REVOL is about to sell to all our surplus inventory on Discontinued items in 2011 and products supposed to be stocked in France only to a wholsaler!
We will close the deal with the wholesaler in 2 week, before that you have the opportunity to buy these products at a very exclusive discount. I will need the PO by March 4th, latest.. First arrived, first supplied. I draw your attention on the Montreal line where we have a pretty nice stock inventory. This line will be available in France in 2011 only but the prices are super low, and this line being very classic, you may like to take advantage of it. Also, as the goods will remain available in France, you will be able to reorder… Should you have further questions please contact me directly. James Fagan Jr. Direct Tel. #: 1.267.987.8855
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By Liz Benston, Las Vegas SunMcClatchy-Tribune Regional News Feb. 08, 2011
MGM Resorts International is aiming to boost the flagging fortunes of its $8.5 billion CityCenter development on the Strip, in part by reducing its biggest expense: labor. Aria had about 5,300 "full-time equivalents" as of Dec. 31, down from about 8,800 a year earlier, according to a document sent to investors last month. The 5,300 figure doesn't represent the number of people working there. Full-time equivalents is a human resources term that quantifies labor expenses by adding up the hours of all employees and dividing that by 40, which represents a full-time workweek. MGM Resorts doesn't have an official employee head count for Aria, a figure that's in flux as the company adjusts staffing to meet demand, company spokeswoman Yvette Monet said. According to the company's initial figures, CityCenter began operations in December 2009 with about 10,000 employees, but that includes people employed by third parties such as retailers. The company claims it reduced expenses mostly by attrition, or not filling jobs when workers leave on their own, rather than through layoffs or forced reductions in hours worked. Layoffs represent a small fraction of the reduction in hours, Monet said. "The FTE reductions show our increased ability to gain efficiencies in scheduling and operations," she said. Service apparently hasn't suffered because of staff cuts, as reflected in Aria's Five Diamond designation and improving TripAdvisor customer service scores, according to the document. The paper is a memorandum for a $1.5 billion bond offering to pay down and postpone about $2 billion in debt owed on CityCenter, which MGM owns with partner Dubai World. -- -- -- The state's sobering budget forecast for fiscal years 2012 and 2013, still some $2 billion in the hole compared with the state's spending needs, was based on conservative predictions of modest increases in the gambling and sales taxes that make up nearly two-thirds of Nevada's general fund. One of the state's advisers thinks gambling revenue will grow by only single digits through 2015, barring a significant and unexpected resurgence in the economy and demand for travel. Even as the economy improves, Las Vegas faces stiffening competition for gambling and other amenities offered by casino resorts at home and abroad, said Bill Eadington, an economics professor and director of the Institute for the Study of Gambling and Commercial Gaming at UNR. With no new resorts to stimulate demand in the coming years, "you're really pushed back to the issue of how clever management can be" in developing new innovations across the board, including gaming and entertainment, Eadington said. -- -- -- If it seems like more people are winning big slot jackpots in recent months, that may be because slot giant International Game Technology last year began posting on its website information on anonymous winners of its MegaJackpot-branded machines. Though no names are disclosed for those who decline to sign media release forms, the world's largest manufacturer of slot machines lists contact info for the casinos where MegaJackpots hit and the amounts won. So while Thomas Simpson didn't mind telling the world that he'd won $259,094 playing a 25-cent Wheel of Fortune machine Jan. 14 at Aria, the woman who won $12.8 million playing a $1 Megabucks machine at the same casino seven days later wisely chose to remain anonymous -- no doubt foiling the efforts of various service professionals, like financial planners, who now have a handy reference guide of the instantly wealthy. January was one of the more prolific months for jackpots, with 17 gamblers winning a combined $21 million. Gamblers won about that much in December on MegaJackpot devices, though the average monthly jackpot total was only $12 million from July though December. Skewed by the $12.8 million win, January yielded an average of $1.2 million per gambler and a win every other day. Only seven of last month's MegaJackpot winners chose to remain anonymous. At least five, including Simpson, agreed to pose for an obligatory -- and downloadable -- photo with an oversized check in hand. ----- To see more of the Las Vegas Sun go to http://www.lasvegassun.com Copyright (c) 2011, Las Vegas Sun Distributed by McClatchy-Tribune Information Services. For more information about the content services offered by McClatchy-Tribune Information Services (MCT), visit www.mctinfoservices.com. NYSE:MGM, NYSE:SCI, Chefs and restaurateurs know what it means to seek balance in life: they have to juggle an inherent passion for the biz, day-to-day professional duties, and a personal life. With workdays that can average 16 hours—often six days a week—seeking this work-life balance can seem a lot like walking a tightrope. To paint a picture, we recently met one male chef struggling to find “symmetry” between a gig as executive chef and father of a five-week-old newborn. And we’ve lost count of the number of male and female pastry chefs we’ve met or caught up with lately, each with telltale dark circles under their eyes.
Since it was founded in 1993, Women Chefs & Restaurateurs (WCR) has sought to provide networking, professional, and support services for female culinary professionals. The mission of WCR is to promote and enhance the education, advancement, and connection of women in the culinary industry. But that’s not to say the less-fair gender (that’s you, men) can’t cull useful information from this year’s three-day symposium: “The Balancing Act: Work, Life, Table.” This year, for the first time, the WCR National Conference incorporated hands-on workshops and master classes, courtesy of Le Cordon Bleu Los Angeles, making for an even more dynamic event. Read on for some highlights from the conference and tips on how women chefs and restaurateurs across the country are navigating the professional high-wire. Balance 12 to 16 Hour Days Chef-owner Elizabeth Falkner of Citizen Cake – San Francisco, CA, Executive Chef Co-owner/Partner of Orson – San Francisco, CA, and private trainer Annika Kahn This hands-on demo was the perfect opportunity to catch up with Chef Elizabeth Falkner and see how this mega-chef manages to maintain energy through long days stacked high with managing, cooking, meeting, greeting, and tasting. Private trainer Annika Kahn rallied the group with her battle cry that "Sweat is the elixir of life," and took the group through quick and variable workouts based on Korean sword fighting (imagine a room full of women chefs with swords), that can kick off the day or serve as a midday or post-work detox routine. Falkner then shared recipes for juices like her Carrot Mango Lassi or a beet drink with rosemary and horseradish as well as snacks like her Moroccan Almond-Date Bites—all designed to keep chefs satisfied, rejuvenated, and refreshed. In the end, the workshop was a wake-up call to culinary pros who regularly skip the gym or reach over what’s healthy for what’s handy. Turns out that not only is it worthwhile, but for the busy restaurant professional, being in good shape will actually benefit your career and get you through the long days. Balancing the Chef-owner Roles: Talented Chef or Savvy Business Owner? To get yourself noticed and make your business work for you, it’s important to position yourself as a savvy business owner. But increasing your business presence doesn’t mean taking away from your culinary time and talent. This master class explored work habits and time-sucking tasks. The goal was to identify patterns and establish a successful balance between the roles of chef, owner, and human being. Nancy Robinson offered the room of ambitious professionals a chance to share war stories, analyze methods for prioritizing, and consider the tools available to them for managing their lives with the skill and vigor they do their business. Attendees agreed that in this business, you give everything you've got, and how you perform your own personal balancing act can either leave you depleted or send you soaring in your career. Pickling and Preserving for the Chef Debbi Dubbs, owner of Deb’s Kitchen What seasonality-conscious chef doesn’t struggle through the winter months? And what better way to convince a kitchen full of caterers and chefs that pickling is worth the effort than to present them with a tray of freshly baked baguettes and homemade strawberry jam? In the kitchen/classroom at the Cordon Bleu attendees tasted Debbi Dubb's fresh preserves while she preached the pickling rationale: it's fresh, it's eco-friendly, and not as labor intensive as you might think. With Dubb's guidance, participants went through the process of water-bath canning, following her recipe for pickled beets and onions. Within an hour, the participants learned to anticipate the gentle pop of the lid that signifies a proper seal. And they can now anticipate the pop of that seal on the day they decide to taste the fruits (and vegetables) of their labors. Business Planning: Writing Statements of Purpose Shelley Rubitsky, formerly of Bread and Butter Café – Savannah, GA and the Cooking School of Kuwait – Kuwait City, Kuwait The final day of the WCR 2010 National Conference opened with a networking breakfast, tastings, and this hands-on business seminar with hospitality veteran Shelley Rubitsky. Rubitsky’s traveled the world with her Army husband, so she knows how important a mission statement is in anchoring your company’s values: it gives meaning to your staff, it establishes the company’s culture, and it provides a touchstone for investors. Rubitsky took the attendees through a variety of exercises to help them craft a mission statement as focused and powerful as the famous opening words she quoted to begin the seminar (also from one of the most memorable mission statements of all time): “These truths we hold to be self-evident.” As for the true value of a mission statement, Rubitsky put it plainly, “once you say it, it becomes real.” Running a Sustainable Kitchen: Does it Take a Superwoman? Melissa Kogut, Executive Director of Chefs Collaborative Leah Ross, PR and marketing manager and environmental policy manager of Border Grill – Los Angeles, CA Karen Trilevsky, founder and CEO of Full Bloom Baking Company – Newark, CA Sustainability requires extra effort, from the thought and energy needed for networking and spreading the word about your business to the time necessary to train, motivate, and inspire staff. This panel discussion on running a sustainable kitchen and maintaining work-life balance, lead by a trio of dedicated pros, was lively and a font of practical solutions. Chefs stumped by sustainability can take a page from Karen Trilevsky’s book and hold contests among staff (i.e., the station that produces the least waste wins!). The conversation turned to more far-reaching reform, with Leah Ross’s plea for agricultural variety: “we need to go beyond the 30 crops that comprise 90 percent of what we consume.” And at least one lively debate over the use of chemicals in the kitchen sprang up and later spilled over into the post-panel networking break. Networking Breaks Networking is a key to success in the biz, and for the WCR, it’s a key component of their mission statement. It’s a way to establish new relationships and revive old friendships. But maintaining business relationships can be tricky. Over course of the conference we touched base with Mary Sue Milliken and Susan Feniger, owners of Border Grill and Ciudad, a tried and true team (in the game as partners for over 29 years). Asked for the secret to a productive and successful partnership, the answer boiled down to making sure to step back from conflict, at least momentarily, “you don’t want to be pigeon-holed,” said Milliken. As for maintaining a happy balance, Feniger supplied some advice: “Compliment each other; respect each other.” “Women Who Inspire” Gala An annual highlight of the WCR National Conference, the gala honors a chosen group of women professionals who succeed in inspiring the next generation of female chefs and restaurateurs, through their dedication, passion, and talent. At the 11th Annual Women Who Inspire gala dinner, seven women were honored for excellence in the kitchen, dining room, baking and pastry arts, the beverage profession, community affairs, farming and food production, and for a lifetime of culinary excellence. Before an audience of their peers—including the woman at the heart of the WCR, WCR President Chef Jaime Leeds—each winner accepted their prestigious award for excellence in their field from the hands of a mentor, a colleague, or a friend. Congratulations to the 2010 Women Who Inspire Award recipients: Chef-owner Nancy Robinson of Mrs. Robinson Cooks! LLC
by Jessica Dukes with Kathleen Culliton Technomic examines the future for restaurants through the lens of 40-plus years tracking the industry, and sees 11 top trends emerging in 2011.
As the nation begins to emerge from recession, restaurants are seeing lapsed customers return. Same-store sales are inching up, signaling the industry’s initial rebound to health; hiring is also up, signaling positive expectations for 2011. But this isn’t the same restaurant industry as before. Big changes are on the way—on menus, in concept development and in the competitive landscape. Technomic, the leading foodservice research and consulting firm, examines the future for restaurants through the lens of 40-plus years tracking the industry, and sees 11 top trends emerging in 2011: 1. Action in adult beverages. As Americans decide they’re once again ready to celebrate, we’ll be seeing lots of action in “Mad Men”-style retro cocktails, high-cachet gin and bourbon, craft beers and punch (including sangria). Look for cocktails with herbal and floral ingredients; “skinny” cocktails; even more adult beverages in fast-casual eateries to set them apart from traditional limited-service competitors. 2. Beyond bricks-and-mortar. Food trucks, facilitated by social media that notify foodies of their whereabouts, were an L.A. and Manhattan fad a year ago; now they’re proliferating around the country. “Land-based” restaurants are using food trucks as brand extensions and catering aids; food-truck districts and “rodeos” are starting to appear; regulatory agencies are scrambling to keep up. Also unmooring restaurants from their traditional street corners: temporary or seasonal pop-up eateries and kiosks. 3. Farmers as celebrities. Once, it was all about celebrity operators; then star chefs rose to prominence. Now, the back-to-the-source mentality sends farmers and producers into the spotlight. Restaurants will feature their celebrity suppliers by offering special menus, inviting them to comment on blogs, even hosting visits. More often, farmers and artisans will be saluted in highly detailed menu descriptions. More attention to the supply chain also means more attention to food safety and product traceability as well as local sourcing. 4. Social media and technology: evolutionary spurt. We’ll see constant changes in applications for marketing and operations in 2011. Kiosk ordering, wine lists on iPads, tableside payment systems—which technologies will revolutionize operations? Couponing websites and location-based social media will grow, while the apps fad will continue to evolve, while facing new competition from developing formats and technologies. Front-of-house and back-of-house technology and social media are evolving so fast that rewards and risks are high—but the biggest risk of all is failure to innovate. 5. Korean and beyond. The Korean taco—an only-in-America synthesis of Korean-style fillings and a Mexican format—signals the rise of Korean barbecue and Korean food in general; multicultural tacos with world ingredients, sometimes in surprising combinations; and portable street food and small plates from around the planet. 6. Frugality fatigue. Penny-pinching was a novelty when the recession began; now it’s gotten old. Anyone who can afford it will dip back into luxury dining in 2011. Look for flashy high-end restaurants and some extravagant, indulgent specials even on staid menus. Meanwhile, the middle class will gravitate to reasonably priced but high-experience-value, thrill-a-minute concepts with memorable menus. Pricey full-service concepts will continue to push bar menus, bringing in new customers at a lower price point, and gastropubs will proliferate. 7. How low can you go? Consumers will continue to demand price deals, everywhere they eat. As food input prices heat up next year, sustaining the bottom line will continue to be a crucial issue for operators. Look for more restructuring of price deals—for example, “everyday low price” positioning favored by retailers. 8. Carefully calibrated brand action. As the restaurant industry emerges from recession and capital spending picks up, we’ll see more fast-casual brand extensions by full-service restaurants and even non-restaurant brands; more ultra-niche eateries with narrowly focused menus and high-concept ambiance; investment in brand refreshes and remodels instead of unit growth. What new units we’ll see will be smaller, sustainably built, with more efficient layouts, often in nontraditional locations. 9. Back to our roots. The durable hunger for comfort food develops an appetite for homestyle Southern fare, from grits to seafood; retro Italian, including meatballs; gourmet donuts and popsicles for dessert; family-style service formats and family-size portions that would look right at home in a Norman Rockwell print. 10. New competition from c-stores. Retailers have been encroaching on restaurant turf for some time, but now the hottest action is among convenience-store operators upgrading their foodservice, where margins are 40-60 percent instead of the 5 percent typical for gas. Consumers are responding positively to upgraded offerings, variety and ambiance. 11. Healthful vs. indulgent: the little angel says one thing, the little devil another. As federal menu labeling requirements take effect in 2011, the issue of healthful vs. indulgent fare—on the menu and in menu descriptions—gets complicated. Look for more items and detailed descriptions on “healthy” menus—including gluten-free fare as well as more “under x calories” items. Limited-time offers (including seasonal fare) will trend up, not only because they attract attention, but also because they don’t require posting nutrition data that consumers would rather not know. “Eating a little better” will translate into menu modifications such as slightly-lower-sodium, slightly-more-glamorous sea salt; “eating better some of the time” will lead to more innovations like “Meatless Mondays.” For additional food industry trend-tracking insights from Technomic. Developers looking at intimate properties as the segment makes a comeback.
It turns out that rumors of the luxury segment’s death have been greatly exaggerated. Now, after that near-death experience, luxury developers have refocused, changing the size, style and mission of their properties. Pierre Charalambides is a co-founder and partner at Dolphin Capital Partners, a private equity firm that invests in real estate in emerging markets. Its assets include 13 major leisure-integrated residential resorts and a number of smaller projects. “We buy the best coastlines,” he said, “and work with the best architects, golf course designers and hotel operators.” The company built its portfolio from 2006-2008 but stopped investing after the financial collapse. Now Charalambides said it’s time to start investing again. “Development financing remains scarce for luxury hotel development, especially in emerging markets,” he said. But at the same time, “the global tourism market is growing again. International tourist arrivals are beating expectations.” Dolphin is in six countries and is looking to expand, he said. The company is looking at Panama, the Dominican Republic, Brazil and Colombia. The new projects likely will consist of small hotels with fewer than 150 rooms. Anything larger would make the property too dependent on groups and change the mission of the hotel, he said. Dolphin’s two current projects illustrate that thinking. The first is the Aman at Porto Heli, Greece, an area he compared to the Hamptons in New York. Under the guidance of architect Ed Tuttle, the property will have 40 suites and open by the end of 2011. The second project is the Nikki at Porto Heli, Greece. This beachfront conversion is slated to attract a younger clientele. Before the conversion, there were 160 rooms. When the property opens by the end of 2011, it will have 25 rooms and 60 apartments. James Erlacher, senior vice president of development for the Americas at Jumeirah Group, confirmed that the big box hotel is no longer the favored style for new super luxury developments. “There’s a trend toward smaller, more intimate resort environments with indigenous architecture,” he said. In Dubai, Jumeirah has a 900-room beach property, but he said that’s not what Jumeriah would build in the Americas. He likened new projects to the style of resorts in the Maldives, where the company features small villa-style guest rooms. There are other ways to generate fees besides room count, he said. “Based on my pipeline and conversations with developers, the trend is toward smaller,” he said. “The box is on the wane.” He added that luxury properties that have to chase group business faced the most trouble during the downturn. Erlacher said Jumeirah currently operates about a dozen hotels worldwide. It has about 26 projects in the development pipeline, with an even split between resorts and urban properties, and 30 management agreements are signed and in pre-development. Jumeirah’s focus is on major gateway and resort areas, he said, and each project has to have a residential component. Jumeirah’s new brand, VENU Hotels, already has five properties in the pipeline and will open first in Shanghai and Dubai. In Buenos Aires, the company has a deal for a polo-themed resort and has another deal to develop an urban property in Panama City as well as a destination resort. In Mexico, he said the company would consider Los Cabos and Riveria Maya. “We are fully dedicated to the luxury segment,” Erlacher said. “We aspire to be a globally recognized luxury operator.” Erlacher noted a lack of available luxury projects for residential in the Americas, and the lack of financing will hold supply in check. The environment is good for current operators, he said, but Jumeirah is looking for areas for growth. In Latin America, Erlacher noted the desirable markets of Rio de Janeiro and Sao Paolo. The latter, he noted, has “no significant luxury supply” but a lot of wealth. The challenge for luxury development in Brazil, as well as Colombia and other South American countries, is an underdeveloped airlift. “Respect the time the guest has for the trip,” he said. “This is a challenge in Brazil. The resort market there is going to be a challenge. Be sensitive to what the travel and arrival sequence involves. … It’s easy to get there from Europe. It’s North America that’s the challenge.” Charalambides said airlift is one of the most crucial factors when considering a new project. Other development factors important to Dolphin include the differentiation and uniqueness of the product; the service, environment, experience and social responsibility; and finally, real estate integration. Dolphin’s projects always combine hotel with residential. Dolphin prefers to buy into virgin areas, he said, but a hotel on its own is risky in a resort location unless the market is developed. Charalambides and Erlacher discussed their projects with Christopher Froome, vice president of development planning and feasibility for Ritz-Carlton, at the South American Hotel & Tourism Investment Conference. "Fantastic" repeated Jean-Marc Jalbert, when asked about the Revol Porcelaine line of dinnerware, distributed in the U.S. by Villeroy & Boch.
Jalbert, Corporate Food & Beverage Director for Accor Corporate, uses Revol dinnerware throughout his North American hotels. After testing the plates offered by Revol Porcelaine, Jalbert chose to use multiple sizes of their all-white dishes for his Sofitel hotels in the U.S. and Canada. "The quality, price, and durability are excellent," says Jalbert. Accor has found many uses for these high-quality plates. "We're using the small dishes for mini-pastries at lunch and for room-service, and are using the square plates to present cheeses and entrees," explained Jalbert. Jalbert contests the quality of Revol was the true reason he picked the plates for his hotels. "The product is fantastic. It keeps its shine and doesn't scratch at all." Revol is among the cream of culinary-grade ceramics, manufacturing only the finest French porcelain, designed to offer solutions to today's chefs that are both functional and aesthetically pleasing. WASHINGTON and BETHESDA, Md., Nov. 10, 2010 -- Mayor Adrian M. Fenty and the Washington Convention and Sports Authority (WCSA) today broke ground on the much-anticipated Washington Marriott Marquis. Joining them for this momentous occasion were Representative Eleanor Holmes Norton (D-DC), city officials, representatives from WCSA's Board of Directors, Quadrangle Development, Capstone Development, Marriott International, Inc. and Destination DC. The ceremony took place on the construction site at Ninth Street and Massachusetts Avenue, directly adjacent to the Walter E. Washington Convention Center. The hotel is scheduled to open in spring 2014. "This is a monumental day for the District," said Mayor Adrian M. Fenty. "For some time, we have worked diligently to bring a world-class hotel to the Convention Center, and that will spur development and offer new jobs for District residents. Today's groundbreaking for the new state-of-the-art Marriott Marquis brings approximately 1,600 construction jobs, and when the hotel opens, offers more than 1,000 jobs for District residents in the hospitality industry."
The $520 million, four-star hotel, will be one of only four Marriott Marquis properties in the country. Plans for the hotel include incorporating the historic Samuel Gompers AFL-CIO headquarters, known as the "Plumbers Building," into the property with its own boutique feel. "This groundbreaking is a huge step for this landmark project and we look forward to working with city officials, our development partners and Marriott International, Inc. to make this hotel a reality," said Gregory A. O'Dell, president and CEO of the Washington Convention and Sports Authority. "The new hotel will serve as the centerpiece of continued economic revitalization of the historic Shaw neighborhood. It will also allow us to maximize the economic impact of the Convention Center and stimulate job growth by creating hundreds of construction and new hospitality jobs." The 1,175-room, 46-suite Washington Marriott Marquis is designed to reflect its surroundings and compliment the Convention Center. With more than 100,000 square feet of meeting and assembly space, a grand lobby and five separate retail and restaurant outlets on the ground floor, the hotel is also set to be the next great social hub in the city. Meeting space will include a 30,000-square-foot Grand Ballroom, two 10,800-square-foot junior ballrooms, more than 53,000 square feet of Meeting Rooms, an 18,800-square-foot indoor Event Terrace and a 5,200-square-foot Rooftop Terrace. "Our company began here in Washington, DC more than 80 years ago with a restaurant that my parents opened just up the street from the site of the new Washington Marriott Marquis," said J.W. Marriott, Jr., chairman and chief executive officer of Marriott International, Inc. "I am so proud to have a Washington Marriott Marquis hotel join the network of great Marriott convention hotels around the world, including three other Marriott Marquis properties in New York, Atlanta and San Francisco." "The groundbreaking of the Washington Marriott Marquis is a big win for DC's meetings and tourism industry. With a major new hotel attached to the convention center, meeting and event planners will find it easier to build large blocks of hotel rooms. The hotel also brings a significant amount of new meeting space, which we can marry with the space at the convention center to maximize its use. Because the hotel will be located in the heart of downtown DC, near shops, restaurants and museums, it will also be a powerful new asset for visitors to our city to enjoy," said Elliott Ferguson, president and CEO, Destination DC. The Washington Marriott Marquis was designed to earn LEED ® Silver (Leadership in Energy and Environmental Design) certification, registered by the U.S. Green Building Council (USGBC). The hotel will be one of the largest hotels in the country to earn Silver certification, verifying that a building or community was designed and built using strategies aimed at improving performance across all the metrics that matter most: energy savings, water efficiency, CO2 emissions reduction, improved indoor environmental quality, and stewardship of resources and sensitivity to their impacts. The hotel will be developed by Quadrangle Development Corporation and Capstone Development and will be operated by Marriott International. Of the $520 development cost, the District and the Authority are contributing $206 million. The Authority and the District will be paid for the use of their land through a 99-year ground lease. Designed by Cooper Carry Architects, Atlanta, and TVS Architects, Atlanta, in a joint-venture collaboration, the building features an innovative top-down construction method, with 14 stories above ground and 94 feet below -- nearly as deep as the hotel will be tall -- with most meeting space below grade. To minimize traffic, bus arrival and taxi queuing is planned for the L Street entrance. The loading dock and the truck service are located below grade and off the street. About the Washington Convention and Sports Authority (WCSA) The Washington Convention and Sports Authority creates economic and community benefits for the District through the attraction and promotion of hospitality, athletic, entertainment and cultural events. The Authority owns and manages the Walter E. Washington Convention Center, an anchor of the District's hospitality and tourism economy that generates over $400 million annually in total economic impact for the city. The Authority also owns and manages the Stadium-Armory campus, which includes Robert F. Kennedy Memorial Stadium, the DC Armory and the surrounding Festival Grounds, and serves as the owner and landlord for Nationals Park. For more information, please visit www.wcsa.com. |
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