Transcript Session [insert number here]

Session 6
Topic 6
Managing Departmental Facilities
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Today’s Schedule
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Operational considerations
– Design solutions
• Macro to micro facility
• Trends and the FM function
– Management plans
– Departments & FM
– Design & space
– Regulations and FM
– Outsourcing & FM
– Service & FM
– Trends & FM
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Design solutions
• Design solutions:
– Vision + Creativity + Expertise
– “It is through the creative process that the vision
is given an identity”
[Eric Hansen: Hotel & Motel Management 6th Sept 2004]
Operational planning…
– “is the concept of organising the facility to meet
the requirements of both the user and the
operator, rather than principally among aesthetic
or design themes”
[Penner, 2004: p196]
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From facility to facility
• Macro-facility
– Vision
– Image
– Innovation
– Performance-based building
• Micro-facility
– The department
– The workplace
– The line of visibility / interaction
• See Kandampully, 2002
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3 key management plans
• Operator critical path
• Communication plan
• Liaison between developer and operator
• Failure may mean:
– Long-term damage from poor image from
customers
– Long-term damage from third party travel agents
etc
– Damage to the local community
– Budget overspending
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Departments & FM
• Operational linkages:
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Concept
Planning
Building
Maintenance
• Shopping for the facility
– OS & E
• Operating supplies & equipment
– FFE
• Fixtures, fittings & equipment
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Operational planning
• Operational planning
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Design brief
Site layout and arrival
Lobby and public circulation
F & B outlets
Meeting / conference space
Recreational areas
• Space management:
– Space %:
• Motel: 90% of space to guestroom
• All-suite hotel: 80% to guestrooms
• Convention hotel: 65% to guestrooms
– Space size:
• Motel guestroom = smallest
• All-suite hotel = largest
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Accommodation planning
– Product segmentation
• One-size-fits-all
• ‘Lifestyle’ facility
• The Green hotel
– The guestroom
• Bed / somewhere to sit / work surface / hanging & packing
space / TV / phone / hair dryer [sic!]
– Planning the guestroom
• Shape of slab - plain rectangle to hollow atrium
• Single or double loaded corridors
• Exit lanes / stairs
– Amenities
• Image and product quality
• Built-in or value added
– Future trends
• Form and function (see example of Hoover vs Dyson)
• Economy, environmental issues, an elderly population
– See “Green” hotels
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Accommodation planning
• Main markets
– Demand for sgl, dbl, twn, fml or intcon
• Fluctuation (Seasonal, weekend)
– FFE needs
• Quality and grades
– Standard of sophistication, individuality, etc
• Lengths of stay
– Size of room, amount of furniture, wardrobe space
• Feasibility
– Rationalisation, construction method, FFE budget
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Other facilities examples
– Lobby / Foyer
• Circulation / front desk / concierge / seating /
décor / support functions / back of house
– F & B department
• Location / service linkage / flexibility / support
areas / layout (mix of tables: disabled access
– See Reading 3.1
– Banqueting (functions)
• Location / flexibility / access / support areas /
structure / ceiling height / windows
– Other considerations
• Flooring / wall coverings / ceiling / furniture /
HVAC / communication technologies
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Design & Space
• Needs analysis of available space
– Build the space into the facility
– Build the facility around the required space
• Work and task design
• Grouping services
• Transit & circulation spaces
• Primary circulation - walkways, entrances & exits,
corridors, stairs
• Secondary circulation - specific to particular departments:
some public
• Tertiary circulation - worker’s work space
• Flexibility and efficiency
• Utilisation of space - over time
• The unseen spaces
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Regulations & FM
• Regulations
– 1992: Australian building codes board
• Building Code of Australia
– Food Acts
• OH & S considerations [risk mgmt issues]
• Disability & Discrimination Act
– Australian Standard AS1428.1 - design for
access and mobility
• Water quality and usage (conservation)
• Local government / council regulations
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• Insurance and litigation impacts
Outsourcing & FM
• Project management
• Third party fit-out
• E.g.: US$450m 1400 room hotel in the Bahamas
(island): the total project given to one company for
operational fit-out
• Have the expertise for tender and bid
• What is outsourced?
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Housekeeping
F & B function (clubs)
Fitness / health centres
IT infrastructure
• The outsourcing process
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Outsourcing process
• Strategic analysis
• Identifying best candidates
• Defining requirements
– Terms of reference
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Selecting outsourcer
Maintaining control
Transition capabilities
Managing the relationship
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Micro-facility issues
• Piecemeal approach to renovations
– Ensure a coordinated approach
• The actual implementation
– Considering the customers
• Can you renovate without the customers knowing??
• E.g.: $500,000 conference level at HI, Adelaide
– Considering the staff
– Considering the builders
• Refurbishment may be an opportunity to
evaluate the market
• Design over practicalities
– Back of house space
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Service & FM
• Integrating service into the facility
• Operational philosophy
• Service delivery mechanisms
• Logistics within the department
• Influence of customers
• Increasing service delivery
• Standards and the physical facility
• Using departmental design to improve
productivity
• Implementing KPIs linked to the facility
• Constraints of the site
• Designing departmental relationship plans
• Don’t forget the back of house
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Trends & FM
Society trends
Building trends
Technology trends
Bedroom trends [AMG, 11, winter 2005: p45]:
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Sound proofing of rooms
Access to natural light
Quality internal
Space planning for maximum flexibility
Uplifting light / colour: minimal decoration
Maximum ceiling height
Comfortable yet professional feeling
Quality. Well-functioning room climate control
Ergonomic seating
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Tutorial activity
• List examples from your experience of poorly
planned facilities in an enterprise you have
worked in or are currently working in and the
impact they had on your work practices.
Suggest how these issues could have been
solved by consulting operational staff before
implementation.
• Is facilities management part of the core or noncore product that any hospitality enterprise is
offering? What is your opinion?
• Prepare a management response to ‘Hotel from
hell’ case (reading 3.2).
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