TIM 333 Final Exam

Who are typical members of a project planning team?

* At least one of the owners or a representative of the owners (e.g. food service manager or project manager), an architect, a food facilities consultant, an interior designer, and a graphics designer. • Owners or rep approve blueprints created by the project planning team, sign all legal documents, and are responsible for securing financial support for the restaurant. May also act as chair of the team, but may delegate this responsibility to the architect or food facilities design consultant if not knowledgeable about architect and construction • If restaurant is the entire project, the food facilities consultant may assume the lead role in implementing the design planned by the team • Architect is responsible for designing the physical structure to support the restaurant's concept as defined by the owners. The architect may coordinate the work of the interior designer, graphics designer, and landscape architect. • Additional team members may include a lighting consultant, an acoustical engineer, and a landscape architect • Make up of the team depends on the owners' expertise, the time available, and the amount of available capital. • Owners should discuss restaurant's concept and business objectives with the planning team to avoid costly misunderstandings • Frequent communication is essential • Must develop a time schedule for completion of the construction planning documents and the construction process. Indecision on design issues can cause the restaurant opening to be delayed, impacting the profitability of the restaurant.

What are some of the benefits and liabilities of closing a hotel while it is being renovated?

* Benefits of closing the hotel: • Faster construction schedule because all spaces area available • Lower construction cost: no temporary facilities, shorter schedule, more efficient work • Possibility of higher quality: no start/stop transitions; the ability to attract the best contractors • No guests disgruntled by construction work * Liabilities of closing the hotel: • Loss of income during closing • Loss of goodwill and market presence during closing • Loss of good employees during closing (move on to other jobs) • Hotel should stay open, unless work cannot be completed without closing. Usually engages in a set of phased closing of certain spaces * How to manage a renovation so construction problems are minimized and hotel can remain open: • Relocate kitchen • Spaces under renovation can temporarily be put in working order • Employees can be informed of renovation plans and progress • Guests can be accommodated by moving a restaurant or lounge t a meeting room • Convey to guests that level of service hasn't change, even if number of services offered has • Have employees work on project or temporary assignment in another department rather than layoff • Communicate often and clearly with sales so staff can manage inventory of rooms and meeting spaces • Set up system where contractor takes a number of rooms and returns a given number after a certain interval • Temporary facilities take the form of physically moved or relocated facilities and constructed physical barriers. • Guests will tolerate inconvenience, but do not alienate them. Friendly , competent service will assist the renovation effort; be in control of the situation! • Temporary walls/barriers can display plans and colored drawings; control noise and dust; and separate construction from guests. • Establish clear and precise rules for construction workers to follow (e.g. parking, entrances and exits, restroom facilities, lunge facilities, smoking, use of radios, hours of work, and ID of employees)

What are some areas that managers should address after a renovation is complete (if not before)?

* Employee training: reorientation and training to maximize the benefit of the renovation • Interior designer should take part in the training to ensure employees work within and maintain the space as envisioned by the renovation manager and designer • 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, especially electronic systems (training requirements should be written into purchasing contracts with suppliers of equipment) • Managers and employees discover by accident from suppliers how systems or equipment work and should be maintained. * Grand reopenings • Involve the hotel's marketing or even the corporate office (if the hotel is part of a chain) in a public celebration • Objective is to build awareness among potential guests, travel agents, and meeting planners that the new and improved facilities are available for use • Grand occasion, with dignitaries and the media invited • Planned and budgeted as part of the original scope of renovation work * Impact of the renovation on operating budgets • Feasibility of renovation is based in part on projections of future revenue or cost reductions • Once completed, there should be a formal tracking procedures to determine whether each renovation has the financial impact management projected • Tracking will be valuable for future renovations, providing managers with solid info with which to base future decisions

What food production areas should be linked if 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 • Three-meal restaurant pantry to room service area • Kitchen to beverage outlets • Beverage storage to beverage outlets • Kitchen to garbage/trash holding • Kitchen to employee dining * Mechanical, electrical, and plumbing services must be integrated with the functional layout of these spaces * Design of the kitchen influences labor 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 • Locate the receiving and food storage areas, the kitchen(s), and restaurants and banquet rooms on a single floor * Amount of floor space required in the kitchen and F&B storage depends on the number of meals served, complexity of the menu, and delivery schedule. * Food service layout and operation is improved when designers observe the following objectives: • Provide a straight-line flow of food from storage to serving • Eliminate cross-traffic and backtracking • Minimize the distance between the kitchen serving area and restaurant seating • Arrange compact work centers • Locate secondary storage near each station, as required • Place shared facilities centrally (e.g. establish a single warewashing area convenient to restaurants and banquet facilities) • Consider sanitation and employee safety • Plan for the efficient use of all utilities • Provide flexile utility connections to facilitate rearrangement of equipment • Group all walk-in refrigerators and freezers together to share common walls and compressors, and save construction and energy costs • Incorporate computer technology, such as point of sale computers/printers into the kitchen layout • Provide fire-protection systems throughout, especially over coking equipment • Consider sanitation and employee safety

What is included in a standard construction contract? What are some variations to a standard owner-contractor agreement?

* Included in a standard construction contract: • A complete description of the work to be done (construction documents are used for this purpose) • A description of the duties and responsibilities of hotel management, the contractor, and the design firm • The cost of the work and the method of payment • The date of commencement and the date of completion (for renovation work, this is particularly important and may include several interim dates as deadlines for phased work) • The conditions that define final completion and acceptance of the contractor's work * Variations to the standard owner-contractor agreement: - Design/build contracts: contractor serves as the designer and builder. Well-suited for work requiring significant engineering design (e.g. life-safety, mechanical, or electrical work), as well as dealing with specialty contractors (e.g. kitchen equipment, electronic equipment, and sign companies). Risk is there is not separation of the design and construction disciplines, but this risk can be minimized by selecting a good contractor - Guaranteed Maximum Price (GMP): Used when the scope of the renovation or the conditions that might be encountered during the renovation are uncertain. • Owner describes work to be accomplished, the contractor sets a high maximum price to guarantee the owner will not pay more for the work. • If the contractor performs for less, the contractor shares in the savings. Suited for work with a very short time frame, in which design details will be settled after construction begins. • If used with incomplete documents, this construction contract leaves the owner exposed to the possibility of many change orders and extras. - Owner as contractor: For small jobs or for renovations in larger properties, management needs design expertise, but work can be performed by in-house staff • Risk is that ongoing, day-to-day maintenance needs of the property gets pushed aside, but this can be minimized by proper management • Prequalify contractors and create a bidder's list of firms able to perform work through interviews and review of technical and financial capabilities • Bid package consists of construction documents, copy of proposed construction contract and bid form. Request a cost and time to complete the work. • Use penalty/bonus clauses to encourage contractor to finish on time.

What are some typical maintenance activities for landscaping?

* Mowing, fertilizing, and pruning • Mowing: keep lawn attractive and healthy. Blades should be cut cleanly, not ripped as that invites disease. Grass should be cut when it needs cutting, not by a timetable. Only one third or less of grass blades should be cut at a time or the roots are starved for nutrients and grass health is damaged. Lawns should not be mown too close to the ground or else moisture will evaporate and weeds will invade. • Fertilizing: necessary to maintain healthy appearance. Commercial fertilizers usually contain nitrogen, phosphate, and potash. The amount of each element that is needed depends on the type of soil the vegetation, and the climate. • Pruning: wrong technique or pruning at the wrong time of year can ruin or kill a plant. Timing depends on the plant. • Either provide extensive training or hire a landscaping maintenance service • Amount of landscaping work varies with seasons and climate. Organize activities into monthly cycles and subdivide into weekly and daily tasks. • Landscaping and grounds are easy to inspect. Walk the grounds, taking detailed to notes to notice problems that develop slowly, preferably a scaled drawing. Quarterly inspections and after any weird weather conditions.

What are typical layout objectives?

* Primary objective is to achieve a smooth flow of resources, including food, personnel, and equipment. Ideally, the flow should be along straight-line paths, with a minimum of cross-tracking and backtracking. However, might have to compromise and consider what is the most costly resource • Cross-tracking: when two traffic streams are forced to cross paths, such as when food servers cross the paths of cooks or when food items have to be transported across employee traffic aisles • Backtracking: when an employee is retrace a path that has already been covered * Other layout objectives: • Efficiently using equipment, utilities, space, and personnel • Meeting safety and sanitation regulations • Providing optimum working conditions

What are some preventive maintenance strategies for storm water drainage systems?

* Routine inspections after every rain • Were there blockages at any points? • Did the water pond or back up during the rain? • Did the flow seem sluggish? • Answer determines the preventive maintenance that is needed. • Leaves, twigs, and discarded rubbish and trash that clog the drainage system are the causes of most problems • Manhole and catch basin covers and grates should be kept in place. They are usually set in a frame, but anchored only by their weight. If the frame is loose, it should be tightened with a welding machine. If grates or lids make excessive noise when vehicles cross over them, it may be necessary to anchor or secure them in some way. Do not weld them shut; easy of access is important. Do not allow manholes to be covered by asphalt or concrete, which may happen if parking lot or drive way is repaved. • Inspections should include a thorough visual inspection of the entire system after every hard rain. Look especially for spots where water is going through a hole into the ground instead of a catch basin or inlet. These holes are always signs of underground voids. Left uncorrected, these voids will grow larger. Often water will enter ground in a swirling motion • Inspect for blocked or partially functioning inlets. Often they are clogged with debris or leaves. Look into inlets and catch basins while it is raining to see if water is flowing smoothly, or is impeded.

What are some of the structural features and layout considerations for parking lots and parking garages (including ADA requirements)?

* Structural features include the subgrade, subbase, and surface course • Subgrade: soil that has been prepared and compacted to support the surface course. The performance of a ground-level parking lot depends on the strength and uniformity of the subgrade. Cracks, slab settlement, and structural failure can often be traced to an inadequately prepared subgrade. The subgrade should be well drained; of uniform bearing capacity; level or properly sloped; and free of sod, organic matter, and frost. • Subbase: layer of sand, gravel, crushed stone, or other granular material that is sometimes placed over the prepared subgrade to enhance uniformity of support, bring the site to the desired grade, and serve as a cushion between the surface course and the subgrade • Surface course: usually consists of concrete or asphalt and provides the wearing surface for vehicles to drive on. Also functions as a sealant, preventing moisture from entering the subbase and the subgrade • The surface of a parking lot will be will be subjected to varying, but predictable, vehicle loads throughout its lifetime. • To determine the optimum thickness of the surface course, consider the types of vehicles that will use the parking lot, the number of vehicles of each type, typical vehicle loads, the number of vehicles expected in the parking lot each day. • Surface parking lots should be designed and constructed to drain well, dry quickly, and be puddle-free, for example, by using slopes to drain rain water away from the lot rather than toward it. The lot should also be designed to provide adequate drainage in all gutters, around all traffic islands and structures, and especially in intersections and pedestrian walkways. • Too much water draining onto a parking lot can cause maintenance problems, such as erosion of surface materials, build-up of algae growth, and creation of icy spots in cold weather * Layout considerations • Determining parking dimensions and establishing parking controls to channel and segregate traffic. • Parking lot entrances and exits should be well-defined and located to have as little effect as possible on traffic movement on adjacent streets • Local standards usually prescribe lengths of acceleration/deceleration lanes at entrances and minimum distances from intersections • Local zoning regulations usually dictate the minimum number of parking spaces required for various types of buildings • Many local regulations also specify minimum sizes of parking spaces • Parking lot is not usually expected to serve the broad spectrum of traffic that streets serve. Traffic controls are usually imposed to separate and channel heavy trucks away from areas designed for automobiles and light trucks, as structural failures can occur if too heavy. A common cause of structural failure is garbage trucks. • A well-designed and well-maintained surface parking lot should have a service life expectancy of 15 to 20 years. • Maintenance tasks include: surface cleaning (daily), security inspection (weekly), drainage inspection (monthly), parking control inspection (monthly), waterproofing (monthly), minor repair of surface cracks (monthly), structural repairs (monthly), snow and ice removal (as needed) * Parking garages: • Commonly constructed of reinforced concrete, prestressed concrete, or concrete surfaces over a steel frame structure • Parking structure also has drainage structures, underground drainage systems, exhaust and ventilating fans, lights, traffic control markings, guardrails, and access ramps • A well designed and properly maintained parking garage should have a service life expectancy well in excess of 30 years • Maintenance tasks include: cleaning (daily), parking control equipment inspection (daily), safety checks (daily), security system inspection (daily), painting and striping (annually), snow and ice removal (as needed) * ADA Accessibility Requirements for Parking Areas • ADA requires hospitality businesses to modify their parking areas to make them accessible to people with disabilities • Modifications must be readily achievable, but no clear guidelines for readily achievable • Any modifications must be completed in accordance with the Justice Department's ADA Accessibility Guidelines - Accessible parking spaces: • Sliding scale with 4% in parking lots with 1 to 100 spaces down to 2 percent when there are more than 1000 spaces • Accessible parking spaces must be located on the shortest accessible route of travel from adjacent parking to an accessible entrance • Accessible parking spaces are reserved by a sign with a symbol. And should be at the front of the accessible parking spaces and mounted high enough so to be readily seen from a driver's seat. • Also, signs must be located so they cannot be obscured by a vehicle parked in the space • Must be wide enough to allow a wheelchair users to open the vehicle door, transfer to a wheelchair, and easily exit to the walkway (minimum width of 13 feet - 8 for car and 5 for access while) - Access aisles: allow guests to exit and enter vehicles with a device, and travel to the sidewalk or entrance. Cannot be restricted by planters, curbs, or wheel stops. Adjoining accessible parking spaces may share a common access aisle. An essential consideration for any design is having the access aisle level with the parking space (no ramp/sloped area). Must either blend with the accessible route or have a ramp. - Accessible route: obstruction-free route that connects the parking area to an accessible route crosses a curb. • The minimum width of a curb ramp is 3 ft, exclusive of flared sides • Transitions from ramps to walks, gutters, or streets must be flush and free of abrupt changes • No obstructions should hang over the accessible route that would present hazards to a person who has a visual impairment • Route should be a min of 36 in wide to allow for people who use crutches or wheelchairs and individuals carrying bags • At least one (and 12.5%) of all accessible spaces must be "van accessible" with an 8-foot wide access aisle. Sign must alert van users to the presence of the wider aisle, but does not need to be reserved only for vans. Remember disabled people use high-top vans, which require higher clearances in parking garages • Alternative is to use "universal" parking space design, in which all accessible spaces are 11 ft wide with an access aisle that is 5 ft. With this design, no "van-accessible" signs are needed and there is no competition between cars and vans for spaces. * Valet parking • Not all disabled individuals can use valet parking services • Self-parking spaces should be provided at valet parking facilities for individuals whose vehicles cannot be parked by another person, and that such spaces be located on an accessible route to the entrance of the facility * Passenger loading zones • Typically located outside the main entrance of a hospitality facility • Accessibility requirements for these zones include an access aisle at least 5 ft wide and 20 ft long adjacent and parallel to the vehicle pull-up space • If there is a curb between the access aisle and the vehicle pull-up space, then a curb ramp should be provided

What are the key steps of the development process?

1. Begins with the conceptual phase, during which the first idea for a project is envisioned • Cursory analysis suggests potential hotel is not practical, or that there is proven demand and sufficient resources to develop the project. • Development process continues for three or four years until the hotel opens • The development and design process brings together many specialists in an intensive, cooperative effort (e.g. legal and financial experts and marketing consultants). They assemble a design team, including architects, engineers, interior designers, kitchen specialists, and other design consultants • Establish an agreement with a franchise or hotel management company and involve it in operational decisions • Negotiate both construction and permanent financing agreements • Contract with a construction firm to build the property 2. Pre-design phase is when criteria are set, the development team is brought together, and preliminary budgets and schedules are established *Most important to the whole process is communication: understand what tohers are doing and point of view; kickoff meetings to consider different approaches to meet overall objectives

What are the four phases of design work?

1. Conceptual design: sets the bounds and scope of a renovation project • Begins with the hotel's written renovation program being delivered to the design firm, and ends with the hotel's approval of concept documents prepared by the designers • Renovation program comes from property survey • Includes drawings; models; presentations of interior fabrics, colors and materials; sets of outline specs • Produce set of measured drawings that document existing as-built conditions to reduce project uncertainty 2. Schematic design: Fleshes out the conceptual design, fixing the location of design elements (e.g. bar, front desk, entrance), establishing rigid boundaries, and showing limits of demolition • Ends when schematic design drawings are approved. Approved drawings show final colors and material choices 3. Design development: drawings are highly detailed • Shows accurate counts on numbers of seats, square feet, and materials. • Construction materials and methods are specified, and design details between surfaces and materials are worked out • Design professionals coordinate and resolve any difficulties between each other's work (e.g. coordinating gas/electric service, reconfiguring duct work, aesthetics, code requirements) • Approval of this set of drawings signals client's desire to proceed with work as designed. • Further changes affect construction of the work 4. Construction documents: aka working drawings constitute the final stage • Necessary for two purposes: to provide construction guidelines and guidelines for procuring materials, and to secure the necessary building permits required to perform the work • Requires highest level of detail and longest time to prepare • Most straightforward work • Changes in scope or nature of renovation will cause long delays in production of the documents and increase design costs • Eliminate uncertainty and result in lower costs, higher quality, and faster work • Allow contractor to focus on work exactly as shown and allow purchaser to know what and how much of each item to obtain

The planning phase for property renovation can be broken down into what four steps?

1. Conduct a strategic review • Understand hotel's long-term needs through facility life-cycle cost study • Must also have a strategy to contend with the property's immediate competitive environment • Owners and managers must take a step-by-step approach to the assessment of the property's current and desired operational mission. Strategic review: rigorous periodic evaluation of the property * Steps in the strategic review: • 1. Conduct an honest evaluation of the hotel's current market position. Using historical performance data and info from competing properties, evaluate the existing reputation of the property and its strengths, weaknesses, opportunities, and threats • 2. Identify the key trends in the local area that will drive the lodging market as a whole for the foreseeable future • 3. Combine the above analyses to formulate the best market position for the property, consistent with constraints such as location. In many cases, it will become obvious the property should change its positioning within the market, while in others, maintenance of the current market position is optimal. • After strategic review, management can craft the renovation plan to add value to the property • Renovation is not the objective, but the means to greater objective • Every renovation must be appropriate to the property's rate structure, target markets, franchise affiliation, stales strategy, and level of service • Next, identify the projects that best support the findings of the strategic review through a property survey 2. Survey the property and create preliminary project list • A thorough survey helps determine what areas and facilities need to be renovated • A proper survey includes input from all department heads to identify needs and stimulate ideas, as well as to force managers to inspect the spaces to be renovated. • First inspection by hotel management, follow-up survey is done by renovation manager along with designer/engineer to determine exact scope of renovation work • Physical life often exceeds economic life. • Most owners see the wisdom of replacing still functioning, but obsolete systems to achieve both labor and energy savings. Identify more than just items that are worn out. • Identifying renovation opportunities requires sensitivity to the available range of options for the property. Eliminate options that are clearly inconsistent with the goals of the property, and focus on most promising choices. • At end of property survey, hotel management generates a list of potential renovation projects. Senior managemet will determine which projects are consistent with the strategic review. • Management will further evaluate renovation projects, and then communicate to the hotel staff which projects will proceed, the priority of those projects, and reasons for discarding the other projects 3. Estimate project costs and benefits • Concurrent with generating project list, estimate cost and benefits of each project. • Identify projects which have costs that exceed their benefit 4. Set priorities and choose projects

How are renovation costs and benefits estimated?

1. Estimating costs: • Relatively few unknowns on the cost side • Consider how our hotel will stay open: maintaining public circulation, change floor-to-ceiling clearances, finding ways to reuse existing mechanical and electrical systems. • Choosing among alternative ways to proceed requires objective analysis of costs and benefits * Four commonly used estimating methods: • 1. Order of magnitude: "ballpark estimates" • Quickest and least accurate (+/- 30%) method of estimating • Purpose is to create only an approximate estimate of costs • Common to estimate by a percentage of revenues or by a percentage of physical value (per-room cost of new construction) • Requires very little information and are based on info from previous projects or from general industry sources • Useful for preparing a renovation wish list or quickly comparing costs of different projects • 2. Occupancy-based estimates: use standard units (e.g. cost per room, cost per seat, cost per square foot) • More refined estimates (+/- 20% ) • Can be used only when the scope of renovations is know (e.g. number of rooms) • Appropriate when you only need to select among alternatives, NOT in design phase/once approved • 3. Systems estimates: estimating the cost of the different construction systems used in a renovation • More detailed (+/- 10%) • Requires more information including detailed info about new construction and work to be reused (estimate total cost of all items involved in the renovation) • Very appropriate during the design phase of a project • Price differences among economy, mid-price, and luxury properties • 4. Unit-price estimates • Most detailed and accurate (+/- 5%) • Estimator prices materials, shipping costs, taxes, and labor separately for each item, and then adds up the totals for the items • Considerably longer and requires complete info about the project • Suited for preparation of construction bids and for securing furnishing bids • Indirect costs: • Extra cleaning of all areas due to construction dust and dirt • Complimentary goods and services or billing adjustments to soothe unhappy guests • Loss of revenue due to out-of-service facilities • Los of valued employees and the hiring and training costs to replace them 2. Estimating benefits • Two types: one for projects directly affecting revenues and the other for projects supporting revenues • To analyze projects directly affecting revenues: compare the net benefits with the renovation costs using the appropriate present value techniques for revenues projected to occur • Prepare an estimate of the operational revenues the hotel will earn without the renovation as a base revenue estimate to compare with projected revenue if renovation is undertaken. This is the net revenues that will be gained, which should be compared with cost of performing renovation • Use a net present value analysis • Rank projects according to net present value or net present value to cost ratio • Analyzing support projects identifies projects that will produce the greatest savings for the property • Life-cycle costing involves comparing the total cost of ownership for each alternative under consideration (i.e. may have higher initial cost, but longer life or lower operating costs). Used for equipment replacement, lighting replacements, repair vs. replacement, replacement of equipment to be environmentally friendly

What are the three design phases the architect typically works through?

1. Schematic design: alternative plans are studied and a design direction is established for the hotel 2. Design development: plan is firmly set, materials and finishes are selected, interior design and engineering systemsa re coordinated, and the construction budget is outlined 3. Construction documents: complete architectural and engineering drawings and specifications are prepared for bidding and construction • Other designers follow the same sequence, but later than architect as they base their designs on the architect's drawings • Owner should approve architect's and other consultants' drawings at the end of each phase and authorize team to continue with the next stage

What are the differences among the four types of renovation?

1. Special Projects: scope is to perform work related to a specific system upgrade that can be handled without changing the hotel's interior design in any substantial way • Special projects have typically been related to technology or engineering systems (e.g. installation of electronic locking systems, installation of equipment for high-speed Internet access, ADA compliance, and fire sprinkler system retrofits) 2. Minor Renovation (6-Year Cycle): scope is to replace or renew the non-durable furnishings and finishes within a hotel space without changing the space's use or physical layout (e.g. replacing carpets and wall coverings, repainting doors and frames, minor painting, touching up furniture) 3. Major Renovation (12-15 Year Cycle): scope is to replace or renew all furnishings and finishes within a space, and may include extensive modifications to the use and physical layout of the space itself (e.g. changing the concept, changing location of the entrance, replacing all seating and tables, replacing all floor, wall, and ceiling, installing POS system, replacing ceramic tile with marble, replacing furniture or bedding) 4. Restoration (25-50 Year Cycle): scope is to completely gut a space and replace systems that are technically and functionally obsolete, while restoring furnishings and systems that can still be used, given the current needs of the facility (e.g. wholesale replacement of kitchen/laundry, interior demolition of entire guestroom floors to reconfigure mix of rooms and placement of bathrooms, restoration of a ballroom, replacement of all mechanical, electrical, and plumbing)

Water for irrigation can come from what sources? What issues are associated with each source?

1. The treated, potable water system of the facility • Carries a significant cost • If used for irrigation, should be metered separately • Most desirable nutrients removed in purification process and added chemicals are detrimental to plants • Most readily available source, but least desirable • Backflow prevention devices must be used 2. A stored supply, such as in a lake or underground tank • Can be natural (a lake) or artificial (tank or constructed pound). • Underground units include cisterns and other underground tanks are usually small because of cost 3. A nearby stream or river 4. Gray water • Originates from laundry, kitchen, and bathroom sink areas • Primary pollutants are dirt, food wastes, and laundry detergents, but these can be successfully removed by a simple clarification • Heaviest pollutants settle to the bottom of the clarifier and can be retrieved and dumped into the sanitation sewer • Remaining gray water is rich in nutrients (e.g. phosphate and nitrogen) and makes excellent irrigation water • Because of danger of contaminating pathogens, gray water should be disinfected (e.g. Chlorinating or applying UV light) • Irrigation system is not necessary in areas where rainfall is equal to the needs of plant life • Irrigation's function is to artificially provide a reliable source of water, to be used as the transport vehicle for soil and plant nutrients by supplying water to plants and trees at the proper time and in the proper quantity. * Typical irrigation system consists of sprinkler heads or mist applicators • Sprinkler heads are located at the terminals of a piping system • When the water pressure reaches a certain point, the heads begin to spray water • Sprinkler heads are pressure dependent (the greater the pressure, the greater the flow of water and the greater the area of coverage) • Three common types of sprinkler heads: fixed, pop-up, and pulsating • Mist applicators: similar to sprinkler heads, except nozzle is designed to create fine mist. Easier to clog and require more maintenance * Irrigation systems should be observed daily when in use and inspected in detail monthly • Make note of sprinklers that do not deliver correct quantity of water (too little can be a sign of clogged pipes or nozzles, partially closed valves, inadequate water pressure) • Look for pump problems, leaks in distribution system, sprinkler heads not functioning • All control valves should be completely opened and closed semi-annually. • In cold climates, protect against freezing as water expands when freezing, bursting pipes and valves. Usually necessary to remove the water.

Roofing felt

Fiber-filled paper impregnated with asphalt or tar

Atrium

a guestroom floor configuration in which rooms are laid out off a single-loaded corridor encircling a multistory lobby space

Plan view

a horizontal cut (on a drawing or blueprint) through a restaurant or other building that shows the placement of all equipment

Punch list

a list of non-conforming construction work, attached to the Certificate of Substantial Completion, that a contractor must correct before receiving payment for the work

Accessible parking space

a parking space specifically designed for disabled persons that meets or exceeds the requirements of the Americans with Disabilities Act

Strategic review

a periodic, rigorous evaluation of a property, usually by the property's general manager and the owner's representative or asset manager (in large organizations, regional or divisional managers may also be involved); in this evaluation, managers and ownership representatives conduct an honest evaluation of the hotel's current market position, identify key trends in the local hospitality market, and combine the above analyses to formulate the best market position for the property and plan for future renovation.

Delustered

a process used on nylon carpet to lessen the shine and to give the surface a duller finish that looks more like wool

Special project

a renovation task related to a specific upgrade, service, or system that can be handled distinctly from renovation work that is tied to changing an interior design. As such, special projects in hospitality businesses have usually been related to technology or engineering systems.

Single-ply roof

a roof system using large pieces of roofing material that are bonded together using heat or chemicals to form a one-piece roof system

Accessible route

a route that connects the accessible parking area to an accessible entrance of the building the parking lot serves. An accessible route should be a minimum of 36 inches (91 centimeters) wide and have no abrupt surface transitions (e.g. from sidewalks to streets) or obstructions that would present hazards to a visually impaired person.

Service station

a small work island located in a dining room

Work station

a space planned for a specific set of tasks

Facility life-cycle cost study

a space-by-space schedule of the projected renovation needs for a given building over a very long time horizon (such as 20 to 30 years), based on the expected life of various components within each space and the cost to replace them at the end of their expected life.

Dead load

a structure's own weight

Feasibility study

a study, usually conducted by a consulting firm, that assesses present and future demand for a proposed business. Focus of the study is on estimating the business's income and expenses for a period after it opens.

Shotgun suite

a suite in which the living room faces an atrium or outside corridor, the bathroom is in the middle of the bay, and the bedroom is in the rear, with an exterior orientation

Side-by-side suite

a suite that consists of two small bays, each with windows to the outside

Spall

a surface cavity of a cement slab, caused by corrosion of embedded metals

Section

a vertical cut (on a drawing or blueprint) showing a side view of a piece of equipment, counter area, or table

Elevation

a vertical view of an wall or row of equipment in a restaurant that shows equipment heights, distances between equipment, and placement of shelves and drawers

Surface course

a wearing surface for vehicles to drive on, usually made of concrete or asphalt.

Setback

a zoning term referring to a building's distance from the street

Easement

a zoning term referring to the allowance for utility lines on a property

Modacrylic

acrylic fiber that is less resistant to stains and abrasions

Access aisle

an aisle next to an accessible parking space that allows disabled individuals to exit and enter vehicles with a device, such as a wheelchair, and travel to the sidewalk or building entrance

Cable elevator system

an elevator system in which an elevator car moves up and down with the help of cables and counterweights

Hydraulic elevator system

an elevator system with no cables or counterweights. Instead, the elevator car is mounted on a giant piston inside a cylinder that extends underground to a depth equal to the height the elevator will rise.

Staple fibers

fibers approximately seven to ten inches long that are twisted together into long strands and used to construct non-woven or tufted carpet

Crazing

fine hairline cracks that form a map-like pattern on the surface of concrete

Subbase

in parking lot construction, a layer of sand, gravel, crushed stone, or other granular material that is sometimes placed between a prepared subgrade and the surface course.

Subgrade

in parking lot construction, soil that has been prepared and compacted to support a layer of concrete or asphalt.

Knock-off

material, furniture, or equipment that is functionally, operationally, and aesthetically equivalent to a more expensive item produced by another manufacturer

Backtracking

occurs when an employee is forced to retrace a path that has already been covered

Major renovation

replacement or renewal of all furnishings and finishes within a space, and, in some instances, extensive modifications to the use and physical layout of the space

Minor renovation

replacement or renewal of non-durable furnishings and finishes within a space, without changing the space's use or physical layout

Function space

space such as ballrooms, meeting and banquet rooms, reception and exhibit spaces, and dedicated conference and boardrooms designed to accommodate meetings and a variety of corporate and association conferences

Acrylic

synthetic material used in making fabric or molded transparent fixtures or surfaces

Zoning codes

the local regulations that define the types of businesses and buildings allowed in specific geographic areas

Face weight

the measure of a carpet's pile. Equal to the weight of the face fibers in one square yard of carpet

Secondary backing

the part of a carpet that is laminated to the primary backing to provide additional stability and a more secure installation

Primary backing

the part of the carpet to which face fibers are attached and which holds these fibers in place

Face

the pile of the carpet

Renovation

the process of renewing and updating a hospitality property, usually to offset the ravages of use or modify spaces to meet the needs of changing markets

Bay

the space equivalent of a standard guestroom

Tensile strength

the strength to bear longitudinal stress

Leaching

the subtraction of cementing constituents from cement due to water migration through the cement.

Pile

the surface of a carpet; consists of fibers or yarns that form raised loops that can be cut or sheared

Live load

the weight of the people, equipment, furnishings, and so on within a building

Cross-tracking

two traffic streams forced to cross paths

Thermal imaging

use of an infrared camera to detect water leaks by identifying insulations deterioration.

Face fibers

yarns that form the pile of the carpet

What are some design factors for food and non-food storage?

~ Design Factors for Food Storage • In dry storage facilities, ventilation should be sufficient to minimize odors and prohibit condensation on walls and equipment • All surfaces should be easy to clean • Floors are usually concrete or tile; walls usually masonry or gypsum board with a washable finish • Room temperature between 50 F and 70F • Should not have non-insulated steam and water pipes, refrigerator condensing units or other heat generating units • Windows should not be included unless dictated by regulations, if so, secure to prevent theft • Light intensity must be at least 10 foot candles 30 in above the finished floor in dry and refrigerated storage areas. Lamps should be located over the center of each aisle * Walk-in refrigerators and freezers are used for long-term storage of ingredients and products and short-term storage of prepared foods. • Walk-ins may be either pre-fabricated or built-in • Pre-fabricated walk-ins are made from urethane-insulated panels • Pre-fabricated walk-ins may be dismantled • Built-in walk-ins typically have glazed tile walls, quarry tile floors, and aluminum or stainless steel ceilings with Styrofoam insulation * Recommended shelving materials include corrosion-resistant metals, such as steel with a galvanized or chrome coating or a polymer composite, which is less costly than stainless steel, corrosion-resistant and approved for food contact surfaces • Recent alternatives: track shelving, cantilevered shelving, and vertical shelving, as they may increase capacity • Shelving units should not exceed 6 feet high and bottom shelf should be at least 6 in above the finished floor * Compressor and condenser units of walk-in refrigerators and freezers may be either remote or self-contained. • Remote: Placed in distant location to decrease noise and heat levels • Self-contained: May be hidden behind panels on top of walk-ins. Space above must be sufficiently ventilated to minimize heat. ~ Design Factors for Non-Food Storage • Alcoholic beverages stored in lockable area (with closed-circuit TV in large operations for security) • Storage area needs to be big enough to maintain and organize stock, so physical inventory can be completed easily • Temperature and humidity requirements must be considered • Wines should be stored in a wine cellar or in a room with cool temp and controlled humidity. • Bottled wines and beers should be stored in dark areas • Amount of storage space for paper and cleaning supplies depends on the number of items, volume used, and frequency of deliveries (forecast usage and desired duration of storage) • Cleaning supplies must be stored separately from food and large enough to contain cases of detergents and cleaning agents and 55-gallon drums. • Once food items are received, they are transported to either dry, refrigerated, or frozen food storage areas • Storage areas should be between receiving area and the kitchen, but closer to the kitchen because more trips made • Amount of storage space required is determined by considering the number of meals prepared, the frequency of deliveries, the variety of menu items, and inventory policies • Cost of space influences among of space devoted to storage as storage is not a revenue-producing area * Formula for calculating amount of storage space needed: • FDA's 2000 Food Establishment Plan Review Guideline estimates square footage needed by volume per meal • North American Association of Food Equipment Manufacturers suggests ½ cubic foot per meal

How does the menu affect a restaurant's layout?

• After idea for a restaurant is agreed on, owners decide specific characteristics of the restaurant (e.g.type of menu, service style, and graphics), which will direct the entire planning process. • The menu should reflect the needs and desires of the target market. The description of the menu should include the number of menu items in each category, portion sizes, production techniques, and menu specialty items • Majority of decisions made during planning are dictated by the menu (e.g. complexity of menu =larger kitchen) • Defining the market and the menu will help determine the restaurant's operating characteristics (e.g. annual operating days, business hours, forecasted volume, forecasted peak periods) • Menu provides the foundation for planning space requirements and equipment layouts in the restaurant • Using the menu analysis, the consultant can assign similar activities to the same section of the restaurant and create work or function areas (e,g. salad preparation, dessert preparation, and entrée production areas) and show how food will flow. This also helps for HACCP flow charts to identify critical control points (when potential hazards can be controlled or eliminated) • When determining initial space allocations, the consultant should first consider all factors that relate to the menu, including market form of food (amount of processing the food item has received before it is delivered), the number and variety of menu items, menu specialty items (e.g. flaming desserts, boiled lobster), the volume of meals served, the style of service (sit-down, buffet, or cafeteria), production techniques (cooking to order or batch cooking), and holding methods (holding tables or heat lamps). Each of these factors affects the amount of space required in specific kitchen areas. • Decide if they would like to have a display or exhibition, kitchen. Display kitchen provides great advertising for specialty items, but patrons don't want to hear/smell everything so consider which production activities are best suited for display • Restaurant's organizational structure also needs to be identified (e.g. personnel policies and procedures and control measures for purchasing, receiving, issuing, production, and cash) • Specific type of food service facility (e.g. fine dining, fast casual or quick service) may be identified as a result of decisions about menu and style of service. Each type of food service facility requires a different type of layout. • Restaurant designs in the 21st century need to cater to specific target markets, as older customers look for more relaxing environments, while younger customers desire innovative and novel décor. • Restaurant's design is an important part of attracting and keeping customers and being competitive. • No absolute order in which preliminary decisions are made • Market survey should include a detail of potential guests (occupation, age, sex, geographic location, income, and lifestyle); this is the foundation of the other segments of the descriptive model - business hours, peak periods.

What are some back-of-the-house design criteria?

• Back of house areas are so important to the efficient functioning of the hotel, including its ability to operate without increased staff levels, the team should establish its back-of-the-house program at the outset and the architect should consider its planning implications early in schematic design * Essential planning objectives • Plan the receiving area to accommodate at least two trucks at one time, more for larger operations • Enclose the receiving areas so that it is secure and protected from the weather • Separate the trash/garbage holding area from the receiving dock • Position receiving and timekeeper offices so that managers visually control the loading dock and employee entrance • Establish employee lockers based on the staffing program for the hotel and the expected male/female ratio • Design employee lounge or dining areas with a serving line, dining tables, lounge seating, vending, etc.; if possible provide windows for natural light • Provide linen chute from guestroom floor service areas to soiled linen areas • Establish separate locked linen storage for particular departments (F&B, pool, etc.) • Group the engineering offices, maintenance shops, and support spaces around a central work area • Locate mechanical areas so that noise and vibration don't negatively affect guest areas • Design mechanical rooms to allow for eventual equipment replacement * Receiving and trash • Located so they accommodate the necessary movement of trucks without disrupting guest parking, yet are hidden from the hotel guestrooms and such public areas • Major connection to kitchens for incoming food and liquor, and for outgoing trash, sufficient space must be available in receiving area to inspect goods an d move tem to storage area • Purchasing/receiving staff should overlook receiving dock to provide security at the dock * General storage • Most storage is associated with specific functions, however, they also must store miscellaneous items (e.g. old records, extra furniture) • Sometimes located near the receiving area but can easily be located in a more remote area • Should be secured and perhaps include two or three caged areas so different departments control separate sections * Employee areas • HR, staff lockers, employee dining area are independent form each other and relate to other service areas • Adequate locker and other space must be provided in full-service hotels • Large blocks usually designated, but not always tested to see whether the required functions can be accommodated. By the end of the schematic design, develop level of detail to confirm accommodation. * Laundry and housekeeping • Storage and control of guestroom linen • Whether to have in-house laundry or use a commercial laundry service • Should be adjacent even if separately managed • If no laundry, extensive areas required for collecting, loading, receiving, and storing linen * Maintenance and engineering • Engineering offices, repair and maintenance shops, and mechanical and electrical areas • Operates 24 hours a day and must be centrally located so engineering staff can respond readily to both routine and emergency calls • Maintenance officers, repair shops, and store rooms clustered around a central engineering work area • Mechanical equipment areas may be scattered throughout the building. May not be adjacent to the engineering offices, but when possible, they should be located in proximity to the laundry, kitchen, and other high-energy use areas for most effective operation. • Additional mechanical equipment is usually placed on the roof of the guestroom tower

What is the basic structure of a roof?

• Composed of a deck and a covering; the deck is the structural material the covering is placed upon. • Deck: usually made of wood, metal, or concrete • Roof system: combination of all the components of the roof that act together to create a weather and climate barrier for the building • Common types of roofing materials: asphalt or fiberglass shingles and roll roofing, split wood shakes, sawn wood shingles, clay and concrete tile, steel and aluminum • Roofing material will depend on factors such as economics, the shape of the roof, climate, fire resistance, durability, aesthetics, and even marketing (distinctive color or shape) • Primary purpose is to keep water from penetrating the roofing material • For added protection, roofing felt (a layer of asphalt- or tar-impregnated paper) is installed directly on the roof's deck • Built-up roof: When roofs are relatively flat, multiple layers of felt may be sealed together to form a moisture barrier, then covered with a surface material (often a gravel washed layer called a ballast) that can reduce damage due to UV rays, provide weight o hold down insulation materials, and provide a greater degree of fire protection. • Many flat roofs are built with single-ply roofing: membrane roofing system composed of large pieces of roofing material that are bonded together using heat or chemicals to form a one-piece roof system. The roofing material may adhere to the deck by mechanical means or adhesives. • A roof's life expectancy depends on the quality of the construction materials, the skill of the builders, and the effectiveness of the preventive maintenance program

What should an inspector look for when checking a foundation?

• Cracks through the foundation wall • Evidence of water flowing adjacent to the foundation • Spalling or crumbling concrete • Moisture penetrating the foundation walls into basement areas • Foundations are often difficult to inspect and it is impractical to inspect the underground portion. However, it is essential to inspect the upper portion annually. • Foundations are traditionally constructed of masonry and/or reinforced concrete supported by a solid, underground footing • If firm foundation material is not available at a reasonable depth, it may be necessary to go deeper by using piles • Frost walls surround a building in cold climates and are part of the foundation system. Its primary purpose is to exclude entry of frost into the foundation, and their structural uses are normally very limited. • Preventive maintenance on foundations and footings is difficult because they are mostly hidden and inaccessible

What are some of the design criteria for food and beverage outlets?

• Depends on the management company and the quality and price level of the hotel • Franchise and many midprice chains establish a prototype restaurant concept and then install it in scores of properties nationwide (e.g. corner of the lobby outfitted for breakfast or a three-meal restaurant in roadside properties). The sameness provides a known quality level and satisfies expectations. * Upscale hotel management companies attempt to create individual and distinctive outlets in their larger first-class and luxury properties. Some carefully script the restaurant or lounge early in the development process (Design, theme, menu, service style, table décor), while others provide generic descriptions of several outlets, and only when the architectural and interior design directions are established provide the operational detail to bring the outlets to reality. • Initial feasibility study (investigates supply and demand and projects revenues and expenses) is the basis for recommending the number and capacities of F&B outlets • Necessary for development team to confirm these recommendations and establish concepts • As hotels increase in size, developers provide additional outlets • Restaurants/lounges face severe outside competition, so they create the greatest operational and design challenges * Generally accepted design criteria: • Location: position the main three-meal restaurant convenient to the lobby. Consider locating the specialty restaurant with direct exterior access. • Service: group all food out outlets close to the kitchen or a satellite pantry, and provide bars with nearby storage and support areas • Flexibility: design large restaurants and bars so that sections can be closed during slow periods • Support areas: place public restrooms, coatrooms, and telephones nearby • Layout: provide a desk for the host, service stations, and a flexible mix of table sizes. Minimize or eliminate floor-level changes for ADA • Types of hotel restaurants include the three-meal restaurant ("café" or given a signature identity) and a specialty restaurant often based on a regional theme or food theme. If demand merits, a third outlet might be a specialty coffee outlet or a deli. Relatively few hotels now offer a gourmet dining room because of low demand. Each restaurant has its own image, attracting hotel guests and competing for different groups of diners from the local community • As hotel operators strive to lower overhead and simplify operations, many reduce the number of different F&B operations and instead develop a single restaurant with several distinct moods. • Hotel lounges: hotel management company establishes bar and lounge program, architect prepares preliminary plans to accommodate these requirements, and the interior designer develops the concepts more fully. • Lobby bar: open to the lobby space, the lounge provides a small service bar, limited food/tea, occasional entertainment, and lounge seating that can be used flexibly to expand seating in the lobby • Second beverage outlet is often a cocktail bar or entertainment room. This is completely enclosed, features lower light levels, and more tightly spaced seating. Depending on the theme, this might have distinct sections (e.g. sit-down bar, stage/dance floor, billiards area, and quieter seating alcoves)

Elevator systems are made up of what basic components?

• Elevator shaft, a car or cab, guide rails, cables, counterweights, safety devices, and an elevator motor that supplies the electrical power • Car: only component of an elevator guests see. Moves passengers and goods up and down within a vertical shaft • Guide rails are positioned in the shaft; the elevator rides on wheels along the guide rails. • Cables attach the car to counterweights that move in the opposite direction of the car; counterweights help offset the weight of the car and its passengers, so less energy is needed to move the car • Safety devices keep the car from moving past the lowermost and uppermost floors it serves and properly level the car at each floor. • Should the cables holding the car break, rail clamps will slow or stop the descent of the car, and bumpers installed at the bottom of the shaft will absorb the impact, limiting passenger injuries and physical damage to the car. * Two basic types of elevator systems: cable and hydraulic 1. Cable elevators: move up and down with the help of cables and counterweights 2. Hydraulic elevator: has no cables or counterweights. Instead, the car is mounted on a giant piston inside a cylinder. The cylinder extends into the ground to a depth equal to the height the elevator will rise. An electric pump forces oil into the cylinder, displacing the piston and raising the car. The oil pours out of the cylinder through valves when the car goes down. • Hydraulic elevators can only be used in buildings of six stories or less. Cable elevators are used in buildings with more stories.

Why should a hotel renovate?

• Equipment reaches the end of its lifetime • Building elements reach the end of their lives and must be replaced. (e.g. leaking roof) • The furnishings and finishes within the facility are worn out • The interior design is out-of-date and a source of embarrassment or is directly linked to declining revenues • The market for the mix of facilities offered by the hotel has changed, and new opportunities are available only through renovating and redeploying underutilized facilities to meet changing guest demands (e.g. converting restaurant to meeting space) • Present or previous ownership has not spent the funds necessary to keep the hotel in a fully updated condition, and the physical plant has deteriorated. As a direct result, business volume has declined to a point where revenues do not support the hotel's level of debt. In this case, a decision must be made to hold and renovate versus sell the property • Acquiring and renovating an existing hotel presents an opportunity that is superior to constructing a new hotel in terms of location, timing, and costs. • New technology must be installed to meet customer needs • The property has physical or environmental issues that must be dealt with (e.g. ADA or indoor-air-quality problems) * Renovation: the process of renewing and updating a hospitality property, usually to offset the ravages of use or modify spaces to meet needs of changing markets • Freshens the look and feel of interior spaces • Provides a means to update and modernize the engineering systems that provide a safe, comfortable, and convenient interior environment • Allows managers to change the mix and type of services and facilities offered to the public • Existing hotels must renovate or become the physically and functionally obsolete properties within their markets. Technological, function, and stylistic obsolescence forces most hotels to introduce changes within five years of opening a new facility, with extensive changes taking place over a typical 12-15 year cycle • As a property ages, the renovation strategy needs to change. Maintaining the original design is important in the early years, but making extensive changes to meet changing guest needs and expectations becomes important in later years. • Most owners want funds spent on renovations to provide a return on their investment. • Major responsibilities of the owner's asset manager are to ensure that renovation projects add value to the property, and assist property managers in setting a strategic direction for the renovation plan. • Create and maintain a long-term renovation plan that links the property's business plan and the physical condition the property must maintain to achieve the business plan.

What are some issues hotel managers should keep in mind while managing construction work?

• Essence is to simultaneously maximize quality, minimize time, and meet budget; also minimize disruptions in operating sections * Two key issues: 1. Documenting work and changes to the work: preparing records of decisions that affect the project • 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 • Change proposals and change orders, signed and accepted by the contractor, design professionals, and renovation manager • All changes should be written down and signed off by everyone involved to minimize conflicts 2. Managing conflict • Construction drawings convey intentions, but may not show every detail. Up to individuals in charge of the project to properly work out any omissions or errors • All parties must understand their roles and understand the scope of work to be completed • Must use chain of command • Construction work personnel do not have free run of the premises, nor can they make arbitrary changes in the design to reduce costs or help the schedule * Other issues that come up during construction include: - Coordinating the renovation with ongoing operations - Building codes and new legislation • Typically not required to be upgraded to meet code changes as they are adopted and applied to new construction over the years • Upon renovation, many new codes come into play, requiring changes to entrances and exits (configuration, location, and number), life-safety systems, parking areas, and construction materials (an upgrade in fire-resistance levels) • ADA includes people with vision or hearing impairments, arthritis, heart conditions, emphysema, shortness of stature, amputated limbs, and AIDS. Requires all commercial all commercial buildings to provide a much broader range of facilities for disabled individuals than have been traditionally installed • Design considerations include: security, temperature regulation (sensitive to temperature extremes and desire to control temperature), independence (do as many things as possible without special assistance; install devices that assist individuals, but do not limit their independence), safety (find refuge within buildings during emergencies rather than being forced to exit) • Accommodating disabled guests will allow better service to non-impaired guests by providing a safer, more user-friendly environment * Cost and quality control: achieving the proper balance between cost and quality requires skill, attention to detail, and vision • Do not sacrifice quality to achieve budget objectives - Mistakes avoid include: • Not hiring design professionals (specify correct materials for the job, fixing problems on the plans, knowing manufacturers and contractors, achieving consistent look to a space, and creating spaces that work aesthetically and functionally) • Allowing unqualified contractors to bid or work on a project to lower construction costs (most destructive form of penny-wise, pound-foolish judgment. Responsible for selecting competent contractors and tradespeople and pay them a fair price for the work. End result is not worth the savings). • Reducing the renovations scope to the point that the renovation becomes meaningless (make decisions based on the needs of the space; do not simply apply a few dollars and call it "renovated") - Ways to save money without sacrificing qualities: • Ask food and beverage purveyors to supply equipment at no cost or reduce cost, if you use their products • Purchasing used equipment that has ben refurbished, especially for kitchens, laundries, and engineered systems • Buying equipment that may be show samples, prior-year models, or discounted because of superficial damage during shipping • Allowing renovation funds to build in a bank account through interest. May require delaying renovation projects, but useful if funds are especially scarce. • Using textured wall coverings that will hide a poor subsurface and avoid costly wall preparation • Refinishing or reupholstering existing furniture if the quality and style are appropriate for the renovation • Using synthetic stone on walls and ceilings rather than solid * Final completion and acceptance • Formalize acceptance of the contractor's work by using the Certificate of Substantial Completion • Renovation manager, design professionals, and contractor agree the work is fit for its intended purpose, meets the requirements of the construction contract, and ready for occupancy - Renovation manager only signs after he has secured Certificate of Occupancy from the appropriate local authorizes and attached a punch list of work that does not conform to contract specifications • Pay contractor in full within 30 days except for value of work on the punch list • Punch list is usually prepared by design firm. If contractor objects, they may be crossed out. If not, items must be negotiated - Final-completion-and-acceptance phase is cleanup • Housekeeping staff will often assist contractor in cleanup effort to meet the schedule and ensure proper housekeeping standards • Amount of cleanup should be worked out before signing Certificate of Substantial Completion

What are some factors to keep in mind when designing kitchen work stations?

• First phase is to identify the tasks that need to be executed • Food facilities design consultant decides who will be doing the tasks, as the skill level of the employee may affect the layout of the work station • Preparation procedures identify the equipment, tools, and storage space needed in this station

What are some preventive maintenance strategies for a building's structural frame?

• Inspecting visible structural members • Inspecting other building features that might give telltale signs of structural problems (e.g. cracks in walls, floors, or ceilings) • Checking doors and windows for proper alignment and closure • Tightening all connections • Weatherproofing (including painting) structural elements • Maintaining fireproofing materials (Sometimes maintenance on building systems will result in damage or removal of structural fireproofing) • Checking reinforced concrete members • Preserving structural steel members • Structural frame is thought of as the "skeleton" that provides support for the entire building. Typically constructed of steel, concrete (reinforced, pre-stressed), and ordinary or heavy timber • Structural frame is usually not exposed to view, but can be inspected fairly easily through access panels and "behind-the-scenes" areas. This inspection should take place once a year.

What does a feasibility report typically cover?

• Local area evaluation: analyzes the economic vitality of the city or region and describes the suitability of the project site for a hotel • Lodging market analysis: assesses the present demand for lodging and other revenue generators and future growth rates for each of several market segments, and identifies the existing supply of competitive properties and their probable growth • Proposed facilities: proposes a balance of guestroom and revenue-generating public facilities (restaurants and lounges, function rooms, retail stores, recreational facilities) and assesses the competitive position of the property • Financial analysis: estimates income and expense for the hotel over a five- or ten-year period to show its potential cash flow after fixed charges (before debt service and income tax) * Purpose is threefold: 1. Assess present and future demand for lodging and such hotel services (e.g. meeting rooms, restaurants and lounges, recreational facilities) 2. Recommends a basic mix of facilities and positions the future hotel against its primary competitors 3. Estimates the proposed hotel's operating income and expenses for five to ten years after the hotel opens * Reasons for undertaking feasibility study: • Use to obtain permanent financing • Use to gain a franchise or management agreement • Attract equity partners • Support a request for a zoning change • Few do studies to actually assess a project's feasibility

What is a facility life-cycle cost study?

• Most correct way to forecast capital expenditures is to establish a space-by-space schedule of renovation needs over a very long time horizon (20-30 years). • Such a schedule is based on the expected life of various components within each space and the cost to replace them at the end of their expected life • Obtains a very accurate picture of the property's capital needs over a long time • Budget is established that accounts for the physical needs of the building, but management also obtains a very thorough understanding of the required phasing of the building's needs • Do not need to use the physical life of building components as the basis for the replacement cycle • By producing a well-thought-out facility life-cycle cost study, management will come to understand that the property will require renovation • Provides managers with a benchmark that is based on the business and physical needs of the property

What criteria can help guide equipment selection?

• Need and function: necessary and perform the desired function. • Versatility or multi-purpose use • Training requirements • Safety and sanitation features: considered in view of employee skills • Employee use (and abuse): placed so employees don't have to bend or reach excessively • Construction methods and materials: withstand amount of expected use. • Service requirements: If service personnel is far away, service calls will be expensive • Maintenance requirements: The type of maintenance the equipment will need and availability of service. If routine maintenance is too complex, it won't be performed. • Energy requirements: whether to use gas or electric may depend on preference of chef or cook; be aware of differences in cost. • Capacity: checked to be sure it is correct for the restaurant. Sated capacities are not always actual capacities. Depends on if food will be cooked in large batches or on a frequent basis. • Costs: important, but should not be the primary one. Incudes purchase price, installation price, maintenance cost, and service cost. * Many sources of info: equipment and supply vendors, independent manufacturers' sales representatives, broadline distributors, manufacturers, and food facility design consultants • Equipment and supply vendors stock all types and brands of equipment. Vendors typically offer delivery, installation, and demonstration services. Some vendors offer free design services • Independent manufacturers' sales reps serve to educate consultants, distributors and vendors about equipment features. They work for a commission and do not represent competing lines of products • Broadline distributors are large food distributors who have expanded to offer supplies and equipment. Their buying power has changed the marketplace • A manufacturers may employ a direct sales team • Food service consultants are independent contractors with expertise in food service design and equipment specs, hired by the food service operator or owner. • Not all brands of equipment are equal

What are typical preventive maintenance activities for exterior walls?

• Painting, cleaning, and inspecting * Painting • Wind, sun, rain, and snow can take their toll if not properly protected • Durability of exterior painting depends on quality of paint selected (e.g. hiding power, color retention, chalking, resistance, and blister resistance), extent of the surface preparation, the skill with which the paint is applied, and local climate and weather conditions • Inspect surface area for difficult areas (e.g. peeling paint and rust; oil, grease, and dirty) • Most practical method of minimizing graffiti damage to masonry walls is to apply clear sealers, thus penetrating the surface making cleanup easier. • Acrylic sealers are the most promising * Cleaning • Dirt provides a greater surface area, and the more surface area exposed to atmospheric pollutants, the greater are the possibilities that destructive chemical reactions will start • Dirty areas remain wet longer, resulting in a more severe freeze;/thaw cycles • Some dirty places support microorganisms • Composition of dirt is so complex • Acidic and alkaline cleaners can be very damaging • Power washing: High-pressure water washing with no cleaning agent is sufficient • When cleaning graffiti, use the gentlest treatment (i.e. water mixed with a detergent), a stiff scrub. If this is ineffective, a mild organic solvent (e.g. mineral spirits) may be used. If not, a stronger solvent may be necessary (xylol, lacquer solvents, and paint strippers) * Inspections • Inspect exterior walls at least semi-annually to look for cracks, loose mortar, mildew, inflow or outflow of water, paint and sealant deterioration, and evidence of wall or building movements • Exterior building walls have two basic functions 1. To enclose the usable parts of the building 2. To provide support for higher floors and the roof system • Must be built to provide protection against weather and enough strength to support the building • Constructed of timber, concrete, and steel

What kinds of drawings are included in a set of blueprints?

• Plan view: a horizontal cut through the restaurant at approximately three feet above the finished floor that shows the placement of all equipment • Elevation: vertical view of any wall or row of equipment in the restaurant, and shows, equipment heights, distances between equipment, and placement of shelves and drawers • Section: vertical cut showing a side view of a piece of equipment, counter area, or table. * Evaluate layout • Smooth flow of resources with minimum of backtracking or cross-tracking • Determine if personnel, space, utilities, and equipment are used effectively • Safety and sanitation concerns • Distances and dimensions

What are some of the planning considerations for guestroom floors?

• Requirements: a designated number of guestrooms or suites, guest and service elevators should be convenient located, exit stairways must meet the building code, adequate linen storage and vending areas should be provided, and small electrical and telephone equipment closes are usually necessary • The way these are arranged can affect the total floor area by 10% • Skillful planning makes a substantial impact on the efficiency of the guestroom areas * Common guestroom floor configurations: • Double-loaded slab: rooms are laid on both sides of a central corridor; most efficient 70% of gross floor area devoted to saleable guestroom space • Tower: rooms are grouped around a central vertical core (65%) • Atrium: rooms off a single-loaded corridor encircling a multi-story lobby space (60%) * Architect must recognize a number of programmable requirements established by the owner or management company (e.g. room mix, number of ADA rooms, number of connecting rooms, and guest bathroom standards) • Development team sets exact requirements fore ach type of guestroom and agrees on model layouts • Establishes requirements for the suites, such as relative luxury of the living room, number of adjoining bedrooms, and including a kitchenette or wet bar

What should a designer keep in mind when planning a dining room?

• Should be located adjacent to the holding and service area so food temperatures can be maintained to the point of guest service • If distant, heated carts or mobile holding tables OR refrigerated carts can be used • Number of seats and table sizes should be based on the forecasted market share and the feasibility study • Size and type of tables and chairs, the arrangement of tables, and the space requirement for service stations will also influence the size of the dining room • Dining room furniture should be carefully considered, as the choice of chair and table designs will influence the length of time guests stay. Guests tend to stay longer if the chair has arms or if the booths have high backs. Width of the table will influence the amount and noise level of conversation. • Arrangement of tables on diagonal, rather than straight, lines increase the number of seats per square foot. • Booths can increase number of seats per square foot because they can be arranged back-to-back, while tables are separated with aisles • 15 square feet per eat should be provided for assembly areas of less concentrated use, without fixed seating, such as dining rooms in case of fire. • Design will affect the efficiency of service • Service stations: small work islands located in the dining room to save trips to the kitchen, allowing service personnel to be more attentive to guests • Items include bread, butter, coffee, tea, soft drinks, cups and saucers, glasses, milk, cream, silverware, crackers, napkins, and condiments

Why is it important for the development team to establish construction and engineering criteria?

• Subject to a variety of regulations (e.g. zoning codes, health standards, sign ordinances, local building and fire codes) • Protect the public against faulty design or construction by ensuring that a building will resist fire and other emergencies and protect the occupants until they can exit safely from the premises • Confirm compliance with ADA to ensure all people are treated with dignity and respect • Establish engineering standards to meet these codes and to establish a level of quality in the interior environment. • Engineering criteria must be established for heating, AC, ventilation, water, power, lighting, fire protection, and communications system • More detail early in the development process helps the team better define quality levels, establish property budget, identify which specialists will be needed, and ensure critical elements aren't forgotten or ignored.

What role do function areas play in a hotel?

• The clearest distinguishing feature among the different types of lodging properties is the size and mix of their function space (ballrooms, smaller meeting and banquet rooms, reception and exhibit spaces, and dedicated conference and board rooms) * Utilized most often for a variety of corporate and association meetings • Corporate groups require relatively small but high-quality spaces for sales and management meetings, new product intros, and continuing-education programs foe executives • Associations: needs extensive exhibition spaces, facilities for large group meetings, and small rooms for seminars and workshops • Local organizations use hotel functions space for a variety of meetings, banquets, and receptions; nearby residents use it for wedding receptions and other special occasions * Mix is based on demand for different types of businesses and social uses • Small mid-price properties offer a single multipurpose ballroom that is infrequently used to attract group business; convention hotels include a major ballroom (1000 - 3000 pax), smaller junior ballrooms, and dozens of small multi-purpose meeting rooms; conference centers are for smaller groups (200-300 pax) and feature dedicated single-purpose banquet, meeting, conference, and boardrooms, extensive foyer and gathering areas, 24-hour use of meeting rooms, additional conference services, AV systems). • Consider additional kitchen and back-of-house areas needed to support convention facility • May require special consultants (acoustic and AV specialists and light designers), focus groups consisting of meeting planners * Typical planning and design criteria for meeting and banquet space: • Location: group all function areas in a location easily accessible from the lobby; in major convention hotels consider creating two or more separate function zones • Flexibility: include moveable partitions in larger rooms, determine the need for multi-purpose versus dedicated rooms, and create multiple pre-function areas • Access: provide a separate entrance to the function area from the street or parking lot, provide public and service access to each function room, and consider the access needs for moving display materials into the ballroom and exhibit areas • Support areas: include sufficient restrooms, coatrooms, and telephones for the public and provide banquet pantry, furniture, and AV storage in the back-of-house • Structure: provide column-free function spaces and locate the ballroom and larger meeting rooms independent of the guestroom tower to simplify the hotel's structure • Ceiling height: determine the need fro projection booths in the larger function rooms and consider how the high ceilings in these rooms affect the floor above • Windows: determine the need for natural light in function and assembly areas • **Should be addressed by architect early in schematic design * Once the schematic design is accepted, the architect, interior designer, other consultants, and management staff need to focus on the details of future operations * Seemingly insignificant design issues: • Floors: select a carpet pattern to aid in room setup; use a portable dance floor • Walls: apply a chair rail to walls to protect their finish; add fabric panels to improve acoustics and upgrade room appearance • Ceiling: organize HVAC, lighting, sound, fire protection, and other systems into a unified design • Windows: add a full blackout capability • Furniture: select risers, lecterns, stacking chairs, and a balance of rectangular classroom tables and round or oval banquet tables; select high-quality chairs for upgraded conference rooms • Lighting: provide a fully dimmable system including, as appropriate, chandeliers, down lights, track lights, fluorescent lighting, and decorative wall fixtures • HVAC/systems: provide separate mechanical, electrical, and sound systems for each room division • Communications: include TV, telephone, recording, and data lines in each function and control room

5. What are some of the site characteristics an architect must investigate before designing a hotel?

• Visibility and accessibility: consider surrounding street patterns, road access • Surface conditions: analyze terrain, vegetation, utilities, existing buildings and roads, environmental constraints • Subsurface conditions: investigate water table, bearing capacity of the soil, underground utilities, environmental hazards • Regulatory restrictions: research applicable zoning, parking, building, and other codes • Site character: study surface conditions (above), adjoining uses, views • Orientation and climate: position building and recreational facilities for sun; analyze microclimate (For resorts) • Adaptability: determine the site's potential for expansion or development for other uses * During the one or two months devoted to the initial concept, architect must balance preliminary program and operational requirements with site-related and construction issues. • Analyze the site and its constraints and opportunities • Coordinate the site planning with engineering consultants (deal with site drainage, and exterior lighting) and interior designer (selects paving materials and outdoor furnishings) • Consider how guests arrive at the site, how they may approach the building. What is their first impression of the hotel? • Explore different ways to organize hotel spaces. Cost advantages vs. guest experience • Investigate site before developing buildings' form and organization

What are some preventive maintenance strategies for utility systems?

• Water lines, both potable and non-potable are normally equipped with valves to control the direction and quantity of flow, as well as off. • Water control valves should be fully opened and closed annually to be sure they seat properly. If left too long in one position, valves tend to stick in that position, rendering them useless. This should be recorded, especially if problems. • Sanitary sewer lines can become clogged by solids, which is caused by the flow being too slow (sewer grade too flat) or by the sewer grade being too steep, allowing the liquids to outrun the solids, leaving the solids behind. Sewer slopes should be neither too steep nor too flat • Sewers partially or completely blocked should be rodded or flushed out. Flushing can be done with a high pressure hose (e.g. fire hose NOT garden hose). • Rodding is done by mechanical means (e.g. inserting a flexible rod into an opening such as a manhole and pushing it through to the next opening). Roto-rooter rotates a cutting bit through the sewer or drain pipe, "rooting" through the blockage. The cutting bit is attached to a flexible cable that is rotated by a power source. This is easy and effective. Comes in various diameters and capable of accepting different turning forces. • Inspection is usually limited to observing the surface of the ground above them and looking at the lines through access points (e.g. manholes) • Inspection tools include natural gas detectors, moisture and water detectors for water mains, and sewer gas analysis equipment. Necessary equipment ranges from easy to sophisticated. • Overhead electric, cable television, and telephone lines can be easily inspected. Ladders and lift trucks can be used for detailed inspections.

What are some typical equipment configurations?

• Within each work area of the kitchen (pre-preparation, cold-food, hot-food, and bakery), equipment is usually laid out in one of five configurations 1. Straight-line: good for low-volume restaurants with limited menus. • All necessary equipment is in one line, allowing one or two employees to watch all of the equipment in the line at the same time. • If there is more work than one employee can handle, the line may be divided into work stations. • This configuration is easily placed against a wall. • Specific arrangement will depend on menu and cook's preference 2. L-shaped: suitable when space is limited • Decreases travel distances between the equipment on the ends of the line • Used to separate work stations 3. U-shaped: most appropriate when specific tasks need to be isolated, like baking or dishwashing • Depending on equipment, area may be difficult to supervise • Suitable for areas that do not require close supervision 4. Parallel back-to-back: suitable when the linear space available in the kitchen is insufficient for a straight-line arrangement or when consultant wants to separate types of equipment • May need only one ventilation hood, which lowers costs • All utility connections may be placed between the lines of equipment • If a half-wall is placed between equipment, communication is possible, but a full wall deters communications and makes supervision difficult 5. Parallel face-to-face: used in large facilities • Easier to supervise as employees are visible from one location • Disadvantage is that two ventilation hoods and more than one set of utility lines are required • Service line and holding equipment placed perpendicular to main cooking equipment

What are some regulations that influence restaurant design?

• Zoning codes, U.S. Food & Drug Administration (2005 Food Code) and local health department regulations, and the Americans with Disabilities Act of 1990 * Zoning codes: the regulations that dictate the types of businesses and buildings allowed in specific geographic areas. • They have been initiated in most communities to promote the public health and the safety and general welfare of citizens • Once approved by the municipal governing body, they are enforced by a zoning officer, police officer, or sheriff • May include regulations for setback (building's distance from the street), parking, easements (allowances for utility lines), height, and construction standards • Some zoning codes include a section on compatibility, which allows city official to decide if the proposed building fits in with the surrounding buildings and environment to protect a community's local character • Each community has a distinct set of zoning codes, so check with City Hall. • Municipal zoning officer can stop construction at any time codes are not being followed • When construction is completed, a building inspector must tour the building to determine if the codes have been met. • If zoning codes are not complied with, the owners may not be granted an occupancy permit to open the business * U.S. Food and Drug Administration and Local Health Department Regulations • 2005 Food Code promotes uniform standards for regulatory agencies responsible for monitoring food safety in restaurants and other food service operations developed jointly by FDA and CDC of the U.S. Dept of HHS and Food Safety & Inspection of the USDA. • Includes info on the plan review process required for all new restaurants, HACCP guidelines to help operators and employees to produce safe food and decrease risk of food hazards • Many regulatory agencies require properly prepared blueprints of the restaurant and detailed descriptions of equipment be submitted to ensure following regulations. Should include description of the restaurant's building, physical surroundings, water supply, type of equipment, refuse disposal system, and sewage disposal system. • 1999 Food Code basis for a food establishment plan review document to help regulators ensure that the plans comply with nationally recognized food safety standards • National Sanitation Foundation governs installation of food equipment, which is an integral part of the plans * ADA Regulations • Possible reasonable accommodations include providing work areas that are wheelchair accessible, Braille devices and telephone handset amplifiers, but nothing that would cause undue hardship • All public accommodations operated by private entities must provide barrier-free facilities. Modifications to make existing structures barrier-free must be made if they are "readily achievable" and do not create "undue hardship" for the facility • Evaluate accessibility as they plan a new facility or renovate

Porte cochere

a canopy designed to protect hotel guests from inclement weather and provide visual emphasis to the main entrance

Restoration

a complete gutting of a space that involves replacing systems that are technically and functionally obsolete, while restoring furnishings and systems that can still be used.

Asphalt

a dark brown or black thermoplastic material refined from petroleum that is often used in parking lot construction

Double-double room

a guestroom featuring two double beds

Tower

a guestroom floor configuration in which rooms are grouped around a central vertical core

Built-up roof

a roof system comprising multiple layers of overlapping roofing materials

Bulk continuous filament (BCF) fibers

continuous strands of fiber that are used to construct non-woven or tufted carpet

Flashing

copper, aluminum, or fiber sheeting that joins the roof covering to the building structure where the roof meets a wall, chimney, etc.

Schematic design

the first phase of hotel design in which the architect develops a space list and subsequently refines it into a more detailed program