Hotel and resort renovations are, first and foremost, about achieving a notable and positive impact while establishing and controlling the budget.
To ensure a successful outcome, begin each remodel by creating a comprehensive list of design goals and the associated budget for each — the two must achieve a profitable balance.
Determining the project scope may be as simple as checking off items on a brand-provided property improvement plan or as complicated as reimagining and repositioning a hotel. Regardless of the extent of work contemplated, a qualified team should be assembled to assist a hotel's owners and managers to verify its internal budget and determine a realistic project schedule and strategy.
Before an experienced hospitality designer can initiate concepts, there needs to be a careful assessment of the client’s needs and capabilities, the locale, current and aspirational guest profile, brand identity (if applicable), and an evaluation of the current comp set. A real estate investment company with multiple hotels in its portfolio has different capacities and goals for renovating or repositioning than an individual hotel owner. Our experience has been that corporate or institutional clients tend to restrain their staff from imposing individual opinions on the design. On the other hand, the individual owner may be more likely to expect the design to express their personal taste as a signature element of the property. It is vital that the designer, in order to produce a successful project, understand and adjust for the client’s structure and process.
Complex projects without in-house capability may require the services of an owner’s rep or outside project manager in addition to the architect, interior designer, purchasing agent and general contractor. Depending on the scope of the project, there may also be a need for such other specialty consultants as landscape, food service, kitchen, laundry, lighting, spa, art, graphic design, A/V, engineers, etc. Once a project team is in place, the budget verified, the design approved and the scope of work defined, the team must work together to create a realistic timeline for executing the approved work in conjunction with hotel management and operations.
In some instances, depending on the physical property, scale and scope of work, the hotel should be closed during the renovation. Although this strategy can be more efficient on many levels, it is often determined that the loss of revenue and staff during construction is not worth the savings in either time or cost. The prevailing decision is generally to keep a hotel operating and producing revenue while under construction. Although this is a more bottom-line approach, it presents significant logistical challenges. Taking rooms and public areas out of service for renovations while minimizing the impact on guests, staff and the bottom line can be challenging.
Developing and maintaining a minimally disruptive renovation project schedule requires the responsible team members to assess the existing property’s characteristics, bookings, seasonal considerations if applicable, and the time needed to accomplish all the tasks thoroughly and successfully in the approved scope of work.
Conducting a realistic assessment of the following points is advisable as they can severely affect timetables.
1. Availability of funding for the work.
2. Evaluation or creation of accurate “as built” documentation.
3. Practical schedule for concept, design development, and complete documentation.
4. Timeline for review and approval of owners and brand (if applicable).
5. Time and cost for the construction and fit out of the model room(s), if applicable.
6. Once approved, announcement and marketing of the coming renovation.
7. Permit requirements and process.
8. Qualification and bidding.
9. Assessment of building limitations that could affect hotel guests and staff, such as sight lines, elevator size, availability and access, noise transmission, plumbing stacks, electric loads and zones, parking, etc.
10. Identification of minimally disruptive staging and trash areas.
11. Type of work and hours permitted at the job site.
12. If needed, temporary facilities for areas affected, such as food and beverage outlets, front desk, meeting rooms, etc.
13. Security.
14. Availability and need for assistance from hotel staff such as engineering and housekeeping.
15. Strategy for the delivery/receipt of materials and supplies.
16. FF&E bidding, purchase, sample and shop drawing review, manufacturing, and shipping times.
17. Removal and storage (if applicable) of existing furnishings.
18. Disposal and/or sale of existing furnishings.
19. Logistics and time required to deliver and install new and/or refurbished furnishings.
20. Participants and schedule to prepare and effect punch lists prior to final acceptance, sign-off, and reopening.
It is always prudent to plan the schedule carefully with an allowance for unforeseen circumstances. Although not as severe as during the height of the pandemic, supply chain and labor shortage issues can still create problems in hotel renovations.
Judicious planning is essential as timelines and costs for renovating and repositioning hotels and resorts continue to increase. Successful interior renovations, especially those completed in operating hotels or resorts, have been strategically planned to the tiniest detail, carefully considering the budget and outcome and the best, least disruptive path to get there.
Jill Cole is managing principal at Cole Martinez Curtis and Associates and a member of the International Society of Hospitality Consultants.
This column is part of ISHC Global Insights, a partnership between CoStar News and the International Society of Hospitality Consultants.
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