WEEK 1 & 2

The Role, Cost, and Management

of Hospitality Facilities

_______________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Determine the Roles of Facilities in the Hospitality Industry
2. Discuss Impacts on Facility Design on facilities
3. Discuss Facilities Management Responsibilities
4. Discuss Responsibilities of Facilities Manager
5. Discuss Managers in Lodging Operation

1|Page
The Roles of Facilities in the Hospitality Industry
In the hospitality industry, it consists of a wide category of fields within the service industry.
For instance, hotels, resorts, restaurants, and transportation, which all provide overlapping
comfort, in order to meet the guests’ expectation. Progressively, the industry, such as hotels
started to concentrate on offering more facilities for their guests, so that the guests feel at home
and enhance their experience during their stays at the hotels.

Facilities plays critical role in the industry

 Appealing visual environment

 Comfortable thermal environment
 Needed supplies
 Elimination of unwanted sound and noise
 Protection from the elements
 Safety

Hospitality facilities provides owners with a return of investment. what makes the revenue
generates at a property is because of the facilities.

Other Contributions

 Role as “manufacturing plant”

 Creation and delivery of services and products
o House and interconnect equipment and systems
 Safe, efficient and comfortable work environment
 Role in image creation
 Define the industry and provide identity in the marketplace
o Characteristic roof shapes, signage, colors, and other trademark elements
o Develop ability to identify business by characteristic appearance

Hospitality industry relies on well designed and well maintained facilities

 Key element of the business

Guests desire:
 Comfortable and safe environment
 Conduct business
 Entertain
 Relax
 Dine
 Sleep
Facility is the guest’s home away from home
 Want it to be better than home

2|Page
Management Involvement
 All departments use facilities
 Rely on facilities to do their jobs
 Efficient design
 Proper equipment and systems
 Mangers involved in:
 Design
 Planning renovations
 Managers have daily involvement with facilities department

The Impact of Facility Design on Facility

Role of Facilities in Hospitality

 Facilities plays critical role in the industry

 Appealing visual environment
 Comfortable thermal environment
 Needed supplies
 Elimination of unwanted sound and noise
 Protection from the elements
 Safety
 Guests may not directly notice the contribution of the facilities department
The role of facility design can be understood by focusing on such factors as:

o Facility components and layout

o Materials
o Quality and types of construction
o Equipment
o Systems

Management Facility Components and Layout Facility

 components dictate the needs for facility maintenance, renovation, and operation.
The presence of recreational facilities, kitchens, food and beverage outlets,
convention space, meeting rooms, and extensive landscaped grounds will all
create maintenance needs. Layout also affects maintenance needs; for example,
a High Rise structure generally has more complex building systems and concerns
than a Low Rise facility.

Materials

 The materials used in a building will affect not only maintenance needs, but also
renovation needs and such operating costs as energy and insurance. Poor
material selection will lead to higher maintenance costs that often can only be
remedied by capital investments.

3|Page
 Quality and Types of Construction

 The quality of a building's construction will affect the maintenance, operation, and
renovation of the building.

Equipment

 The equipment installed at a facility will have an impact on the need for
maintenance. Equipment concerns that affect maintenance and operating needs
involve equipment: Durability, Lifetime, Reparability, Efficiency, Accessibility.

Systems

 System such as operating and maintenance problems within casino hotels and
other facilities have increased facilities related system needs. New systems in
buildings, and the maintenance implications of these new systems, could redefine
the skills set of today's facilities engineer. At times building systems are oversized,
which lead to cable and satellite TV and Wi-Fi, wireless Internet connection, and
increasingly sophisticated entertainment venues

Costs Associated with Hospitality Facilities

 Initial Cost (Development and Construction)

o The expected return is driven by two elements; Operating profit and real estate
appreciation.
o A facility constructed with appropriate quality and good budget control should have
predictable costs for maintenance, operation, and renovation.
 Operating Cost
o Once a facility is Constructed, it will have ongoing operating costs. The two
principal costs entries on the operating (income) statement pertaining to facilities
operation are the “Property Operation and Maintenance” (POM) account and the
“Utilities” account.
o Individual hotels typically pay 7% to 9% of revenue for POM and utilities. POM
account includes all labor and fringe benefit costs in the facilities department
(accounting for about half of POM expenses), maintenance supplies and all
contract maintenance costs. The utilities account includes electricity, fuel, stream,
and water/sewer.
 Renovation Cost
o Renovation costs come under the category of capital, expenditures, or CapEx.
o Recognition of the unique and expensive nature of CapEx, planning for its needs,
and managing its implementation represent a significant portion of a facilities
manager’s duties.
o Historically, management contracts for lodging properties called for 3 to 4 percent
of revenue to be placed in a “reverse for replacement” or CapEx account. CapEx
can range from near 0 to as much as 30% of revenue in a given year.

4|Page
 o Over a full-service hotel’s first 30 years of life, CapEx will approximately equal and
may exceed 7% of total gross revenue.

Facilities Management Responsibilities

We can think of the responsibility of facilities management as involving five major areas:
Safety and security, legal and regulatory compliance, service, cost control, and asset
management.

Safety and security

 First concern

Legal and regulatory issues

 Building codes
 Health and environmental regulations
 Governmental mandates
Service

 To the guest and employees

Cost control

 Asset protection
 Management function
Franchise Agreements

Franchise agreements establish important requirements for property operation and

maintenance. Most franchisors require that facilities be developed and operated according to the
franchisors' operating manuals. These manuals establish minimum standards and requirements
for constructing, equipping, furnishing, supplying, operating, maintaining, and marketing the
establishment.

Facilities Managers in Lodging Operations

Responsibilities vary as well: small properties may have the director of engineering do
much of the actual work; at large properties, the director of engineering is much more of a
manager. Lodging facilities managers are likely to have some technical background generated in
military service, contracting firms, or trade and technical schools.

Responsibilities of the Facilities Manager

Facilities managers essentially look after all of the services that helps a business or other
organization do its work. Responsibilities can include:

 overseeing and agreeing contracts and providers for services including security, parking,
cleaning, catering, technology and so on

5|Page
 supervising multi-disciplinary teams of staff including cleaning, maintenance, grounds and
security
 ensuring that basic facilities, such as water and heating, are well-maintained
 managing budgets and ensuring cost-effectiveness
 allocating and managing space between buildings
 ensuring that facilities meet government regulations and environmental, health and security
standards
 advising businesses on increasing energy efficiency and cost-effectiveness
 overseeing building projects, renovations or refurbishments
 helping businesses to relocate to new offices and to make decisions about leasing
 drafting reports and making written recommendations.

If they work for a construction company, they may also have some input into the design of
a new office building to ensure that facilities are able to be delivered in the most effective way.
While many facilities managers take on a varied range of responsibilities, it is possible to
specialize in ‘hard’ facilities management services or ‘soft’. Hard services include anything to do
with the physical building, such as electrical systems, while soft is more people-related.

Key skills for facilities managers

 Communication and influencing skills, in person and in writing

 Analytical and problem-solving skills
 Decision-making
 The ability to lead and manage teams and projects
 Teamworking
 Attention to detail but also the ability to see the implications for the bigger picture
 Commercial awareness
 Customer service
 Organisation, time management, prioritising and the ability to handle a complex, varied
workload
 A good knowledge of IT packages.

Facilities Managers in Lodging Operations

The traditional IT needs in hotels continues to rise. Rather than eating these increasing
costs and hoping for the best, hospitality facilities management can effectively manage the
complete process, creating a seamless experience for guests. A single glitch in technology can
mark a guest’s entire experience. So, connected hospitality facilities management helps
managers track and manage all assets, ranging from today’s smart TVs to in-room tablets and
more. Guests expect a hotel to live up to unmatched expectations, and this includes a seamless
experience from reservation to check. As a result, hospitality facilities management must integrate
with the overall property management system. Thus, general managers and facilities managers
can ensure as many rooms and amenities are in working order and available to guests.

6|Page
 Hospitality facilities management is also responsible for overseeing extra amenities and
services offered by your facility. For example, spa facilities must be kept clean. Guest histories
can be used to predict average occupancy rates throughout the year, whereas valet can be used
to draw in more guests. Thus, having a system to manage all parts of the guest experience
including check-in, spa reservations, parking and more is key to continuing to offer such services.

Higher occupancy rates, better guest feedback, fewer complaints and less intrusive
activities like maintenance during guest stays, leads to lower operating costs and even lower
nightly rates. Effective, integrated hospitality facilities management create a win-win for hotel
personnel and guests alike.

7|Page
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #1

1. Discuss what is the relevance of Facility Design and Planning for the prosperity of a business.

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

I. Fill in the Following.

1. Hospitality facilities provide an ___________ that contributes to the overall ambience,

experience, and comfort of guests?
2. Hospitality facilities provide owners with __________?
3. What are the Costs Associated with Hospitality Facilities?
4. Individual hotels typically pay __________ of revenue for POM and utilities?
5. Renovation costs come under the category of _________________?
6. CapEx can range from near zero to as much as ________ of revenue in a given year?
7. Facility components dictate the needs for ______, _________, and ______?
8. Franchise agreements establish important requirements for property ____ and ____?
9. Impact of Facility Design on Facility Management in terms of systems such as _____ and
______?
10. The quality of a building's construction will affect the _______, _________, and
____________?

II. Enumerate the following.

11 – 15. What are the Equipment concerns that affect maintenance and operating needs involve
equipment?
16 – 20. What are the factors focused in facility design?

8|Page
 WEEK 3 & 4

Hospitality Facilities Management Tools,

Techniques and Trends

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Determine the Facilities Maintenance and Repair
2. Discuss Maintenance Management System
3. Discuss Computerized and Internet-based Facilities Management
4. Discuss Budgeting for POM and Utilities
5. Discuss Contract Services, Responsibility Accounting, and Facilities
Costs

9|Page
Facilities Maintenance and Repair
portion of property operation & maintenance (POM) budget consume by maintenance & repair
demands

- maintenance activities: keep something in existing state/ preserve something from failure/
decline
- repair activities: restore something by replacing part/ put together what is torn/ broken

value in functioning in maintenance mode rather than repair mode; appropriate of

maintenance methods & capital expenditures= approach to keep repair to min

Types of Maintenance

 routine maintenance
- general upkeep of property, recur regular basis & require minimal skill/ training
- grass cutting, leaf raking, snow shoveling, carpet/floor cleaning

 preventive maintenance (PM)

- inspection, lubrication, minor repairs/ adjustments, word order initiation
- maintenance on equipment performed using manufacturers’ info. as guideline w/
mechanical knowledge & common sense
- comply w/ code requirements, corporate requirements & insurance standards;
response to usage of equipment & impact of equipment’s operating environment
- maintenance that is carried out an equipment to prevent it from breaking down
unexpectedly

 guestroom maintenance
- form of preventive maintenance; involve inspection of no. items in guestroom, filter
changes in air conditioning units, minor lubrication of doors, repair of small problems
& initiation of word order for more substantial problems/ needs

 scheduled maintenance
- require advance planning, amount of time to perform, specialized tools & equipment,
high levels of coordination btw departments
- preparing equipment for seasonal changes & perform other activities that periodically
required to keep equipment operate efficiently
- substantial activities: replace major equipment/ components; replace elements of
building

 predictive maintenance
- similar to preventive but rely on more sophisticated technological methods to increase
operational life & target pre-emptive corrective actions
- replace older rule-of-thumb/ fixed-time-interval-based maintenance planning w/
diagnostic-based planning

10 | P a g e
 - infrared & ultrasonic testing of electrical equipment, vibration analysis of operating
machinery, fluid/ metal analysis
- maintenance that’s done after observing degradation or impending failure

 reactive (emergency/ breakdown) maintenance

- most costly/ disruptive; response to problems that have immediate negative revenue
effect
- involve premium (overtime) pay, often bypasses traditional parts/ supplies purchasing
system & escalates other related problems are found that cause costly

 contract maintenance
- involves outside contractors; undertaken due to
 a desire to minimize use of in-house staff
 a recognition that special tools/ licenses are required
 a temporary staffing shortage
 a need to deal w/ emergencies
 a recognition that task is too complex for in-house staff
- elevator maintenance, trach haulage, window cleaning, kitchen duct cleaning,
landscaping work, HVAC control calibration

Maintenance Management System

 Goals
- handle maintenance needs of property effectively
- record essential info. concerning property’s equipment & systems
- establish performance standards for maintenance worker
- provide feedback so upper management can assess performance of facilities
department

Forms/ Documents Typically Used in a Maintenance Management System

 work/ repair orders (most common): initiate requests for maintenance services
 equipment data cards: used for all major pieces of equipment to record facts & info. of
importance for maintenance purpose
 maintenance log cards: record maintenance performed on equipment
 room data cards: record info concerning individual guestroom
 inventory record
- recordkeeping system that keeps track of equipment & other items in physical
inventory
- choice of what to put into maintenance inventory & how much item to stock affect
responsiveness of maintenance staff, storage space needed for supplies & overall
investment in inventory

11 | P a g e
  preventive maintenance schedules/ instructions (backbone of PM system)
- instructions: derived from experience, input from vendors & suppliers & info. from
professional & technical orgs.
 contain listing of parts/ equipment required to perform each task
- schedule: for maintaining elements of building that critical to guest satisfaction, overall
property image & marketing, safety & security & performance of other departments’
duties
 rooms checklists
- used for guestroom (preventive) maintenance will list all items in guestroom & provide
brief explanation of type of inspection, lubrication/ cleaning activity to be performed
- guestroom maintenance cart: contain basic tools & supplies to deal problems/ needs
encounter, handle guestroom maintenance activates efficiently & minimal downtime
for room
 materials safety data sheets (MSDSs)
- OSHA (Occupational Safety & Health Administration)-mandated forms that inform
employees about potentially hazardous materials used in workplace, how to work
safely w/ materials & what to do in accident
- require vendors & suppliers of hazardous materials to provide MSDS for each product
 control schematics: show relays, timers, fuses, switches & basic writing of control w/in
electrical equipment
 structural plans: allow staff determine locations of key building structural elements,
important info. for certain proposed modification
 mechanical plans: identify flow patterns of air & water, control schemes, equipment &
system interconnections & basic operating parameters
 electrical plans: provide info. about critical capacities, wire sizes, circuit connections &
routing & emergency power circuits
 specialty systems plan; laundry, telecommunications, lighting & sound system

Tactics that help make difference during maintenance emergencies

 keep current listing of all tel. no. for maintenance staff & should available to facilities &
general manger
 train appropriate night staff concerning procedures to be followed in event of common
emergencies (know location of key water valves & electrical shutoff)
 maintain ongoing relationship w/ contract maintenance & cleaning firms
 consider appropriate backup systems for use during emergencies (multiple pieces of
equipment/ stocking replacement item for key system components)

Contract Services and Outsourcing

 managing contract services begins before contract put out for bid
 key provisions in drafting maintenance contract
- insurance
- term w/ no automatic renewal provision

12 | P a g e
 - cancellation: right to cancel agreement on short notice for lack performance/ 30 days’
notice for no cause
- contractor not an employee
- no assignment of contract
- specifications: include detailed specification of work & frequency of task; attach as
an addendum
- contract fee: specific for services named & address fees for extra services
 should use short contract term; once contract sign, facilities managers must make sure
contracted work is done properly
 outsourcing (growing trend in commercial real estate)- ARAMARK, Sodexo
- process which facilities services are provided by in-house staff & contract service
firms; lodging property can decide to provide facilities services to other business

Computerized and Internet-Based Facilities Management

 function of computerized maintenance management systems (CMMSs)- a
computerized maintenance scheduling, recordkeeping & achieving system that
streamlines ‘paperwork & dispatch’ of maintenance & repair
- control primary building systems by computer (HVAC)
- control building comfort, fire protection interferences, security systems, electric power
management
- preventive, scheduled & guestroom maintenance w/ word orders
- bridge gap btw housekeeping & maintenance departments
- generate info/ for management decision-making
- enable regional/ corporate managers to oversee unit-level facilities activity
- integrate building plans & specifications w/ facilities management software

Budgeting for POM and Utilities

 expenditures: 8-9 % of U.S property’s revenue
 properties, salaries, wages & employee benefits: 40-50% of POM expenditures (labor
portion approached for any departments)
 contract maintenance costs: >25% of non-labor sewer charges (adjusted by % increase
to previous year)
 utility costs: energy, water & sewer charges; electricity rates vary from state to state;
natural gas prices vary by state/ month (handle by actual units of energy purchased- kwh,
gallons, liters- & attempt to secure price estimates for coming year)

13 | P a g e
Contract Services, Responsibility Accounting and Facilities
Costs
 income of revenue department (rooms, F&B) computed by subtracting from departmental
revenue no. expenses
 other expenses not charged directly to revenue departments
- undistributed operating expenses (marketing, property operation & maintenance) &
expenses that charged against gross operating profit (rent, insurance, depreciation,
property taxes) not charged against individual revenue departments to ensure account
uniformity
 expenses incurred by facilities department for provide special customer services is
charged to department receiving the revenue for events
 additional cost-tracking opportunity: allocate capital expenditure costs to departments

Capital Expenditure (CapEx) Management (expenditures for FF&E, building system)

 small properties: owner/ general manager involved in planning decision & implementation
of capital expenditures; large: facilities manager play more significant role
 major managerial functions related to capital expenditure
- planning & budgeting: require knowledge of expected lifetime of elements of facility &
cost of replacement
 lifetime: function, durability & care of item, degree of use & abuse, overall level of
appearance expected by management & guests
- execution
 oversight of asset manager: employee of owner who serves as combination of owner
representative, investment manager, financial & marketing consultant & project manager
 large outflow of cash; related to physical appearance of building & interior finishes, replace
mechanical equipment & building systems

Facilities Benchmarking
 involves develop numerical standards that allow comparison of facilities
 goal: improve cost control & better service (energy & environmental practices; monitor
long-term trends in performance; express total expenditures/ room/ % of revenue)
 benchmark available in systems: work orders completed per unit of time, work order
backlog, work order response time, work order created

Personnel Management in Facilities

 concerns: job qualification, on-the-job supervision, employee productivity
 management personnel must have level of mechanical & electrical skill; smaller property,
more department manager have ‘hands-on’ maintenance role
 line staff members need broad skills in maintenance at small property level (education in
electrical, mechanical & plumbing trades in high school)
 facilities staff members must reliable & capable of working on own; should have trade
training & in property’s standards

14 | P a g e
Training and certification
 require commitment, time & $; need train in technical, managerial & communication skills
 The American Hotel & Lodging Educational Institute (AHLEI) offer Maintenance Employee
Hospitality Skills Certification program
- prepare Maintenance Employee Trainers Guide as part of TRAC (train, retain, assess,
certify) Program
 facilities line staff offered by technical schools, trade associations & equipment supplies
(IFMA, BOMA)
Building Certification
 increase interest in establishing standards for ‘green’/ ‘sustainable’
 Building Research Establishment’s Environmental Assessment Method (BREEM) in U.K
- sets standard for best practices on sustainable building design. construction &
operation
- assess new & existing structures, awards points, rates buildings on star system
 U.S Green Buildings Council (USGBC) develop certification program: LEED (Leadership
in Energy and Environmental Design)

15 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #2

1. In your own words, discuss what you have learned on this chapter. (Opinionated) Don’t be
afraid of expressing. Your efforts will always be appreciated.

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1. ___________ are expenditures for capital items such as FF&E and building systems.
2. ___________ are maintenance performed by contract service companies.
3. ___________ show relays, timers, fuses, switches & basic writing of control w/in electrical
equipment.
4. ___________ is a card used for all major pieces of equipment to record facts and information
of importance for maintenance purposes.
5. ___________ is a practice in which facilities services are provided by contract service firms
rather than by in-house staff.
6. ___________ are used for guestroom (preventive) maintenance.
7. ___________ is use to identify flow patterns of air & water, control schemes, equipment &
system interconnections & basic operating parameters.
8. ___________ involves develop numerical standards that allow comparison of facilities.
9. ___________ is use to record info concerning individual guestroom.
10. ___________ are general upkeep of property, recur regular basis & require minimal skill/
training.
11. ___________ a computerized maintenance.
12. ___________ allows staff determine locations of key building structural elements, important
info. for certain proposed modification.
13. ___________ goal is to improve cost control & better service.
14. ___________ require commitment, time & money.
15. ___________ is the backbone of PM system.

16 | P a g e
 WEEK 5 & 6

Environment and Sustainability Management

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Determine the importance of sustainable management
2. Discuss motivation to green practices
3. Discuss establishing initiative to environmental protocols
4. Discuss LEED certification, partnership and design

17 | P a g e
Introduction and Motivation
Hotels started to go green because of 3 things.
 Cause and Effect
 Industry Regulation
 Pressure from a World Changing
Where did it Start?
Hotel’s effort n sustainability actually started back in the 1970s with the American Hotel &
Lodging Association.
Sustainability is embracing not only typical environmental concerns but also recognizing
the need to balance the basic business components.
The Three P’s.

The Breakdown
While business's need to care about the environment, they also need to care about their
profits and the cause and effect that green policies will have on their business.
Guests are looking for businesses to be greener, however, on average they are not looking
for those green initiatives to take away from service.
Not all green initiatives are created equal and you need to make sure that what you are
doing is actually having an impact.
Sustainability is a major theme pervading the global business community but you need a
balance.

18 | P a g e
Motivation
Economic Considerations
The economic dimensions of environmental actions are compelling and significant. Going
green often helps reduce cost in addition to helping the planet. This makes it a win in all directions
Example:
Converting incandescent lamps to more efficient and longer lasting compact LED lamps results
not only in an environmental benefit but also a reduction in cost.
Regulatory Issues
Regulatory issues are major players in the industry now, especially depending on the type
of property you are working with
Example:
If you are constructing a new hotel there are going to be a ton of regulations that you are
going to need to follow, especially if you want to be green certified. If you do not plan for those
items in advance you might find yourself in trouble down the line.
Market Factors
Market Factors does not mean the marketing of your green initiatives
By taking into consideration market factors you are taking into consideration what your
other competitors are doing and seeing how your efforts match up to theirs
Example:
If you are competing for a company's business via an RFP that company may have green
requirements. If you are behind the times in regards to this element of your business it might cost
you money in areas that you wouldn't even expect.
Establishing initiatives is only half the battle. The real trick is how to measure and manage them

Management
Reuse vs Recycle
Recycle
A means of conservation that be turned into a revenue steam.
Reuse
means of waste reduction that allows you to reuse certain aspects of product to reduce your
footprint and cost in the future
Recycling
Methods

 Common Recycling Efforts

19 | P a g e
 o Glass
o Materials
o Plastics
o Paper
o Cardboard
o Yard Waste
 Waste Transformation
This is an opportunity that may be worth considering for your business
Examples include:
Incineration of Waste- this is often the option of choice where landfill disposal is not
feasible.
 Pulping
Pulping takes your food waste and infuses water as it heads into a machine that grinds it
up and then expels the product
 COMPSOSTING!
Composting has become VERY popular, especially in daily life. It is becoming the most
common form or organic matter waste disposal.
Priority Areas
There are a handful of priority areas in environmental management
PA#1: Waste Minimization
Minimize resource input, maximize product quality, minimize waste output
PA#2: Energy Conservation and Management
Reduce energy, reduce emissions
PA#3: Management of Fresh Water
Protect quality of water, use resources efficiently and equitably
PA#4: Wastewater Management
Minimize wastewater output in order to protect the environment, safeguard flora and fauna
PA#5: Hazardous Substances
Replace products containing potentially hazardous substances with products better for the
planet
PA#6: Transport
Reduce or control harmful emissions into the atmosphere and other effects

20 | P a g e
PA#7: Land Use Planning
Deal with demands on land in a proper manner that ensures environmental lessons that
are learned are being put to the test
PA#8: Involving Staff, Customers and Communities
Protect and incorporate the interest of communities in developments and to insure that the
lessons learned are put into place at home
PA#9: Design for Sustainability
Ensure that new tech and products are designed to be less polluting, more efficient,
socially and culturally appropriate and available worldwide
PA#10: Partnership for Sustainable Development
To form partnerships to bring about long term sustainability

Energy Conservation
Measurement
In order to really understand your energy consumption and any potential things you would
want/need to do you will need to benchmark.
o The best ways to do that are the following:
o Keeping records of energy usage and energy cost
o Benchmarking for improvement
o Properly maintaining equipment
o Using proper operating methods and records
Per the USALI the items that qualify as "energy" include electricity, fossil fuels, water and
sewer
Solutions
Once you have an understanding of how much energy you use and what your levels
should be you can work to reduce your energy emissions or be more effective.
o The best ways to do that are the following:
o Improving equipment efficiency
o Reducing operating hours
o Reducing energy loads
o Recovering and reusing waste energy
o Using the least costly fuel source
Per the USALI the items that qualify as "energy" include electricity, fossil fuels, water and
sewer.

21 | P a g e
Fresh Water Accounts for 1% of all Water on Earth
Water Management
All businesses have a requirement to keep an eye on their water use.
Examples
Hospitality businesses can control their fresh water usage in a few different ways.
Regulations- There could be legal regulations that you will be forced to follow, especially
depending on the seasonality or location of your business
Social Responsibility- Social responsibility drives a lot of decisions that a business,
especially in today's day and age when it comes to green plans
Brand Requirements- Some businesses may have brand requirements that they must
follow when it comes to water resource plans. If that is the case, they wouldn't even have
a choice
Building Limitations- Based on the type of their building there are some elements of a
water resource plan that a business may be unable to enact, or vice versa.
Hazardous Substances
It is imperative to handle Hazardous Materials Safely. Our line of business does not
normally produce a whole ton of hazardous materials....
HOWEVER
There are certain materials that are created/need to be dealt with and you really need to
understand how to do it properly
Toxic - Substances that cause damage to health when exposed such as pesticides
Flammable - Substances that can easily be ignited by sparks or flames
Explosive - Substances capable of explosion or sudden release of chemicals, sound or light
Corrosive - Materials that destroy other materials by chemical reactions
Infectious - Substances that contain viable microorganisms and their toxins capable of causing
disease.

Action Plan Items

 Minimize use of materials

 Use more environmentally acceptable alternatives
 Limit the use of these materials to those who know how to use them
 Ensure that they are stored properly

Steps of the action plan should include

 Identify and record where materials are being stored

 Assess the hazards associated with their use
 Review handling, storage and labeling
 Compile a manual

22 | P a g e
Transport
Transportation
There are various ways that transportation effect the greener elements of a hospitality
business.

Together in your group brainstorm about 5 ways that a hotel may be able make their
property "greener" when specifically discussing transportation.

Design
LEED Certification
 Sustainable Sites
 Water
 Energy and Atmosphere
 Indoor Air Quality
 Materials and Resources
 Innovation and Design
 Regional Priority Credits
 Partnerships for Sustainable Development
 Partnerships

A huge piece of sustainability is partnership. Finding the right partner, whether it is a vendor or
another property partner you will have success if you have the right partner

Just in the Maintenance, design of your physical green plan will be very important to the success
of it as a whole. Here are a few elements in regards to design that you should keep on mind.

 Waste Irrigation
 Equipment Maintenance
 Lighting
 Water Irrigation
 Weather

23 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #3

1 In your own words (100 words). Do you also agree on incorporating “Go Green” behavior
in your own business?

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1. ___________ Substances that cause damage to health when exposed such as pesticides
2. ___________ Protect and incorporate the interest of communities in developments and to
insure that the lessons learned are put into place at home.
3. ___________ Substances capable of explosion or sudden release of chemicals, sound or light
4. ___________ Substances that can easily be ignited by sparks or flames.
5. ___________ Minimize wastewater output in order to protect the environment, safeguard flora
and fauna.
6. ___________ Reduce energy, reduce emissions.
7. ___________ Replace products containing potentially hazardous substances with products
better for the planet.
8. ___________ Ensure that new tech and products are designed to be less polluting, more
efficient, socially and culturally appropriate and available worldwide.
9. ___________ Reduce or control harmful emissions into the atmosphere and other effects.
10. ___________ Materials that destroy other materials by chemical reactions.
11. ___________ Minimize resource input, maximize product quality, minimize waste output
12. ___________ Protect quality of water, use resources efficiently and equitably.
13. ___________ To form partnerships to bring about long term sustainability.
14. ___________ Deal with demands on land in a proper manner that ensures environmental
lessons that are learned are being put to the test.
15. ___________ Substances that contain viable microorganisms and their toxins capable of
causing disease.

24 | P a g e
 WEEK 7 & 8

Safety and Security System

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Discuss the designs for safety and security system
2. Determine the relevance of personal security
3. Determine how to make facilities safer
4. Discuss facility measurements against extraneous events
5. Discuss fire safety

25 | P a g e
1. Designing for Safety and Security
a. Doors:
(1) Glass Doors: Need to be tempered glass. Sliding doors need to have
secondary locking system.
(2) Exterior Doors: Must be self-closing, self-locking, have a deadbolt locking
system, have security bar or chain, be of solid construction, and have a
viewport.
b. Window: Must have a locking system and should not open wide enough for climb
through. Window on upper floors should be tempered glass.
c. Flooring: Should not be a slipping or a tripping hazard. Pay close attention to
areas that are likely to be wet, and areas next to walk-off mats by entry ways.
d. Bathrooms:
(1) Floors: Must be slip resistant, particularly in the shower, tub and bathroom
floor. Bath mats should not slide around on the floor easily. Proper
maintenance is required to ensure that the floors remain slip resistant.
(2) Water: Water temperature should be no higher than 110°F at the fixture.
Constant pressure valves and or constant pressure systems should be
used on both hot and cold water pipes leading to the shower.
(3) Electricity: Ground fault interrupters are required for all bathroom electric
outlets.
(4) Bath and shower bars: Must be in the correct location and be anchored to
the wall so that they will not come loose when a guest pulls on them.
e. Access: Limiting outside access to the facility or parts of the facility can help
ensure guest safety, be careful not to prevent egress in the event of a fire.
f. Lighting: Adequate lighting will make it harder for criminals to conduct criminal
activity on the property, thus making your guests and employees safer.
g. Landscaping: Must not create a place for a person to hide in such a way as to
ambush a guest or employee.
h. Parking: Should be well lit and monitored.
i. Security cameras: Monitor areas such as parking lots, entry ways and lobbies.
Tapes should review regularly.
j. Key control:
(1) The five R’s of key control:
(a) Rationale: Determine who should be able to access what area of
the facility when design your key system, this includes the creation
of masters and sub-masters.
(b) Record: Must keep accurate record as to who has which keys, to
include to which areas they grant access.

26 | P a g e
 (c) Retrieval: Must retrieve keys from departing guests, and
employees. (Not important with electronic locks, if properly used.)
(d) Rotation: Move locks around to confuse anyone who may have
gained unauthorized access to any keys. (Not important with
electronic locks, if properly used.)
(e) Replacement: If keys are lost or stolen, the locks must be re-keyed.
(2) Identifying information on keys: If a key is lost, the average person should
not be able to find the room that the key unlocks.
(3) Electronic locking systems:
(a) Electronic locking systems are mandated by the courts. If you do
not have an electronic locking system on your rooms and something
happens to one of your guests or their property in one of your
rooms, then you are likely to be held liable. Courts do not view the
old mechanical locking systems as adequate safeguards for guests.
(b) Electronic locking systems offer two main advantages over
mechanical locking systems:
i. The room is “re-keyed” for each guest.
ii. With many systems it is possible to track who enter the
room.
k. Valuables control: Safes in rooms can be a revenue generator.

2. Personal Security
a. Five “T”s of a crime (Tom Ward)
- Targeting
- Testing
- Threatening
- Transporting
- Transaction
b. The earlier you break the chain, the better your chances of survival
c. You cannot make yourself and your business 100% safe.
d. You must make yourself and your business a harder target than others.

3. Terrorism: Make your facility a hard target by restricting

access, keep vehicles back from the facility, and being
vigilant.
4. Other Extraneous events: Fire, floods, hurricanes,
chemical leaks. Be prepared, have a plan and make sure
you rehearse it.
5. Fire Safety:
a. Codes and Standards: Vary from location to location, no national standard for
hotels unless hotel plans to house federal workers.

27 | P a g e
b. Fire suppression:
(1) Heat
(2) Fuel
(3) Oxygen
c. Water based fire suppression systems: Deprives fire of heat and oxygen.
(1) Wet-pipe sprinkler system:
(a) This system has water in the pipes as all times.
(b) Fast response.
(c) Pipes can freeze in cold weather.
(d) Sprinkler heads are closed until a fire is detected by that sprinkler
(heat).
(2) Standard dry-pipe sprinkler system:
(a) Water does not enter the pipe until a fire is detected.
(b) Slower response rate than wet-pipe system.
(c) Sprinkler heads are closed until a fire is detected by that sprinkler
(heat).
(3) Deluge sprinkler system:
(a) Water does not enter the pipe until a fire is detected. (dry-pipe
system)
(b) Slower response rate than wet-pipe system.
(c) Sprinkler heads all open.
(d) Can create a lot of water damage.
(e) Good for locations where fire is likely to spread rapidly.
(4) Preaction system
(a) Water does not enter the pipe until a fire is detected. (dry-pipe
system)
(b) An alarm sounds giving a person time to put out the fire and shut
off the system.
(c) Slowest response rate of all systems.
(d) Sprinkler heads are closed until a fire is detected by that sprinkler
(heat).
(e) Use in location where water damage is a major concern.
(5) Misting system
(a) Water does not enter the pipe until a fire is detected. (dry-pipe
system)
(b) Slower response rate than wet-pipe system.
(c) Sprinkler head are all open on a particular line.
(d) Contains chemicals that bind to the fuel initially.
(e) Keeps misting to prevent fire from reigniting.
(f) Chemicals in the misting system generally less corrosive and create
less of a mess than dry chemical systems.

28 | P a g e
d. Carbon dioxide: Deprives fire of heat and oxygen. Not good on Class A fires
because the risk of reigniting
e. Halon: Deprives fire of heat and oxygen. Not good on Class A fires because the
risk of reigniting. Not used much anymore because it damages the earth’s ozone
layer.
f. Dry-chemical systems: Depending on the chemical, can be used for A, B, or C
fires. Tends to be very messy and most are highly corrosive. Some bind with oils
making them not combustible, after a short time the fresh oil can rise to the surface
and the fire can reignite. Smothers Class A and C fires with a non-combustible
powder.
g. Classes of fires:
(1) A: Solid combustibles
(2) B: Liquid combustibles
(3) C: Electrical fires
(4) K: Cooking oils and Fats
h. Selection of portable fire extinguishers:
(1) Type: What types of fires are you going to use it on and what limitations
exist in the area that it will be used?
(2) Location: Must be visible and easy to access in case of a fire.
(3) Weight: Can your employees handle it.
i. Detection devises:
(1) Heat: Detects the heat of the fire. Good for areas where there is a lot of
dust, or steam. Select based on detection temperature. Remember that
the ceiling can be much warmer than the lower parts of the room,
particularly with high or vaulted ceilings.
(2) Smoke:
(a) Photoelectric: Detects fires that produce lots of dark smoke.
Light is shined across a chamber in the detector if smoke enters the
chamber it disrupts the beam of light and triggers the alarm.
(b) Ionizing: Detects fires that produce little or no smoke.
A small amount of radioactive material ionizes the air in the
detection chamber. The charged air conducts a small electrical
current. When combustion gasses enter the chamber they disrupt
the flow of electricity triggering the alarm.
(3) Flame: Detects fires that produce bright light. A photoelectric cell detects
the light from the fire and trigger the alarm. Not useful if items in the room
block (shade) the light from reaching the detector.
(4) Manual: Considered by many to be the most reliable, however someone
must be present and see the fire.
j. Egress
(1) Lighting: Lights directing people to exits in case of a fire should be along
the floor. Emergency lighting and exit signs above the door are useless if
there is dense smoke.

29 | P a g e
 (2) Elevators: In case of a fire elevators should proceed to the nearest safe
floor, open the doors and stay there.
(3) Stairwells: If the stairwell is designed to be used as an egress, it should be
pressurized. If for security reasons, it is not possible to exit the stairwell
back into the hotel, that should be clearly noted on the exit door.
(4) Exits that should not be used: Exits that should not be used in case of a
fire should be clearly marked.
k. Exhaust hoods in kitchens: Exhaust hood should have dampers that close in case
of a fire. If it is a Type I hood (grease), it should be cleaned regularly and should
have a fire suppression system inside the duct.
l. HVAC Ducts: Should have dampers that close in case of a fire.
m. Employee training: Every employee should know his/her responsibilities in case
of a fire.
n. Problems that increase smoke and fire spread
(1) Holes in Fire walls
(2) Substandard construction materials
(3) Fire doors blocked open

30 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #4

1 Why do we need to follow protocols regarding Safety and Security? Yes, or No? State
your reasoning in 100 Words,

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1. ___________ limiting outside access to the facility or parts of the.

2. ___________ will make it harder for criminals to conduct criminal activity on the property.
3. ___________ must not create a place for a person to hide in such a way as to ambush a guest
or employee.
4. ___________ should be well lit and monitored.
5. ___________ tapes should review regularly.
6. ___________ on upper floors should be tempered glass.
7. ___________ should not be a slipping or a tripping hazard.
8. ___________ are safes in rooms can be a revenue generator.
9. ___________ are systems mandated by the courts.
10. ___________ has two main advantages over mechanical locking systems.
11. ___________ should be no higher than 110°F at the fixture.
12. ___________ is a must keep accurate record as to who has which keys, to include to which
areas they grant access.
13. ___________ are necessary if keys are lost or stolen, the locks must be re-keyed.
14. ___________ detects the light from the fire and trigger the alarm.
15. ___________ considered by many to be the most reliable.

31 | P a g e
 WEEK 9 & 10

Water, Plumbing and Waste

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1 Define water and its sources
2 Discuss the quantity and availability of water resources
3 Discuss the Distribution Delivery, and Retention
4 Discuss the plumbing system
5 Discuss how sewage, Other liquid waste disposal
6 Discuss waste refuse, recyclables, and returnable

32 | P a g e
 All factors affecting water, plumbing and waste must be in place before operations begin
and maintained in an adequate manner thereafter. It is easy to forget about plumbing or fixtures
that have been installed for a long time. Water, unless it comes from a safe supply, may serve as
a source of contamination for food, equipment, utensils, and hands.

Water may become a vehicle for transmission of disease organisms and can become
contaminated with natural or man-made chemicals so it must be obtained from a regulated source
and must be used, transported, and dispensed in a sanitary manner.

There have been several outbreaks due to contaminated water or plumbing problems.
Most of these outbreaks were preventable, which underscores the need for careful monitoring of
existing water and waste systems.

Water
Definition
- Drinking water is traditionally known as potable water that meets national primary drinking
water standards.
Source
- Drinking water shall be obtained from an approved source that is a public water system,
or a nonpublic water system that is constructed, maintained, and operated according to
law.
System
- A drinking water system shall be flushed and disinfected before being placed in service
after construction, repair, or modification and after an emergency situation, such as a
flood, that may introduce contaminants to the system.
Bottled
- This section was stricken and replaced with 590,006(A) starting bottled drinking water
used or sold in a food establishment shall be obtained from sources, which comply with
all applicable laws.

Quality
Standards
- Bacteriological and chemical standards have been developed for public drinking water
supplies to protect public health. All drinking water supplies must meet standards required
by law. Water from a public water system shall meet 40 CFR 141 - National Primary
Drinking Water Regulations and state drinking water quality standards, and water from a
nonpublic water system shall meet state drinking water quality standards.

Non drinking water

- Non drinking water is not monitored for bacteriological or chemical quality or safety as is
drinking water. Consequently, certain safety precautions must be observed to prevent the
contamination of food, drinking water, or food-contact surfaces. Identifying the piping
designated as non-drinking waterlines and inspection for cross connections are examples
of safety precautions.

33 | P a g e
Quantity and Availability
Capacity
- Availability of sufficient water is a basic requirement for proper sanitation within a food
establishment. An insufficient supply of safe water will prevent the proper cleaning of items
such as equipment and utensils and of food employees' hands.

- Hot water required for washing items such as equipment and utensils and employees'
hands, must be available in sufficient quantities to meet demand during peak water usage
periods. Booster heaters for ware washers that use hot water for sanitizing are designed
to raise the temperature of hot water to a level that ensures sanitization. If the volume of
water reaching the booster heater is not sufficient or hot enough, the required temperature
for sanitization cannot be reached. Manual washing of food equipment and utensils is
most effective when hot water is used. Unless utensils are clean to sight and touch, they
cannot be effectively sanitized.
Pressure
- There must be enough hot and cold water under pressure to meet establishment demands
including food preparation, ware washing, handwashing, and restroom facilities. Water
under pressure shall be provided to all fixtures, equipment, and nonfood equipment that
are required to use water with the exception of water supplied to a temporary food
establishment or in response to a temporary interruption of a water supply, which need
not be under pressure.

Distribution Delivery, and Retention

System
The primary system gets water to establishment while the secondary system is the
establishment's plumbing. The local plumbing code is the code that provides regulations for any
specific locality.

Water must be received from an approved source through the use of:

 An approved public water main; or

 One or more of the following that shall be constructed, maintained, and operated
according to law:
 Nonpublic water main, water pumps, pipes, hoses, connections, and other appurtenances,
 Water transport vehicles, and
 Water containers.

Alternative Water Supply

This section addresses the means by which to operate if water supply is for short term
events or if a permanent food establishment supply is interrupted. Any of the alternatives can be
a source of contamination if improperly constructed or maintained. Water meeting the
requirements shall be made available for a mobile facility, for a temporary food establishment
without a permanent water supply, and for a food establishment with a temporary interruption of
its water supply through:

34 | P a g e
  A supply of containers of commercially bottled drinking water;
 One or more closed portable water containers;
 An enclosed vehicular water tank;
 An on-premises water storage tank; or
 Piping, tubing, or hoses connected to an adjacent approved source.

Plumbing System
Material
- Plumbing systems and hoses conveying water must be made of approved materials and
be smooth, durable, nonabsorbent, and corrosion-resistant. If not, the system may
constitute a health hazard because unsuitable surfaces may harbor disease organisms or
it may be constructed of materials that may, themselves, contaminate the water supply.
Design, Construction, and Installation
- Water within a system will leach minute quantities of materials out of the components of
the system. To make sure none of the leached matter is toxic or in a form that may produce
detrimental effects, even through long-term use, all materials and components used in
water systems must be of an approved type. New or replacement items must be tested
and approved based on current standards.
- Improperly designed, installed, or repaired water systems can have inherent deficiencies
such as improper access openings, dead spaces, and areas difficult or impossible to clean
and disinfect. Dead spaces allow water quality to degrade since they are out of the
constant circulation of the system. Fixtures such as ware washing sinks that are not easily
cleanable may lead to the contamination of food products.
- A plumbing system shall be designed, constructed, and installed according to law.
Plumbing fixtures such as a handwashing facilities, toilets, or urinals shall be easily
cleanable.

Capacity

- The water source and system shall be of sufficient and constant capacity to
meet the peak water demands of the FOOD ESTABLISHMENT, including hot
water generation and distribution systems sufficient to meet the peak hot water
demands, throughout the FOOD ESTABLISHMENT as determined by Plan
Review.
Sewage, Other Liquid Waste, and Rainwater
Capacity and Drainage
- A sewage holding tank in a mobile food establishment shall be sized 15% larger in
capacity than the water supply tank, and sloped to a drain that is 1 inch in inner diameter
or greater, equipped with a shut-off valve.
Backflow Prevention

- A direct connection may not exist between the sewage system and a drain originating from
equipment in which food, portable equipment, or utensils are placed. However, if allowed
by law, a warewashing machine may have a direct connection between its waste outlet

35 | P a g e
 and a floor drain when the machine is located within 5 feet of a trapped floor drain and the
machine outlet is connected to the inlet side of a properly vented floor drain trap. A
warewashing or culinary sink may also have a direct connection if allowed by law.

The schematic illustrated below shows the specifications for directly connecting the drain
of a warewasher to a sewer line. Note that any backup of sewage will flow up and out of the floor
drain rather than back up into the warewasher.

 Grease Trap/Trap – If used, a Grease Trap should be located to be easily accessible for
cleaning.
 Conveying Sewage – Should be conveyed to the point of disposal through an approved
sanitary sewage system or other system, including use of approved sewage transport
vehicles, waste retention tanks, pumps, pipes, hoses, and connection.
 Removing Mobile Food Establishment Wastes. Sewage and other liquid wastes should be
removed from a mobile food establishment at an approved waste servicing area or by a
sewage transport vehicle in such a way that a public health hazard or nuisance is not
created.
APPROVED SEWAGE Disposal System
SEWAGE shall be disposed through an APPROVED facility that is:
(A) A public SEWAGE treatment plant.
(B) An individual SEWAGE disposal system that is properly sized, constructed,
maintained, and operated as APPROVED by the HEALTH AUTHORITY or AGENCY
OF JURISDICTION.
Other Liquid Wastes and Rainwater
- Condensate drainage and other non-SEWAGE liquids and rainwater shall be
drained from the point of discharge to disposal, according to LAW.

36 | P a g e
Refuse, Recyclables, and Returnables
Indoor Waste – If Located with the food establishment, a storage area for refuse, recyclable, and
returnables shall meet certain requirements.
Outdoor Waste – An outdoor storage surface for refuse, recyclables, and returnables shall be
constructed of nonabsorbent material such as concrete or asphalt and be smooth, durable, and
sloped to drain.
Receptables – Receptacles and waste handling units shall be durable, cleanable, insect- and
rodent-resistant, leakproof, and nonabsorbent. As an exception, plastic bags and wet strength
paper bags may be used to line receptacles for storage inside the food establishment, or within
closed outside receptacles.
Storage Area – Storage rooms, areas, and receptacles shall be of sufficient capacity to hold
refuse, recyclables, and returnables.

Removal
Refuse, recyclables, and returnable items, such as beverage cans and bottles, usually contain a
residue of the original contents. Spillage from these containers soils receptacles and storage
areas and becomes an attractant for insects, rodents, and other pests. The handling of these
materials entails some of the same problems and solutions as the handling of garbage and refuse.
Problems are minimized when all of these materials are removed from the premises at a
reasonable frequency.
Frequency
Refuse, recyclables, and returnables shall be removed from the premises at a frequency that will
minimize the development of objectionable odors and other conditions that attract or harbor
insects and rodents.
Receptacles or Vehicles
Refuse, recyclables, and returnables shall be removed from the premises by way of portable
receptacles that are constructed and maintained according to law or a transport vehicle that is
constructed, maintained, and operated according to law.

37 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #5

1 Why do you think we need to follow standards in every establishment or business we

have? State your reasoning in 100 Words,

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1. ___________ required for washing items such as equipment and utensils.

2. ___________ is a basic requirement for proper sanitation within a food establishment.
3. ___________ must be tested and approved based on current standards.
4. ___________ shall be of sufficient and constant capacity to meet the peak water demands of
the FOOD ESTABLISHMENT.
5. ___________ is not monitored for bacteriological or chemical quality or safety as is drinking
water.
6. ___________ is traditionally known as potable water that meets national primary drinking water
standards.
7. ___________ Should be conveyed to the point of disposal through an approved sanitary
sewage system.
8. ___________ shall be removed from the premises by way of portable receptacles that are
constructed and maintained according to law.
9. ___________ supplies must meet standards required by law.
10. ___________ have been developed for public drinking water supplies to protect public health.
11. ___________ should be located to be easily accessible for cleaning.
12. ___________ must be made of approved materials.
13. ___________ usually contain a residue of the original contents.
14. ___________ must be enough under pressure to meet establishment demands.
15. ___________ shall be removed from the premises at a frequency that will minimize the
development of objectionable odors.

38 | P a g e
 WEEK 11 & 12

Electrical Systems

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Describe briefly various aspects and components of electrical
systems, and cite important considerations regarding system design
and operating standards.
2. Identify elements of an effective electrical system and equipment
maintenance program.
3. Describe electrical system components
4. Explain the billing methods of electric utilities
5. Describe how to read electrical utility meters, state why electric bills
should be checked for errors

39 | P a g e
Electrical Systems
Electrical systems consist of a source, a distribution system, and control devices
connected to various pieces of equipment.

Some hospitality businesses produce their own power; internationally, the term “combined heat
and power” (CHP) is used to describe one source of on-site power production; in the United
States, the term “cogeneration” is also used; this describes a system in which electrical power
and usable thermal output are produced.

Most hospitality operations have their electricity delivered by a local utility; the utility is responsible
for providing power at a correct voltage and frequency.

The utility provides power through an electric meter that measures the rate and amount of power
consumed; this information is used to generate the electric bill.

Electricity Terms

• Voltage—a measure of the electrical potential provided by the utility (often compared to
water pressure in a water system)

• Frequency—the rate at which an alternating current (AC) power supply alternates the
direction of the current flow

• Phases—refers to the number of energized or “hot” wires in the electrical supply (almost
always either one or three)

• Amperes—refers to the maximum current flow (measured in amperes) for the system; it is
essentially defined by the wire size feeding the building

• Transformers—devices that change (step up or step down) the voltage of the electrical
supply

System Design and Operating Standards

• The electrical distribution system at the property should be designed and maintained
according to all relevant codes and standards

• In the United States, electrical system codes are established by local governments;
generally they are patterned after the National Electrical Code developed by the National
Fire Protection Association; codes change over time as new information is discovered and
new materials are developed

• The Occupational Safety and Health Act contains a large number of provisions for
electrical safety; major areas of concern include:

– Design safety standards for electrical systems

– Safety-related work practices

– Safety-related maintenance requirements

40 | P a g e
 – Safety requirements for special equipment

• OSHA standards should be consulted when property maintenance procedures are

developed; OSHA standards outline minimum standards for electrical safety during
maintenance

System Equipment and Maintenance

• Keeping electrical equipment from breaking down is important, since this equipment is
critical to the ability to occupy the building

• For an effective electrical maintenance program, managers need:

– A current set of plans for the building’s electrical system

– Good knowledge of electrical practices and the building’s electrical system by

maintenance personnel and others

– Good housekeeping practices in areas containing electrical equipment

– Knowledge of and adherence to proper safety procedures

– Incorporation of electrical maintenance procedures into the facility’s preventive

maintenance program

• Vital to the maintenance of the electrical system and equipment are electrical plans and
training for workers in operating and safety procedures

Electrical System Components

• In addition to transformers and feeders, other components of an electrical system are:

– Fuses and circuit breakers

– Distribution panels and wiring

– Electric motors, controls, and drive elements

– Electronic equipment

– Emergency power systems

– Electrical maintenance equipment

• Fuses and circuit breakers are designed to break down; they do so to interrupt the
electrical supply when a current flow in excess of safe levels is detected

• A fuse failure indicates either an existing safety problem due to a short circuit or a potential
safety problem due to wire overloading

• Some fuses have a replaceable element and reusable fuse body; others are completely
disposable

41 | P a g e
 • Fuses may be screw-in plugs or cylindrical cartridges with either cylindrical ends or blade
ends

• When fuses are replaced, care should be taken to replace them with units of the correct
amperage and type

• Circuit breakers when “tripped” may be simply reset (unlike fuses that must be replaced);
to reset them, they are simply turned off and then back on

• One type of circuit breaker is the ground fault circuit interrupter (GFCI); GFCIs are installed
where electricity and water may both be found (bathrooms, swimming pools, spas, etc.);
they are designed to protect people

• Fuses and circuit breakers should never be replaced with items of a larger capacity unless
an analysis reveals that the wiring and other system elements are capable of handling the
larger load

• The burning out of fuses or tripping of circuit breakers should not be ignored; these are
signs that there is a potential problem with the electrical system that should be investigated

• Fuse and breaker boxes should be kept locked

Distribution Panels and Wiring

• Next to the fuses and breaker boxes are the distribution panels and wiring that distribute
electricity to the building and its equipment

• Preventive maintenance activities should be carried out to check for loose connections,
overloaded wires, and so on

• Some old hotels may have aluminum electrical cables rather then the more common
copper cables; aluminum cables can cause connections to loosen and overheat, so
properties with aluminum wire need to enforce a regular maintenance schedule to ensure
tight connections

Electronic Motors, Controls, and Drive Elements

• Small electric motors are found in many devices in a hospitality operation; large motors
power major pieces of building equipment

• The level of preventive maintenance performed on an electric motor will vary depending
on the motor’s size and importance to the operation

• Preventive maintenance includes regular inspections of the motors and cleaning and
lubricating them; if a motor has a drive element (belt and pulley, drive chain, or drive
coupling), this too should be inspected, and cleaned and lubricated if necessary

• Electric motor controls are devices that provide an interface between an electric motor
and the electrical system; they need periodic attention as well

42 | P a g e
 • Electric motors can operate for a long time, and over their lifetime can use a large amount
of electricity, so purchasing energy-efficient motors should be a high priority for facilities
managers

Electronic Equipment

• Electronic equipment can be sensitive to electric supply quality problems such as voltage
transients, voltage sags and surges, momentary power loss, electrical noise, and
harmonic distortion

• There are various solutions to electric supply quality problems:

– Wiring-intensive solutions—wiring upgrades, grounding/bonding upgrades,

isolation of equipment loads

– Equipment-intensive solutions—surge-suppression equipment, voltage regulators,

isolation transformers, battery backup units

• The cost-effectiveness of any particular solution is dependent on how likely the problem
is to occur and the cost of the problem; many operations find that some form of protective
equipment is warranted due to the large losses of time and money that can result from
problems with electronic equipment

Emergency Power Systems

• Emergency power systems provide power during temporary interruptions of the building’s
regular electrical supply

• Emergency power supplies and equipment include such items as generators and batteries
to provide lighting, and uninterruptible power supplies for computer systems

• The National Electrical Code provides for specific types of businesses in which emergency
power is required and the types of loads that must be connected to this power; emergency
systems are generally required in all types of hospitality businesses

• Items typically required to be connected to an emergency power system are artificial

illumination, fire detection and alarm systems, fire pumps, and public safety
communications systems

• Battery backup units may be either standby power supply units or uninterruptible power
supply units

• Emergency power may be provided by batteries alone in small buildings; in larger

buildings, emergency generators powered by engines (typically diesel) are used

• Code requirements usually stipulate that hotels have enough fuel on hand for their
emergency generators to provide two hours of full-load operation; generators will be of
limited usefulness during long power outages unless provision is made for extended
operation

43 | P a g e
 • While it is not required by code, many operations install an uninterruptible power supply
on key pieces of computer equipment

• Some hotels operate their emergency generators during peak electrical demand periods
in order to reduce the peak power demand of the hotel and save money on their electric
bill

Electric Maintenance Equipment

• Multimeters

• Wall receptacle analyzers

• Fuse pullers for cartridge fuses

• Rubber boots and gloves

• Insulated ladders

• Hydrometers

• Cable fault locators

• Transformer oil test kits

• Vibration analyzers

• Infrared (IR) scanning guns

Reading Electric Utility Meters

• The utility usually sends a meter reader to record the energy and demand values off the
property’s meter

• A well-run operation will take its own meter readings, usually once per day or sometimes
once per shift; these readings help to detect problems and can be compared to utility
company readings

• There are various types of electric utility meter dials, but the method of reading the meters
are the same: quantities of energy consumed are determined by subtracting the beginning
meter readings from the end-of-period meter readings; if a multiplier is shown on the dial
face, you must multiply the difference between the two readings by the number shown to
determine the actual quantity of energy used

Two Basic Types of Electric Utility Meters

Kilowatt – Hour Meter

• Kilowatt-hour meters are used to determine the number of kilowatt-hours of electricity used

• On a kilowatt-hour meter, the meter dials are read in sequence from left to right; the
number recorded for each dial should be the lower of the two numbers that the hand is
between

44 | P a g e
Kilowatt – Hour Meter with Kilowatt Demand Meter

• In a combination meter, the row of dials on the meter face marked “kilowatt-hours) are
read the same way as the dials on a kilowatt-hour meter

• There are many types of demand meters that are included along with the kilowatt-hours
meter, and each is read in a different way

• The different types of demand meters are:

– Maximum demand

– Demand dials

– Cumulative demand register

– Recording demand meters

Checking the Bill for Error

• The maintenance department should get a copy of the electric bill to review

• The bill’s information should be recorded in an energy consumption log

• The meter readings taken by the utility company should be compared to the readings
taken by maintenance personnel

• Utility bills should always be checked for errors

• Billing errors are so common that some independent contractors offer to monitor and
check bills, often simply for a percentage of the savings they find

45 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #6

1 What is the negative impacts of having a poor electricity system? State your reasoning in
100 Words.

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1. ___________ provide power during temporary interruptions of the building’s regular electrical
supply.
2. ___________ to reset them, they are simply turned off and then back on.
3. ___________ devices that change (step up or step down) the voltage of the electrical supply.
4. ___________ refers to the maximum current flow for the system.
5. ___________ the meter dials are read in sequence from left to right.
6. ___________ meters are used to determine the number of kilowatt-hours of electricity used.
7. ___________ refers to the number of energized wire in the electrical supply.
8. ___________ a measure of the electrical potential provided by the utility.
9. ___________ consist of a source, a distribution system, and control devices connected to
various pieces of equipment.
10. ___________ the rate at which an alternating current (AC) power supply alternates the
direction of the current flow.
11. ___________ is used to describe one source of on-site power production.
12. ___________ designed to break down; they do so to interrupt the electrical supply.
13. ___________ should be consulted when property maintenance procedures are developed.
14. ___________ may be either standby power supply units or uninterruptible power supply units.
15. ___________ indicates an existing safety problem.

46 | P a g e
 WEEK 13, 14 & 15

Heating, Ventilating,
and Air Conditioning Systems

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Describe the basic elements of human comfort and how HVAC
systems affect this comfort.
2. Identify heating sources, types of heating equipment, and operating
and maintenance concerns for this equipment.
3. Discuss cooling sources and equipment; explain how the vapor
compression refrigeration cycle operates; and summarize cooling
system operation, maintenance, and environmental concerns.
4. Describe several guestroom HVAC systems, including centralized,
decentralized, and hybrid systems, and summarize other guestroom
HVAC concerns.
5. Identify the system types and maintenance needs of HVAC systems
for other building areas.

47 | P a g e
Factors Influencing Thermal Comfort
• Room air temperature
• Room air movement
• Relative humidity of room air or wet bulb temperature
• Activity level in the room
• Clothing worn by room occupants
• Temperature of the room surfaces
Factors in an Individual’s Comfort
• An individual’s comfort is the result of balancing the heat produced by his or her body with
the surrounding environment
• Body heat is lost by convection, radiation, and evaporation
• The HVAC industry has provided a simplified way to view thermal comfort by defining a
region of temperature and relative humidity known as the comfort zone—the range of
conditions in which 80 percent of the population tested was “comfortable”
• The comfort zone changes; there is a summer comfort zone and a winter comfort zone
• The comfort zone is not an infallible guide; it will not universally apply in all situations but
is a useful guide for most occupied spaces
• Further needs in the comfort and acceptability of indoor environments concern such
elements as noise, odor, and the general quality of the air
Building Loads and Comfort
• Exterior walls as well as ceilings and windows may add heat to or subtract heat from a
space, depending on the season
• Guests, televisions, lights, and other equipment all add heat to a room
• The shower and bath also add heat to guestrooms
• Air leakage around windows and doors to the outside can add cold or hot air to a room,
depending on the season
• Moisture is added to a guestroom by the bath and shower, and by the breath of, and skin
evaporation from, room occupants
• The guestroom bathroom vent fan removes air that must be replaced; this replacement
air eventually enters the building from the outside, which means it must be heated or
cooled somewhere
• The building’s HVAC system is ideally able to deal with all of these variable inputs to and
outputs from the space—referred to as “loads” by engineers

48 | P a g e
Building Loads
• Building loads can be broken down into various categories; two simple categories are
“sensible” and “latent”
• Sensible loads involve heat addition (and removal) with resulting increases (or decreases)
in dry bulb temperature only
• Latent loads involve moisture addition or removal with resulting increases or decreases in
the relative humidity only
• Building loads can also be broken down in other ways: for example,
transmission/conduction, ventilation, infiltration, solar, and internal loads
• To maintain comfort, the HVAC system must remove these loads at the rate they are
created; this can be challenging
Indoor Air Quality
• Indoor air quality (IAQ) has become a subject of increasing attention in the lodging industry
in recent decades, perhaps beginning when hotel operators recognized the need to
provide no-smoking guestrooms
• Today, entire hotels have been designated as no-smoking buildings, and IAQ issues now
include mold and mildew as well as volatile organic compounds (VOCs)
• Hotels seeking certification from organizations such as LEED must address IAQ issues
• Mold and mildew problems have long existed in a limited form in areas such as guest
bathrooms; mold and mildew issues throughout the hotel can derive from problems with
building design, construction, and operation
• Government and professional organizations have developed publications and resources
to assist managers in identifying, managing, and preventing IAQ problems
• Contributors to IAQ problems also include cleaning supplies; VOCs from paints,
adhesives, carpets, and furniture; and allergens
• Many locales have passed legislation prohibiting smoking in or even near public buildings
Heating Sources and Equipment
• The major space conditioning need of guestrooms and many other hotel spaces involves
cooling; for lodging operations in colder climates, there are times when spaces must be
heated
• Heating equipment usually creates more safety concerns than does cooling equipment,
due to the flame and flue gases that are generally present
• A failure of the heating system can have disastrous effects on the building because of
freezing

49 | P a g e
Heat Sources
• Electricity
• Natural gas
• Liquefied petroleum
• Fuel oil
• Steam
Factors Dictating Type of Heating Fuel Used
• Availability
• Relative cost
• Cost of equipment and systems using the fuel
• Environmental constraints
• Safety concerns
The Refrigeration Cycle
• In the refrigeration or vapor compression cycle, a circulating refrigerant removes heat from
one location and transfers this hear to another location where it is rejected
• Heat removal occurs in the evaporator, while the heat is rejected in the condenser; the
compressor provides the energy necessary to accomplish this heat transfer; the
expansion valve controls the flow of refrigerant through the system
Cooling Systems Operation and Maintenance
• Maintenance activities for cooling systems include the following:
– Inspect equipment for refrigeration leaks
– Check refrigerant dryers for indications of water contamination; replace as needed
– Clean air-cooled condensers and evaporators
– Clean condensate drop pans and drain lines from evaporators; replace algaecide
tablets in drip pans and reapply protective paints
– Check equipment operating conditions to be sure units are operating correctly
– Perform all recommended drive motor maintenance
• Space cooling equipment uses three different types of compressors: reciprocating,
centrifugal, and rotary; each has unique maintenance concerns
Centralized Systems
• Centralized systems use boilers to create hot water and chillers to create cold water; the
hot or cold water is circulated to fan coil units in rooms; air is blown through the fan coils,
where heat is transferred either to or from the water, and heating or cooling occurs

50 | P a g e
 • The two-pipe system allows both heating and cooling, but only one of these at a time;
converting from one option to the other takes time, and managers and guests may become
frustrated by the system’s lack of responsiveness and flexibility
• The three-pipe system is relatively uncommon; this system provides both hot and cold
water to the fan coil units at all times and mixes the return water from the fan coils; this
system keeps guests comfortable but is not as efficient, leading to greater operating costs
• The four-pipe system provides the same level of comfort as the three-pipe system, but
keeps the cold and hot water returns separated; this means more efficiency, but the
system is the most expensive centralized system to install
Decentralized Systems
• Decentralized systems place the heating and cooling sources within the room itself or
along the outside wall
• Electric baseboard or wall-mounted heaters are examples of a decentralized heating
system
• Decentralized systems that provide cooling use a small refrigeration system (compressor,
condenser, evaporator, and expansion valve) located within a cabinet that extends
through the outside wall of the guestroom; split decentralized systems locate only the
evaporator and distribution fan in the room and put the condenser and compressor outside
the building
• Split systems are quieter for guests; they also allow more flexibility in the placement of the
in-room units (an outside wall is not necessary)
• Small hotels typically use decentralized systems; the through-the-wall units of a
decentralized system are relatively inexpensive and easy to install; their energy source is
electricity
• Unit size should be matched to the cooling needs of the space; larger is not always better
• Choosing heat pump through-the-wall units rather than resistance heat units can be a
good choice; heat pump units can cost 15 to 20 percent more than resistance heat units,
but their annual heating energy usage can be half or a third that or resistance heating
units
• Managers should remember that guest comfort includes acoustic comfort as well, and
chose quiet through-the-wall units
Hybrid Systems
• Hybrid systems have characteristics of both centralized and decentralized systems

51 | P a g e
 • A water source heat pump system is connected to an internal water circulation loop from
which it takes, or to which it adds, heat
• Geothermal heating and cooling is another example of a hybrid system
• Another emerging option is to use variable refrigeration volume/variable refrigeration flow
(VRV/VRF) systems
Guestroom Ventilation
• Providing fresh air to guestrooms can be a problem
• Guestrooms with central HVAC systems may rely on airflow under the guestroom door
• Through-the-wall units have vents to the outside that mix outside air with conditioned air
in the unit
• If the outside air admitted to the guestroom is not conditioned and controlled, operational
problems can result
• During the summer, hot and humid outside air leaking into guestrooms around windows
and through the building exterior can result in moisture condensation in, and deterioration
of, walls
• In the winter, warm, moist interior air can deposit moisture in the walls as it migrated
through the walls
• Other problems include mold growth on wall coverings and carpet
• Some of these problems can be reduced by sealing and caulking, but the ultimate solution
to many problems requires a redesign of building systems and often a resizing and
reselection of guestroom HVAC units as well
Guestroom HVAC Occupancy Control
• Not all guestrooms are occupied 24/7; on a given day, many hotel guestrooms are not
occupied at all; even in guestrooms that are occupied, guests typically do not spend more
than ten or so hours in them; this provides hotels with energy and cost saving opportunities
• Occupancy control of guestroom HVAC equipment adjusts the temperature in the room
depending on room status (rented or not rented) and on whether a guest (or some other
person) is present; in summer, the setpoint for room temperature is raised, while in winter
it is lowered
• Some guestroom occupancy controls can also turn off the electricity in the room when a
guest is not present
• Control of guestroom HVAC operation by occupancy controls is becoming more widely
used as managers respond to cost and environmental concerns

52 | P a g e
 • Occupancy sensors can do more than just assist in energy conservation; they can also be
integrated with security systems to provide enhanced security
Guestroom HVAC Maintenance
• Guestroom fan coil units are relatively simple devices; maintenance of these units is
generally part of the preventive maintenance activity for guestrooms
• A common preventive maintenance checklist for these units would include:
– Checking the operation of all valves and control knobs
– Checking the thermostat for proper operation, appearance, and physical
connections
– Cleaning the filter inlet grill and physical connections
– Replacing or cleaning the air filter
– Cleaning the condensate drain and replacing algaecide tablets
– Inspecting fans and cleaning and tightening connections
– Checking and cleaning the outside air vent
– Cleaning all coils
– Lubricating blower motors
– Painting locations such as the condensate pan and any deteriorated surfaces
– Reapplying corrosion treatment if the hotel is in a coastal area
Maintenance Needs of HVAC Systems for Other Building Areas
• The maintenance needs of HVAC systems supplying other building areas are derived from
the maintenance needs of their individual components
• These needs include:
– Filter changes
– Fan cleaning and lubrication
– Cleaning of heat transfer surfaces
– Cleaning of drain pans
– Checking of refrigerants for moisture and leakage
– Belt checking and replacement
– Other maintenance actions
• Equipment suppliers should be able to supply a list of suggested maintenance actions

53 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #7

1 What can you say about our Inns here in General Santos City regarding this topic? Do
you find it appealing? Yes, or No? State your reasoning in 100 Words.

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1. ___________ has become a subject of increasing attention in the lodging industry in recent
decades.
2. ___________ can be broken down into various categories.
3. ___________ can have disastrous effects on the building because of freezing.
4. ___________ use boilers to create hot water and chillers to create cold water.
5. ___________ removes air that must be replaced.
6. ___________ may add heat to or subtract heat from a space, depending on the season.
7. ___________ has provided a simplified way to view thermal comfort.
8. ___________ usually creates more safety concerns than does cooling equipment.
9. ___________ this system provides both hot and cold water to the fan coil units at all times and
mixes the return water from the fan coils.
10. ___________ have long existed in a limited form in areas such as guest bathrooms.
11. ___________ are examples of a decentralized heating system.
12. ___________ keeps the cold and hot water returns separated.
13. ___________ is added to a guestroom by the bath and shower.
14. ___________ is lost by convection, radiation, and evaporation.
15. ___________ allows both heating and cooling.

54 | P a g e
 WEEK 16 & 17

Lodging Planning and Design

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. Describe the hotel development process.
2. Describe site and overall hotel planning.
3. Describe guestroom and suite planning.
4. Describe lobby design principles.
5. Describe factors influencing the design of food and beverage
outlets.

55 | P a g e
The Development Process
• The feasibility study
• The program
• Operational criteria
• Construction/engineering criteria
• The project budget
• The preliminary schedule
The Feasibility Study
• The feasibility study is usually prepared by a consulting firm that specializes in lodging
• The feasibility study is reviewed by the hotel brand and/or management company, and the
developer
• The study’s purpose is threefold:
– It assesses present and future demand for lodging and other hotel services
– It recommends a basic mix of facilities and positions the future hotel against its
primary competitors
– It estimates the proposed hotel’s operating income and expenses for 5–10 years
Components of the Feasibility Study
• Local area evaluation
• Lodging market analysis
• Proposed facilities
• Financial analysis
Components of the Feasibility Study
• Local area evaluation
• Lodging market analysis
• Proposed facilities
• Financial analysis
The Program
• The program is a document that lists the design requirements for a project
• The program is put together with input from the owner, the brand (if applicable), the
operating company, the architect, and other consultants
• Most programs consist of two components: (1) a clearly articulated description of what
each area of the hotel needs to include, and (2) an allocation of space for each area
• The program is the road map for the design team

56 | P a g e
 • The architect develops a list of required spaces and later refines it into a more detailed
program
• For a branded hotel, a comprehensive design guide steers the overall design work
Operational Criteria
• Designers and others need a thorough description of the future property’s operations in
order to properly develop the property
• The property must be designed to accommodate several potential guest markets as well
as the operational requirements of the hotel, the identity and strategic initiatives of the
hotel brand, and the specific needs of the proposed project’s site and other development
issues
• Operational decisions in the following areas must be made as early in the design process
as possible:
– Front des — Housekeeping
– Luggage handling — Administration
– Receiving and storage — Food and beverage
– Trash and garbage
Construction/Engineering Criteria
• The development team needs to establish preliminary standards for construction and
engineering systems, identifying such construction details as the primary exterior
materials, type of window glass, and quality of interior finishes
• The project must conform to zoning, health, building, and fire codes
• The development team must also make sure the project is in compliance with
requirements specified by the Americans with Disabilities Act
• Engineering criteria must be established for heating, air conditioning, ventilation, water,
power, lighting, fire protection, and information technology and communications systems
• The team might dictate exact requirements for each guestroom and guest bathroom; more
detail early in the development process helps the team better define quality levels,
establish the project budget, identify needed specialists, and ensure that critical elements
are not forgotten or ignored
The Project Budget
• One of the most important elements of the pre-design phase is establishing a project
budget
• It is a mistake to rely wholly on a generic cost per room or cost per square foot estimate

57 | P a g e
 • Only when the hotel design is fully established and the building materials, systems, and
level of detail are clearly defined that the actual project costs can be accurately estimated
• A preliminary budget must include contingency funds (typically 5 to 10 percent of the total
budget), consider inflation, and accurately reflect the hotel’s final quality standard
• Construction cost is only about 60–65 percent of the total project budget; it does not
include the costs of furniture, fixtures, and equipment; professional fees, financing, and
pre-opening expenses
• Strict budget control throughout the entire development process is critical
• The development budget also should include a “reserve against operating shortfall” to
offset operating losses during the new hotel’s first one or two years
The Preliminary Schedule
• The preliminary schedule should identify pre-design and design tasks, identify
development team members responsible for the tasks, and set realistic completion dates
• Factors that influence the schedule include:
– Existing conditions on the site
– The complexity of the design
– The ease and speed of obtaining permits and inspections
– Status of project financing
• Many steps during the development process occur simultaneously; the design phases are
sequential and relatively straightforward
• The architect typically works through three phases: schematic design, design
development, and construction/contract documents
The Planning and Design Process
• Site planning
• Hotel planning
• Guestrooms and suites
• The lobby
• Food and beverage outlets
• Function space
• Recreational facilities
• Administration offices
• Food production areas
• Other back-of-the-house areas

58 | P a g e
Site Planning
• The first step is for the architect to analyze the site and its constraints and opportunities
• The architect is responsible for coordinating the site planning with engineering
consultants, and the interior designer and/or landscape architect
• The architect should consider how guests will react to the building and explore different
ways to organize the hotel spaces
• While a greenfield site lowers construction costs, a more challenging site may lead to more
creative design
• The architect must investigate and consider the site carefully before developing the
building’s form and organization
Site Characteristics
• Visibility and accessibility
• Surface conditions
• Subsurface conditions
• Regulatory restrictions
• Site character
• Orientation and climate
• Adaptability
Site Planning: Entrances
• Architects designing a large hotel may develop a number of different entrances, such as:
– Main hotel guest entrance
– Meeting space/banqueting entrance
– Restaurant/bar entrance
– Entrances to special facilities (spa, casino, etc.)
– Retail entrance
– Tour bus/airport bus drop-off entrance
– Condominium entrance
Site Planning: Parking Areas
• Parking areas include the approach, driveways, sidewalks, receiving area, and emergency
access
• Parking requirements are usually detailed in local zoning ordinances
• Sufficient parking is critical if a hotel intends to attract food and beverage or meetings
business

59 | P a g e
Site Planning and Hotel Brands
• The major hotel “brand families” continue to develop new concepts and brands, each with
one or more prototype designs
• Usually there will be a typical site plan for a given brand
• Brand design criteria should be clear, with key expectations established
Hotel Planning
• Once the influence of the site is understood, the architect can begin to design the hotel in
much greater detail
• Architects first must resolve such conceptual design issues as building height, massing,
exterior materials, location of entrances, and façade details, while accommodating
structural and engineering systems, satisfying building codes, and working with typically
stringent budgets
• The architect must create a building concept and organize the hotel’s functions so that
they meet the owner’s objectives, the operator’s functional requirements, and the future
guests’ expectations
Guestrooms and Suites
• The guestroom has a tremendous influence on the guest’s experience while at the hotel;
the guestroom’s design and appearance, conveyed in images online, are also key
components in a guest’s purchase decision
• One of the difficulties for designers is that any feature added to a guestroom must be
duplicated many times, multiplying costs, so good design must consider cost and value
as well as aesthetics and functionality
• A major planning goal is to keep corridors, elevators and stairs, and service areas on
guestroom floors to the minimum necessary to meeting building and safety codes, in order
to maximize the revenue-generating potential of guestroom space
Guestroom Floor Planning
• Planning requirements for guestroom floors:
– There must be a designated number of guestrooms or suites
– Guest and service elevators must be conveniently located
– Exit stairways must meet building codes
– Adequate linen storage and vending areas must be provided
– Small electrical and data equipment closets are usually necessary
• The way guestroom floor components are planned can affect the total floor area by as
much as 15 percent

60 | P a g e
 • Common guestroom floor configurations: double-loaded slab, tower, and atrium
• In addition to other planning considerations, the architect must recognize a number of
programmatic requirements established by the brand or the operating company, such as
the room mix, the number of connecting rooms, guest bathroom standards, etc.
Guestroom Zones
Beds Clothes Storage/Dressing Area
Work area Bathroom
Lounge area Decor
The Lobby
• The lobby is the most prominent public space in most hotels
• The lobby establishes the image of the hotel; it also serves many functional requirements
• The lobby provides a space for welcoming and processing arriving guests; it provides a
social space for hotel guests and, in some urban hotels, the general public; and it helps
orient and direct users of the hotel’s restaurants, bars, and other facilities
• Most architects strive to cluster the hotel’s public facilities around the lobby
• The lobby is also a control point, with hotel staff visually overseeing access to guestroom
elevators
• Design factors for a lobby include the following:
– Circulation
– Seating
– Front desk
– Support functions
– Luggage
– Decor
Food and Beverage Outlets
• Hotel food and beverage service varies greatly based on the market, the hotel brand, and
the philosophy of the hotel’s management and ownership
• The traditional hotel-operated three-meal dining room is now just one of many possible
options
• Hotel restaurants may be outsourced to a third-party operator
• Hotel restaurants and lounges create the greatest operational and design challenges
• Design factors for hotel food and beverage outlets include the following:
– Location
– Service

61 | P a g e
 – Flexibility
– Layout
– Support areas
Room Service
• Most full-service hotels offer some form of room service
• Many operators view room service as a separate food and beverage outlet, while others
take on room service as an amenity provided by the hotel’s three-meal restaurant
• In recent years, some hotel operators have questioned the sustainability of room service,
particularly in locales where there are many dining options for late-arriving guests
Function Space
• Perhaps the clearest distinguishing feature among different types of lodging properties is
the size and mix of their function space
• Function space includes ballrooms, smaller meeting and banquet rooms, reception and
exhibit spaces, and dedicated conference and board rooms
• Hotel function space is most often used for a variety of corporate and association
meetings, and social events such as weddings
• Corporate groups need small but high-quality spaces for sales and management
meetings, new product introductions, and continuing-education programs
• Associations need extensive exhibition space, facilities for large group meetings, and
small rooms for seminars and workshops
Planning and Design Criteria for Hotel Function Space
Location Floors
Flexibility Walls
Access Furniture
Support areas Lighting
Structure HVAC system
Ceiling height Technology
Windows
Recreational Facilities
• A generation ago, the only recreational facility most lodging properties offered was a
swimming pool and perhaps a simple fitness room
• Today it is common for first-class or luxury hotels to have a full-size spa along with fully
equipped fitness rooms
• In-room fitness amenities are also becoming more common

62 | P a g e
 • Deciding on the appropriate mix of recreational facilities is based on an understanding of
market needs and a competitive analysis of other properties in the area
• The development team may also consider the potential revenue that can be generated by
selling fitness-facility memberships to people in the local community
• Designers must consider guest access to recreational facilities and the need to isolate
them from other building elements
Administration Offices
• The hotel’s design must include office space for the executive staff and front office,
accounting, and sales departments
• Many guests deal with the general manager or with sales and catering staff, so
administration offices should be placed with ease of public access in mind
• Typically, the administration offices are clustered into four groups: front office, accounting,
executive, and sales and catering
• The front office should be located within easy reach of the check-in function
• The front office typically includes space for the front office manager, reservations
personnel, perhaps a revenue manager, and a general work area
• The accounting area includes offices for the controller and other staff members who take
care of payroll, accounts payable/receivable, and management information systems
• Executive and sales/catering offices are often located near the hotel’s function space
• The executive suite includes offices for the general manager and the assistant general
manager(s), and often the division managers for rooms and for food and beverage, as
well as administrative support staff
• The sales/catering area commonly includes offices for the marketing and sales directors,
several sales and banquet managers, conference services staff, and general support
space
Food Production Areas
• The kitchen and related food production areas require the most design attention of all
service areas in a hotel
• The design of the kitchen critically influences labor and energy costs for the life of the
building
• Distances within the kitchen should be as short as possible, related activities should be
located close together, and layouts should be flexible
• The kitchen design requires the services of a variety of specialized food service and
engineering consultants

63 | P a g e
 • The receiving and food storage areas, the kitchen(s), the restaurants, and the banquet
rooms should be located on a single floor when possible
Essential Food Service Connections
• Food storage to main kitchen
• Main kitchen to restaurants
• Room service area to service elevators
• Kitchen or banquet pantry to ballroom
Desirable Food Service Connections
• Receiving to food storage
• Main kitchen to banquet pantry
• Banquet pantry to smaller banquet rooms
• Banquet pantry to pre-function rooms
• Kitchen (either main kitchen or restaurant kitchen) to room service area
• Kitchen to bar areas
• Beverage storage and ice production to beverage outlets
• Kitchen to waste-handling areas
• Kitchen to employee dining or breakroom(s)
Food Production Floor Space
• The amount of floor space required in the kitchen and food and beverage storage areas
depends on the number of meals served, the complexity of the menu(s), the degree of
preparation needed for incoming ingredients, and the food delivery schedule
• Typically, the goal is to design the smallest kitchen that meets the hotel’s operational
objectives
• After the food production space has been allocated during the early design phases, a
specialized food service consultant can propose a preliminary kitchen design
• Once this design is approved, the architect and engineers can incorporate key kitchen
features and requirements into their own plans
Basic Kitchen Planning Criteria
• Locate food and beverage storage areas adjacent to either the receiving area or,
preferably, the kitchen
• Provide for a forward flow of food from storage through preparation and service areas;
avoid backtracking or cross traffic
• Minimize the distance between the kitchen serving area and restaurant seating

64 | P a g e
 • Arrange compact work centers; maintain an aisle of 36 to 42 inches (90 to 100
centimeters) between banks of cooking equipment and prep or plating tables
• Ensure that equipment such as ice makers, coffee brewers, and prep tables with sinks
have an indirect drain to prevent wastewater backups
• Locate storage areas near each service station as required
• Place shared facilities such as warewashing centrally
• Consider sanitation and employee safety in all kitchen areas
• Plan for the efficient use of utilities—e.g., group floor drains or cooking equipment that
requires gas service together
• Minimize the length of ventilation hoods when possible
• Group all walk-in refrigerators and freezers together
• Plan for recycling and composting
• Comply with all national, state, and local codes relating to health, safety, and fire protection
Other Back-of-the-House Areas
• Too often, the architect and other members of the development team defer decisions on
the planning of back-of-the-house areas until well into the design process
• The development team should establish the back-of-the-house program as soon as the
hotel is deemed feasible, and the architect should consider its planning implications early
in schematic design
• In addition to the kitchen and its supporting spaces, other back-of-the-house areas include
space for:
– Receiving and waste handling
– General storage
– Employee areas
– Laundry and housekeeping
– Maintenance and engineering
General Storage
• Hotels require large amounts of storage areas; these storage areas are usually associated
with specific functions
• However, there is also a need for general storage to accommodate miscellaneous items
• The general storage area should be secured and perhaps include two or three caged
areas so that different operating departments can control separate sections of the area
Employee Areas
• Employee areas form a major part of the back of the house

65 | P a g e
 • In some destination resorts, the employee areas will include employee housing
• During the early stages of design, the architect usually designates large blocks of space
to individual back-of-the-house functions; by the end of the schematic design phase, the
architect should develop a level of detail to confirm that lockers, restrooms, and so on can
be accommodated in the space provided
Laundry and Housekeeping
• Even the smallest motel needs some space for storage and control of guestroom linen; in
larger hotels in resort locations, the laundry and housekeeping areas may total more than
5,000 square feet (465 square meters)
• A key decision is whether to have an in-house laundry
• Regardless of whether laundry is washed in-house or sent out, there must be adequate
space for sorting soiled linens, loading and moving two sets of linen carts (one for clean
linens, one for soiled), and storing linens ready for use
• Early on, it should be established how and where uniforms and guest laundry will be
handled, and whether on-site dry cleaning is necessary
• If the hotel is to have an in-house laundry, the laundry layout may be designed by the
technical services staff of the hotel operating company or by the laundry equipment
supplier
• An in-house laundry should be located on the hotel’s lowest floor to prevent noise and
vibrations from disturbing guest areas
Maintenance and Engineering
• The maintenance and engineering area includes engineering offices, repair and
maintenance shops, and mechanical and electrical areas
• The amount of space needed varies by hotel type and location, but should consist of at
least one or two office spaces for coordinating maintenance functions and keeping
records, and spaces for paint supplies, electrical and plumbing repair, and extra
equipment such as televisions
• The engineering function operates 24 hours a day and must be centrally located so that
the engineering staff can respond readily to routine and emergency calls
• The mechanical equipment areas may be scattered throughout the building; whenever
possible, they should be located in proximity to the laundry, kitchen, and other high-
energy-use areas

66 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #8

1 In your own opinion, what will happen if we don’t do feasibility study before building our
business? 100 Words.

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1.___________ It assesses present and future demand for lodging and other hotel services.
2.___________ It recommends a basic mix of facilities and positions the future hotel against its
primary competitors.
3.___________ has a tremendous influence on the guest’s experience while at the hotel.
4.___________ include the approach, driveways, sidewalks, receiving area, and emergency
access.
5.___________ should identify pre-design and design tasks, identify development team members
responsible for the tasks.
6.___________ is the most important elements of the pre-design phase.
7.___________ is a document that lists the design requirements for a project.
8.___________ estimates the proposed hotel’s operating income and expenses for 5–10 years.
9.___________ is reviewed by the hotel brand and/or management company, and the developer.
10.___________ is usually prepared by a consulting firm that specializes in lodging.

Enumeration.
11 – 15. Site Characteristics
16 – 20. Guest Room Zones.
21 – 30. Planning and Design Process

67 | P a g e
 WEEK 18

Renovation and Capital Projects

________________________________________________

Desired Leaning Objectives

At the end of this chapter, students should be able to:
1. List typical reasons for renovating a hotel
2. Describe how a renovation plan is created
3. Explain how a renovation plan is implemented
4. Describe the issues that must be addressed after a renovation
project is completed, if not before.

68 | P a g e
• Renovations
– Requires significant resources: finances, materials, labor
– Lodging-related renovation work avg between $3.5–$5.5 billion per year
– Most hotels have annual capital-expenditure planning process
• Current-year budget and then a five-, ten-, even 20 year capex forecast
– Necessary to maintain and enhance the financial health of a hotel
• Terms to describe funding
– “reserve for replacement,” “capital expenditures,” “Escrow Fund,” “CapEx,” and “FF&E
reserve”
• Renovations
– “work on the property for which the work’s useful life extends over a multi-year period
Renovation Work
• FF&E work
• Work to major building systems such as HVAC systems and roofs
• Work performed to reposition a property or an area within a property
• Work performed to meet new government regulations
• Work performed to meet new market demands
• Work performed to keep the property up-to-date technologically
Hotel Renovation
• Hotel rensovation
– Renewing
– Refurbishing
– Updating a property
• Modify spaces to meet changing market demand
Industry Trends Affecting Hotel Renovation
• Market segmentation and expansion
– Market segments are refined, design schemes, technologies, and amenities must
also be refined
– Consumerism
• Customer choice drives complexity and competition
– Hotels try to differentiate themselves with upgrades
• Customer expectation changes

69 | P a g e
 – Lifestyle services, technology and technology access, and in-room
services
• Trends drive innovation and renovation or you become physically and
functionally obsolete
Reasons to Renovate
• Equipment reaches the end of its useful life
• Building system elements reach the end of their lives and must be replaced
• Furnishings and finishes are worn out
• The interior design is out of date
• More profitable use of space within a facility
• The physical plant has deteriorated
• New technology installed to meet customer needs
• Physical or environmental issues to be addressed
The Life Cycle of a Hotel
• Dominance
• Decline
• Rehabilitation
Types of Renovation
• Minor renovation
• Major renovation
• Restoration
• Special projects
• Discretionary
Minor Renovation
• Six-year cycle
• Scope
– Replace or renew the non-durable furnishings
– Finishes within a hotel space without changing the space’s use or physical layout
Major Renovation
• 12- to 15-year cycle
• Scope
– Replace or renew all furnishings within a space
– May also include extensive modifications to the use and physical layout of the
space

70 | P a g e
Restoration
• 25- to 50-year cycle
• Scope
– Completely gut a space
– Replace systems that are technically and functionally obsolete
– Restoring furnishings and systems that can still be used
Special Projects
• Scope
– Work related to a specific system upgrade
– Can be handled without changing the hotel’s interior design in any substantial way
• Typically involves technology or engineering systems
Discretionary Renovation Projects
• Discretionary
– Not customary or required by law
– Typically value-enhancement projects
• Converting a restaurant to meeting space
• Adding a coffee kiosk
• Spa, or some other new service area for guests
– Require a strong return on investment to obtain the necessary funding
Creating the Renovation Plan
• Renovation planning is called the capital budgeting process
• Budgets for capital/renovation projects are pegged at some percentage of total property
revenue
– Anywhere through 3 to 5 percent
• CapEx expenditure per hotel has been declining over the past several decades
• Economic cycles affect CapEx expenditures
• A property’s capital needs vary widely over time
• Capital needs tend to “lump” in certain years and increase significantly as properties age
• There are significant differences in capital spending across property types
• Forecast Capital Expenditures
– Create space-by-space schedule of renovation needs over 20 to 30 years
The Renovation Planning Phase
• Conduct a strategic review
• Survey the property and create a preliminary project list

71 | P a g e
 • Estimate project costs and benefits
• Set priorities and choose projects
Implementing the Renovation Plan
• Implementation of Renovation Plan
– Planning Process completed
– Renovation projects have been approved
• Hire a Project manager must be appointed or hired
• Project manager
– Coordinates all of the members of the renovation team to meet project objectives
– Project scheduling, Request for Proposal processing, communications, budget
tracking, coordinating contractors
– Goal to maximize project quality, minimize project time, meet the project budget,
and minimize disruptions to operations
– Once the project manager is in place, implementation of the design and
construction phases begins
Phases of the Design Process
• Conceptual design
• Schematic design
• Design development
• Construction documents
The Construction Phase
• Contractors can be hired to begin construction
• The construction phase consists of the following steps:
– Construction contracts
– Purchasing
– Managing construction
– Final completion and acceptance
Construction Contracts
• The standard construction contract is a lump-sum contract that includes the following:
– Complete description of the work to be
– Description of the duties and responsibilities
• Hotel management
• Contractor
• Design firm

72 | P a g e
 – Cost of the work and the method of payment
– Commencement and the date of completion
– Conditions of final acceptance
• Typically multiple bids are solicited and vetted
– On Budget, On Time, Quality
Purchasing
• Purchasing
– Corporate-level purchasing department
– Purchasing agent at the hotel
– Third-party purchasing agent
• Renovation purchasing
– Managed separately from normal operational purchasing
• There are four elements to successful renovation purchasing:
– Purchase materials of proper quality and durability
– Purchase the proper quantities
– Make sure materials are on hand when needed
– Stay within budget guidelines
Disposing of Old Furnishings
• Can old furnishings can be incorporated into the renovation?
– Liquidation Sale for staff
– Contract with a furnishings handler to remove old furnishings for a fixed price
– Donate unwanted furnishings
Managing Construction
Two key issues during the managing construction step are:
1. Documenting work (and changes to the work)
2. Managing conflict
Documenting Work
• Documenting work
– Preparing a record of decisions that affect the renovation
• Examples of documentation are:
– Approvals of sample materials, workmanship, or shop drawings
– Written requests for interpretation of the drawings and a written reply
– Minutes of job meetings
– Written telephone conference records

73 | P a g e
 – Signed change proposals and change orders
• The most important thing to remember in managing construction is “get it in writing”
• All changes to construction drawings should be written down and signed off on by
everyone involved
Managing Conflict
• Conflict is inevitable in construction
• Construction drawings cannot show every detail
– Individuals in charge of the project to equitably and properly work out any
omissions or errors in the drawings and specifications
– Conflict can be avoided if all parties understand their roles and completely
understand the scope of work
• Troublesome issues
– Coordinating the renovation with ongoing operations
– Effect of building codes and new legislation on renovations
– Cost and quality control
Benefits of Closing During a Renovation
• Faster construction schedule
• Lower construction costs
• Possibility of higher quality
• No guests disgruntled by construction work
The Liabilities of Closing During a Renovation
• Loss of income
• Loss of goodwill and market presence
• Loss of good employees (some may move on to other jobs during the closing)
Temporary Facilities
• Temporary facilities
– Physically moved or relocated facilities
– Constructed physical barriers
– Do not inconvenience guests to the point where they become irritated
– Staff should maintain friendly, competent service even when dealing with
temporary facilities
– Temporary barriers should be finished properly and placed to help control noise
and dust

74 | P a g e
Cost and Quality Control
• Achieving the proper balance between cost and quality control requires skill, attention to
detail, and vision
• Cost control is important but should not be overdone
• Quality mistakes to avoid:
– Not hiring design professionals
– Allowing unqualified contractors to bid/work on the project
– Reducing the renovation’s scope too much
• Savings strategies include the following:
– Asking food and beverage purveyors to supply equipment at low or no cost
– Purchasing used, refurbished equipment
– Buying show sample, prior-year, or discounted equipment
– Allowing renovation funds to build in a bank account
– Refinishing or reupholstering existing furniture
Final Completion and Acceptance
• It is common to formalize acceptance of the contractor’s work by using a Certificate of
Substantial Completion
– Signifies that the renovation manager, design professional(s), and contractor
agree that the work is fit for its intended purpose
– Renovation manager usually does not sign until he or she has secured a Certificate
of Occupancy from the local authorities
– Renovation manager prepares a punch list detailing items that need corrective
action and attaches it to the Certificate of Substantial Completion
• Cleanup is another issue that comes up during the final completion and acceptance step;
the amount of cleanup the housekeeping department will do in assisting the contractor in
getting the renovated area(s) clean must be worked out
After-the-Renovation Issues
The Post-Audit
• Post-Audit
– Documenting best practices, lessons learned, and noting any unique challenges
or attributes presented
– Record performance results of contractors and vendors
• Architects, designers, project manager, FF&E manufacturers, etc.
• Post-audit information is valuable reference for future property renovations

75 | P a g e
Employee Training
• Do not wait until last minute
• Ensure associates are aware of the design
– Use it as designer envisions
• Employee training should address:
– New or changed service standards
– New or changed methods of production, holding, and presentation of food and
beverage items
– How to operate new equipment
– How to present the new product/technology/service to guests
Grand Reopenings
• Marketing (Franchise, Corporate, Hotel)
– Leverage all available channels
• Sales, social networks
• Objective
– Build awareness among potential guests, travel agents, and meeting planners
– Invite local dignitaries and the media are invited
– Plan and budgeted as part of the original scope of renovation work
Impact of the Renovation on Operating Budgets
• Formal Tracking
– What is the financial impact
– Valuable for future renovations
• Provides information for future decisions

76 | P a g e
Name: ____________________________________________Rating: _____________
Subject: ___________________________________________Professor: __________

Chapter Activity #8

1 In your own opinion, why does renovation always happened after every 5 or 10 years?
100 Words.

Very Good Good Needs

( 5 points ) ( 3 points ) Improvement
Clear explanation, free With explanations but are ( 2 points )
from grammatical errors. not sufficient to support the Some explanations given
answer to the question or are incorrect and needs
some errors on grammars. further explanations.

Fill in the Following.

1.___________ increased market segmentation, customer renovations.

2.___________ dominance, decline, rehabilitation.
3.___________ are minor, major, restoration, special projects and discretionary
4.___________ is a six-year cycle, replaces or renew furnishings without changing layout.
5.___________ 12-15 years, replace furnishings and change layout of space.
6.___________ 20-50 years, gut space and replace obsolete systems, and FFE
7.___________ Specific system upgrades without changing space, usually tech or engineering
8.___________ not required by law, choice of the properties, value enhancers by converting
space.
9.___________ Percent of revenue for Capital budget.
10.___________ Planning, implementing the plan, design, construction
11.___________ conduct strategic review, survey property for project list, estimate costs,
Estimating Benefits, Set Priorities
12.___________ conceptual design, schematic design, design development, construction
documents.
13.___________ post audit (documents best practice), employee training, grand reopening,
tracking financial impact.
14.___________ new equipment, furnishings and finishes are won, interior design out of date,
new tech.
15.___________ Contractors hired.

77 | P a g e
 References
Hospitality Facilities Management and Design Program | AOL
Facilities Planning And Design - An Introduction For Facility Planners ... - Jonathan Lian - Google Books
(PDF) A Proposed Study on Facility Planning and Design in Manufacturing Process
Study Ch 1: The Role, Cost, and Management of Hospitality Facilities Flashcards | Quizlet
Chapter 2 Tools, Techniques, & Trends You'll Remember | Quizlet
Chapter 2 .docx
Chapter 3- Environmental and Sustainability Management by Connor Langton
Chapter 5 – Water, Plumbing, and Waste – Southern Nevada Health District
Water, Plumbing, and Waste (Chapter 5), continued
Ch. 12: Renovation and Capital Projects Flashcards | Quizlet

78 | P a g e