Hadley School Hotel Redevelopment Proposals: Select Board Review - January 30, 2024

Section 1: Agenda

Based on the transcript, the likely agenda for the meeting was:

Call to Order & Pledge of Allegiance 7:03
Introduction & Overview of RFP Process - Assistant Town Administrator Pete Kane 7:12
Presentations, Public Q&A, and Select Board Q&A on Hadley School Hotel Proposals:
- The Noannet Group
  - Presentation 11:11
  - Public Questions & Answers 26:38
  - Select Board Questions & Answers 42:47
- The Drew Company
  - Presentation 53:56
  - Public Questions & Answers 1:10:33
  - Select Board Questions & Answers 1:24:31
- Clearview Investment Management, Inc. (Delamar Hotels)
  - Presentation 1:40:26
  - Public Questions & Answers 1:56:36
  - Select Board Questions & Answers 2:12:47
Announcements & Next Steps - Assistant Town Administrator Pete Kane 2:23:09
Adjournment 2:24:20

Section 2: Speaking Attendees

David Eppley (Select Board Chair): [Speaker 15], [Speaker 36] (likely prompts)
Pete Kane (Assistant Town Administrator): [Speaker 4]
Sean Fitzgerald (Town Administrator): [Speaker 23]
Peter Spellios (Select Board Member): [Speaker 12]
MaryEllen Fletcher (Select Board Member): [Speaker 19]
Doug Thompson (Select Board Member): [Speaker 17]
Katie Phelan (Select Board Member): [Speaker 24]
Jordan Warshaw (President, The Noannet Group): [Speaker 1]
Gary (Cambridge Seven Architects, with Noannet): [Speaker 10]
John Drew (Chairman, The Drew Company): [Speaker 3]
John Drew Jr. (President, The Drew Company): [Speaker 7]
Theoni Alejandro (COO, The Drew Company): [Speaker 5]
Phil Casey (Principal, CBT Architects, with Drew Co.): [Speaker 11]
Adam Cuomo (Associate Principal, CBT Architects, with Drew Co.): [Speaker 9]
Vicki Alini (CBT Architects, with Drew Co.): [Speaker 14]
Charles Mallory (Clearview Investment / Delamar Hotels): [Speaker 2]
Dixon Mallory (Clearview Investment / Delamar Hotels): [Speaker 6]
Daniel Coggins (VP Strategy, Greenwich Hospitality / Delamar Hotels): [Speaker 8]
Bob Powell (Resident, Committee Chair): [Speaker 30]
Maura (Resident, Name stated): [Speaker 13]
Lois (Resident, via Teams): [Speaker 22]
Jared Germa (Resident, Historic District Commission Member): [Speaker 25]
Rupert Deese (Resident, via Teams): [Speaker 20]
Ian Holland (Pastor, First Church Swampscott): [Speaker 33]
Martha Smith (Resident, Renewable Energy Committee Chair): [Speaker 34]
Chris Mancini (Resident, CEO Save the Harbor/Save the Bay): [Speaker 28]
Eric (Resident, via Teams): [Speaker 32]
Ann (Resident, via Teams): [Speaker 31]
Resident (Name not stated): [Speaker 26]
Jonathan Lehman (Resident, Historical Commission Member): [Speaker 21]
Andrea (Resident, via Teams): [Speaker 27]
Lori Lubben (Resident): [Speaker 35]
Ted Dooley (Resident, Planning Board Member): [Speaker 29]
(Note: [Speaker 16] and [Speaker 18] appeared unrelated to the main meeting content)

Section 3: Meeting Minutes

Meeting: Swampscott Select Board Date: January 30, 2024 (implied from metadata) Topic: Hadley School Hotel Redevelopment Proposals Review

1. Opening & Overview The meeting commenced with the Pledge of Allegiance led by Town Administrator Sean Fitzgerald 7:03. Select Board Chair David Eppley introduced the single agenda item: presentations from the three finalists for the Hadley Elementary School boutique hotel proposals 7:12. Assistant Town Administrator Pete Kane then provided a detailed history of the process 7:29, starting from the formation of the Hadley Elementary Reuse Advisory Committee in November 2020, the May 2023 Town Meeting authorization for hotel redevelopment solicitation and associated zoning changes, the RFP issuance in September 2023, the receipt of seven proposals by December 2023, and the selection of three finalists by a review committee. Mr. Kane outlined the evening’s format: 15-minute presentations by each finalist, followed by 15 minutes of public Q&A (1 minute per questioner) and 15 minutes of Select Board Q&A for each. He specified that tonight’s focus was on project plans, vision, and team, with financial discussions and general feedback reserved for the February 7th Select Board meeting.

2. The Noannet Group Presentation & Q&A 11:11

Presentation: Jordan Warshaw (President, Noannet Group), joined by Gary from Cambridge Seven Architects, presented their vision 11:34. Mr. Warshaw emphasized their focus on creating “landmark” projects and public-private partnerships, citing examples like the Cambria Hotel (Somerville), Raffles Boston, and projects in Wellesley and Williamstown. He introduced Lynn Chris as their proposed hotel manager. Their approach involves collaborative design post-selection rather than presenting a finalized design initially 15:40. They presented two main concepts:
- “Garden Option”: Preserving Hadley School, replacing the annex, 62 rooms, focused on Linscott Park views 16:48.
- Humphrey Street Option: Incorporating the adjacent commercial building (pending owner agreement) for direct Humphrey Street access, enhanced function space, activating street frontage, 70 rooms 18:49. Both options featured a destination spa and rooftop pool/hot tub designed for year-round use 21:25. A third “wildcard” option, stemming from a town inquiry, proposed relocating the hotel to the Hawthorne (former Anthony’s) site to maximize water views and create a large public park, with other town uses potentially moving to the Hadley site 22:08.
Public Q&A: 26:38 Questions covered:
- Funding/costs/occupancy (deferred to later meeting by Mr. Kane) 27:08.
- Project scale, neighborhood fit, green initiatives, and union labor 28:35. Mr. Warshaw stated scale/design would be determined collaboratively with the town, affirmed commitment to green building, and noted union construction is less typical outside Boston, with hotel operational unions premature to decide. Architect Gary emphasized commitment to appropriate scaling 31:22.
- Impact on existing tenants and traffic if Humphrey St building is incorporated 32:22. Mr. Warshaw acknowledged tenant considerations and the need for traffic engineering solutions.
- Community design engagement process 35:59. Mr. Warshaw and Gary described their preference for collaborative charrettes.
- Site constraints 38:34. Mr. Warshaw expressed satisfaction with the zoning envelope developed by the town, finding it appropriate for the market.
- Parking capacity 40:56. Mr. Warshaw acknowledged the on-site parking is slightly short of peak demand and discussed potential solutions like valet services and partnerships with the nearby church (whose pastor, Ian Holland, was present and engaged).
Select Board Q&A: 42:47 Questions included:
- Experience with community engagement and problem-solving in similarly sized towns 43:03. Mr. Warshaw highlighted their experience working within specific Boston neighborhoods (Back Bay, South End, Charlestown) and towns like Wellesley, emphasizing their focus on community-centric projects.
- Rationale for the Hawthorne site “wildcard” option 46:58. Mr. Warshaw explained it arose from a town question and offered potentially better economics, presented as an idea for consideration. Member Thompson pressed on the magnitude of economic improvement, which Mr. Warshaw described as qualitative rather than easily quantifiable 48:31.
- Interest in other Swampscott projects if not selected 49:50. Mr. Warshaw expressed strong positive impressions of the town staff and process, indicating enthusiasm for potential future work.
- Transition from development to successful operation 51:23. Mr. Warshaw described a typical hotel ramp-up period (approx. 3 years to stabilization) and the goal of having strong food/beverage operations from day one.

3. The Drew Company Presentation & Q&A 53:56

Presentation: John Drew (Chairman), John Drew Jr. (President), Theoni Alejandro (COO), and architects Phil Casey, Adam Cuomo, and Vicki Alini (CBT Architects) presented 55:05. Mr. Drew emphasized their focus on “transformative projects,” public-private partnerships (citing Massport, GSA), and community collaboration. They highlighted projects like the Seaport Hotel/World Trade Center (Boston), the Reagan Building (DC), the newly opened Signia Hotel (Atlanta), and a comparable boutique hotel project in Eatonton, GA 1:00:32. They stressed their ability to activate spaces through programming (farmers markets, cultural events) 1:03:44. CBT Architects presented a design vision focused on preserving the Hadley School while adding a contextually designed addition set back from Reddington Street, creating public retail/amenity space activating Humphrey Street and Linscott Park, and including a rooftop restaurant 1:04:55. Their proposal included 60 guest rooms 1:22:18.
Public Q&A: 1:10:33 Questions addressed:
- Sustainable building practices 1:10:55. The team confirmed commitment to LEED standards (citing Signia Atlanta’s Gold certification), healthy materials, potential reuse of existing materials (gym floor), and adherence to energy codes, potentially exceeding minimums 1:12:51.
- Support for downtown businesses, union labor, and rooftop structure 1:13:47. Mr. Drew discussed pricing construction both union and non-union, noting the need for skilled contractors for the renovation complexity. He described their mixed history with hotel unions, prioritizing talent. The team emphasized ground-floor activation and potential Hawthorne site synergies 1:18:11. Vicki Alini clarified the rooftop was single-tier. Potential for geothermal energy was acknowledged 1:16:47.
- Applicability of large-scale activation (like DC) to Swampscott 1:17:03. John Drew Jr. affirmed commitment to tailored activation as part of marketing and community engagement, including potential collaboration on the Hawthorne site 1:17:50.
- Parking capacity and potential dealbreakers 1:20:22. Adam Cuomo stated their 65 proposed spaces (60 for keys, 5 short-term) cover most needs, acknowledging overflow needs for large events. John Drew reiterated the importance of off-site/church parking partnerships and stated parking was not seen as a deal-breaker 1:21:42.
- Noise control for rooftop events 1:22:45. Adam Cuomo and Vicki Alini discussed town permits, operating hours, design measures, and sensitive management practices based on experience (e.g., Contessa restaurant).
Select Board Q&A: 1:24:31 Questions focused on:
- Relationship to Linscott Park 1:24:39. Vicki Alini and Adam Cuomo described designing the ground floor (lobby, lounge, terrace) to engage with the park and potentially activate it further with town collaboration.
- Job creation potential 1:26:59. John Drew estimated 120+ direct jobs, emphasizing the broader economic catalyst effect of activation and events, aiming to partner with the town.
- Community engagement in design 1:30:00. Mr. Drew described their approach as presenting well-developed ideas for community reaction and refinement, contrasting slightly with Noannet’s charrette model, but affirming commitment to adjustments.
- Rationale for 60 rooms vs. Pinnacle’s 40 1:31:20. Theoni Alejandro and John Drew Jr. cited market potential, lack of existing supply, and confidence in their food & beverage program supporting the higher room count.
- Potential for expansion/annex on Hawthorne site 1:32:36. The team indicated openness to analyzing this, acknowledging market potential but also timing differences between the sites 1:33:27.
- Handling community issues, referencing their Scituate project 1:35:14. Theoni Alejandro and John Drew Jr. detailed a collaborative process involving numerous meetings, neighbor outreach, problem-solving (stormwater, infrastructure), securing a MassWorks grant, and adapting design based on feedback, resulting in strong town relations 1:36:05. John Drew added this extended the timeline but built goodwill.
- Project timeline 1:34:17. Theoni Alejandro estimated roughly 18-24 months for design/diligence/funding and 18 months for construction, totaling around 3-3.5 years post-award.

4. Clearview Investment Management, Inc. (Delamar Hotels) Presentation & Q&A 1:40:26

Presentation: Charles Mallory, joined by his son Dixon Mallory and Daniel Coggins (VP Strategy, Greenwich Hospitality), presented their proposal 1:41:21. Mr. Mallory emphasized their focus on historic preservation, citing his personal background and examples like Delamar Greenwich, Traverse City, and Southport. He highlighted their ground-up Delamar West Hartford (result of an RFP) and the upcoming Delamar Mystic Seaport (on museum campus). The Delamar brand emphasizes luxury, service, local charm, and strong food/beverage, aiming to be the “living room of the town.” Daniel Coggins detailed their operational expertise, sophisticated management platform, high staff retention, and successful restaurant operations 1:50:18. Dixon Mallory presented the plan 1:53:15, which strictly preserves the exterior of both the Hadley School and its annex. The proposal includes 58 keys and 83 on-site parking spaces. Interior plans feature a basement spa/gym, ground floor lobby and restaurant overlooking Linscott Park (with potential terrace), and a rooftop addition with suites and event/dining space.
Public Q&A: 1:56:36 Questions covered:
- Handling parking/staff impact and infrastructure (water/sewer) 1:56:52. Mr. Mallory noted their higher parking count, the use of valet parking elsewhere, and affirmed they would work with town agencies on infrastructure requirements. He expressed confidence in the school building’s condition.
- Staffing levels (full vs. part-time) and green/healthy materials 1:59:03. Mr. Mallory estimated 125 full-time equivalent jobs and confirmed commitment to LEED standards (citing West Hartford’s Gold certification) and safe, efficient materials.
- Praise for historic preservation approach 2:01:56. Historical Commission member Jonathan Lehman commended their commitment to preserving the existing structures, including the architecturally consistent annex. Mr. Mallory elaborated on the historic integrity of the surrounding Olmsted district.
- Guest interaction with Kings Beach given water quality issues 2:04:13. Dixon Mallory acknowledged the limitation if the beach is closed but highlighted other outdoor activities like the walking path and park access.
- Architect selection and community engagement 2:06:05. Mr. Mallory stated the architect is not yet finalized and they are open, including potentially local firms. The engagement process wasn’t detailed as explicitly as the other groups but implied collaboration.
- Activating town center and public access 2:07:25. Daniel Coggins discussed community event support and public access to the lobby and restaurant, mentioning flexibility to convert ground floor guest rooms to more public lounge space 2:08:34.
- Consideration of modifications vs. strict preservation 2:09:22. Dixon Mallory confirmed their approach was axiomatic preservation, exploring only minor internal connection options.
- Long-term stay options and event types hosted 2:11:07. Daniel Coggins described hosting weddings, social, and corporate events. Dixon Mallory clarified long-term stay units in other properties were pre-existing or part of larger mixed-use plans, not necessarily envisioned here unless deemed additive.
Select Board Q&A: 2:12:47 Questions explored:
- Sustainability limits, comparison to Passive House standards 1:12:56. Mr. Mallory discussed the Marcel Hotel example, questioning its applicability here due to the desire for indoor/outdoor connection. He and Dixon Mallory noted the limitations of retrofitting an older building envelope but committed to efficient systems (windows, HVAC).
- Confidence in the existing building’s condition and avoiding future changes/requests 2:15:32. Mr. Mallory reiterated his confidence based on its continuous use as a school, seeing it as a strong starting point.
- Past negotiations on ground leases with public entities and potential sticking points 2:16:48. Mr. Mallory described the West Hartford lease negotiation as smooth and stated they have never walked away from a project after being selected or entering negotiations 2:19:05.
- Project timeline 2:19:22. Mr. Mallory deferred to the Drew Company’s detailed estimate (approx. 36 months) as reasonable, with Dixon Mallory adding that renovations can be as complex as new builds 2:20:16.
- Relationship to the water 2:20:44. Mr. Mallory invoked the Delamar name’s origin (“of the sea”), expressed hope for safe beach access, and saw the hotel as a catalyst for potentially more hospitality development if successful.

5. Closing Remarks Assistant Town Administrator Kane summarized the next steps 2:23:09: the Select Board will further discuss the proposals and take public comment at their February 7th and 12th meetings. He encouraged public review of the presentations (to be posted online) and engagement with the presenters present. Chair Eppley thanked the presenters and the public for their participation before concluding the meeting segment 2:24:20.

Section 4: Executive Summary

Swampscott Explores Hotel Revival: Three Visions Presented for Hadley School Site

The Swampscott Select Board held a public meeting on January 30, 2024, to review presentations from three finalist development teams vying to transform the historic Hadley Elementary School into a boutique hotel. This project represents a significant step towards potentially revitalizing Swampscott’s downtown and restoring its legacy as a destination town. Assistant Town Administrator Pete Kane provided context on the extensive town process leading to this stage, including Town Meeting authorization and zoning adjustments 7:29. The evening focused on the developers’ visions, plans, and teams, with financial details reserved for future meetings 10:45.

Key Themes and Community Focus: All three finalists – The Noannet Group, The Drew Company, and Clearview Investment Management (proposing a Delamar Hotel) – emphasized a desire for strong partnership with Swampscott. Common goals included preserving or adaptively reusing the historic school building, creating a year-round attraction with publicly accessible amenities like restaurants and event spaces, and boosting the local economy. However, approaches varied significantly in design philosophy (from strict preservation to incorporating major new additions) and proposed scale (ranging from 58 to 70 rooms).

Parking emerged as a critical shared challenge [41:17, 1:20:51, 1:57:58], with all teams acknowledging the site’s limitations and suggesting solutions like valet services or potential shared parking agreements with neighbors like the First Church Swampscott. Community engagement strategies also differed, with Noannet proposing collaborative design charrettes 37:39 and Drew/Delamar leaning towards presenting developed concepts for feedback and refinement [1:30:25, 2:06:33 implicitly]. Sustainability commitments were universal, though specific methods varied [29:56, 1:11:17, 1:59:58]. The relationship to the nearby Hawthorne (former Anthony’s) site was frequently discussed, with potential synergies or even alternative site uses contemplated [18:49, 47:15, 1:18:53].

Highlights of Each Proposal:

The Noannet Group: Showcased expertise in high-profile “landmark” projects (e.g., Raffles Boston) and proposed a flexible design process driven by community input 15:40. They offered two primary site options (one incorporating an adjacent building for Humphrey Street access 18:49) and a bolder “wildcard” idea involving the Hawthorne site 22:08. Year-round appeal via a spa/rooftop pool was highlighted 21:25.
The Drew Company: Leveraged deep experience in complex public-private partnerships (e.g., Boston Seaport, Scituate residential) and large-scale operations/event management [55:05, 1:03:44]. Presented by CBT Architects, their plan featured a distinct new addition designed to complement the preserved school, proposing 60 rooms [1:08:35, 1:22:18]. They emphasized proactive community activation programs.
Clearview Investment Management (Delamar Hotels): Championed meticulous historic preservation, proposing to keep the exteriors of both the Hadley School and its annex largely unchanged 1:53:15. They offered the established Delamar luxury brand, known for high service standards and strong restaurant operations 1:50:18. Their plan included 58 rooms and notably, the highest number of proposed on-site parking spaces (83) 1:56:22.

Significance for Swampscott: The selection of a developer marks a crucial phase in a long-discussed town goal: bringing a hotel back to Swampscott. Success could mean significant downtown economic revitalization, job creation [1:27:26, 2:00:54], increased vibrancy, and new amenities for residents. However, the presentations also underscored resident concerns regarding scale, neighborhood compatibility, traffic, parking, and environmental impact, which the Select Board must weigh carefully.

Next Steps: The Select Board will continue deliberations and accept public comments at meetings on February 7th and 12th 2:23:09. Presentation materials will be available online for public review.

Section 5: Analysis

This Select Board meeting served as a critical public forum comparing three distinct and highly credible proposals for the Hadley School hotel project. The structured format—identical presentation and Q&A times—facilitated direct comparison, revealing both shared challenges and differing philosophies among the finalists. The overall dynamic was one of professional competition, with presenters acknowledging the quality of their rivals [e.g., 1:39:54, 1:41:21], while vigorously advocating for their own vision and capabilities.

Effectiveness of Arguments & Approaches:

The Noannet Group effectively positioned themselves as creators of high-design, “landmark” properties, leveraging impressive Boston-area credentials. Their emphasis on a collaborative, charrette-based design process 37:39 likely appealed to those prioritizing deep community involvement in shaping the final product. However, presenting multiple options, including the complex Hawthorne “wildcard” [18:49, 47:15], might have projected less certainty compared to more defined proposals. Their directness about the parking shortfall 41:17, while honest, placed reliance on future solutions.
The Drew Company appeared strong on operational depth and specific experience with public-private partnerships, particularly the detailed Scituate example 1:36:05, which offered tangible evidence of navigating community processes in a similar Massachusetts town context. Their presented design by CBT Architects 1:08:35 offered a clearer visual endpoint, potentially conveying greater predictability, though perhaps less initial design flexibility than Noannet. Their defense of the 60-room count 1:31:37 against the initial Pinnacle study suggested confidence but also a divergence requiring justification.
Clearview Investment Management (Delamar) effectively leveraged the power of an established luxury brand and a compelling narrative of historic preservation and successful hotel turnarounds 1:41:21. Their strict preservationist stance 1:53:15 clearly resonated with historically minded stakeholders 2:01:56 and offered the path of least physical change to the existing structures. Charles Mallory’s personal commitment and passion were palpable. While potentially limiting in some aspects, this approach presented a strong identity. Their higher on-site parking count 1:56:22 addressed a key practical concern directly within their plan.

Meeting Dynamics and Key Takeaways: