4 – Development & Phasing Schedule

W L C M U S E

1 0 51 0 4

S C H E D U L E

Development & Phasing ScheduleWe’re a team well-experienced in uniting and collaborating partners towards common goals, driving critical path schedules and executing milestones to deliver on our promise.

DEVELOPMENT SCHEDULEWe’ve outlined our development schedule with an emphasis on the early, predevelopment activities that will drive the initial decision making and activation of this expansive district.

After selection of the WLC team, we will commence multiple activities to quickly kick off critical decision making, productive collaboration with multiple stakeholders, and initiate the approval process. These early critical activities are:

Î Due Diligence Period: We anticipate this period lasting 120 days. During this time, we will complete our ongoing cost and market analysis on the properties and priority phasing. We will complete legal activities regarding negotiations of terms and conditions, lease agreements, entitlements and finalizing development parcels included in this agreement. We will also complete the due diligence on the physical site by onboarding any other necessary technical consultants to start on infrastructure design, traffic design, civil/structural engineering, architectural design and environmental review on the first two phases of our vision.

Î Stakeholder Engagement: This critical activity will involve our team leading and facilitating meaningful and productive meetings with the multiple stakeholder entities to collaborate and finalize the concept, phasing and prioritization of various aspects of the district. In this period, we include continue discussions and coordination with the Convention Center Hotel development team to ensure we are working towards unified goals and planning for our adjacent properties. We will capture the decisions and incorporate into the completion of the Master Development Plan. This activity would last approximately 90 days.

Î Identification, Design and Approvals for Infrastructure: The requirements for infrastructure improvements will also be a key discussion point during stakeholder engagement meetings. While we present our plans for the use of the infrastructure funds, we understand there will be a need for buy-in from all parties, especially The Authority to agree with the plan and use for funds so that it mutually benefits all stakeholders. We propose that construction of public spaces also be included with these funds.

Î Completion of Master Development Plan: After assembling and evaluating all input from stakeholders, the team will complete the Master Development Plan. We will document and report the final drawings and associated documents, distribute and submit documents to the Authority and the City and any other necessary authorities. We anticipate this finalization to take 180 days and run concurrently during Due Diligence, Stakeholder Discussions, and Identification of Infrastructural Approvals and Requirements as they will inform the Master Plan.

Î Approvals from New Orleans Convention Center Board and The City of New Orleans: We anticipate an approval period of 90 days after the completion of our Master Development Plan to obtain all necessary endorsements from various stakeholders.

Î Master Development Agreement and Ground Lease: The finalization of the Master Development Agreement and Ground Lease is a critical milestone, commencing immediately after award with finalization starting after the stakeholder meetings. During this time, we will finalize and execute the terms and conditions of our agreement and ground lease to ensure all parties reach mutually agreeable, fair, and valuable terms. We anticipate this period of negotiations and final contract execution to be about 90 days.

MASTER PLAN PHASING SCHEDULEPhase I – Parcel B2 - The 10th Muse and Initial Infrastructure Improvements

We initially intended to start the development with several multi-family buildings; however, after meeting with the Convention Center Hotel developers, we believe the need to activate the site early by providing a new visitor attraction to be important to the success of the Convention Center Hotel. This attraction is primarily a music venue called The 10th Muse. It is an architecturally stunning and flexible entertainment venue that has capacity to serve 4,000-5,000 patrons. The 10th Muse will bring an immediate charge to the area for both the Hotel and The New Orleans Convention Center itself, which will give your conventions a nighttime attraction or ability to utilize after conventions end for the much needed after hours draw of businesses and organizations. Also, from our preliminary discussions with the Convention Center Hotel Development Team, we understand The 10th Muse and its proposed location would be the highest and best benefit to their hotel development, giving their guests a nearby attraction to visit. Our team believes making The 10th Muse the inaugural phase to our district, helps us to bring vibrancy, identity, and brand to the area – allowing locals and residents alike to start putting a location to the concept.

Running concurrently to our vertical first phase, we will implement the initial and critical first steps of the infrastructure improvements. We propose the first areas of infrastructure improvements to be the extension of Race, Orange, and Euterpe to Convention Center Boulevard. The extensions of these streets will start establishing the grid for our district.

Phase I Milestones

Î Architectural Design of The 10th Muse starts after Master Development Agreement is finalized.

Î Construction of Infrastructure Improvements starts after the Master Development Plan is approved by the Authority and the City.

Î Construction of The 10th Muse starts after permits are received.

Î Construction of temporary festival grounds starts after the infrastructure improvements are completed for phases 1 and 2.

Phase 2 – Parcel A - Mixed-Use Residential Development

Concurrent with Phase 1, we will add the first of multiple residential developments to create this district. The first property, identified strategically on Parcel A to complete the ‘heart’ of the district, will be a mixed-use development comprised of 25,000 square feet of retail space, 40,000 square feet of grocery, and approximately 330 residential units with 5% designated as workforce housing units.

We feel it is critical to not just create a residential development early to drive long-term density to the area, but additionally, the retail and grocery offerings will provide the activation for the public realm and offer much-needed lifestyle services to the residential and visitor populations.

Phase 2 Milestones

Î Architectural Design of Parcel A starts after the Master Development Agreement is finalized.

Î Construction of Parcel A starts after permits are received.

Phase 3 will be an additional multi-family development on Parcel E3, which will also include work force housing. Subsequent phases will commence after finalization of the stakeholder meetings and master development plan.

Current phasing is dependent on construction of the Convention Center Hotel. If the Hotel does not get constructed, we would reconsider the initial phases of the development.

W L C M U S E

1 071 0 6

S C H E D U L E

Selected by Convention Center Board March 25, 2020

Due Diligence on Property March 26, 2020

Stakeholder Engagement Meetings April 1, 2020

Identification, design and Approvals for Infrastructure Requirements March 26, 2020

Coordination with Convention Center Hotel developers April 1, 2020

Completion of Master Development Plan March 26, 2020

Approval of Master Development Plan by New Orleans Convention Center Board Sept. 22, 2020

Approval of Master Development Plan by City of New Orleans Sept. 22, 2020

Finalization of Master Development Agreement and Ground Lease July 1, 2020

Infrastructure construction for Phases 1 and 2 Dec. 21, 2020

Phase 1 Design - Music Venue & Restaurant Sept. 23, 2020

Phase 1 Permitting June 20, 2021

Phase 1 Construction - Music Venue August 26, 2021

Phase 1 Design, Permitting and Construction - Restaurant in Music Venue August 26, 2022

Phase 2 Design - Residential & Retail Sept 23, 2020

Phase 2 Permitting June 20, 2021

Phase 2 Construction August 26, 2021

Temporary Festival Grounds with Phases 1 and 2 December 21, 2021

Convention Center Hotel Construction August 26, 2021

2020

M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A

2021 2022 2023

Schedule Phases 1 & 2

120

90

180

90

180

90

90

91

365

270

60

60

546

365

270

730

180

7

SCHEDULE KEY

Planning, Engagement, and Pre-design

Approval of Master Plan

Phase 1

Phase 2

5 – Financial Proposal & Letters of Reference

W L C M U S E

1 1 11 1 0

F I N A N C I A L P R O P O S A L

EQUITY AND FINANCINGConstruction of Phases 1 and 2 will be funded from equity contributed by Muse Development, LLC. Once construction is completed and the properties stabilized, traditional financing will be employed to free up equity for other phases of the development.

Phases 1 and 2 are projected to start once the infrastructure for these phases is in place and the Convention Center Hotel has been funded and committed. If the Convention Center Hotel is not constructed, we will revisit the initial phases to be constructed.

ECONOMIC DEVELOPMENT DISTRICT AND PROPERTY TAX ABATEMENTSTax incentives afforded by the economic development district will be maximized to maintain public spaces with the overall development and to allow for affordable and workforce housing within the development.

Phase 2 will include approximately 330 apartments, of which approximately 16 units are planned as affordable units. The number of affordable units could increase based on the PILOT program negotiated with the City of New Orleans.

All other Federal and local incentive programs available to provide affordable and workforce housing will be evaluated to maximize the value to the development and its stakeholders.

All other Federal and local incentive programs available to provide affordable and workforce housing with be evaluated, include those offered by the Finance Authority of New Orleans, to maximize the value to the development and its stakeholder.

Financial ProposalOur team brings a strong financial, economic, value-driven proposition to the concept of Muse Landing. With the ability to fund the early phases through raised equity we will immediately activate the area, accelerating the draw to the district and enhancing the value of your property.

GROUND RENTGround rent consists of two components. The first is a base rent which is designed to yield 2.0% on the value of the raw land utilized in each phase of the development. For Phase 1, parcel B2 has been valued at $85.00 per square foot. For Phase 2, parcel A has been valued at $70.00 per square foot.

The second component is an incentive rent which will yield an increased amount after certain milestones are reached for each phase of the project. For Phases 1 and 2, the incentive rent starts when the return on cost exceeds 6.5% and is capped at an additional 2.0%.

In addition to the percentage incentive rent, the Convention Center will receive 5.0% of any refinancing or sale over an agreed upon hurdle rate on a parcel by parcel basis.

For phases 1 and 2, the projections included a combined base and incentive ground rent yielding 4.0% to the Convention Center.

It is anticipated that the exact rents and incentive milestones will be negotiated with the Convention Center during the negotiations of the master development agreement.

Ground rents starts when the infrastructure for the phases has been completed and the construction on the Convention Center Hotel has begun.

During the construction of each phase, ground rents will be calculated at 50% of the proposed rates until each phase is open or some other agreed upon date.

For the temporary festival grounds, in lieu of a ground rent, the Convention Center will share in 50% of the net operating income derived from festivals held on the festival grounds.

Development Budget INFRASTRUCTURE PHASE I PHASE 2

CONSTRUCTION COSTS

Public Parks / Plaza $2,700,000 $- $-

Residential $- $- $67,751,000

Retail $- $- $2,610,000

Music Venue $- $27,400,000 $-

Parking $- $- $5,805,000

Streets & Utilities (Note 1) $9,300,000 $- $-

Total Construction Costs $12,000,000 $27,400,000 $76,166,000

Developer Construction Contingency $- $822,000 $2,285,000

Total Hard Costs and Contingency $12,000,000 $28,222,000 $78,451,000

FF&E COSTS

FF&E $- $8,000,000 $525,000

Total FF&E Costs $- $8,000,000 $525,000

DEVELOPER'S RETAIL COSTS

Tenant Improvements $- $1,600,000 $9,365,000

Leasing Commissions (5 years) $- $56,000 $1,138,000

Total Owner's Retail Costs $- $1,656,000 $10,503,000

SOFT COSTS

Accounting Fees $- $18,000 $24,000

Appraisal $- $10,000 $10,000

Architect Fees $- $1,644,000 $3,047,000

Builder's Risk Insurance $- $205,000 $460,000

Building Permit $- $192,000 $460,000

Consultant - Envelope $- $27,000 $40,000

Engineering - Soil Borings $- $20,000 $20,000

Engineering - Pile Load Test $- $50,000 $50,000

W L C M U S E

1 1 31 1 2

F I N A N C I A L P R O P O S A L

Development Budget (cont.) INFRASTRUCTURE PHASE I PHASE 2

Engineering - Acoustical $- $250,000 $115,000

Engineering - Civil $600,000 $41,000 $115,000

Engineering - MEP $- $165,000 $150,000

Engineering - Structural $- $220,000 $500,000

Engineering - Testing for Developer $- $205,000 $160,000

Environmental Reports - Phase I $- $15,000 $15,000

Environmental Plan & Testing (Note 2) $- $- $-

Equipment - Parking $- $10,000 $10,000

Equipment - Security $- $200,000 $20,000

Equipment - Signage $- $500,000 $50,000

Insurance - Environmental $- $- $85,000

Insurance - Developer's General Liability $50,000 $137,000 $200,000

Interior Design Fee $- $100,000 $50,000

Internet/Security Cameras/Audio $- $100,000 $50,000

Landscape Design $- $50,000 $80,000

Legal $- $500,000 $1,000,000

Lender Construction Inspection Fee (Note 3) $- $- $-

Market Study $- $- $25,000

Marketing & Advertising $- $250,000 $250,000

Misc. Travel, Printing, Etc. $- $100,000 $100,000

Payment & Performance Bond $- $178,000 $500,000

Preconstruction Services $- $120,000 $360,000

Pre-opening Costs $- $250,000 $150,000

Survey $- $15,000 $15,000

Taxes, Property During Construction (Note 4) $- $- $-

Title & Recording $- $10,000 $10,000

Title insurance $- $180,000 $200,000

Traffic Studies $- $100,000 $100,000

Utilities $- $50,000 $50,000

Other $- $100,000 $100,000

Total Soft Costs $650,000 $6,012,000 $8,571,000

Development Budget (cont.) INFRASTRUCTURE PHASE I PHASE 2

Developer Soft Costs Contingency $65,000 $602,000 $858,000

Total Soft Costs & Contingency $715,000 $6,614,000 $9,429,000

Total Soft Costs & Contingency $55,000 $7,144,000 $9,935,000

Reserves

Year 1 Operating Cash Shortfall $- $400,000 $2,000,000

Initial Cash Operating Reserve $- $300,000 $1,000,000

Total Reserves $- $700,000 $3,000,000

Developer / Management Fees $509,000 $1,780,000 $3,957,000

Financing Costs (Note 3) $- $- $-

Capitalized Interests During Construction (Note 3) $- $- $-

Ground Lease Costs

Ground Lease rent (Note 5 & 6) $- $162,000 $372,000

Commission on ground lease rent $- $3,000 $7,000

Ground Lease Costs $- $165,000 $379,000

Total Project Costs $13,224,000 $47,137,000 $106,244,000

NOTES1. Infrastructure required for Phases 1 and 2. From $26 million fund for

district and not from hotel infrastructure fund.2. Any environmental issues are for account of Convention Center.3. No lender fees or financing costs as expected to be funded by equity.4. No property taxes during construction as land owned by Convention Center.5. Ground lease rent not paid on public spaces.6. Ground lease rent paid at 50% during construction.

W L C M U S E

1 1 51 1 4

F I N A N C I A L P R O P O S A L

Operating BudgetSTABILIZED YEAR PUBLIC SPACES PHASE I PHASE 2

REVENUE

Residential $- $- $7,561,700

Retail $- $- $2,044,000

Music Venue $- $5,170,000 $-

Restaurant Food & Beverages $- $4,000,000 $-

Festival Revenue $300,000 $- $-

Parking $- $640,000 $422,300

Economic Development District - Sales Taxes $399,000 $- $-

Total Revenue $699,000 $9,810,000 $10,028,000

EXPENSES

CONTROLLABLE EXPENSES

Box Office $- $151,000 $144,900

General & Administrative $- $324,000 $144,900

Human Resources $- $218,000 $455,900

Landscaping $- $- $64,400

Management Fee $- $- $511,400

Marketing $- $280,000 $112,700

Operations $399,000 $485,000 $-

Operations - Restaurant $- $3,200,000 $-

Other Contracting Services $- $- $48,300

Redecorating / Unit Preparation $- $- $64,400

Repairs & Maintenance $- $- $80,500

Total Controllable Expenses $399,000 $4,658,000 $1,627,400

Operating Budget (cont.) PUBLIC SPACES PHASE I PHASE 2

NON-CONTROLLABLE EXPENSES

Ground Lease $- $214,000 $373,000

Commission on Ground Lease $- $4,000 $7,000

Insurance $50,000 $36,000 $386,400

Real Estate Taxes $- $130,000 $260,700

Utilities $- $528,000 $193,200

Total Non-Controllable Expenses $50,000 $912,000 $1,220,300

Recurring Replacements $- $- $80,500

Total Expenses $449,000 $5,570,000 $2,928,200

Net Operating Income (EBITDA) $250,000 $4,240,000 $7,099,800

Cash on Cash Return 7.56%

NOTES

1. Maintenance of public spaces is projected to be funded by tax incentives in connection with the Economic Development District.

2. Deficit on Phase 1 and 2 Public Parks / Plaza covered by Phases 1 and 2 developments.

3. No ground rent on temporary festival grounds. Convention Center will share in 50% of the net operating income.

W L C M U S E

1 1 71 1 6

F I N A N C I A L P R O P O S A L

Tulane University Office of the Chief Operating Officer

327 Gibson Hall 6823 St. Charles Avenue

New Orleans, Louisiana 70118

March 2, 2020

Mr. Paul Flower WLC Muse, LLC 1000 South Jefferson Davis Parkway New Orleans, LA 70125 RE: Letter of Support and Interest Dear Mr. Flower, We understand that WLC Muse, LLC is a respondent to the Master Developer Convention Center District Development Project RFP. Tulane University shares your enthusiasm in the development of Muse Landing and allowing for the creation of meaningful economic advancement and opportunity for New Orleans and its citizens. As you are aware, Tulane has a presence in this development area through the Tulane River and Coastal Center and we sees it as a priority for the university not only to maintain but to potentially enhance its presence in that area. We look forward to further discussions as to collaboration on all these development issues. Our interest in this project is dictated by circumstances as a conditional one, and of course is not binding, nor is it exclusive. Please continue to advise us of your plans and status as events unfold. Regards, Patrick Norton Patrick Norton, Senior Vice President and Chief Operating Officer

W L C M U S E

1 1 91 1 8

F I N A N C I A L P R O P O S A L

W L C M U S E

1 2 11 2 0

F I N A N C I A L P R O P O S A L

Monday March 2nd, 2020

Mr. Doug Thornton ASM Global 1500 Sugar Bowl Drive New Orleans, LA 70112 Re: NOLA Entertainment District and Festival Site Dear Doug: Thank you for sharing the plans for the New Orleans Convention Center Entertainment District and the interim and long-term festival locations. As a business owner and operator who will be greatly affected by this project, it means a lot to be included in this process. As you are aware, Winter Circle Productions (which is owned by AEG Presents) has successfully produced the two-day Buku Festival (which is owned by AEG Presents and an independent group including myself) on what is referred to as Lots J, K & L since 2012. Each year the festival has grown, attracting over 60 artists and 50,000 spectators over two days in 2019. While we use multiple venues, including Mardi Gras World and the Market Street Power Plant parking lot, our main stage is located on Lot K in a configuration to accommodate up to 27,500 spectators. After reviewing the conceptual plans for the District, we were very pleased to see that there are both interim and long-term plans that will support the festival as it continues to grow. We are particularly excited about the long-term vision of having the festival site along the Mississippi river. We believe that location can be utilized to support a number of outdoor music and lifestyle events throughout different times of the year. Please accept this letter as our endorsement of the proposed development and the conceptual plans that have been presented. As an AEG affiliated company, we look forward to working with ASM Global and the developers on this exciting project. Sincerely, Reeves Price Winter Circle Productions

6 – Preliminary Terms & Conditions

W L C M U S E

1 2 51 24

T E R M S & C O N D I T I O N S

Preliminary Terms & Conditions

Preliminary Responses to Item #6 in RFP

1. Ground lease See comments below:

a. While an initial lease term of 75 years with two twelve-year extensions is acceptable, we request that a single term of 99 years be considered.

b. Lease payments will be structured with a base and incentive payments based on achieving identified milestones.

c. All other items identified in section are acceptable with details to be negotiated with lease.

2. Headquarters hotel developer Understand. We have been in discussions with the developer of the headquarters hotel.

3. Parking See Overall Development Program on pages 38-39 for parking details.

4. Reservation of rights Understand.

5. Adjacent uses Understand. We know the other significant adjacent property owners.

6. Site investigation and due diligence Understand and agreed.

7. Conceptual plans Understand and agreed.

8. Standby letter of credit Understand and agreed.

9. Assignment Understood and agreed.

10. Taxes Understand and agreed.

11. Termination for convenience Understand and agreed.

12. Construction Understood and agreed. Projects would be covered with a payment bond to protect Convention Center from liens.

13. Indemnification Understand and agreed.

14. Team member approval Agree assuming approvals not unreasonable withheld. Will request some criteria be determined for level of architects and contractors that will require approval.

15. Zoning amendments and approval Understand and agreed.

16. Insurance requirements Understand.

17. Developer’s accounting records Understand and agreed.

18. Civil Rights Museum Understand. We are reserving a 40,000SF space along convention center Boulevard that is integrated into the surrounding public realm and urban design— this space will ensure a prominent and appropriate location for the museum.

THE JULIA AT ST CHARLES

7 – SEB/DBE Plan

SEB / DBE Advisors & Committee The table below demonstrates how we will be taking responsibility for the execution of the plan and meeting the plan goals, by detailing what each member of our SEB/DBE leadership will be responsible for.

Henry Coaxum Development SEB/DBE Committee Advisor

Henry Coaxum, development partner and investor, pledges to lead the SEB/DBE efforts as Advisor to our team’s SEB/DBE Committee. Coaxum provides leadership, oversight and guidance to the committee members. He is responsible for ensuring opportunities to participate in owner/operator agreements and/or sublease agreements are afforded to SEB/DBEs. Additionally, using his expertise in various industries such as food service, hospitality service, and facility maintenance, he will identify SEB/DBE firms ideal for direct participations services to contract directly with The Authority. In addition to Coaxum, our development team is comprised of DBE Equity Investors including Mr. Lee Jackson of Jackson Offshore, and Mr. & Mrs. Todd McDonald. These individuals are respected in their fields and communities and we are proud to have them as part of our team in direct participation.

Lauren Marshall Director of Diversity and Inclusion, Woodward

Lauren Marshall, Director of Diversity and Inclusion at Woodward, serves as SEB/DBE Committee member in both the developer and contractor aspects. When representing the development side of Woodward, Marshall will use resources to engage, connect and contract with SEB/DBE firms that can fulfill needs in the pre-development, design and technical services. While representing Woodward on the contractor side, she works with the estimating and operations teams to focus on our strategy to achieve a diverse success.

Arkebia Matthews-Johnson Contract Compliance Manager, AECOM Tishman

Arkebia Matthews-Johnson is a skilled and proven leader with sound knowledge of developing and administering diversity and inclusions programs. She has broad knowledge about trends, movements and policy development to stimulate appropriate programing direction in the areas of equity and inclusion. Her specialties include business management, business development, supplier diversity, customer relations, government grants and leadership and training programs.

Glenda McKinley English Public Relations Consultant, GMc+ Company Advertising

Glenda McKinley is founder and president of GMc+ Co., an integrated communications agency based in New Orleans that has received numerous local, regional and national awards. As a DBE firm, Glenda will serve as the Public Relations Consultant on behalf of our development team. We have an excellent relationship with Glenda, as she serves in the same capacity on the Four Seasons development. She is well known in the community, knowledgeable in the real estate development and construction process for official communications, and she assists our team during community events and outreach.

W L C M U S E

1 2 91 2 8

S B E / D B E P L A N

SEB / DBE PlanThe Woodward Leventhal Carpenter Team believes that inclusive economic development fuels the transformation of communities and addresses resident- and community- specific challenges that affect the entire city.

The Woodward Leventhal Carpenter Team believes that inclusive economic development fuels the transformation of communities and addresses resident- and community-specific challenges that affect the entire city.

We believe that the requisite talent and resources exist in and around New Orleans to execute an organic SEB/DBE strategy that grows SEB/DBEs, builds SEB/DBEs’ business capacity, and expands the pool of SEB/DBEs for the Convention Center District Development and the city of New Orleans. Recognizing that SEB/ DBE firms are equipped with unique skills, talent, and knowledge that contribute to their sustainability, we will adapt a “Reverse Mentorship” model to allow for a respectful exchange of ideas and expertise that will enhance work relationships and produce better project outcomes overall. SEB/DBE firms that work and provide goods and services on the Convention Center District Development will gain valuable experiences, employ a substantial number of New Orleanians, and be well- positioned to successfully compete for contracting opportunities on meaningful projects for years to come. In short, our strategy aims not just to award opportunities but to create a culture of long-term business growth for our local SEB and DBE firms.

An organic SEB/DBE strategy that grows the SEB/DBE pool is imperative as this grows the number of SEB/DBEs to participate in the myriad of real estate development and redevelopment opportunities in the city’s pipeline and future. Our team is committed to engaging and growing a diversified pool of SEB/ DBEs across development, construction, and professional services disciplines.

DIRECT PARTICIPATION APPROACH Our team includes several SEB/DBE developers and investors, and we will continue to partner with and foster joint venture agreements with SEB/DBE firms throughout the development of this project. Our team’s commitment and development strategy will ensure we exceed The Authority’s 20% SEB/DBE direct participation contracting goal. Henry Coaxum of Coaxum Enterprises, a DBE equity investor on the team, pledges to lead the SEB/DBE efforts, ensuring opportunities to participate in owner/operator agreements and/or sublease agreements are afforded to SEB/DBEs.

GOODS AND SERVICES PARTICIPATION APPROACH Our team will carefully analyze the design and construction needs of our master development proposal, identifying a

“pathway to success” and strategies to overcome common SEB/ DBE hurdles. We conceived an execution plan, assembled a team, and will execute a development strategy that allows our convention center team to exceed The Authority’s 30% goods and services SEB/DBE contracting goal.

We will utilize the convention center’s recently launched SEBconnect App to build awareness and educate small business owners about the latest contracting and purchasing opportunities with the Convention Center District Development. The convenience of the SEBconnect App will allow non-certified businesses to make the certification process easier, which will lead to more available businesses for contracting opportunities.

The following methods contribute to our team’s ability to reach our SEB/DBE requirement goals and maintain compliance with requirements:

Î In-depth analysis of general conditions, management and quality control components to increase opportunities to utilize SEB/DBE firms. Project management and administrative personnel, which comprise key work traditionally performed in-house, will be identified as scopes that can be subcontracted to SEB/DBE firms.

Î SEB/DBE architectural, engineering, geotechnical and surveying firms will be identified as part of the team.

Î Early identification of trade scopes with proven, effective, high-performing DBE firms. This includes but is not limited to concrete work, steel, framing, and painting.

Î Where it is economically and logistically feasible, we will use innovative bid packaging to break down the project requirements into smaller scopes or quantities to maximize opportunities for SEB/DBE firms. This strategy of creating multiple, manageably sized bid packages expand opportunity and increase SEB/DBE success.

Î Create programs to expedite payment requests by SEB/ DBE subcontractors for timely payment.

Î Mentor or coach these businesses on other business practices such as administration, operations, and estimating.

Î Our team will work with local and regional organizations that focus on the development of SEB/DBE firms to facilitate education and capacity-building opportunities.

W L C M U S E

1 3 11 3 0

S B E / D B E P L A N

Î Our team will also leverage the unparalleled financial strength of the developer and investor group to construct and deploy innovative financial and insurance structures that address financial hurdles often faced by SEB/DBEs in large construction projects

The Woodward Leventhal Carpenter team goes beyond compliance. Through our work on the Four Seasons, we cultivated an organizational culture that is creative, innovative, and highly responsive to the needs of the SEB/DBE community. Our team is committed to creating meaningful contract opportunities for SEB/DBEs on this project during both preconstruction and construction. We will enthusiastically reach out to the SEB/ DBE community through multiple avenues to make certain that everyone who is interested in proposing/bidding has that opportunity. The following methods contribute to our effective outreach program:

Î The Team will execute phase one of the convention center workforce development strategy by hosting

“meet and greet” sessions, focused on inclusion and SEB/DBE outreach. The team will invite prominent city and state stakeholders to these sessions.

ò The team will utilize all resources to notify SEB/DBE firms. This includes the City of New Orleans’ Office of Supplier Diversity website for SLDBE firms, the Louisiana Economic Development Small Entrepreneurship Program database of over 1,600 Hudson Initiative certified firms, the Louisiana Unified Certification Program database of DBE firms and the New Orleans Ernest N. Morial Convention Center SEB Connect database.

ò The team will communicate opportunities with community resource firms to share with their members/stakeholders. These firms include but are not limited to The Urban League of Louisiana, Good Work Network, WEBENC, NOLABA, NORBCC SRMSDC, Hispanic Chamber of Commerce.

Î The convention center team will host open houses for SEB/DBEs to introduce our team, our vision for the convention center district development and our commitment to SEB/DBE inclusion.

ò We will utilize advertisements in local and regional media to notify SEB/DBEs interested in development, leasing and subcontracting opportunities.

ò We will also host pre-bid meetings to ensure that SEB/DBE firms have access to subcontracting opportunities. At these meetings, we will offer instruction and clarification on our pre-qualification procedures, bid documents, and the bid process. We will define what support we are offering to make sure that all SEB/DBE firms working on the project succeed.

Our team is offering extensive support to ensure that SEB/DBE firms not only have access to opportunities, but the backing needed to succeed.

PROVEN SUCCESS Ten years ago, Woodward recognized the need to expand its subcontractor network to include more SEB/DBE firms and hired a Director of Diversity and Inclusion to develop and implement the company’s SEB/DBE participation plan. Our team knows firsthand the mutual benefits of SEB/DBE involvement as well as the challenges faced by SEB/DBE firms. We are committed to foster an inclusive environment that provides opportunities and support to undercapitalized SEB/DBE firms so they may succeed and grow.

Our experience strengthened our resolve to establish and adhere to policies and procedures that mitigate and eliminate stumbling blocks for SEB/DBEs. Our goal is to ensure the success of each SEB/DBE firm we work with while completing the Convention Center District Development.

LASTING IMPACT The comprehensive SEB/DBE effort and the sustainable SEB/DBE platform we outlined above will allocate material responsibilities and project work to SEB/DBEs and local businesses. Our efforts will help SEB/DBEs and local businesses to grow and become properly positioned to secure other large contracts in the future. We believe that this project, with its great magnitude, can make a broad impact on the SEB/DBE community, positively changing the trajectory of a diverse cross section of city residents, SEB/ DBEs, and local businesses.

Our efforts will have a lasting impact on the quality of opportunities that may previously have been beyond the reach of smaller SEB/DBEs.

Case Study for DBE Success: Four Seasons New Orleans Our team worked extensively with SEB/DBE firms in the past and continues to work with new and established firms on current construction engagements. With 10 plus + years of experience working with SEB/DBEs and meeting SEB/DBE targets, we built a foundation for successful SEB/DBE involvement on the Convention Center District Development.

The Woodward Leventhal Carpenter Team is experiencing unprecedented success on its current project, the redevelopment of the World Trade Center site to the Four Seasons New Orleans Hotel and Private Residences (FSNO). With over 37% of its more than $325 million in construction costs committed to DBE firms, the FSNO team is on track to exceed the initial goal of 35%. In order to achieve its goal, the FSNO team provided unprecedented outreach and support to potential contractors on the project. The team further required a minimum of 50% DBE participation from any non-DBE subcontractor where DBE firms existed.

This approach was particularly successful in the mechanical, electrical, and glass trades where many of the project’s largest contracts were required. Additionally, the FSNO team assisted a specialty contractor in training and mentoring a DBE firm to gain a skill set that no other DBE contractor held. This new relationship led to awarding a contract valued at over $2 million to a DBE firm.

Î The team executed extensive outreach to DBE firms, including the following actions:

Î Hosted multiple outreach meetings.

Î Provided training classes for DBEs on cost opinions vs bids.

Î Held additional meetings for single trades.

Î Partnered with community organizations such as the Urban League and Good Work Network to ensure notices reached DBEs.

Î Partnered with the City of New Orleans and BuildNOLA to provide a comprehensive training and capacity-building program for local small and disadvantaged businesses.

Î Helped facilitate credit to DBE firms through agreements to issue joint checks to suppliers of DBE firms.

By the end of this project, more than $123 million in contracts will be awarded to more than 40 DBE firms.

For the FSNO team, this program is more than just putting forth a “best effort” to engage DBEs and SEBs. In addition to a robust DBE subcontracting base, the Woodward-AECOM Tishman Joint Venture employed an intentionally diverse staff. The total staff of 44 individuals is made up of 36% female team members and 39% team members of color. The benefits of our team’s deep commitment to diversity and inclusion are evident in the team culture and the success the team is achieving on the FSNO project.

Our team made it a priority to create transformative opportunities for DBEs and SEBs on the FSNO project. The team’s success serves as a replicable example of how thoughtful, committed development teams can build the tools and infrastructure needed to address economic disparity. Our team will bring the same passion and commitment to the Convention Center District Development.

Ours is the only team with the experience, knowledge, and proven commitment to ensure a project of this size and importance exceeds the 20% direct participation and 30% goods and services SEB/DBE goals.

Small Entrepreneurship (Hudson/SEB) and Disadvantaged Business Enterprise Plan

If the respondent does not receive award of the prime contract, any and all representations in this form shall be null and void.

THE RESPONDENT IS COMMITTED TO UTILIZING SE/HUDSON PARTICIPATION ON THE PROJECT IN THE FOLLOWING MANNER

Ernest N. Morial New Orleans Exhibition Hall Authority (“Authority”)

FORM 1(A) -­­ SE/HUDSON FIRMS – DIRECT PARTICIPATION

RFP/RFQ/Solicitation/Other # C-1564 Respondent Woodward, Leventhal, Carpenter Team _

Project Description Master Developer Convention Center District Development Project

FOR RFPS/RFQS: THIS COMPLETED FORM SHOULD BE FURNISHED TO THE AUTHORITY WITH THE PROPOSAL. FAILURE TO COMPLETE THIS FORM PROPERLY MAY CONSTITUTE THE OFFER AS BEING NON-­­RESPONSIVE AND SUFFICIENT CAUSE FOR REJECTION.

The respondent is committed to utilizing the SE/HUDSON FIRM NAMED BELOW for the Scope of Work as described below. The estimated dollar value of the scope of work is $ TBD or TBD % of the total dollar value of the contract.

Name of SE/Hudson Firm: UNKNOWN

SE Hudson Firm Owner or Contact: TBD

Telephone: TBD Fax: TBD E--­Mail: TBD

SE/Hudson Certification Number: TBD

SCOPE OF WORK ATTACHED or describe the work to be performed by the SE/Hudson firm.

Please see the SEB/DBE Plan included in this submission. We will exceed the 20% SEB/DBE goal established for direct participation.

COMPLETED BY SE/Hudson FIRM--­1:

SE/HUDSON AFFIRMATION: The above-­­named SEB/Hudson firm affirms that it will perform the SCOPE OF WORK of the contract for the estimated dollar value or contract percentage as stated above.

By: TBD , TBD TBD / TBD / TBD (Signature of SE/Hudson firm's owner/authorized representative) (Title) (Date)

The respondent is committed to utilizing the SE/HUDSON FIRM NAMED BELOW for the Scope of Work as described below. The estimated dollar value of the scope of work is $ TBD or TBD % of the total dollar value of the contract.

Name of SE/Hudson Firm: UNKNOWN

SE Hudson Firm Owner or Contact: TBD

Telephone: TBD Fax: TBD E--­Mail: TBD

SE/Hudson Certification Number: TBD

SCOPE OF WORK ATTACHED or describe the work to be performed by the SE/Hudson firm.

Please see the SEB/DBE Plan included in this submission. We will exceed the 20% SEB/DBE goal established for direct participation.

COMPLETED BY SE/Hudson FIRM--­2:

SE/HUDSON AFFIRMATION: The above-­­named SEB/Hudson firm affirms that it will perform the SCOPE OF WORK of the contract for the estimated dollar value or contract percentage as stated above.

By: TBD , TBD / TBD / TBD (Signature of SE/Hudson firm's owner/authorized representative) (Title) (Date)

W L C M U S E

1 3 31 3 2

S B E / D B E P L A N

W L C M U S E

1 3 51 3 4

S B E / D B E P L A N

W L C M U S E

1 371 3 6

S B E / D B E P L A N

CONTACT

WLC Muse, LLC1000 South Jefferson DavisParkway New Orleans, LA 70125

Paul Flower Manager, WLC Muse, LLC 504.822.6443 phflower@woodwarddesignbuild.com

LEVENTHAL

WLC MUSE, LLC