Yes, in theory, taxes, especially the climbing property tax, will go down, but in a state notorious for wild spending habits, is this not just a theory? Will the state leadership recognize the chance to lessen the state's tax burden, or like that compulsive gambler, will they be unable to control spending as history has shown? There are too many questions. There are too few answers. Why risk opening Pandora's Box?

Cleveland Hotel looks 'snappy'

High-tech equipment housed inside a historic shell marks a new chapter in the rebirth of Conneaut's Cleveland Hotel.

Snap Fitness, a franchise exercise/health club, is the first tenant in the old hotel and provided evidence a renovation plan more than two years in the making can bear fruit.

Treadmills, stationary bicycles and weight-training machines fill the street-level business inside the hotel at State Street and Cleveland Court. A grand opening celebration and ribbon-cutting ceremony on Thursday allowed the public to visit watch members already on the Snap Fitness roster put the devices through their paces.

The club's sophisticated machines and television screens tucked inside were quite a contrast to the rest of the circa-1900 building. Robert Miller, owner of the business, likes the variety.

"It's a challenge with a historic building," he said. "But it's worth it. It's exciting to be a piece of history."

Miller, who also owns Snap Fitness centers in two Pennsylvania communities -- Edinboro and North East -- said people instantly can pinpoint the Conneaut location.

"The whole town is aware of the Cleveland Hotel," he said. "I've met people who told me they worked here in the 1930s."

Some traces of the old exist amid the new. A large area that contains the club's free weights room may boast nice carpeting and new dumbbells, but the ceiling has been in place since the hotel opened a century ago..

"It's great that we could keep the original ceiling," Miller said.

A company that specializes in restoring decades-old property, Lighthouse Historical, purchased the downtown hotel in 2005. Restoration work began in earnest in late spring.

Snap Fitness, which occupies the bulk of the hotel storefronts, is just the first phase of the overhaul. Workers are busy converting hotel rooms on the second and third floors into condominiums. More than two dozen condos will be the result.

Some buyers could take possession before the end of the year, officials have said.

Snap Fitness provides individual and family memberships, and is open 24 hours a day. Each member receives an electronic card key that provides front door access and automatically turns on lights if the club is dark.

Eric Showalter is the Conneaut club's manager and he will be assisted by fitness experts who can dispense advice on exercise and nutrition.

The owner is no stranger to Conneaut. While his family lived in Linesville, Pa., his father was a mail carrier in Conneaut and the entire clan often visited Township Park beach.

Miller said he is pleased with the reception Snap Fitness -- and the hotel -- has enjoyed. "We have more than 100 members already," Miller said.

Jones Lang LaSalle Arranges $34.5M Sale of the Radisson Hill

Jones Lang LaSalle Hotels is pleased to announce on behalf of its client FFI Real Estate LLC NE (Nuremberger Insurance Co), the sale of the Radisson Hill Country Resort & Spa to The Dow Hotel Company and The Prudential Insurance Company of America. The 227-guestroom resort is the newest full-service hotel in the Texas Hill Country market and serves as the official resort of the SeaWorld San Antonio.

The Radisson Hill Country Resort & Spa is centrally located within Westover Hills, a master-planned community within northwest San Antonio that extends over 1,270 acres of land. The resort is well positioned to attract both corporate and leisure business due to its proximity to numerous demand generators and tourist attractions.

San Antonio is one of the most active drive-to tourist destinations in North America. In 2006, more than eight million tourists visited San Antonio, making tourism the city’s second largest industry. With an employee base of more than 75,000 people, the hospitality and tourism industry brings more than $2.0 billion in visitor spending to the city, generating a total economic impact of more than $4.0 billion. This sector continues to be a strong economic generator for the city and remains a key element of future economic development efforts.

“San Antonio continues to be one of the most highly sought-after investment markets. The Radisson Hill Country Resort & Spa’s excellent physical condition and significant upside potential presented an outstanding opportunity for The Dow Hotel Company & The Prudential Insurance Company of America to acquire this upscale resort in San Antonio's most prominent leisure market,” said Alan Tantleff, executive vice president, Jones Lang LaSalle Hotels.

“We see tremendous investor interest in all areas of Texas,” said Dorraine Lallani, senior vice president, Jones Lang LaSalle Hotels. “The fundamentals are strong, the economy is growing, and investors are reacting positively to the market.”
About Jones Lang LaSalle Hotels

Jones Lang LaSalle Hotels, the first and leading global hotel investment services firm, is uniquely positioned to provide both the depth and breadth of advice required by hotel investors and hotel companies, through a robust and integrated local network. In 2006, Jones Lang LaSalle Hotels provided sale and purchase advice on 186 hotel transactions globally; representing a combined value of US$9.3 billion, a total of 43,272 hotel rooms in 78 cities. In addition advisory and valuation services were provided on 589 assignments globally for 136,270 rooms across approximately 280 cities. The global team comprises 210 hotel specialists, operating from 24 offices in 14 countries. The firm’s advice is supported by a dedicated global research team, which produced over 45 publications in 2006 in addition to bespoke client research. Jones Lang LaSalle Hotels’ services span the hospitality spectrum, from luxury single assets and large portfolios to select service and budget hotels, resorts and pubs. Their services include investment sales, mergers and acquisitions, capital raising, valuation and appraisal, asset management, strategic planning, operator selection, management contract negotiation, consulting, industry research and project development services. Jones Lang LaSalle Hotels’ clients have access to the resources of its parent company, Jones Lang LaSalle (NYSE: JLL). www.joneslanglasallehotels.com

Thursday, September 20, 2007

City says Hoosick Street hotel will benefit from nearby RPI, hospitals

Backers of a new Hilton Garden Inn on Hoosick Street say one of the region's busiest roads will bring plenty of customers to their doorstep.

The street is part of Route 7, which connects the Capital Region and all of New York with southern Vermont. And the hotel's proximity to Rensselaer Polytechnic Institute and two local hospitals will also help ensure its success, they say.

"This is a road that has been planned to death and studied to death," Troy Mayor Harry Tutunjian said at a news conference Tuesday morning to disclose plans for the hotel. "People are coming to Troy in record numbers ... We have always said that more must be done to capitalize on the traffic flows here."

During the news conference, with the sounds of vehicles in the background, Tutunjian and others detailed the $20 million project, which could open in a year. It would be owned and operated by Hoosick Hospitality LLC, a company created for the project.

Also on hand during was Donald Led Duke, a member of the operating company and principal of BBL Construction Services LLC in Albany.

"It's a great site," Led Duke said. "There's a need here -- we're trying to fill a need."

In June, BBL opened a Hilton Garden Inn opposite Albany Medical Center on New Scotland Avenue in Albany.

Officials say the Troy hotel would be the third in the city.

It would be built on the site of a former mansion turned into a medical building, which now is a vacant lot. Located opposite a Rite-Aid drugstore, the 3.74-acre site is L-shaped; the seven-story hotel would be built near the front of the site. It would have 125 rooms, 13,000 square feet of meeting space, two restaurants and some retail stores.

Construction is expected to start later this year.

It's an addition that would be welcome, RPI President Shirley Ann Jackson said in a statement released after the news conference.

"As Rensselaer has grown exponentially over the last several years, so too has our need to accommodate the ever-increasing number of visitors to campus," she said. "Plans for this and other new hotel space in Troy is welcome news."

Backers will meet with the city Zoning Board of Appeals this week to ask for a variance on the height -- 18 feet taller than the allowed 70 feet -- as well as for a setback variance. The project will go before the Planning Board Sept. 27, when a public hearing will be held.

Officials said the project is in a commercially zoned district, and is in keeping with a rezoning plan adopted three years ago.

Hoosick Hospitality plans to finance the project through the industrial development agency to save on taxes. State Senate Majority Leader Joseph L. Bruno, who attended the news conference, said he remembered when Troy topped a list of distressed cities in upstate New York.

Going Green Behind The Wheel!

As part of the Willard InterContinental's ongoing commitment to sustainable development, the luxury downtown hotel will now offer guests an alternative mode of transportation in the form of a 2007 Toyota Camry four-door Hybrid sedan.

The program, which began on September 1, is first of its kind to be offered in the DC hotel market. It offers the elegant black with gray leather interior hybrid vehicle on a fulltime basis, from 8:00 a.m. until 8:00 p.m. Monday through Friday. The car is stationed outside of the hotel as an eco friendly alternative to the standard town car or taxi. Hybrid service is available on a first come, first serve basis for hotel guests for a moderate fee. The car is available for anywhere within Washington DC, and to Regan and Dulles International Airports. Service is also offered to Virginia and Maryland.

The Camry Hybrid utilizes a four-cylinder gasoline engine, and its fuel economy is 40 miles to the gallon in the city and 38 miles to the gallon on the highway. The power steering, brakes, and heater/air conditioning are all electric, which allows the car to run on the electric motor.

The hybrid vehicle program is just one of the many environmentally conscious choices the hotel has made since embarking on a sustainability agenda entitled, "Willard InterContinental - The Next 100 Years." Based on the triple bottom line of Economic Viability, Social Responsibility and Environmental Protection, the holistic plan is comprised of interwoven sustainable projects designed for a luxurious urban hospitality experience in harmony with social and ecological consciousness. The program has been designed to lay the foundation for future generations of Willard employees, guests and stakeholders. "We envision our invaluable American landmark hotel to be a standard bearer in the industry for its commitment to local, national and international communities," said Herve Houdré, General Manager.

Located on Pennsylvania Avenue in the heart of the nation's capital, just two blocks from the White House, the Willard InterContinental is near the Smithsonian museums and the downtown business and theatre district. The Willard is an American institution that has hosted almost every U.S. president since Franklin Pierce, in 1853. It was at the Willard that Julia Ward Howe wrote The Battle Hymn of the Republic, where President Ulysses S. Grant popularized the term "Lobbyist," and where Rev. Dr. Martin Luther King wrote his renowned "I Have A Dream" speech. The Willard epitomizes world-class hospitality as the hotel of choice for heads of state and leaders of the world's business, cultural, social and political sectors. The hotel boasts 332 large, elegant rooms including 40 suites, fine and casual dining, afternoon tea and the luxurious, I Spa at the Willard. The classic hotel combines heritage and luxury with contemporary comfort and the latest technology

The Willard has embarked on a Sustainability program entitled, "Willard InterContinental - The Next 100 Years." The holistic plan is comprised of interwoven sustainable projects designed for a luxurious urban hospitality experience in harmony with social and ecological consciousness. Willard InterContinental Washington D.C. 1401 Pennsylvania Avenue N.W Washington D.C. 20004, for reservations call 202-628-9100, 1-800-827-1747, Web site: www.washington.interconti.com

Wednesday, September 19, 2007

tourism agency ends expense-reimbursement dispute with former chief

The Bend Visitor & Convention Bureau ended its seven-month dispute over expense reimbursements with its former executive director on Tuesday, with both parties expressing relief that a final settlement had been reached.

Michael Glover, who resigned his position on Feb. 1 after the visitor bureau placed him on administrative leave for disputed reimbursement requests made during his 2 1/2-year tenure, wrote a check to the visitor bureau for $5,707.67 on Tuesday, according to the visitor bureau's lawyer. The amount was $1,200 less than the bureau had sought, according to press releases from the attorneys representing the bureau and Glover.

During its review of Glover's expenses, the visitor bureau found several expenses that were not documented adequately or were not explained as business-related, said Bob Lovlien, the attorney representing the visitor bureau.

The settlement was favorable because it saves the agency from further legal fees, Lovlien said.

"I don't know what the rationale was for offering $5,700 as opposed to our demand," Lovlien said. "Glover did not disclose any particular reason. But if this had gone forward, it would have cost the (visitor bureau) more than the $1,000 difference to go forward in collecting that."

Glover would not comment, said his Bend attorney, John Laherty. Instead, Glover submitted a written statement.

"I stand firm in my belief that the disputed expenses were legitimate business expenses, and that I was entitled to reimbursement for them," Glover wrote.

"Nonetheless, the emotional toll this matter has taken on myself and my family over the last seven months has simply been too great, particularly in relation to the relatively small amounts in question. For that reason, I have agreed to reimburse the (visitor bureau) for part of the disputed expenses, in return for the (agency's) promise to finally put this disagreement behind us."

The publicly funded visitor bureau, which has an $852,000 budget for the current fiscal year, draws its revenue from room taxes levied on overnight lodging guests. Its mission is to market the city of Bend to visitors, whose spending fuels myriad businesses in the local economy.

Glover's replacement, Doug LaPlaca, became the new president and CEO of the visitor bureau on Aug. 6. He came from Grand Traverse Resort & Spa in Traverse City, Mich., where he was senior director of marketing operations.

LaPlaca has made internal policies, the stewardship of public funds and the transparency of the bureau's operations among his top priorities for the organization, according to a press release submitted by the bureau.

"As stewards of public funds that are granted to us by the Bend City Council, we should be held to higher standards of accountability as an organization," Teresa Fehrenbacher, a visitor bureau board member, wrote in the release.

"We are pleased to have fully resolved this matter without legal action, and to have these funds returned to the (visitor bureau)."

Putting an End to Wind Blown Vacations

For the show "Paint Your Wagon," Lerner and Lowe wrote a sweepingly beautiful song titled "They Call the Wind Maria." But you can bet that when travelers want to paint the town red on vacation (and maybe even fall off the wagon) they've got another name for it when the hurricane force winds kick up. They are not calling these high winds Maria -- they're calling them vacation killers.

With proper planning, research, and a little flexibility, savvy travelers are avoiding ruined vacations due to bad weather. Travel management firms are filling the role of consultant, and affecting the decisions travelers make when planning their jaunts.

So while tourists can't control Mother Nature, they can rely upon the expertise of an experienced travel advisor and count up on them for assistance should tragedy strike. Peter Klebanow, CEO of Ultramar Travel Management, comments on how simple it is to avoid a bad situation altogether as he says, "Hurricane season is pretty predictable. I think the first responsibility of any good travel management firm is that they make sure visitors understand the risks of places they are going. There are lots of places to go that aren't in the clear shot of hurricanes. Why have it looming? The second piece is to make sure there is trip interruption insurance that comes to the aid of someone where it becomes impossible to travel or plans are interrupted."

Effective advisors are well versed in helping clients before, during, and after a vacation. There's nothing worse for a vacationer than saving up all year for a sun swept beach vacation and instead fining getting trapped in the room watching the rains come down, or worse, being evacuated.

Luxury tour operator Island Destinations protects their clients with two optional programs. The Peace of Mind program, which starts at $59, enables travel agents and travelers alike to rest easy knowing that vacationers are able to cancel or change their plans, for any reason, anytime prior to scheduled flight departure without additional penalty. Previously the plan required notification within a minimum of 24 business hours for cancellations or changes. “While business is rebounding and our numbers are on the rise, we are finding travelers more apprehensive about planning a trip, or booking last-minute to avoid various uncertainties. The Peace of Mind Plan will help to ease worries and reverse this trend,” said Maurice Bonham-Carter, president of Island Destinations. “We revised our Peace of Mind Plan so that travelers no longer have to worry about astronomical charges for changed or cancelled plans and agents can rest easy because their commission is safe regardless of what happens with their client’s travel plans. It is a win-win for everyone!” The complimentary post-departure program covers a wide variety of scenarios including:*

Travel Protection including trip interruption ($10,000 per person) and trip delay ($300 per person, Baggage Protection including theft, damage and loss ($500 per person) and delay ($100 per day, Medical Protection including accident and sickness ($5,000 per person) and, Travel Accident Protection ($10,000 per person).

Some travelers may balk about paying a service fee for travel insurance but oftentimes, this low, one-time rate eliminates headaches, heartaches, and hard earned dollars in the long run. Recently, finance executive Jacob Kessler found himself stranded in an airport where all flights had been cancelled due to summer storms. Fortunately Kessler had invested in American Express's travel protection program when he bought his ticket. For this trip it meant that the car he had to rent to get home cost him nothing more than the nominal $40 fee he had added to the cost of his ticket. Says Kessler, "The best thing of all was that there was no hassle. I just called and explained the situation and American Express told me I was covered to rent the car to drive home. I just wish the airlines had been at least half as helpful."

Stories like that are the norm it seems with American Express' travelers who take advantage of the extensive company's travel protection programs that are available when booking through any of the company's 2,200 travel service offices in 140 countries. American Express travel agents will notify customers before they travel if there are storms, warnings, delays or cancellations that affect a customer's plans and if there is a cancellation, American Express agents will help re-arrange/re-book the trip. In the case of inclement weather that occurs while a customer is on vacation American Express Travel specialists are there for their customers. In 2005, when Hurricane Wilma hit Mexico, American Express Travel got money to stranded travelers and got them out of the region.

Getting a traveler out is the most helpful thing an advisor can do as personal safety trumps everything. Accessing a global network and surrounding a client with resources is the difference between a weather interruption and a total disaster. But once out of the eye of the storm a traveler's thoughts turn to the ruined vacation. In some cases event hat can be salvaged. Says Klebanow, "Travel management companies have the great relationships and more often than not we can reach out to a place on behalf of a client with the ability to book without incurring extra charges. There is lots of leverage at a decent sized firm and the ability to use their relationships to undo or re-do something can be very helpful.

Kessler and his fellow travelers during this time of year may not be affectionately referring to trip interrupting high winds as Maria, but they are singing the praises of travel advisors who make hurricane travel a breeze.

Monday, September 17, 2007

Offset Economic Shifts by Utilizing Effective Pricing

Deciding how to price your guest rooms is one of the most important components to operating a successful, profitable hotel. There are many factors to consider when establishing your pricing strategy.

Overall economic and political conditions in our nation are among the most influential factors. In the past, during times of crisis and reduced travel – such as the 1991 Persian Gulf War and the September 11, 2001 terrorist attacks – panic-stricken hoteliers responded by an overall reduction in room rates. Such reactions were understandable; but ultimately, did not attract a significant increase in hotel guests. Rather than reacting in this fashion, it is better from a profit-and-loss perspective to be strategic.

Here are some suggestions for establishing the most effective pricing for your hotel:

Examine economic indicators affecting your business.
Be aware of the overall state of the economy – such as a recession, depression, and inflation. In addition, examine specific changes taking place at your property. Indicators include

* the number of reservations, phone calls and online bookings you are receiving each day
* changes in stay patterns at your hotel from regular guests
* a softening of travel from corporations that send guests to your property
* new competitors in your market that offer a preferred location and/or special rates
* rate of denials from potential guests.


Analyze economic indicators and how they impact your guests’ travel patterns.
During cyclical shifts in the economy, only certain kinds of guests may change the way they travel. Maybe just your weekend occupancy has fallen. Perhaps your meetings business is lagging. Or, your summer travel is down because of a competitor down the street who is offering a free continental breakfast that you are not providing.

Understand who is staying at your hotel, how their travel patterns have changed, and what you can do to get more share from the market.
Leisure travelers, for example, are taking shorter vacations lasting just three or four days. Many of them are increasingly turning to third party intermediaries for last-minute deals on these short getaways. Baby Boomers are also demanding more from hotels when they travel. They have learned this from their children, the Gen X travelers. On the other side of the equation, business travelers are traveling with cell phones and laptops. They don’t necessarily require hotels to provide them with these high-tech devices, but they do require support services if they experience operating difficulties.

Take the right action.
Once you have reviewed the economic factors above, it is time to take the appropriate, targeted steps to maximize your business. Typically, there is no need to reduce your rates across the board. Instead, offer a value-added component to your guests, which will be a great deal less costly than cutting room rates. If a competitor has just promoted a continental breakfast or guests have indicated that their meal costs are too high, add your own continental breakfast. This may only cost $4 to $12 a room, depending upon how extensive the breakfast is for your guests. If your guest base is largely transient and this portion of your business is lacking, consider offering free Internet access. If online bookings have fallen, consider changing how much inventory you provide to third party intermediaries. Or, update your website to make it more user-friendly.

By keeping your rates stable and concentrating more on a value-added component for your hotel, guests will feel that they are getting more value for their money. If hoteliers drop rates too much and too quickly, it can be more difficult to increase rates during more robust economic cycles. Guests anticipate (and understand) that you will raise rates to keep in line with the cost of living, however, too much of a rate increase can result in a loss of business.

The next economic downturn will most likely occur within the next 12 to 18 months, in my opinion. It is particularly important that hotel owners not react to downward economic shits by rampant discounting. At the IAHI Distribution-Reservations Channels Committee, we strive to help our members strategically plan their pricing by analyzing their guests’ travel patterns. This strategy will help our members for years to come. Turn to your franchisee owners’ group as a way to obtain more information and knowledge on how to best price your own rates, particularly as our economy and market conditions go through their various cycles.

Arlington Inn to be razed

The dilapidated and crime-ridden Arlington Inn motel will be torn down before the end of the year, the owner told a Municipal Court judge Thursday.

Deepak Patel said he has no immediate plans to rebuild on or sell the land on North Watson Road near Texas 360. An independent appraiser valued the 2.3 acres near the Entertainment District at nearly $1 million.

A fire damaged the motel in 2006, and Patel closed it last month. The court deemed it a dangerous building Thursday.

City and state officials have pressured Patel for more than a year to correct ongoing crime and code enforcement issues. The Texas attorney general filed a lawsuit against Patel this year after Arlington police reported the motel was a chronic haven for drugs, prostitution and other criminal activity.

If Patel does not follow through on his promise, city officials said they plan to demolish the motel using money from a $425,000 surety bond Patel is required to set up. That is about the cost to clean up mold and asbestos and tear down the building, city officials said.

Jaime Ayala, an Arlington deputy police chief, said police will continue efforts to reduce crime at businesses near Arlington Inn along Texas 360.

"We still have challenges in that area, but it's a good start," Ayala said.

Other cases:

Cambridge Drive: The city also got a Dallas man to agree to repair his fire-damaged investment property in west Arlington. The house at 3313 Cambridge Drive, in the Woodland West subdivision, has been vacant since it caught fire in October. City inspectors said the house, appraised by the county at $167,900 before the fire, needs about $183,000 in repairs. Owner Gary Oliver said Thursday he bought the home after the fire but has been too busy to make repairs. He said construction should begin next week and he already has a potential buyer for the house.

La Joya Gardens: The owners of La Joya Gardens Apartments in east Arlington still have to correct code violations and health and safety issues before the court will allow tenants to move in, Community Services Supervisor Neal Lucassaid. A Municipal Court judge had given Wells Fargo, which foreclosed on the fire-damaged apartments at 1707 E. New York Ave. last year, until Sept. 5 to make repairs. A city inspection Sept. 6 found a lack of fire prevention materials, as well as some electrical concerns, Lucas said. A new court date has not been set.

Spring Miller Court: The city is scheduling demolition for two dilapidated mobile homes on Spring Miller Court in southeast Arlington. The owners, Judy and Dennis Baldree and Judy's mother, Irene Hartley, were ordered by the city to move out of the homes in June after they failed to make court-ordered repairs.

Tucker Boulevard: Code enforcement officials no longer consider Bill Eastland's east-central Arlington home dangerous but gave the political activist a final notice Thursday to correct ongoing code violations, including unclean premises and partially unpainted exterior of his home at 1110 W. Tucker Blvd. The city was days from demolishing the fire-damaged home in April when it reached an agreement with Eastland that allowed him to continue making repairs. To ensure that Eastland maintains the property, the city required him to make a $1,000 deposit that would be held for one year.

Dangerous buildings

Since the city revised its Dangerous and Substandard Structure program in October 2005:

93 properties were abated (either repaired or demolished).

29 of those properties were voluntarily demolished by owners.

27 properties were declared dangerous by the Arlington Municipal Court.

5 of those were demolished by the city for failing to comply with a judge's orders.

46 cases were investigated by the two-member Dangerous and Substandard Structure team.

Saturday, September 15, 2007

$24 billion plan proposed for bridges, road, casinos

COLLINSVILLE -- State Rep. Jay Hoffman, D-Collinsville, introduced a $24 billion program to upgrade Illinois bridges, roads and schools and expand gaming during a press conference Thursday.

The program would create 694,000 new jobs statewide, while providing much needed maintenance and repairs to the state's bridges, Hoffman said.

Hoffman said he planned to introduce the bill authorizing the capital program into the House on Monday. He said he expected Emil Jones, the Senate president, to bring the matter up when the statehouse veto session begins during the first week of October.

Gov. Rod Blagojevich supports Hoffman's capital projects proposal, according to Rebecca Rausch, a spokeswoman for the governor.

One of the program's top aims is to "make sure what happened in Minnesota does not become a reality here in Illinois," Hoffman said, alluding to the Aug. 1 collapse of an interstate bridge in Minneapolis that killed 13 motorists.

Money for Hoffman's capital program would come from $7 billion in federal matching funds, bond sales and $1 billion per year in new tax revenue expected to arise from a massive expansion of the state's casino industry.

Two new casino licenses would be created, bringing to 12 the total number allowed under state law. Meanwhile, the number of gaming positions -- most likely slot and video poker machines -- authorized per casino would jump from the current 1,200 to at least 2,000.

If passed into law, Hoffman's capital program would more than double the number of betting devices allowed in Illinois casinos -- from the 9,600 housed at nine venues, to 24,000 if a 10th license is awarded; though authorized, it's been tied up in litigation for years -- plus the two new casino licenses envisioned by Hoffman.

"The idea would be utilize existing casino licenses and expand their ability to increase and compete with existing states," Hoffman said during the news conference at the headquarters of International Brotherhood of Electrical Workers Local 309.

The casino expansion promoted by Hoffman would not only make the state's gaming industry more competitive with neighboring states, but also protect jobs at the race tracks, he said.

At least 3 percent of gambling revenue would be used to subsidize the state's horse racing tracks, including Fairmount Park, Hoffman said.

But gambling foe the Rev. Tom Grey warned that any casino expansion would open the door to more problems gambling brings, including bankruptcies, crime and corruption.

"If you do the math, the winners" in a casino expansion "are the casino owners and the politicians who get their money, and the losers are the taxpaying citizens that pick up the bill," said Grey, a Chicago-area Methodist minister who serves as executive director of the National Coalition Against Gambling Expansion.

The rights for the two new casino licenses envisioned under Hoffman's plan would be auctioned off, with each one fetching hundreds of millions of dollars apiece, Hoffman said.

Restaurants are cited for code violations

The Kansas Department of Health and Environment has cited several area restaurants for code violations:

--Coach's Bar & Grill, 14893 Metcalf Ave., Overland Park, was cited Aug. 13 for violations during inspections on June 14 and July 2.

Specifically, the department said the licensee had adulterated food on the premises; failed to adequately hot-hold and cold-hold potentially hazardous foods; failed to clean food-contact surfaces of equipment and utensils to sight and touch when contamination may have occurred; failed to maintain the plumbing system in good repair; failed to separate poisonous or toxic materials from food, equipment, and utensils; and had a pesticide unapproved for use in a food establishment. Also, employees failed to wash hands after handling soiled equipment and utensils and had bare-hand contact with ready-to-eat foods.

"Everything they said was right on and we corrected them immediately," said Brian Darby, owner/operator.

--Hayward's Pit BBQ, 11051 Antioch Road, Overland Park, was cited Aug. 23 for violations during inspections on June 21 and July 16.

Specifically, the department said the licensee had severely dented cans of food; failed to adequately hot-hold and cold-hold potentially hazardous foods; failed to adequately protect stored foods; failed to label ready-to-eat potentially hazardous foods with a consume-by date; failed to provide food-contact surfaces of equipment and utensils that were free of imperfections; failed to clean food-contact surfaces of equipment and utensils to sight and touch; failed to control the presence of fruit flies; and failed to separate poisonous or toxic materials from food and equipment. Also, employees stored personal drink cups in the food-preparation area and had bare-hand contact with ready-to-eat foods.

The restaurant is appealing the violations.

--Jen Jen's, 9066 Metcalf Ave., Overland Park, was cited Aug. 22 for violations during inspections on June 19 and July 31.

Specifically, the department said the licensee failed to adequately cold-hold potentially hazardous foods; failed to label ready-to-eat potentially hazardous foods with a consume-by date; failed to use safe materials for use as food-contact surfaces; and failed to clean food-contact surfaces of equipment and utensils to sight and touch. Also, employees failed to wash hands and exposed portions of their arms with a cleaning compound by vigorously rubbing together the surfaces of their lathered hands and arms for at least 20 seconds and thoroughly rinsing with clean water, and failed to wash hands after eating and before returning to food preparation.

The restaurant plans to appeal.

--Korma Sutra Cuisine of India, 7217 W. 110th St., Overland Park, was cited Aug. 22 for violations during inspections on June 27 and July 18.

Specifically, the department said the licensee failed to adequately protect stored foods; failed to adequately hot-hold and cold-hold potentially hazardous foods; failed to label-ready-to-eat potentially hazardous foods with a consume-by date; failed to clean food-contact surfaces of equipment and utensils to sight and touch; failed to protect the water supply from backflow; failed to clearly label working containers used for storing poisonous or toxic material with the common name of the material; and failed to separate poisonous or toxic materials from food and equipment. Also, employees failed to wash hands after using toilet and after handling soiled equipment and utensils, had an uncovered drinking cup stored on a food-preparation table, and had bare-hand contact with ready-to-eat foods.

Balgit Singh, the owner, said two family members died in June and in August and he returned to India. He said his employees did wash their hands in the restroom, and he is appealing the violations.

"I wasn't there, what can I do? I'm sorry for that," Singh said.

--Lucky Chinese Restaurant, 9544 Nall Ave., Overland Park, was cited Aug. 29 for violations during inspections on July 19 and Aug. 1.

Specifically, the department said the licensee failed to restrict an employee with an uncovered burn on the arm; had adulterated food on the premises (mold on grapes and strawberries); failed to adequately protect stored foods; failed to adequately cold-hold potentially hazardous foods; failed to label ready-to-eat potentially hazardous foods with a consume-by date; used unapproved materials for food-contact surfaces; failed to provide the correct concentration of sanitizing solution in the mechanical dishwasher; failed to clean food-contact surfaces of equipment and utensils to sight and touch; failed to sanitize utensils and food-contact surfaces of equipment before use and after cleaning; and had poisonous or toxic materials unapproved for the operation. Also, employees failed to wash hands with a cleaning compound by vigorously rubbing together the surfaces of their lathered hands and arms for at least 20 seconds and thoroughly rinsing with clean water, and failed to wash hands after handling soiled equipment and utensils.

"We have been changing all the incorrect things," said owner Cheng Dong Li, through a translator. "Our regular customers have been coming for 20 years. We don't want anyone to get sick from our food."

--Nick and Jake's, 6830 W. 135th St., Overland Park, was cited Aug. 31 for violations during inspections on July 24 and Aug. 7.

Specifically, the department said the licensee failed to demonstrate knowledge of foodborne disease prevention and the requirements of the Kansas Food Code; failed to adequately cold-hold potentially hazardous foods; and used food-contact surfaces that had imperfections. Also, employees failed to clean hands after handling soiled equipment and utensils, stored an open personal drink in food preparation areas, and had bare-hand contact with ready-to-eat foods.

"Nick and Jake's is very proud of its six-year history and working relationship with local and state health departments," said Kevin Timmons, partner of Nick and Jake's. "We are disappointed and a bit embarrassed that we were cited for health-code violations. Our management team is very well trained, and we will continue its sanitation training this fall as we look forward to upcoming inspections later this year."

--Cassis, 4821 W. 117th St., Leawood, appealed an April 20 citation for violations during inspections on March 14 and March 28.

Specifically, the department said the licensee failed to maintain shellstock tags (for stored shellfish) for 90 days; failed to provide the correct concentration of sanitizing solution in the dishwasher and the three-compartment sink; failed to sanitize utensils and food-contact surfaces of equipment before use and after cleaning; and failed to separate poisonous or toxic materials from food and equipment. Also, employees failed to wash hands and exposed portions of their arms with a cleaning compound by vigorously rubbing together the surfaces of their lathered hands and arms for at least 20 seconds and thoroughly rinsing with clean water, failed to wash hands after handling soiled equipment and utensils and after engaging in other activities that contaminate the hands, and stored open personal drinks in food-preparation areas.

The restaurant has made substantial improvements from the time of the first inspection, the department said, so the penalty was reduced from $750 to $375.

Kansas City violations

The Kansas City Missouri Health Department closed Niecie's Restaurant, 5932 Prospect Ave., from 4 p.m. Aug. 16 through noon Aug. 17, for eight critical violations that posed an "imminent health hazard," along with seven noncritical violations.

Specifically, the department said the licensee applied chemical sanitizers and other antimicrobials to food-contact surfaces that did not meet requirements; utensils and food-contact surfaces of equipment were not sanitized before use after cleaning; potentially hazardous cold food was not maintained at appropriate temperatures; equipment food-contact surfaces and utensils were not clean to the sight and touch; refrigerated, ready-to-eat, potentially hazardous food prepared and held in a food establishment for more than 24 hours was not clearly marked to indicate the date or day by which the food shall be consumed on the premises, sold, or discarded; and food was not protected from cross-contamination. Also, the employees did not wash hands and exposed arms according to food code guidelines, and ate, drank or used a form of tobacco in designated areas where there could be contamination of exposed food or equipment.

Noncritical violations: No hand-cleaner by hand-washing lavatory; in-use utensils not properly stored between uses; equipment not in good repair; physical facilities not maintained in good repair and cleaned as often as necessary; mops not allowed to air dry after use; sawdust/wood shavings/granular salt used on floors; floors/walls/ceilings not smooth and easily cleanable and/or utility lines unnecessarily exposed; each hand-washing lavatory or group of adjacent lavatories not provided with disposable towels or heated-air hand drying device.

"All of those things that the health department had in their report did not exactly happen the way it was written in the report and we got right back open the next day," said Denise Hayes, owner. "And I've never been a health hazard to my city, and I've been a part of this community, serving this community, for over 25 years."

The Kansas City Missouri Health Department also temporarily closed the kitchens of the following operations in August, usually for less than a day, because of sink backups: Williams-Sonoma, 4764 Broadway; Coyote Cantina & Mexican Grill, 4815 S. Noland Road; Lipari Sun Fresh, 11212 Holmes Road; King's Chef, 1660 E. 63rd St.; Cherry Street Food Court, 615 E. 13th St.; and Church's Chicken, 5500 Prospect Ave.

The Cityscape column runs Tuesdays and Fridays in the business section. To reach Joyce Smith, call 816-234-4692 or send e-mail to jsmith@kcstar.com.

Wednesday, September 12, 2007

Candlewood Suites treats its suite attendants

The people who make hotel rooms a paradise for guests will soon get a little taste of nirvana themselves.

Candlewood Suites will be giving its maids a maid of their own during International Housekeeper's Week, which is this week.

The offer is a thank-you from Candlewood to its 700 or so suite attendants for helping the company -- owned by London's InterContinental Hotels Group, whose U.S. headquarters is in Atlanta -- install new bedding for 11,000 beds over a two-month period earlier this year. Candlewood has 140 properties throughout North America.

"This is a great way for us to recognize our suite attendants in all that they do," said Gina LaBarre, Candlewood's vice president of brand management.

Each attendant will be given a certificate good for one day of cleaning from national firm Molly Maids. Parties also are being planned to honor the attendants.

"It really gives back in such a way that is really special for us," LaBarre said. "They are the unsung heroes."

Proposed building would include hotel, storage and offices

A Bradenton developer is proposing to build a combination hotel, storage facility and office complex at the northern portion of Palmetto off U.S. Highway 41.

The proposed Palmetto Gateway Centre would be located on about 17 acres at 3300 U.S. 41, near the Bayshore Inn motel.

Daryl Brown, the developer of the project, said about 120,000 square feet would be devoted to a Store N More self-storage facility. Another 17,000 square feet would be devoted to office space, Brown said. Brown is also proposing construction of a 90-room hotel at the location.

"I would call it mid-priced. In other words, it's not a Ritz-Carlton but it's not low-end either," Brown said. "It's generally intended to appeal to the traveler and those who would be using the conference and convention center in Palmetto."

A hotel operator has not yet been identified, Brown said.

Along with a car wash, Brown also plans to construct 65, 1,000-square-foot recreational vehicle condominium units at the rear of the property, he said.

"The concept," Brown said, "is to appeal to a large segment of people that have the large RVs, where they can pull in to a completely high-security, well-maintained area, clean out their holding tank, wash off their unit if they want to, press a button and pull into their own concrete garage. They would park it there when they're not using it. I think there's a tremendous need for this kind of usage."

The portion of the U.S. 41 corridor near the proposed site has been barren of significant development for some time.

Just last week, it was announced that the Bayshore Inn motel, long considered an eyesore, had been acquired for $2.5 million and was about to undergo improvements.

While realizing some may get the wrong impression of a self-storage site coming to the area, Brown, who has built two other Store N Mores in Manatee County, insists that the project, if approved, will be an asset to the area.

"We plan to build something that will be a beautiful entry into Palmetto from the north that everyone can look to and see as a very beautiful landmark for that community," Brown said. "That's the intent. The storage facilities we build don't look like storage facilities. They look like a college campus or an office building."

Brown anticipates the planning department making a decision on his site plan and request for zoning change from medium neighborhood commercial to planned development within roughly two weeks.

Saturday, September 8, 2007

New development to include hotel, retailers, restaurant

A new development underway along Jimmie Dyess Parkway will include a 72-room hotel, stores and an Italian restaurant.

Hawthorn Suites, an extended stay hotel, will be the centerpiece of a 3.5 -acre development on the parkway where it turns into South Belair Road near Interstate 20.

The suite-style limited-service hotel will feature the usual amenities, including wireless Internet, a fitness room, a pool and a breakfast bar, said co-owner A.K. Gulati, also the spokesman for the hotel's parent company, SNAK Properties LLC.

Next door will be a $1.5 million retail center that Mr. Gulati hopes to break ground on in the next two to four weeks. The 6,000-square-foot center will include retail and office space, though no other tenants have been confirmed.

He said he hopes to have the center built by March or April, also in time for the Masters.

The development also will include the area's first Amici Italian Cafe, a mid-priced regional restaurant chain. The Covington, Ga.-based chain also has locations in Athens, Milledgeville and Madison.

Twenty of the Hawthorne Suites rooms will come equipped with a full kitchen. The hotel also will include 500-square-feet of meeting space.

He said the four-story, $4 million hotel, with rates at around $80 a night, should be ready by January or February, in time for the Masters Tournament.

Between the Masters, demand from Fort Gordon and Augusta's economic growth, it's a good move, he said.

So far its been a good year for hotel development. Close to 200 rooms have been added this year, said Barry White, president of the Augusta Metro Chamber of Commerce.

Occupancy through July of this year was up 4.1 percent, to 62.9 percent compared to the same time last year, said Mr. White, citing data from Smith Travel Research.

The average room rate also is up 4.2 percent to $72.11, while hotel revenue has increased 6 percent, he said.

Nylo Plano At Legacy Decorates Walls With Local Masterpieces

NYLO Plano at Legacy, the inauguralproperty of NYLO Hotels, announced today the winners of the first NYLOArt Competition, which began in April 2007. NYLO Plano at Legacy soughtartists who could reflect the creativity and passion of the local arttalent within the DFW Metroplex. The hotel, along with The ArtInstitute of Dallas and the Plano Art Association, embarked upon asearch for original paintings and photography to be displayed in thehotel guest lofts, corridors and public spaces. NYLO Plano at Legacy isproud to announce six local winners for their summer contest: AmandaSmith, Sharon Neel Bagley, Nicole Morrow, Jason Janik, LorraineHaan-Stewart and Darrell Moseley.

"The community really rallied behind the contest as indicated with theunbelievable quality of over 500 pieces submitted," says Patrick O'Neil,Senior Vice President of Operations for NYLO Hotels and General Managerof the NYLO Plano at Legacy Hotel. "We couldn't be more excited by thesupport that we have received and we are very appreciative of everyone'sefforts. It was difficult to narrow them down to just a few, but wefinally were able to select those that best fit the look and feel of ourhotel space. I am thoroughly impressed with the immense talent whichthese artists have displayed and we are proud to house their works."

NYLO Plano at Legacy sought pieces with different mediums and themes tobe displayed throughout the hotel. Of the six winning pieces chosen,four artists' works are photographs and two are paintings. Paintingselected for the guestrooms will be will be reproduced using the gicléeprocess, in order to preserve the original integrity of the artwork.

A self-taught painter from the Dallas area, Amanda Smith's winning pieceLife won First Place in the "Guest Loft" category. Made of an oil-basedmedium, Life reflects Smith's love for nature and the use of warm,blended colors. NYLO Plano's Second Place winner in the "Guest Loft" category is SharonNeel Bagley, a graduate of University of North Texas with a Bachelor ofFine Arts. Her piece, Con intensita, Appassionato and Agilmente,captures sound in a visual manner. Bagley photographed smoke whilemusic is being played in order to capture a moment in time where smokeintermingled with sound waves.

The L Series, a 47"x 47" series of three black acrylics on natural fiberpieces was painted by Nicole Morrow, a senior at University of TexasDallas earning her Bachelor of Art in Visual Art. Her Third Place serieswas painted with four inch carpenter brushes. Morrow describes her workas reflective and honest, although she says some categorize the works as"moody." Live, Learn and Loss will be displayed in the hotel's publicareas.

Jason Janik is an award-winning photographer from Dallas whose Rodeo andRock n' Roll pieces won First Place in the "Corridor" category of NYLO'sart contest. Janik's works have been published in Dallas Morning News,Harder Beat magazine, Spin magazine, Quick magazine, Bloomberg News,American Profile magazine, and various other publications as well asbeing displayed by Jive Records and Toucan Cove Records.

Embrace, Star of Bethlehem and Solace, a series of three photographs byLorraine Haan-Stewart won Second Place in NYLO's "Corridor" category.Haan-Stewart is a British-born artist who moved to Keller, TX just threeyears ago. Stewart describes her art as focused on light. She says, "Mywork is predominantly black and white and mainly still life. For me, thequality of light determines the mood of my photographs and 90% of thetime I will use daylight with diffusers to light my subject. I want mysubjects to have a 'dreamy' quality so whether it's of flowers, a scene,or a portrait, my approach to lighting is to achieve an ethereal look."

Darrell Moseley is a jack of all trades. A photographer, plumber,family man and children's book author, Moseley found time to produceFrisco Frog and Windmill, both photographs captured in Frisco, Texas.The artist's photos mainly focus on preserving some of the past of theMetroplex. The impressive photos won him Third Place in the "Corridor"category of the contest.

All winners chosen for the guestroom and corridor categories willreceive a variety of prizes, including entrance to the property's grandopening party and artist profiles on the NYLO Web site, for the topthree pieces. All the artwork will be for sale at the hotel and at thecompany website, www.nylohotels.com, with the proceeds going to theartists and to charity.

ABOUT NYLO PLANO

Designed by America's Top 20 architects/designers, Stephane Dupoux, NYLOPlano is NYLO Hotel's first property in the new lifestyle hotel market.With more than 2,100 square feet of meeting space and 176 guestrooms,all loft accommodations feature 300 square feet of bright, airy livingspace, including 10-foot ceilings, exposed brick walls andfloor-to-ceiling windows. The property offers a Pure Floor withallergy-friendly guest lofts and NYLO's signature ultra-social livingarea, The Loft, which incorporates a state-of-the-art business center,comfortable working library, fully-equipped workout facility, originalartwork and entertainment by local artists, boutique shop and restaurantfeaturing sophisticated comfort cuisine.

Located in the heart of the master-planned community of Legacy, thehotel is convenient to the Dallas Tollway, expansive Stonebriar Mall,thriving Shops at Legacy, Dr. Pepper Ballpark, StarCenter and the city'stwo major airports.

About NYLO Hotels

Atlanta-based NYLO Hotels offers a new class of hotels that combines thedynamic qualities of urban residential loft-style living with thebest-of-the-industry features of leading hotel brands. The propertieswill feature bright, spacious loft accommodations; state-of-the-artbusiness center; gym, and 24-hour, healthy-alternative restaurant andbar. They will cater to business travelers seeking an energizedalternative to the bland, one-size-fits-all experience typically foundin mid-priced lodgings. For more information, visit www.nylohotels.com.

Wednesday, September 5, 2007

Tourism push aims for unity

Nine county convention and visitors bureaus in Northeast Ohio will meet next month for the first time to discuss travel and tourism as a part of a new marketing campaign called "Cleveland Plus."

The new campaign, referred to as "Cleveland + Akron + Canton + Youngstown," allows communities to be added to the logo and tap into marketing efforts.

The Sept. 11 Travel Summit will be held at the Hilton Garden Inn in downtown Cleveland.

Representatives from the convention and visitors bureaus of Akron, Canton-Stark, Medina County, Ashtabula County,Geauga County, Lake County, Lake Erie Islands, Lorain County and Youngstown were invited, along with the membership base of Cleveland Plus.

The Cleveland Plus campaign is an alliance of three groups -- the Greater Cleveland Partnership, the Cleveland Convention and Visitors Bureau and

the economic development group called Team NEO.

"The idea is to share information, to work together to develop a plan to promote the areas as a region and to take advantage of the marketing available," said Samantha Fryberger, director of communications for the Cleveland Plus Marketing Alliance. "It's not the first time we have met with the bureaus we meet with them often but it's the first time we've come together as an entire group."

She said travel trends will be discussed, as will ways to focus on some of the key attractions in surrounding areas.

"Cleveland is centrally located, but we can recommend wine and Amish country and amusement parks all within an hour and a half of Cleveland if people want to extend their stay."

"The summit will give the CVBs (convention and visitors bureaus) an opportunity to review the 2008 marketing plan and see what direction they may want to take," said Tami Brown, vice president of marketing for Cleveland Plus. "For example, it will give members a chance to buy co-op ads (sharing ads), pooling resources to get more impact for less money.

"Take the subject of parks -- They are all treasures, but they are also different. Some are more formal, others are noted more for history, so we want to emphasize the proper themes to each park, from history to arts and culture."

A brainstorming session will help define key attractions in each area.

The day will start with a global view and then move on to local efforts.

Brown said Gary Oster, senior vice president of business development for the Travel Industry Association of America, will discuss national and international trends in tourism, including "emerging voluntourism" people taking a vacation to do volunteer work, such as building a house.

Albany asked to rethink project now estimated to cost $300 million

The state is asking the Albany Convention Center Authority to re-examine its plans with an eye to possibly downsizing. The request came after board Chairman George Leveille recently estimated the project to build two hotels and a convention complex could cost $300 million, $100 million more than originally forecast.

"We've got to start thinking about how we construct this thing: Do we downsize it?" Leveille said. "We'll look at it and we'll give our opinion as to whether it's viable."

Jeffrey Gordon, a spokesman for the state Division of Budget, confirmed that message had been delivered during a recent meeting.

"We are asking them to review the project to see where they could achieve efficiencies or streamline the project to reduce costs," he said.

The plans call for a full-service hotel with 250 rooms and a 150-room hotel with more limited amenities. The convention center would include a 60,000 square foot exhibit hall, a 25,000 square foot room that could be used for multiple purposes, and a 22,350 square foot ballroom. A skyway would connect it to the county-owned Times Union Center for additional exhibit space.

The project is proposed to be built on Hudson Avenue between Liberty and South Pearl streets.

To be successful, Leveille said, it has to be built to attract the right mix of organizations, and reducing its size could make that unattractive.

"It is not as simple as just downsizing," he said.

The funds for the project would come from a $75 million state grant and a 3 percent hotel tax. The city also is being given $192 million in state aid that can be used to guarantee bonds. The increased cost estimate means the authority will have to seek additional funds, Leveille has said.

The authority is getting close to naming the three key firms that would determine a more exact cost estimate: a construction manager, a design team and operators for the hotel and convention center.

The board has asked two companies to provide proposals to oversee construction: Turner Construction and a partnership between Gilbane Inc. of Providence, R.I., which has an Albany office, and the local firm BBL Construction Services.

Another two firms are finalists to lead the design team: HNTB Architecture of Kansas City, Mo., and a joint venture between Atlanta-based architects Thompson, Ventulett, Stainback and Associates and the Albany firm of EYP.

Both contracts are expected to be approved by the board next month.

Michele Vennard, a member of the authority board, will recuse herself from voting on the design team because two firms have said they may use Clough Harbour & Associates, which is led by her brother, attorney Robert Ryan told the board.

Three operators were asked to submit detailed proposals for operating the hotel and convention center. One firm has proposed to run just the center.

The three that propose to run all the properties are: Waterford Hotel Group of Waterford, Conn., which operates the convention center in Hartford; local firm BBL Development Group teamed with Ocean Hospitalities Inc. of Portsmouth, N.H.; and Starwood Hotels and Resorts Worldwide Inc. of White Plains.

SMG of Philadelphia, which runs the Times Union Center, has applied to run just the convention center.

A request for quotes should go out next week, said authority board member Brad Rosenstein. They are due back the same day the convention authority next meets, Sept. 29, so a selection probably won't be made until October.

"It's the most critical decision of all for the future of this project," Rosenstein said.

Once the contractors are picked, Leveille said, they will begin to put together more precise numbers on costs.

"The last stage is really to develop our cost estimates," he said.

With those in hand, he said, the authority will be in a better position to decide on what should be built and how to pay for it.

O'Brien can be reached at 454-5092 or by e-mail at tobrien@timesunion.com.

Monday, September 3, 2007

Goldman Sachs, private firm to pour $1 billion into Global Hyatt

Global Hyatt Corp. disclosed late Wednesday that a private investment firm and an investing group affiliated with Goldman Sachs Capital Partners have agreed to make a $1 billion equity investment in the Chicago-based hotel operator.

The money received from selling the minority stake to the investors 'will be used primarily to provide liquidity to the Pritzker family interests that currently own global Hyatt,' the closely held company said.

The company also hinted strongly that the buy-in means Hyatt won't be going public anytime soon.

'Consistent with previously announced plans,' said Global Hyatt Chairman Tom Pritzker, 'we are ... restructuring our family's holdings.'

As part of the family's strategic planning, he said, 'we considered opening up our shareholder base to an investor or investors who shared our vision and could facilitate the implementation of the company's strategy.'

The buy-in includes Madrone Capital Partners, an investment firm affiliated with investor Rob Walton and his family.

'As we considered the criteria we would use,' Pritzker said, 'Rob Walton's family interests and Goldman Sachs emerged as possessing the key attributes we sought.'

A representative of Madrone and a representative from the Goldman group will join the Hyatt Global board.

Further details about the transaction weren't disclosed.

The addition of the new investors, with their 'long-term horizons,' said Pritzker, 'will allow us to further our restructuring efforts without affecting Global Hyatt's financial capacity to grow and execute on our business plan.'

With the sale of a stake to the Madrone/Goldman investors, he said, 'we believe we have served the interests of both the company and its shareholders.'

Pritzker appeared to suggest that, despite speculation that the company might be planning to go public, such a move isn't in the cards now that the family has cashed out a portion of its investment in Hyatt.

'While we have previously spoken about making Global Hyatt 'public ready' in terms of its reporting and financial controls, we have no specific plans to access the public markets at this time.'

Princess resort rewards guests who go 'green'

Pull up to the Fairmont Scottsdale Princess in a Prius and the resort will park your car for free.

Hoping to encourage environmental stewardship, the upscale north Scottsdale property is waiving its $23 a night valet fee for hybrid car drivers, said Jennifer Franklin, Fairmont spokeswoman.

"We're getting our guests involved in our green efforts," said Franklin, who is part of the Scottsdale hotel's "green team" of employee volunteers who think up ways to conserve resources.

The free valet service for hybrids is clearly more a reward than a big energy saver.

"It's just a nice extra level of service," she said. "People who drive hybrids are tuned in to green options."

While the luxury chain is committed to environment-friendly initiatives, each property designs its own eco-programs, Franklin said.

The Fairmont Scottsdale has several, from recycling just about everything to an educational ecotrail to replacing plastic bottles of water with pitchers and glasses for meetings, Franklin said.

But she admits the Scottsdale team borrowed the free valet idea from the California Fairmonts. All five of them plus Quebec's venerable Fairmont Le Chateau Frontenac are comping parking fees for hybrid car drivers.

The free valet service at the Fairmont Scottsdale was launched a couple of weeks ago, and so far only about five guests have taken advantage of it, Franklin said. But she expects the perk to be popular with more alternative vehicle drivers when word gets out -- including those who fly to the Valley from elsewhere as rental car companies increasingly offer customers the option of renting a hybrid.

Enterprise Rent-A-Car, which claims to be the largest U.S. carrental company, said it has more than 3,000 gas or electric alternative-fuel vehicles and will take delivery of 1,500 additional hybrids this fall.

The company has 33 Toyota Camry and Prius hybrids in its Valley fleet, said spokeswoman Christy Conrad.

The hybrids rent for about $10 a day more than nonhybrids the same size, but "if you drive any distance you make that up pretty quickly," she said.

Rachel Sacco, president of the Scottsdale Convention & Visitors Bureau, said environmental concerns are among the hottest tourism topics nationwide, and she's excited about the Fairmont Scottsdale's initiative.

"It's making a conscious statement that these are things we value," Sacco said.

Developers want permits to raze buildings near KU campus

The former home to a Yello Sub and the current location of The Crossing bar are targeted for demolition, part of plans to build a new 110-room hotel and retail complex on the site just off the northern edge of Kansas University's main campus.

Developers hope to secure permits by mid-October, to open up options for demolition by early next year so that construction could begin by May.

"We've heard nothing but positive support from businesspeople, city leaders and university leaders," said Tim Homburg, project architect. "Everybody's been very supportive. We know these things take time. We're just forward thinking, to make sure we get all our ducks in a row to do this."

Thomas Fritzel, a partner in Triple T LLC, filed applications last week to demolish structures northeast of 12th and Indiana streets:

--618-620 W. 12th St., home to The Crossing, a bar that includes an outdoor porch. A building out back, home to a burrito shop, also would be razed.

--1144 Ind., a commercial building formerly home to Yello Sub. The building also includes Beat the Bookstore, which remains open.

An application to raze a third site -- a single-family home containing four rental units at 1142 Ind. -- was submitted but quickly put on hold, at least for now, because the units are leased.

Triple T's applications are open to public comment for several weeks. The demolition permits cannot be issued until Triple T either secures permission from the Historic Resources Commission -- an appointed group that reviews development plans affecting landmarks -- or otherwise wins approval from the Lawrence City Commission.

Historic resources commissioners were unable to reach a consensus during their first meeting to review plans, conducted Aug. 16. The appointed commissioners are charged with reviewing the project, because it is proposed for property near a historic home and district listed on the National Register of Historic Places.

Historic resources commissioners are scheduled to resume their review Sept. 20, during a meeting also set to include consideration of Triple T's permit applications.

Both the demolition and construction proposals will be considered as a single package, said Lynne Braddock Zollner, the city's historic resources administrator. She's already recommended that the project be rejected, saying the building would be too large to fit in with the historic character of the area.

"It's going to change the skyline for Lawrence," said Zollner, who acknowledged that Lawrence city commissioners would have the final say on whether the project moves ahead. "Based on the drawings we have, you'll see it from I-70. You'll see it from K-10. I think this is larger than just the preservation issue."

Homburg, the architect, said that he'd heard plenty of support for the project from nearby residents -- including members of the Oread Neighborhood Association and Carol von Tersch, who lives in the landmark-listed Snow residence nearby.

Among the bigger issues that developers have been dealing with is coming up with a name for the planned hotel, he said. Initial plans called for "Eldridge on the Hill" -- as owners of the downtown hotel are developers in the current project -- but now they're using "Oread Inn" as a working name, so as not to create any historic confusion.

"If the biggest issue we have is the naming of the hotel, I think we've done pretty well for ourselves at this point," Homburg said.

Sunday, September 2, 2007

Electricity to Americus Center will be cut, but lawyer warns Allentown may be 'in for a hard time

Allentown intends to follow through on its threat to cut power to the closed Americus Center hotel, trying to "motivate" the owner into redeveloping it or selling it to someone who will.

The city had hoped to cut off the power Friday, but will delay that for a while to allow AT&T to move the wireless telephone equipment it has on the hotel roof.

"We will turn the power off," city solicitor Jerry Snyder said. "It is going to happen."

The date remains undetermined, he said, while the city works with AT&T to give it time to relocate. But he said the shutoff will come soon.

"Are we going to wait until Christmas?" Snyder said. "No."

The move is the latest in the city's battle to redevelop the 13-story property, which is owned by Americus Center Inc., whose majority shareholder is Mark Mendelson of Lower Merion Township, Montgomery County.

After several years of haggling, the city has become more aggressive in trying to force the property at Sixth and Hamilton streets back into use.

Snyder and Mayor Ed Pawlowski said it is Allentown's duty to turn off the electricity because the combination of a leaky roof, poor wiring and piles of combustible trash and furniture make the high-rise a fire hazard and a danger to firefighters.

An attorney for Americus Center Inc., Richard DeMarco of Philadelphia, said the city has not notified his client of the planned power shutdown.

He questioned the legality of the city entering private property to cut the power.

"If they're going to just walk into the property or bust into it like Elliott Ness, they're in for a hard time," he said.

DeMarco said the city should get a court order declaring the property a public nuisance, which would give the city the authority to correct problems. Without an order, he said, the city would be trespassing.

"If it's as bad as they say it is, they should have no problem getting an order from a judge," DeMarco said.

The city maintains it does not need a court order because Allentown's home rule charter provides the authority. Pawlowski said, however, the city probably would get a judge to sign a warrant allowing entry.

DeMarco questioned whether there is enough evidence to get a warrant. He challenged whether the charter provides authority to declare a property a nuisance, because federal private property rights supersede city law.

"You still have to abide by the Constitution," he said.

Americus Center Inc. and the city have battled for years over the hotel's condition. City officials view the high-rise, which is well-recognized in the Allentown skyline, as a significant property that must be redeveloped for the downtown renaissance to take its next big step.

The hotel was built in 1926-27 and named for Italian explorer Amerigo Vespucci. It is in the National Register of Historic Places.

The hotel's upper floors have been closed since 2002, when the city declared them unsafe. This spring, the city erected scaffolding over the sidewalks to protect pedestrians in case pieces of the facade fall.

The city has been threatening to shut off power since spring, when it evicted four businesses from the hotel's ground floor in preparation for doing so. The hotel's owner asked the state Public Utility Commission to prevent a shutoff.

The PUC ruled last month it had no jurisdiction because the city, not power company PPL Corp., intends to turn off the electricity, and the city is not a public utility.

City officials hope that forcing out AT&T and other communications companies that lease roof space will increase the pressure on Mendelson's ownership group by cutting off a source of income.

"I'm hoping to motivate him," Pawlowski said.

A company spokeswoman said AT&T is looking for an alternate site.

While city officials believe several companies have equipment on the roof, they notified only AT&T of the power shutoff because it is the only company the city has an official record of as having equipment there.

Testimony at a PUC hearing this year indicated Sirius Satellite Radio also has equipment on the roof.

Bali welcomes Starwoods' first in Indonesia

W Bali marks the brand’s fourth retreat & spa in the world and first property in Indonesia, the property will open in 2009.

W Retreat & Spa–Bali will be the brand’s fourth retreat in the world, following the award-winning W Retreat & Spa-Maldives, which opened in September 2006, and the impending openings of W Retreat & Spa-Vieques, scheduled to open in late 2008, and W Retreat & Residences-Koh Samui, scheduled to open in 2009.

The newly built W Retreat & Spa-Bali will be located in the Seminyak area on the paradise isle of Bali, featuring 232 rooms, including 80 luxury villas. Developed by PT Dua Cahaya Anugrah (“DCA”), W Retreat & Spa–Bali is situated in the southern seas with a story-book setting of sun-drenched beaches, rustic villages, fertile plains and sculptured rice terraces. The retreat’s 157 guest rooms will provide direct ocean views and its 80 villas will reflect designs of a traditional Balinese courtyard featuring a private pool for guests to enjoy a personal refreshing experience.

“Following the success of our first W Retreat & Spa, the award-winning W Maldives, W Retreat & Spa–Bali is a terrific extension of our brand’s growth in the Asia Pacific region,” said Ross Klein, President, Starwood’s Luxury Brands Group. “The rich and deeply spiritual culture of Bali, combined with the cosmopolitan style and energy of Seminyak, provides a perfect setting for the newest edition to our Retreat & Spa product offering. With the announcement of W Retreat & Spa-Bali, the W brand continues to extend beyond the boundaries of everyday travel, offering a magical mix of sexy destinations and sublime design.”

“We are very excited to partner with Starwood on this project and to introduce the W brand to Bali. We feel that the W signature design and cosmopolitan ambience are a perfect fit with our vision for the project,” said Magda Hutagalung from DCA. “Its unrivaled location in Seminyak will set a new benchmark for luxury accommodation in Bali,” added Zamzam Reza from DCA.

"We are thrilled with the signing of W Retreat & Spa-Bali, marking the entry of the W brand into Bali, undeniably one of the top-rated resort destinations in the world,” said Miguel Ko, President, Starwood Hotels & Resorts, Asia Pacific. "The W Retreat & Spa - Bali will be a unique alternative to the more traditional Bali resorts. Located on a seven hectare absolute beachfront site in Seminyak, the resort will be within walking distance to Bali’s most trendy boutiques, galleries, restaurants and clubs. This addition of this retreat, coupled with The Luxury Collection, Le Meridien and Westin properties will certainly strengthen our presence in Bali,” added Ko.

The resort will offer a uniquely W dining experience with two gourmet eateries – W Kitchen and the retreat’s waterfront signature restaurant – a poolside destination bar and the W Living Room. In addition to W The Store, the brand’s retail component, a spa, pool and health center, guests will be able to indulge in the W brand’s signature Whatever/Whenever concierge service that provides guests with whatever they want, whenever they want it.

Bali is one of the 17,508 islands which make up of the archipelagic Republic of Indonesia. For the first half of the year, foreign arrivals to Indonesia neared the 750,000 mark, hitting 745,949 tourists, a figure well on the way to targeted arrivals of 1.3 -1.5 million for the year. Comparing the first six months of 2007 with the same period in 2006, Bali's arrivals increased an astounding 35 percent.

Gas prices don't dent travel in the Carolinas

When Carolinas residents head out this weekend for the Labor Day holiday, their trips will cap an uneven summer season for the states' tourism industry.

While hotels across North Carolina filled more rooms than last summer, occupancy in South Carolina dipped, due in part to more rooms in markets such as Myrtle Beach.

More people visited attractions such as the Outer Banks and the Biltmore Estate, but traffic on the Blue Ridge Parkway dropped from last summer.

In June and July combined, N.C. hotel occupancy was up about 2 percent over last year, according to Smith Travel Research, a Tennessee firm that regularly compiles hotel industry data.

The increase came as room rates rose about 7 percent and the number of rooms remained almost the same, said Lynn Minges, executive director of the state's tourism division. Those factors combined to boost revenues this summer.

Most visitors to N.C. destinations come from within the state and nearby states, Minges said. Since those trips don't cover many miles, she said, visitor traffic hasn't been affected by gas prices.

"We tend to do well when gas prices are high," Minges said, explaining that vacationers can offset fuel costs. "They may eat out a little less. They may spend less on gifts and souvenirs."

South Carolina also is a big market for auto travelers, who make up about 85 percent of the state's visitors, said Marion Edmonds, a spokesman for the state's tourism department.

Occupancy rates dropped at S.C. hotels this summer, Edmonds said, in part because the state has about 2 percent more hotel rooms. That means there could be more guests than last summer, he said, but the larger inventory of rooms would result in a lower occupancy rate.

"It essentially washes out," Edmonds said.

The average room rate and revenue were up in June and July, according to Smith Travel Research. In addition, Edmonds said, that report doesn't include "that growing universe of accommodations" such as small inns, bed-and-breakfasts and beach cottages.

When you consider that, Edmonds said, "I think we're in a pretty stable situation."

Accommodation tax revenue up

A Myrtle Beach tourism official echoed Edmonds, saying revenue from accommodation taxes is a better measure of visitor traffic. That revenue is up 5 to 10 percent this summer, said Nicole Aiello, a spokeswoman for the Myrtle Beach Area Chamber of Commerce.Other oceanside destinations, though, saw unmistakable gains.

Visitor traffic at the Cape Hatteras National Seashore jumped 11 percent in June and 48 percent -- from about 313,000 people to almost 465,000 -- in July, according to National Park Service statistics.

Carolyn McCormick, director of the Outer Banks Visitors Bureau, said the region benefited from a beach on Ocracoke Island being named the best in the U.S. That honor came from Stephen Leatherman, a Charlotte native known as "Dr. Beach" for ratings he has issued since 1991.

Also, McCormick said, the national seashore has no entry fee; the only cost comes when you want to climb to the top of the Cape Hatteras lighthouse. McCormick said she expects the revenue for paid accommodations -- including campgrounds and rental homes -- in the Outer Banks to be 15 to 20 percent higher than last year.

Across the state, Asheville also expects higher lodging revenues this summer, said Dodie Stephens, a spokeswoman for the city's convention and visitors bureau. About 90 percent of visitors come by car, Stephens said, and hotel room revenues in July were up more than 7 percent over the same month in 2006.

One of the area's biggest draws, the Biltmore Estate, had almost 300,000 visitors this summer -- a 5 percent increase from last year, said Julie Hanser, vice president of attraction marketing at the estate. "And we had a great summer last year," she added.

This year was the second that Biltmore admitted children 16 and younger for free, Hanser said. Although admission prices at the gate rose slightly, she said, the estate also offers discounted tickets when bought online.

Another of North Carolina's most-visited attractions, however, didn't get as many visitors this summer.

Almost 2.1 million people traveled some part of the Blue Ridge Parkway -- which extends into Virginia -- in June, down more than 3 percent from June 2006. July's traffic was off even more, with just over 2 million visitors -- a nearly 13 percent drop from more than 2.3 million last year.

"That is a little bit of a shock," park ranger Yolanda Gibson said Thursday. "The irony is that (attendance in) our campgrounds are up."

Hotel Room Stays

Occupancy rates for N.C. hotels and motels increased from last summer, while rates for S.C. hotels and motels dipped slightly.

North Carolina Month Occupancy rate Change from June 2006 June 2007 68.8 +2.8% July 2007 66.7 +1.8%

South Carolina Month Occupancy rate Change from June 2006 June 2007 70.3 -0.4% July 2007 70.0 -2.5%

Source: Smith Travel Research, via state tourism offices.