The Clubhouse: a Hybrid Hotel and Office Facility

The Clubhouse: A Hybrid Hotel and Office Facility

by Travis Hatch B.A. in International Studies, May 2011, University of Utah

A Thesis submitted to

The Faculty of The Columbian College of Arts and Sciences of The George Washington University in partial fulfillment of the requirements for the Degree of Master of Art

May 17, 2015

Thesis directed by

ii Abstract

The Clubhouse: A Hybrid Hotel and Office Facility

Business travel accounts for approximately 50% of all hotel stays, and hotels increasingly cater to this class of traveler. Back in the office, many companies seek to provide their staff with on-site, hotel-like amenities, such as fitness centers, on-site catering, restaurants, cafes, and even hair salons, in an effort to increase productivity, by keeping staff satisfied and at work longer. Providing on-site amenities in office buildings has been shown to improve employee satisfaction and retention, with the potential for increased productivity. While providing first-class amenities can be too costly an endeavor for some businesses to undertake alone, it is one already assumed by many hotels in order to be competitive. Combining operations would distribute the associated costs and allow for a wider array of services to be offered, as has been evidenced by existing models, such as mixed-use developments that combine hotels with residential and retail aspects.

The Clubhouse is a model for a hybrid facility, including an upscale, urban hotel and high-end office suites, with shared operations, circulation and use of amenities. It seeks to meet the needs of two differing design programs under one roof, creating atmospheres conducive to business and inviting for hotel guests, without jarring transitions. In order to execute this, the design explores the concept of hybrid and overlapping, which the two-sided facility embodies. Through the manipulation of light, sound, color, and accessory, the design will gradually transition along a gradient, producing a cohesive aesthetic suitable for all parties.

iii Contents

Abstract iii Figures v Preface vi Thesis Statement 1 Chapter 1 Trend: Hotels Are Catering to Business Travelers 2 Trend: Firms Are Providing More Office Building Amenities 3 Case Study: The Googleplex 6 Further Proof of Concept: The 1980s Experience 7 Chapter 2 The Clubhouse Project in the Context of Mix-Use Development 9 The 20-Minute City Meets the 5-Minute Business Experience 12 The Business Case: Why the Clubhouse Design Makes Economic Sense 13 Case Study: The Westin Galleria Houston 14 Trend: Joint Hotel-Residence Developments Are on the Rise 15 Chapter 3 The Clubhouse Concept 19 Dichotomy of Office and Hotel Designs 20 Gradient Approach for the Clubhouse Concept 25 Methodology of implementation 27 Chapter 4 Criteria for the Site and Design of the Clubhouse 32 Site: 1801 K Street NW 33 Programming 35 Conclusion 43 End Notes 44 Bibliography 51

iv Figures

Figure 1: Venn diagram highlighting proposed shared services, created by the 19 author Figure 2: Adjacency matrix for The Clubhouse, created by the author 22 Figure 3: Gradient approach in design of shared spaces, created by the author 25 Figure 4: Office lobby rendering, created by the author 28 Figure 5: Mid-level lounge rendering, created by the author 29 Figure 6: Mid-level lounge slab opening and conference room rendering, 29 created by the author Figure 7: Hotel lobby rendering, created by the author 30 Figure 8: Exterior of 1801 K Street NW, Washington, DC, photo taken by the author 33 Figures 9 : Site plan of 1801 K Street NW, created by the author 34 Figure 10: Stacking diagram of 1801 K Street NW, created by the author 35 Figure 11.1: Programming square footage requirements, created by the author 37 Figure 11.2: Programming square footage requirements, created by the author 38 Figure 12: Level 1 floor plan, created by the author 39 Figure 13: Level 2 floor plan, created by the author 40 Figure 14: Level 3 floor plan, created by the author 41 Figure 15: Level 4 floor plan, created by the author 42

v Preface

The idea for the Clubhouse first came to me, while working as a decorator. A client of mine moved his business into a downtown office suite, with views of the White House. Being in such a fantastic location, he wanted to recreate his office into a place worthy of entertaining clients. The existing fluorescent lights and traditional office furniture didn’t fit the bill, and his vision was for something avant garde. Almost instantly, I decided to abandon typical office layouts, and instead created a design based on a hotel lounge. Having always loved hospitality design, the visual hybrid was enchanting to me. I thought about my client entertaining international visitors in his new set up—part office, part lounge, sipping a cocktail, talking shop, watching the lights come on at the White House. That’s when the thought hit me-- it would be so nice for his guests, if they could just walk down the hall to their hotel room, afterwards.

From there, the idea grew. I wanted to create a hybrid facility, with offices and a hotel, based on hospitality design. The hotel would offer discounted guestroom rates to the office tenants, creating incentive for resident companies to utilize the hotel, when hosting out-of-town clientele. Furthermore, hosting their clients on-site would allow for quick and easy handling of business affairs, and let companies curate their guest’s experience. And it just made sense to offer the use of hotel amenities to the resident office suites. I wanted to facilitate “business with pleasure,” where every guest and employee feels like they were given the key to the executive lounge.

The more I researched, the more my idea made sense. Several trends strongly indicate the financial viability of the model, and I designed a program to fit the user needs, on both the hotel and office sides. The Clubhouse was born.

vi Thesis Statement

Following overlapping trends in office and hospitality design, this thesis proposes the creation of a hybrid hotel and office facility, with shared operations and amenities.

1 Chapter 1

Trend: Hotels Are Catering to Business Travelers A key design element of the Clubhouse project revolves around the notion that a major segment of the hotel guest community is comprised of business travelers that have much to gain from state-of-the-art business amenities, and from the reduced workload attributable to “doing business” in a hybrid environment of hotel and business communities. Business travelers have been described as “the driving force in the hotel industry” because they “make up about half of all hotel guests in the United

States.”1

Business travel continues to increase. By one estimate, U.S. business travel volume grew 7.2% in 2013 alone.2 As a measure of revenue, even in light of negotiated corporate rates under which many business travelers operate, it appears that rates are increasing faster for business travelers than for the population at large. One recent study from the Tisch Center for Hospitality at New York University found that the average 2013 negotiated corporate rate for hotel stays increased by about 5 percent, whereas the average daily rate for U.S. hotels overall went up about 4.5%, based on interviews with industry executives and financial data.3 In an industry with total annual revenues topping $163 billion in the United States alone,4 even a modest difference equates to significant dollar values.

Pairing a hotel with a state-of-the-art office building has obvious appeal for the business traveler. Particularly if business travelers are traveling to meet with tenant office holders, potential problems with the travel experience are minimized. Currently, some corporations take advantage of economic models under which they make some form of exclusive arrangement with a hotel or chain in order to achieve the best

2 rate possible for their clients and employees. However, these low rates are typically available only for the largest corporations.5 In the Clubhouse model, the corporate- rate concept is significantly improved upon because the hotel operator would offer discounted rooms as an amenity of office tenancy - regardless of the size of the corporate tenant.

Trend: Firms Are Providing More Office Building Amenities There is an unmistakable trend to provide more and better amenities in the office environment. The international commercial real estate services firm Cushman & Wakefield further observed that, “Several major owners are looking at including amenity programs across their entire portfolios.”6 One prominent business publication pointed out:

“The bells and whistles…that landlords use with increasing vigor these days to sell residential condos, are making the leap into the office sector. The owners of properties including two of the city’s best-known landmarks—the Empire State Building, and 75 Rockefeller Plaza—are spending big bucks to create everything from gymnasiums to roof terraces. They are doing it to burnish their properties’ appeal (and rents) in the eyes of a new generation of tenants. Once an isolated phenomenon, the amenities arms race has taken off in recent months.”7

Part of the rationale for expanded amenities in the office environment is found in demographic trends. As more millennials enter the workforce in white collar capacities, they expect a more hospitable work environment. This “new driver pushing commercial landlords to up the amenity ante” is a result of “a changing workplace with a lot more millennials and a different set of expectations.”8 Or as Cushman & Wakefield

3 would have it, “Amenities are attractive to tenants. If landlords are willing to provide them, it gives their building an advantage.”9 Major office developer Times Equities Inc. also observes, “The return on investment is undeniable. While people don’t lease or buy space because of amenities, it puts the building into a better light.”10

Social scientific research demonstrates that offering workplace amenities is not simply an aesthetic choice for the modern workforce. Numerous studies have shown that perks can enhance actual productivity and provide incentives for desired workplace behavior.11 One simple amenity, the use of interactive spaces for less formal break-out activities, has been shown especially to enhance productivity.12 Access to perks and amenities may not enhance productivity equally across all business types. However, the following types of businesses appear particularly likely to benefit from employee access to enhanced amenities:

• privately-held firms, for which amenities may fill certain voids left by perks in equities; • firms with multiple, interdependent divisions; • firms that are geographically dispersed; and • larger firms.13

The Clubhouse project location in the heart of the professional service business community of Washington, DC, seems well suited to offer enhanced amenities to the very sorts of business entities likely to benefit from them. Professional service firms such as law firms, consulting firms or accounting firms are not publicly traded, but can be large, nevertheless. Washington offices of corporations can be seen as part of a network of interdependent divisions and can be geographically dispersed.

4 Additionally, major trade associations, frequently located in Washington, can be quite large and again are not publicly traded.

Aside from millennial tastes and enhanced productivity, it is important to recognize that contemporary work patterns and work spaces have changed as well, creating more of a demand for access to enhanced amenities. As real estate marketing expert Kim DePra put it, “With major trends impacting the office market such as a move to more standardized work space, non-dedicated office space (sharing), along with more amenities and more collaborative work spaces, a building with a variety and abundant amount [of] amenities is highly attractive to companies.”14

The case for a luxury hotel integrated with the office experience is also strengthened by the breadth of amenities with which some - but clearly not all - office buildings are experimenting. Some may plainly make more sense in a hotel setting. Examples of amenities in recent major-market office building construction include tenants- only facilities, such as “a private, tenants-only 2,000-square-foot gym. It includes locker rooms, showers, steam rooms and bike storage [and] a ‘quiet’ room for yoga.”15 Difficulties in retrofitting existing office buildings with such amenities, such as expense and noise disturbances to office tenants, have made them unfeasible. Some have suggested that amenities in office buildings often begin with the best of intentions, but fail to attract sufficient attention as the development ages. Examples include past experience with exercise rooms or moderately-priced cafeterias.16 Often, however, these failures are a result of locating them in dingy basements and not properly maintaining equipment.17 The Clubhouse concept doubles the potential market for amenities, by creating paths of access for both business tenants and hotel guests, and it improves the quality of such offerings by holding the amenities to the exacting design and operational standards of a high-end hotel.

5 Case Study: The Googleplex In modern corporate culture, there is perhaps no single complex better known for the integration of serious work efforts with substantial - even whimsical - amenities as the famed headquarters of Google, known as the Googleplex. With its notoriously restless workforce of young millennials and its relatively young corporate supervisors, Google, early on, made the decision to make a vast array of amenities available to its employees. The 42-acre campus is the headquarters for 12,000 Google employees; thousands more work elsewhere around the world. The headquarters currently have two million square feet of office space, with another million under construction.18 The sheer scale of the Googleplex helps explains the desire of Google to offer perks. They have the space to do so. The relative isolation of the campus enhances the incentive to offer services that keep workers at work, improving morale and enhancing efficiency at the same time.19 The range of amenities offered has become the stuff of legend. Thirty cafeterias offering an array of offerings to cater to a range of tastes and served at long tables to encourage the business conversation to spill over into mealtime. Community gardens and sporting areas for collaborative time; massage chairs and sleep pods for alone time.20

There is something more at play in the Google example, however. As arguably the most significant example of the Internet-based new economy, Google early recognized that it’s tech-savvy, young workforce needed access to a broad range of amenities in order to do their work. As Google co-founder Eric Schmidt put it, “The goal is to strip away everything that gets in our employees’ way [...] Let’s face it: programmers want to program, they don’t want to do their laundry. So we make it easy for them to do both.”21

6 Google was among the first companies not just to track the needs and desires of millennials, but to celebrate those character traits as a basis for innovation that is the lifeblood of the company’s competitive success. The modern professional services firm in Washington, DC, or anywhere else, is increasingly coming to grips with millennial workforce mindsets. But these firms cannot offer the assets of Google or its 42 acres to satisfy these new workers. The Clubhouse concept is essentially an urban alternative to the Googleplex. While it is not realistic to provide the full range of Google-style amenities, the Clubhouse project can harness the hospitality experience of the associated hotel to provide many of the most important amenities for attracting and retaining employees.

Further Proof of Concept: The 1980s Experience with Hotel Co-Location in Office Parks The Clubhouse project combines the amenities of a high-end luxury hotel with upscale (or “A” rated) office space in a sophisticated urban environment. Such a combination is unique and should be a welcome addition to the type of mixed use development projects increasingly in demand by the millennial work force. That said, the concept of office buildings benefiting from co-location with hotels in order to share services is not unknown. Examples of such development can be found in suburban office park settings, where office workers may simply not otherwise have access to even basic restaurants, health facilities, or even sufficient conference space to handle the needs of the anchor businesses in the office park.22

In the 1980s, when telecommunications and financial service giants began to make their move from New York City to suburban New Jersey, the situation was precisely ripe for this type of co-located office and hotel facilities. Developers in Woodbridge, New Jersey, put it bluntly, “When companies rent here, they don’t have to support these

7 ancillary services in their own buildings…People still have to eat and shop out here. You have to give them more than just trees and fresh air.’’23

Despite the evident differences in design between the suburban office parks of the 1980s and the Clubhouse project described here, this earlier experience can provide some helpful proof of concept. For example, the Woodbridge development learned important lessons, such as separate entrances for hotel and office patrons, appropriate juxtaposition and design of hotel and office assets, and even questions of usage patterns. As developer Joseph Nedlin observed, “Everything complements everything else so well that we never have a traffic burden. In fact, we can use the parking spaces for the hotel when the offices are not in use.”24

8 Chapter 2

The Clubhouse Project in the Context of Mix-Use Development One of the premier experts in the field of mix-use development (MXD), Professor Grant Ian Thrall of the University of Florida, has argued that successful MXD ought to have three essential components:

• three or more significant revenue producing uses (retail, office, residential, hotel and others); • physical and functional integration of these uses; and • development in conformance with a coherent plan.25

Thrall further notes that the revenue-producing programs “should be nontrivial,” recognizing that while both office and hotel functions are important “primary” drivers, the importance of “the multiple uses at a single project is their interdependence.”26

By this accepted measure in the literature of MXD, the Clubhouse project falls squarely within the definition of a good candidate for successful development. Thrall observes that the “presence of white collar and professional work force in the MXD offices creates a favorable climate for both housing and retail.”27 Again, these are critical features for the design of the Clubhouse.

Experts in the MXD field refer to successful project locations, for example in Seattle, Washington, as premised upon “the more recent interest in creating more vibrant, walkable and connected communities.”28 The Seattle experience, mirroring some of the advantages of the Clubhouse concept, showed key advantages in enhancing safety “through around the clock presence of people,” as well as a “reduction in auto

9 use” and the support present in “nearby services and amenities.”29 The question of enhanced security is particularly salient, as real estate developers are continuing to recognize.30 One of the benefits of overlapping a quality hotel with office development is the enhanced security that comes with shared security services as well as the “around the clock presence of people.”

MXD hotels and their association with commercial, retail, and entertainment space is a trend that continues strongly through present day. Hotel News Now, an industry trade publication, recently reported:

“The mixed-use model is alive and well as a hotel development tool. It has evolved in recent years...new projects from a variety of developers and brand companies include retail, vacation ownership and limited amounts of residential real estate as key components. Lenders, while cautious, feel more comfortable with this new approach.”31

In one familiar formulation, hotels are located adjacent to shopping centers in certain developments, particularly in the United States. This phenomenon has much to due with a desire to drive traffic to a hotel and to benefit from co-branding. It is also a reflection of the maturity of the shopping center from local convenience to major entertainment venue that can benefit from the types of services offered by a major, luxury hotel. As one U.S. travel writer, describing major shopping centers with hotels as actual tourist destinations, put it:

“The shopping mall was once just a place to get out of the wind and rain while you shopped back-to-school sales or readied for the holidays. Now, increasingly, shopping malls have become hubs of activity that include not only shopping but also entertainment, fine and casual dining, and services of all kinds. Not surprisingly, along with these diverse

10 activities comes the concept of shopping mall as tourist destination. Enter the shopping mall hotel.”32

This trend is evident not only in the United States, but also in Europe and Asia, with major hotel developments being undertaken at or near shopping centers. Europe’s “largest single-site retail complex,” the Westfield Stratford center in the heart of London, now boasts two new hotels.33 The developer of the hybrid London location at Stratford, Cycas Hospitality, described the value proposition this way, “The retail and hotel components provide benefits back and forth to each other. [Other London hotels] lack the vibrancy our development offers. The shopping center is as much a part of our product as our beds, our bar and our meeting rooms.”34

The benefits from MXD involving hotels, specifically, and retail and commercial venues was concisely summarized by Penner, Adams and Robson, in their book Hotel Design, Planning and Development:

• Higher visibility as a result of being part of a large, prestigious project • More efficient methods of land use, assembly, construction and financing • Greater built-in market demand • Adjacency to a captive audience • Certain shared operating costs • Combined efficiency of a central energy plant serving the entire complex • Combined loading facilities • Better control over and improved traffic circulation patterns • Combined comfort and security of an enclosed development • Shared parking where different peak business hours allow for a reduction in spaces • Insulation against market fluctuations of any one component.35

11 The list of benefits, expected or possible, from successful MXD involving hotel property as described above, once again seems to offer a template for the Clubhouse project. The concept of prestige and of shared services are ones all too familiar in a desirable high-end office complex, and such advantages can be maximized with the addition of the right hotel property.

The 20-Minute City Meets the 5-Minute Business Experience The literature on mixed-use development speaks of an important goal in establishing the “20-minute city.” The concept is to create “a city where everything one needs to live an effective and satisfying life would be reachable within 20 minutes travel.”36 Similarly, the goal of the Clubhouse project essentially is to establish the “5-minute business experience.” Tenant or guest alike should be able to access a large and meaningful array of amenities within five minutes of leaving their own portal.

Another benefit of combining the highly desirable amenities of a luxury hotel with actual functioning business space is to reduce the externalities associated with travel within the business destination. Travel within an unfamiliar urban area can be difficult to navigate, a source of anxiety, and expensive. Less travel between work space and amenity means less cars on the road and a less stressful experience. As experts of the international real estate firm CBRE observed of including fitness centers in office buildings, “Tenants don’t have to leave the building and can work out before work or during lunch. That’s the beauty of it.”37

12 The Business Case: Why the Clubhouse Design Makes Economic Sense in Light of Market Trends While it is beyond the scope of this thesis to present a business plan for the Clubhouse project, it should go without saying that the project is intended to be a profit-making concern that responds to the observable trends in the marketplace. The developer of the Clubhouse would doubtless recognize that the project presents a powerful value proposition to prospective tenants that seek to provide high-level amenities to a work force that they seek to recruit and retain.38 Similarly, the developer should be aware that price premiums are available for projects that can marry amenities to the workspace environment.

In one study, three metropolitan markets demonstrated statistically significant price premiums associated with MXD, leading the study to conclude that “office space in a mixed-use development can command a statistically significant, positive premium in select markets.”39

Even in the absence of a price premium, there can be little doubt that in a soft real estate market, the existence of the type of amenities available in the Clubhouse project - for example, room service at your desk or easy access to a top spa - might make the difference in establishing a higher commercial occupancy rate. As one Baltimore office space consultant noted, access to amenities allows the developer “to distinguish themselves from other buildings and in a soft market it makes a lot of sense.”40 The Connecticut market bears this out as well, with another consultant noting that, “Offering an array of amenities makes a building highly attractive to prospective corporate tenants.”41

13 Case Study: The Westin Galleria Houston We have discussed the notion of combining a hotel with commercial or retail space in the context of appropriate and balanced MXD. A good example of one such development is the Westin Galleria Houston connected to the Houston Galleria Mall. The Westin Galleria, with 487 guest rooms and more than 71,000 square feet of meeting space, is one of two hotels that physically adjoins the Galleria.42 The Galleria, for its part, has been described as “one of Houston’s biggest tourist draws” and is the fourth largest shopping mall in America. With over 24 million annual visitors, it has over 375 stores, casual and upscale dining, and even an ice skating rink.43 The Galleria itself is growing. It’s owner, Simon Property Group of Indianapolis, announced plans last year to add a new level to the facility with 35 additional luxury retailers and more dining establishments, and eventually another 100,000 square feet of space.44 With so much traffic and growth, it is no wonder that Hyatt has announced that two new hotels will be built on land immediately adjacent to the property. The new 7.6 acre site will also include office space.45

The Galleria was long planned to be a destination shopping area that would include hotel space. As the “Behind the Building Exhibition,” developed by the Houston Chapter of the Associated General Contractors, stated, “When completed, the first phase of The Galleria stirred news and spawned copies in the U.S. and abroad.46 The Galleria was in fact the dream of a Houston oil man and entrepreneur, who as early as 1949 had envisioned one of the largest MXD projects in the country, the Houston Shamrock Hotel. When it opened, it was one of the largest and most opulent hotels in the nation, and it would have had extensive retail space and even residences and offices, were it not for an unfortunate change in highway construction in the city.47

14 There is no question that the design elements of the Westin Galleria were intended to be co-branded with the Galleria itself, and drive customer traffic in a mutually reinforcing pattern. The Hotel advertises its “close proximity to high-end retailers” and likewise the ability of mall customers to “take a break from shopping and refresh” at one of the restaurants associated with the hotel. Also, the hotel notes the “variety of corporate offices within walking distance” of the combined complex.48 While Penner et al have described the Westin Galleria as “highlight[ing] the public’s infatuation with shopping malls,”49 it is quite evidently a successful capitalization of that infatuation.

Trend: Joint Hotel-Residence Developments Are on the Rise The Clubhouse concept brings hotel development together in a hybrid context with high-end office space, in order to share amenities, undertake complementary design elements, and to secure more favorable financing. Hotel developers have already utilized other specialized opportunities in MXD, most significantly is the offering of high-end residences. These residences are sold separately as condominiums, but offer a full array of services that hotel guests would expect to receive, from room service to dry cleaning to priority spa access. Hayley Bosch, a Forbes hospitality editor, recently wrote:

“Over the past few years, we’ve seen more and more hotel residences pop up around the world—especially now that the economy is bouncing back from the 2007 recession. Properties are adding a residential facet in both large metropolises where condo living is the norm as in places like New York City as well as more spread out cities where suburbia is a way of life like in Atlanta.”50

15 Four Seasons Limited is a well-known hotel and resort brand that stresses “highly personalized 24-hour service, combined with authentic, elegant surroundings of the highest quality” and “embodies a home away from home for those who know and appreciate the best.”51 Four Seasons began offering the management of integrated high-end residences in 1982, and now includes a residential component with some 40 percent of its total portfolio of resorts and hotels.52

From the perspective of the hotel developer, the addition of high-end residences makes abundantly good sense. Developers can realize a much higher return on investment (ROI) for residence hotels. In some cases, ROI can reach 30 percent, compared to 15 percent for a conventional hotel.53 Bruce Ford, senior vice president of Lodging Econometrics, explains the multiple revenue streams in the residence-hotel combination that allow for a more attractive investment climate and more acceptable cash flow. He observed:

“Whenever you do mixed use, different developers are awarded different phases with different time horizons. That provides for different types of income with different returns. That can help attract different types of investors, while it also diversifies your revenue stream… It’s still hard to finance a pure hotel play. In big cities, it’s just very expensive to build. So until the hotel is completed and returns money, you can sell condos and finance the hospitality component. The hotel component in turn will provide you with long-term cash flow.”54

Noteworthy hotelier Ian Schrager, arguably the creator of the boutique hotel category,55 agrees with the assessment of adding high-end residences. He stated: “One plus one makes three. When you add condos to a hotel, the sum of the parts is more than the value of each individual component alone. They complement each other.”56

16 The value proposition for the prospective home owner is clear enough. Access to amenities is high on the list of benefits. As Bosch observes, “in our opinion, one of the biggest draws to a property [combining a hotel and high-end residences] is the ability to access all of the perks as if you were a hotel guest (yes, even 24-hour room service).”57 In addition, reducing the stress associated with errands in a busy metropolitan area is another aspect of enhanced amenities. Bosch continues: “many people are sick of spending a hefty chunk of their lives behind the wheel. Instead, they’re now inhabiting these luxe condominiums that come with hotel-quality perks.”58 Indeed, buyers are willing to pay on average a 25 percent premium for hotel residences than for comparable non-hotel units.59

While the quality of the amenities are of significant importance, the brand itself also plays a role in the success of the hybrid project. One purchaser of a high-end condominium in the downtown Los Angeles Ritz-Carlton describes the relationship this way: “No matter how wealthy you are, you are always considering where to park your cash. But when I saw the Ritz-Carlton name, I thought, you can depend on this. I knew this type of company would be here not just a year from now, but 20 years from now.”60 Miami developer Richard LeFrak further describes the importance of the brand from the perspective of developer economics: “If there is a high-end hotel brand associated with the condos, then people’s expectations about the quality of service and reliability are elevated. The brand has some clout. And that in turn creates a premium and additional value for the developer.”61

Even with the best alignment of luxury brand and high-end residential customer, there are still important design elements that must be present to balance all the needs of the hybrid development. Penner et al observes: “Highly complex programmatically, the circulation between hotel guests, condominium owners, office occupants, sports

17 club goers, shoppers, and those attending special events requires careful, detailed planning on a grand scale.”62 Among the techniques used to regulate this circulation appropriately are separate entrances and elevator lobbies with dedicated door staffs. While the dynamics of hotel-condominium synergy is not directly analogous to the office-hotel hybrid suggested by the Clubhouse project, there is nevertheless much that can be learned from the model. The driving importance of high-end amenities and design standards that attract office tenants, the importance of brand, and the minimization of stressful interaction with urban life all create powerful reasons for a well-designed Clubhouse concept to succeed.

18 Chapter 3

The Clubhouse Concept As has been discussed, the Clubhouse concept combines high-end office spaces with a luxury hotel. The purpose behind doing so is to mutually reinforce the operation and business flow for each critical element of the facility. But more to the point, the design is intended to maximize the potential for business interaction to occur in pleasant informal settings, of the sort one would expect in a luxury hotel, in specialty restaurants, bars, and even spas (figure 1).

While there is not exactly an example of the sort of office-hotel hybrid envisioned here, the concept of mixing informal pleasure with business interaction has a venerable tradition in the United States and particularly in Washington, DC. This thesis is called the Clubhouse in homage to the tradition of private clubs. For example, the University Club of Washington, DC is a private club that combines excellent cuisine, a traditional pub, overnight accommodations, a library, a 24-hour business center, fine athletic facilities and spa - and meeting rooms for business and event space.63 The roster of fine Washington clubs with a similar atmosphere include the Cosmos Club64 and the Metropolitan Club.65 The National Press Club, while less elegant than Washington’s premier private clubs, goes even further to lend itself to business networking.66 The Clubhouse Figure 1: Ven Diagram Highlighting Proposed Shared Services Diagram Created by the Author concept proposed here brings

19 home the notion of creating spaces for business and pleasure, but updates it with the most modern concepts of design. The Clubhouse allows the office tenant to create a hospitable and appropriate space for visiting clients, as well as an enjoyable environment for employees.

Dichotomy of Office and Hotel Designs While there is much to suggest the success of the Clubhouse concept from a financial point of view, it remains to be proven that the design of the Clubhouse could successfully answer the needs of two distinctly different programs, combined into one facility. Simply put, one side is a place to work, one is a place to rest. Two of the primary divergences in creating atmospheres suitable for offices versus hotel spaces lie in the manipulation of light and sound.

Light: Commercial office spaces require bright task lighting. Open and private offices each typically require 40 foot candles (fc) of maintained, horizontal ambient lighting, with additional task lighting at work stations sometimes reaching up to 50 fc. Conference rooms generally require 30 fc.67 Lighting levels in office lobbies, break rooms and circulation do, however, decrease to between 15-20 fc, depending on the space.

Lighting levels in hotels also vary, depending on the intended purpose of each area, however, some areas call for lower levels, than in offices.68 Lounges and dining spaces only require 5-10 fc. Lobbies and circulation typically require ambient lighting levels of 15-20 fc. While certain sections within those areas do require more light, such as the hotel front desk and food service cashier areas, typically the additional lighting is provided by task lights, focused narrowly on intended spots, rather than increasing

20 the overall levels of ambient lighting. Hotel guestrooms are treated similarly— providing additional lighting around bathroom sinks and guestroom desks, rather than increasing the total horizontal ambient lighting levels. Pinpointing locations for additional task lighting not only saves energy, but also creates a more relaxed atmosphere, desirable in a hotel.

Boutique hotel “guru” Ian Schrager has designed hotels with a tendency towards dark lobbies and other public areas in order to establish a particular sense of “atmosphere.” But Schrager has candidly stated that not all hotels will benefit from this approach. Even for Schrager, “It’s not good if it’s too dark.”69 The Clubhouse hotel, designed to accommodate frequent business meetings, is definitely one that should not be too dark. But despite the differences in lighting programs, there are significant areas of overlap. Most important to the Clubhouse concept, the lobby and circulation areas for the hotel and office wing fall within the same foot candle range. In terms of lighting design, this overlap allows for a successful merger of the two programs, since both sides would utilize these spaces. Individual hotel rooms and office suites could then splinter off into separate lighting schemes to suit their needs, without affecting the other application. Sound: Controlling the spread of sound, through space planning, sound barriers and sound absorbing finishes, is a critical element of office design.70 Its goal is to create quiet atmospheres, thereby minimizing distractions and increasing productivity. The Clubhouse concept is preferable to attempting to retrofit an existing occupied office space to accommodate enhanced amenities. Commercial real estate experts point to the obvious design challenge: fitness centers, for example, on office tenant floors create noise, traffic, and even plumbing issues, however a luxury hotel on premises has the flexibility in space planning to avoid those associated problems (figure 2).71

21 Adjacency Matrix Guest Rooms Office Suites Hotel Lobby Office Lobby Three-Meal Restaurant Coffee Bistro Bar and Lounge Event Space Mid-level Lounges Lap Pool Lockers and Showers Fitness Center Day Spa Hair Salon Self-service Print Center Building Administration Primary Food Preparation Secondary Laundry and Housekeeping Neutral Engineering and Mechanical Undesirable

Figure 2: Adjacency Matrix for The Clubhouse Matrix Created by the Author

As discussed earlier, the adjacency of office suites to building amenities requires careful space planning, to limit distracting noises.72 Furthermore, the locations of back of house functions, such as waste collection, loading docks, and mechanical functions, are also crucial elements to consider for controlling sound. In an urban setting, with limited capability for expansion, such operations, which do not require natural lighting, should ideally be located below grade.73

Within an individual office suite, methods of controlling internal sound continue to evolve, as a shift toward open-office layouts removes the former sound barriers of private office walls.74 This shift in paradigm has had both positive and negative

22 impacts on office productivity. Barry Haynes, of Sheffield Hallam University, in Sheffield, England conducted research on the effects that office design has on productivity. His research concluded that “interaction was perceived to be the component to have the most positive affect on productivity and distraction was perceived to have the most negative.”75 While an open layout can be a powerful catalyst in increasing worker interaction,76 Haynes’ research points out that “one person’s interaction is another person’s distraction.”77

In many cases, less ideally designed open office layouts have led to excessive demand on conference rooms, for quiet spaces to hold meetings. Sue Shellenbarger, of The Wall Street Journal, reported that “some 73% of meetings involve only two to four people,” meetings which had often been held in private offices.78 Now conference rooms, which are typically built for “meetings of seven or more,” are called on to fill the need, less effectively utilizing space. Shellenbarger went on to report that worker conflicts have arisen over the demand on conference spaces: “Employees reserve conference rooms far in advance—just in case they need them. Colleagues fume when a previous meeting drags on, leaving them standing in the hallway.” One solution to this problem, Haynes suggests, is through greater utilization of break-out space.79 However, there is no one-size-fits-all layout method that could effectively be employed for most companies, since each group performs different tasks and has different needs. Haynes confirms out that “consideration needs to be given to how… workers interact in the office, the type of office space provided, and the flow and dynamics of the office.”80

Given the fact that the Clubhouse proposes to host a large number of companies, in myriad office suites, it is impossible to forecast the specific office planning needs of each individual group. Therefore, designing the individual offices lies beyond the

23 scope of this thesis project. The thesis does, however, recognize the general trend for businesses to require additional conferencing and break-out spaces, and consequently incorporates these elements into the shared spaces of the facility.

Hotel rooms require the same degree of sound insulation as office spaces, from the same general sources: outside ambient noises, back of house functions, and amenities. However, the operations of the latter two sources are amplified in a hotel. Housekeeping functions significantly increase, including large laundry facilities. When they cannot be placed below grade, Penner et. al. suggest relocating laundry operations for urban hotels off-site, a practice used by Hilton and other hotel chains, thereby “freeing up floor area for much needed administrative functions or allowing for additional function space or guestrooms.”81

Amenities, pose another challenge. Event spaces, for example, bring in large crowds of people, utilizing booming sound systems. Such spaces require top quality acoustical engineering, to limit the contamination of sound into other areas.82 Event spaces should be located adjacent to areas less affected by noise—never under hotel rooms. Hotel restaurants and bars pose similar challenges in controlling sound. Like event spaces, they bring in heavy traffic, with additional sound from music and the operations of adjoining kitchens. Mixed use developments, however, offer unique opportunities for handling these challenges. Real estate consultancy Colliers International observed that these developments “can take advantage of off-peak hours for one use, such as office space, that may be peak hours for other uses, such as restaurants and entertainment venues.”83 Beyond controlling sound, Colliers further points out that this symbiotic relationship “allows for more robust building with lesser requirements for parking and infrastructure, promoting greater capacity for leasable area and often higher property values.”84

24 Gradient Approach for the Hotel Clubhouse Concept Circulation The history of mix-used development has many examples Mid-level Lounge of different programs, simply grafted on to one another, rather than blended together. Moving Office Circulation from a hotel to a shopping N center, for example, is typically Figure 3: Gradient Approach in Design of Shared Spaces Diagram created by the Author a jarring proposition; a quiet space with soft surfaces gives way to a noisy space with hard surfaces. The Clubhouse concept envisions the transition between the hotel and the office areas as existing on a gradient or spectrum. This gradient represents gradual movement, as seen in architectural geometry, and measured during times of day, through levels of sound, and relative light and dark (figure 3).

One theme the Clubhouse design employs to visually emphasize the concept of hybridization is in the use of circular and quadrilateral geometry. Circles and squares, being diametrically different and seemingly incompatible shapes, will represent the difference in programs, between the hotel and office sides. Melding these two shapes architecturally creates a visual symbol of the mixing of the two programs. The hotel side will feature predominantly circular and curvilinear elements, the office side will feature mostly quadrilateral, and areas of mixing will highlight the mixing of the two programs.

Another example of the gradient approach is reflected in how the hybrid complex is utilized throughout the course of the day. The morning features brighter lights

25 in the offices, necessarily enlivened by the beginning of the work day; but the hotel space is comparatively quieter as guests are awakening and perhaps having a quiet morning meal. Similarly, one may visualize business being transacted over breakfast at the three-meal restaurant, but again in a subdued, quieter atmosphere. As the day progresses, the balance of the design program changes too. The hotel space will become more lively in the restaurant and the bar, as it opens for business. As the offices close, one may visualize the transaction of business with clients giving way to the more bustling activity of entertaining those clients in the venues the hotel affords.

The gradient approach continues at the primary points of intersection between the hotel and the office wings-- the mid-level lounges. These lounges form a central column between the office and hotel wings. Each lounge will have several conference rooms, to provide space for formal meetings or break-out discussions. These rooms are accessible by both hotel guests and building tenants, and can be reserved through building operation management, run by the hotel staff. Additionally, each lounge would feature unreserved lounge seating and dining booths, that can be used for lunch breaks or for informal conversations among office professionals or with clients. In this design concept, the office wing and the hotel wing are not walled off into separate “towers.” Instead, the gradient design provides “mixing zones”* at each level through these mid-level lounges.

Intimate public spaces like the mid-level lounges and larger public spaces like lobbies and restaurants all play important roles in social and business interaction. One of the great innovators in developing unique internal spaces for hotels, John Portman, spoke directly to this point:

*The term “mixing zone” is a reference to zones in the ocean where cooler and warmer water current mix. In the same way, the lounges mix warmer business activities with cooler relaxation. Further, the actual gradient design concept is reflected in a spectrum of colors flowing from warm to cool.

26 “Public space is becoming a public-happening place. Lounges and restaurants, shops and libraries, and special seating groups all interact to create comfortable and convenient, yet active, environments. Public space today is a place in which people linger as well as move into, out of, and through. The challenge to designers is to create architecture that by its expression acknowledges the many varied activities.”85

Methodology of Implementation The gradient design concept discussed above becomes infused into the various aspects of the Clubhouse through the manipulation of shape, sound, light, color and accessory. While it is beyond the scope of this thesis to design the specific configurations of individual office suites, the base designs of those spaces will include sound absorbing finishes, bright task lighting (40 fc), a warm neutral palette, a simple, modern trim. Office circulation corridors will also be fitted with sound absorbing finishes. Lighting will be ample, but lessened to 25 fc. The corridors will feature a warm neutral palette, but with some decorative elements, such as art work and textured wall finishes. Decorative and architectural elements will display a quadrilateral bias. The office lobby will show a marked transition along the gradient, allowing some hard finishes, a lighting level of 20 fc, a warm neutral palette, but with inclusions of bright accents in yellows and oranges, and the inclusion of more art and accessories. True quadrilateral shapes will begin to morph into irregular ones. An accent wall behind the reception, depicting the building’s location in Pierre L’Enfant’s original layout of Washington, DC86 will feature mostly quadrilateral shapes, but with hints of the circular (figure 4).

27 Figure 4: Office lobby Rendering created by the Author

Health and wellness amenities fall within the shared space category, and therefore express the lively atmosphere of the mixing zone. Visually, these amenities will present a slight favoring toward the office side of the gradient in shape, lighting and color. Acoustical engineering materials will be fitted within walls, ceilings and floors, to contain sound. Music will be played through a sound system. Lighting levels will remain at 20 fc, with some variation in the spa and lockers. The palette will be a lively mixture of warm and cool colors, through the introduction of blue, however the overall palette will slightly favor the warm hues. Dramatic finishes and accessories will be present.

Lounges, restaurants, and the bar are also be examples of the lively mixing zone. The architecture will feature a mixture of curvilinear and quadrilateral shapes (figure 5). For example, mid-level lounges will feature a circular opening in the slab, between each odd-numbered floor and the even-numbered floor above it. Within this circular void, a two-story, square-shaped bank of semi-detached conference rooms will connect the two floors, flanked by a set of semi-circular staircases (figure 6). The

28 Figure 5: Mid-level lounge Rendering created by the Author

Figure 6: Mid-level lounge slab opening and Conference Rooms Rendering created by the Author circular void, on the west side of each lounge, will be mirrored by a circular extruding light fixture on the east side—a negative shape being matched with a positive. In addition to conference rooms, the spaces will feature casual lounge seating, as well as booth seating. The lighting and color palette will mix the two programs— warm and cool, day and night, or twilight. Music will be played in these areas, and they will also be fitted with sound proofing materials. However, the music played in these spaces

29 will never become overly loud. It should be noted that, even in the mixing zones, the atmosphere remains influenced by the office element of the hybrid—a place for casual business encounters, and is therefore intended to feel like a lounge, not a night club. Lighting levels will drop to between 10-15 fc, depending on the area, to create an ambient atmosphere. The palette will be a mixture of warm and cool colors, slightly favoring the cool. Avant garde finishes and accessories will abound.

In the hotel lobby, the transition from lively to restful becomes apparent. The music has become very subtle. Some hard finishes will be employed in the design, though sound levels are decidedly lowered. Lighting levels will rest between 15- 20 fc. The palette shifts to a cool neutral palette, with bright accents of blues and greens. Curvilinear shapes will abound, including a circular reception desk, cylindrical column covers and semi-circular lounge seating (figure 7). Avant garde finishes and accessories will adorn the space. Hotel corridors will be fitted with sound

Figure 7: Hotel Lobby Rendering created by the Author

30 absorbing finishes, and lighting around 15 fc. The palette will be cool neutrals, with some decorative accessories. Hotel guestrooms will have sound absorbing finishes, ambient lighting, and a very simple palette—mostly white with some cool neutrals. Guestrooms will have some accessories, but the aesthetic will be minimalist, simple and restful.

31 Chapter 4

Criteria for the Site and Design of the Clubhouse Based on past experience with mixed-use designs, including both commercial and residential, there are several design criteria that make good sense for the Clubhouse concept.

First, the experience with residential development above provided ample evidence that association with a known brand creates a powerful incentive to support and utilize the program of shared amenities and to undertake the risk that can be associated with long-term commercial leases. As with any major urban development, a prime location is important. The Clubhouse has chosen to locate on the K Street corridor 87 because the concept is likely to appeal to high-end professional service firms, Washington offices of major corporations, or trade associations, all of which occupy significant space in and around the target location.

The site needs to include a building at least 440,000 square feet; this number comes from doubling the average size of a high end urban hotel, with 300 rooms.88 As is common in many high-end, MXD facilities, 25 percent of the building will be reserved for non-rentable spaces, such as amenities, back of house operations and circulation.89 As previously described, circulation must be carefully planned because the Clubhouse hosts a number of types of traffic flows, the intensity of which change over the course of the day. These circulation patterns lie at the heart of the gradient design. To handle the circulation, and to establish a separate identity for each of the customer bases (hotel guests, office visitors or combinations thereof), the Clubhouse will have separate entrances, with corresponding signage, for the hotel and office wings.90

32 Because the food and beverage outlets are designed to serve the dual purposes of entertaining hotel guests and being informal meeting places for office occupants and their clients, it is anticipated that restaurants and bar areas will be 30 percent larger than standard urban hotels. Past experience with MXD has shown that “greater built- in demand” for meals and entertainment means these venues must be appropriately sized and a 30 percent differential is appropriate.91 Furthermore, the quality of food and beverage outlets will reflect the high-end nature of the facility.

Street level entries should ideally be provided for a specialty restaurant and any retail, which should also be easily accessible from the main interior circulation.92 Health and wellness facilities will be clustered together and located above grade, as according to studies, which show that natural lighting greatly enhances the user experience and likelihood of return visits.93 In order to maximize cost savings, the design for the Clubhouse will take into account shared infrastructure such as loading docks and underground parking, as well as shared building operations, such as housekeeping and administration.94

Site: 1801 K Street NW The intended site for the Clubhouse is 1801 K Street NW, Washington, DC 20036 (figure 8). This location has been selected because it very successfully answers the design criteria for the project. The building lies in the center of the K Street Figure 8: Exterior of 1801 K Street NW, Washington, DC Photo by the Author

33 M Street NW Con M Street NW

n e NW cti W e N v A c e ut v ire A h A t ps n v o 1801 K STREET NW e am m r N e V W New H L Street NW L Street NW Farragut North 16 Street NW 22 Street NW 21 Street NW 17 Street NW 15 Street NW 24 Street NW Washington 20 Street NW 19 Street NW Circle K Street NW 18 Street NW K Street NW

Farragut McPherson Square Square Foggy Bottom Farragut West McPherson Square I Street NW

I Street NW Penn sy lvan ia 17 Street NW Ave H Street NW NW

Lafayette H Street NW Park Hotels N Figure 9: Site Plan of 1801 K Street NW Plan Created by the Author

NW business sector, with a K Street address, desired by many firms, as referenced previously. Two metro stations service the site, both within 2 blocks. Restaurants and convenience stores abound, making this central business district a convenient location to work or stay. Furthermore, the hotel side of the Clubhouse does not face significant competition from other nearby establishments (figure 9). While office buildings abound in this area of K Street, none offer the same array of amenities as the Clubhouse. Neighboring hotels offer vastly different experiences than the Clubhouse hotel: the St. Regis,95 and the Mayflower,96 while elegant, offer limited amenities, and do not have a modern aesthetic. The Lombardy,97 being a boutique hotel, offers even less amenities, has an arguably outdated aesthetic, and does not target business travel. The nearest competitor would be the Capital Hilton,98 as it caters to business travel and has a modern aesthetic; however it still offers less amenities than the Clubhouse and does not benefit from a special relationship with office tenants.

1801 K Street NW has 12 above grade levels and 3 levels of underground parking. Upper floors provide impressive views of the neighborhood, which Penner et. al

34 explain “add real value to a hotel property. Hotels routinely demand higher rates for rooms with great views.”99 It is approximately 570,000 square feet, exceeding the minimum size requirement described in the previous section. The building runs from the corner of 18th and K Streets to the corner of 18th and L Streets. Along 18th Street, the topography slopes, so that ground level on K Street occurs at level 2, while ground level on L Street occurs at level 1 (figure 10). Correspondingly, the K Street lobby sits at level 2, while the L Street lobby sits at level 1. Each lobby is serviced by its own elevator bank, with 6 elevators per bank.100 The building’s layout not only provides the separated street-level entries needed, but the difference in elevation of those entries assists to further control circulation for the various programs. Furthermore, both the K and L Street frontages provide additional street access for retail and a specialty restaurant. Finally, a central core staircase provides the basis for the mid- level lounges.

Programming The Clubhouse at 1801 K Street NW would offer the following:

315 hotel guestrooms, averaging 525 sq. ft. per room, for a net total of 165,375 sq. ft, and office suites, configured in varying sizes, totaling 262,125 net sq. ft. This total

K St NW L St NW

Hotel Shared Office Parking

Figure 10: Building Section of 1801 K Street NW Section created by the Author

35 net square footage is equal to 75 percent of the buildings gross above grade square footage, or 427,500 sq. ft. Amenities, circulation areas, and back of house operations will occupy the remaining 25 percent, equaling 142,500 sq. ft.

The full list of amenities of offered at the Clubhouse includes a 3 meal restaurant, a coffee shop, a bar and lounge, two ballrooms with adjoining foyer, an indoor pool, a fitness center, locker, shower and sauna facilities, a day spa, a hair salon, multiple conference rooms on each floor, self-service printing and IT support. Other public areas include a hotel lobby, an office wing lobby, and mid-level lounges.

All back of house operations are included within the following categories: administration, food preparation, receiving and storage, employee areas, laundry and housekeeping, engineering, and mechanical. These combined functions have been allotted 62,166 gross sq. ft. within the building. A detailed breakdown of all square footage allotments, for all back and front of house spaces, are listed on figures 11.1 and 11.2. Full floor plans of levels 1-4 are found on figures 12-15.

36 Programming Requirements

Quantity Gross Sq. Ft. per unit Total Sq. Ft. Building Total Area (above grade) 570,000

Parking Total Area (below grade) 142,500

Hotel

Guestrooms in typical urban 1st class hotel 315 rooms 525 Gross 165,375

Area allotted for public spaces and back of house 25% 55,125

Total hotel area net area (plus 25%) 220,500

Oﬃce Spaces

Total Net oﬃce suite space 262,125

Area allotted for public spaces and back of house 25% 87,375

Total oﬃce area net area (plus 25%) 349,500

Public Spaces

Hotel Lobby (K St) 3,600 standard (plus 20% 4,320 extra for mixed use) Oﬃce Lobby (L St) 1,680

Restaurant 100 seats 20 2,000

Coﬀee Bistro 40 seats 16 640

Bar and Lounge 150 seats 16 2,400

Combined F&B Support 1000

Ballrooms 7000

Ballroom Foyer 1000

Print Centers 10 470 4700

Mid-floor Conferencing & Lounges 10 2,000 20000

Pool Area 2,400

Lockers/showers/sauna 1,600

Fitness Center 5,020

Gym/Pool Support 1000

Figure 11.1: Programming Square Footage Requirements Part 1 Chart Created by the Author

37 Programming Requirements

Quantity Gross Sq. Ft. per unit Total Sq. Ft. Spa 3,550

Salon

Total Net Public Spaces Area 57,600

Total Gross Public Spaces Area net area (plus 25%) 72,000

Back of House

Administration 6,945

Food Preparation 15,990

Receiving and Storage 4,275

Employee Areas 4,750

Laundry and Housekeeping 5,900

Engineering 3,345

Mechanical 10,600

Total Net Back of House Area 51,805

Total Gross Back of House Area net area (plus 20%) 62,166

Total Required Area for Back of House and Public 134,126 Space Total Allotted Area for Back of House and Public 142,500 Space Surplus Area Remaining (for flexibility in design) 8,374

117300

Parking

Hotel Valet Parking (0.4 spaces per room) 126 200 25,200

Oﬃce Self-Serve Parking (1 space per 1000 sq. ft. 262 350 91,700 net leased oﬃce space) Total Net Parking Area 116,900

Total Gross Parking Area net area (plus 18%) 142,500

Figure 11.2: Programming Square Footage Requirements Part 2 Chart Created by the Author

38 L Street NW Entrance

Hotel Lobby Restaurant

Hair Salon

Spa Lobby

Nail Salon Luggage Storage

Building Administration NW 18th Street Food Prep

Bar

Ballroom 1 Ballroom 2 Street Slopes Upward Street

UP Hotel Spaces Common Areas O ce Spaces Mechanical Back of House

Below Grade

Figure 12: Level 1 Floor Plan NTS Plan Created by the Author

39 Gym Spa Rooms

Billiard Lounge

Locker Rooms

UP Sta Food Prep Pool Break Room

Mid-Level Lounge

Laundry House- keeping Street Slopes Downward Street

Oce Suite

Engineer

Co ee B of H Hotel Spaces DN 18th Street NW 18th Street Co ee Shop Common Areas Oce Spaces Oce Lobby Back of House

K Street NW Entrance

Figure 13: Level 2 Floor Plan NTS Plan Created by the Author

40 Hotel Hotel Suite Suite Guestroom Guestroom Guestroom Guestroom Guestroom Guestroom

Guestroom Guestroom

Guestroom Vending Guestroom

Housekeeping Guestroom Guest- Guest- Printing & IT Room Room Guestroom

UP Mid-Level Lounge

O ce Suite

Hotel Spaces UP Common Areas O ce Suite O ce Spaces Back of House

Figure 14: Level 3 Floor Plan NTS Plan Created by the Author

41 Hotel Hotel Suite Suite Guestroom Guestroom Guestroom Guestroom Guestroom Guestroom

Guestroom Guestroom

Guestroom Vending Guestroom

Housekeeping Guestroom

Guest- Guest- Guest- Guest- Guest- Room Room Room Room Room Guestroom Printing & IT

DN Mid-Level Lounge

O ce Suite

Hotel Spaces

DN Common Areas O ce Suite O ce Spaces Back of House

Figure 15: Level 4 Floor Plan, Typical NTS Plan Created by the Author

42 Conclusion

The Clubhouse model successfully creates a mutually beneficial relationship between a high-end, urban hotel and luxury office suites. The combined operations offer financial benefits to both parties. The hotel earns money from the offices through the management of operations, as well as extra business brought in from tenants hosting out of town clientele. The shared use of amenities allows companies to provide their staff with first-class amenities in the workplace.

Overlap in the normal circulation of activities allows the facility to provide a wide program of offerings. The concept of overlap, as applied into the design through the manipulation of light, sound, color and accessory, allows the Clubhouse to furnish a spectrum of atmospheres, suitable for business, pleasure, and a mixture of both.

43 End Notes

1 “Hotels Cater to Business Travelers’ Needs.” All Business. 2012. Accessed December 15, 2014. http://www.allbusiness.com/937-1.html.

2 Webinar, Produced During A Recent. “Global Travel Trends 2014.” Edited by Eliza- beth West. The BTN Group, 2013. Accessed December 15, 2014. http://www.busi- nesstravelnews.com/uploadedFiles/White_Papers/BTN_110113_Radius_1206_FI- NAL.pdf.

3 Nancy Trejos. “Business Travel Will Be More Pricey next Year.” USA Today. Septem- ber 16, 2013. Accessed December 15, 2014. http://www.usatoday.com/story/travel/hotels/2013/09/16/hotels-corporate-rates/2821597/.

4 “Revenue of the U.S. Hotel Industry 2013.” Statista. 2014. Accessed December 15, 2014. http://www.statista.com/statistics/245841/total-revenue-of-the-us-hotel-industry/.

5 “What Is a Hotel Corporate Rate?” Enlighten Me. August 11, 2014. Accessed De- cember 15, 2014. http://enlightenme.com/what-is-a-hotel-corporate-rate/.

6 Joe Anuta. “Office Buildings up Ante with More Amenities.”Crains New York Busi- ness. November 4, 2014. Accessed December 15, 2014. http://www.crainsnewyork.com/article/20141104/REAL_ESTATE/311029987/office-buildings-up-ante- with-more-amenities.

7 IBID

8 IBID

9 IBID

10 John Celock. “Offices Pile on High-end Amenities.”RSS . October 29, 2007. Ac- cessed December 15, 2014. http://therealdeal.com/issues_articles/offices-pile- on-high-end-amenities/.

11 Anthony M. Marino and Jan Zabojnik. “Work‐related perks, agency problems, and optimal incentive contracts.” The RAND Journal of Economics 39, no. 2 (2008): 565- 585.

12 Barry P. Haynes “An evaluation of the impact of the office environment on productivity.” Facilities 26, no. 5/6 (2008): 178-195, at 184.

44 13 Marino & Zabojnik, 573.

14 Richard Lee. ”Amenities Play Important Role in Attracting Tenants, Employees.” StamfordAdvocate. August 13, 2014. Accessed December 15, 2014. http://www. stamfordadvocate.com/business/article/Amenities-play-important-role-in-attracting-5687342.php.

15 Lois Weiss. “The Rise of Tenants-only Gyms in NYC Office Buildings.”The New York Post. October 20, 2014. Accessed December 15, 2014. http://nypost. com/2014/10/20/the-rise-of-tenants-only-gyms-in-nyc-office-buildings/.

16 Mark Elliott. “Do Office Buildings Have to Provide Amenities?” Atlanta Business Chronicle. September 10, 2010. Accessed December 15, 2014. http://www.bizjournals.com/atlanta/real_talk/2010/09/do_office_buildings_have_to_provide_ame- nities.html?page=all.

17 Kari Frontera. “Turning Your Office Fitness Center Into An Asset.”GenslerOn Work. November 7, 2011. Accessed December 15, 2014. http://www.gensleron.com/ work/2011/11/7/turning-your-office-fitness-center-into-an-asset.html.

18 Jonathan Strickland. “Introduction to How the Googleplex Works.” HowStuff- Works. Accessed December 15, 2014. http://computer.howstuffworks.com/ googleplex.htm.

19 “Perk Place: The Benefits Offered by Google and Others May Be Grand, but They’re All Business.” Wharton, University of Pennsylvania. March 21, 2007. Accessed De- cember 15, 2014. http://knowledge.wharton.upenn.edu/article/perk-place-the- benefits-offered-by-google-and-others-may-be-grand-but-theyre-all-business/.

20 Strickland, supra.

21 Ramona Emerson. “Google’s Best Benefits: The Top 7 Perks Google Offers Employees.” The Huffington Post. January 31, 2012. Accessed December 15, 2014. http://www.huffingtonpost.com/2012/01/30/google-benefits-employee-perks_n_1242707.html.

22 Anthony DePalma. “MELDING A HOTEL WITH OFFICE SPACE.” The New York Times. December 03, 1983. Accessed December 16, 2014. http://www.nytimes. com/1983/12/04/realestate/melding-a-hotel-with-office-space.html.

23 IBID (citing William Achenbaum, president of developer S/A Associates).

24 IBID. (citing partner in Hemisphere Group development).

45 25 Grant Ian Thrall. “Business geography and new real estate market analysis.” New York: Oxford University Press. (2002): 216-17.

26 IBID, 217.

27 Thrall, 222.

28 James R. DeLisle and Terry V. Grissom. “An empirical study of the efficacy of mixed-use development: the Seattle experience.” Journal of Real Estate Literature 21, no. 1 (2013): 1.

29 IBID, 2.

30 Celock, supra.

31 Ed Watkins “The Evolving Mixed-use Development Model.” Hotel News Now. March 4, 2013. Accessed December 16, 2014. http://www.hotelnewsnow.com/ Article/10023/The-evolving-mixed-use-development-model.

32 Lois Lawrence. “Hotels Attached to Malls in the Northeast USA.” Trails.com. 2014. Accessed December 16, 2014. http://www.trails.com/list_33728_hotels-attached- malls-northeast-usa.html.

33 Watkins, supra.

34 IBID

35 Richard H. Penner, Lawrence Adams, and Stephani K. A. Robson. Hotel Design, Planning and Development. Routledge, (2013): 109-110.

36 Andrew Wilson. “Why a 20-Minute City Is a Worthy Goal.” Future Cities. March 19, 2013. Accessed December 16, 2014. http://www.ubmfuturecities.com/author. asp?section_id=260&doc_id=524606.

37 Weiss, supra.

38 IBID

39 Dominic F. Minadeo. “Price Premiums and Mixed-Use Development.” Colliers International. April 2009. Accessed December 16, 2014. http%3A%2F%2Fwww. naiop.org%2F~%2Fmedia%2FResearch%2FResearch%2FResearch%2520Re- ports%2FMixed%2520Use%2520Price%2520Premiums%2Fmixedusepricepremi- ums.ashx.

46 40 Natalie Sherman. “In Competitive Office Market, Landlords Try to Hook Tenants with Amenities.” Baltimore Sun. February 17, 2014. Accessed December 16, 2014. http://articles.baltimoresun.com/2014-02-17/business/bs-bz-beco-towers-20140217_1_vacancy-rates-baltimore-office-office-space.

41 Lee, supra.

42 The Westin Galleria Houston, http://www.starwoodhotels.com/westin/property/ overview/index.html?propertyID=1053

43 Lauren Sherman. “In Depth: The World’s Best Shopping Malls.” Forbes. August 1, 2008. Accessed December 16, 2014. http://www.forbes.com/2008/08/01/best- malls-worldwide-forbeslife-cx_ls_0801style_slide_4.html.

44 Shaina Zucker. “Simon Property Group Plans Big Changes for Houston’s Galleria Mall - Houston Business Journal.” Houston Business Journal. September 5, 2013. Accessed December 16, 2014. http://www.bizjournals.com/houston/blog/breaking-ground/2013/09/big-changes-coming-to-houstons.html.

45 Nancy Sarnoff. “Second Hyatt Hotel to Be Built near Galleria.”Prime Property. Au- gust 01, 2014. Accessed December 16, 2014. http://blog.chron.com/primeproperty/2014/08/second-hyatt-hotel-to-be-built-near-galleria/.

46 “The Galleria: Behind the Building.” AGC Houston. Accessed December 16, 2014. http://behindthebuilding.org/galleria.html.

47 Fox, Stephen. “SHAMROCK HOTEL.” Texas State Historical Association. June 15, 2010. Accessed December 16, 2014. http://www.tshaonline.org/handbook/online/articles/ccs05.

48 The Westin Galleria Houston, http://www.starwoodhotels.com/westin/property/ overview/index.html?propertyID=1053

49 Penner, et. al, 107.

50 Hayley Bosch. “Inside The Hotel Residences Boom.” Forbes. May 21, 2014. Accessed December 16, 2014. http://www.forbes.com/sites/forbestravelguide/2014/05/21/inside-the-hotel-residences-boom/.

51 “About Us.” Four Seasons Hotels and Resorts. Accessed December 16, 2014. http://www.fourseasons.com/about_four_seasons/.

52 Bosch, supra.

47 53 Pizam, Abraham. “Condominium hotels: A scorching hot lodging product.” Inter- national Journal of Hospitality Management 25, no. 2 (2006): 167.

54 Nadja Brandt. “Homebuyers Avoiding Chores Fuel U.S. Condo-Hotel Reviv- al.” Bloomberg.com. July 2, 2014. Accessed December 16, 2014. http://www. bloomberg.com/news/print/2014-07-02/homebuyers-avoiding-chores-fuel-condo-hotel-rebirth-real-estate.html.

55 Barbara DeLollis. “Boutique Hotel Guru Ian Schrager: Can Hotel Lighting Be Too Dark?” USA TODAY. October 14, 2010. Accessed December 16, 2014. http:// travel.usatoday.com/hotels/post/2010/10/ian-schrager-on-dark-hotel-lighting/127239/1.

56 Brandt, supra.

57 Bosch, supra.

58 IBID

59 Coolidge, Carrie. “Condos With Room Service.” Forbes (June 7, 2004): 182.

60 Brandt, supra.

61 IBID

62 Penner, et al, 233.

63 University Club of Washington DC. Accessed December 16, 2014. http://www. universityclubdc.com/.

64 Cosmos Club. Accessed December 16, 2014. https://www.cosmosclub.org/.

65 Metropolitan Club of the City of Washington. Accessed December 16, 2014. https://www.metroclub.com/.

66 National Press Club. Accessed December 16, 2014. http://www.press.org/.

67 Reznikoff, S. C. Interior Graphic and Design Standards, (1986): 336-338.

68 IBID

69 DeLollis, supra.

48 70 Karen Tetlow. “Noise Control and Room Acoustics in Building Design.” Continu- ing Education Center. October 2013. Accessed December 16, 2014. http://con- tinuingeducation.construction.com/article.php?L=320&C=934.

71 Weiss, supra

72 IBID

73 Penner, et al, 22.

74 Catherine Ho. “At Holland & Knight, Lobbyists No Longer Have Corner Offices.” Washington Post. September 16, 2012. Accessed December 16, 2014. http:// www.washingtonpost.com/business/capitalbusiness/at-holland-and-knight- lobbyists-no-longer-have-corner-offices/2012/09/16/2251b396-fc58-11e1-8adc- 499661afe377_story.html.

75 Haynes, 178.

76 Joseph Giovannini, “It’s Gonna Be Awesome: That’s What They Say at Barbarian Group’s NYC HQ.” Interior Design Magazine May, 30, 2014 http://www.interiordesign.net/projects/detail/2360-its-gonna-be-awesome-thats-what-they-say-at- barbarian-groups-nyc-hq/

77 Haynes, 191.

78 Sue Shellenbarger.”New Office Flashpoint: Who Gets the Conference Room?” WSJ. October 15, 2014. Accessed December 16, 2014. http://www.wsj.com/articles/ new-office-flashpoint-who-gets-the-conference-room-1413307377.

79 Haynes, 184.

80 IBID, 191.

81 Penner, et al, 24.

82 IBID, 357.

83 “Mixed-Use.” Colliers International. Accessed December 16, 2014. http://www. colliers.com/en-us/us/services/propertytype/mixeduse/?14a4a3fedb0.

84 IBID

85 Penner et al, 344.

49 86 Jeffrey H. Birnbaum. “The Road to Riches Is Called K Street.” Washington Post. June 22, 2005. Accessed December 16, 2014. http://www.washingtonpost.com/wp- dyn/content/article/2005/06/21/AR2005062101632.html.

87 Penner, et al, 306.

88 IBID

89 DePalma, supra.

90 Penner et al at 110.

91 IBID

92 Frontera, supra.

93 IBID

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