UNIT-III

FACILITIES PLANNING AND FACILITIES MANAGEMENT

Factors considered in planning and designing of hospitality management:

The design of a Hotel is one of the major considerations in planning of efficient Hotel. While designing the Hotel
following factors should be kept in mind:

1. Attractive appearance

2. Efficient plan

3. Location

4. Suitable material

5. Workmanship

6. Sound financing

7. Competent Management

Developing an efficient design is a complex sequential process requiring intense interaction of many professionals to
successfully planned, designed and operate all facilities. The result of participation will surface following decisions: –

i) Manage all services

ii) Prepare a program defining requirements for all services and operations

iii) Apply principles of design and layout to service facilities

iv) Select most appropriate equipment for all services provided by the Hotel

These design programs will fall into two basic categories i.e.

1. Guiding program

2. Confirming program

Guiding Program:

Guiding program will be written prior to undertaking design process. The program inputs will be gathered all
appropriate sources.

Confirming Program:

This program will be written after the facility design process is well under way which contains both basic criteria and
describe design philosophy, constrain and capability to develop. This program is used to provide with all available
information to the designer. A working copy of the program is to be continuously updated during design process.

The following design consideration is to be kept in mind:

1. Attractive appearance

2. Efficient plan

3. Location
4. Suitable material

5. Workmanship

6. Sound financing

7. Competent Management

1. Attractive appearance:
All over appearance of a Hotel is one of the very important considerations for a Hotel. It should be attractive and
should reflect the architecture of that area and should also have character of the services being provided in that
Hotel.

2. Efficient Plan:
The plan of the Hotel should be such that it should be functional and also appeal to the eye. All the services should
be so designed that it meets various principles of layout and design.

3. Location:
The design of the Hotel will be guided by the geographical location of the Hotel e.g. if a Hotel is situated near the
airport or railway station, the reception of the Hotel will be designed in such a way that it could handle large number
of guests at one time because there is a possibility of guest checking in large groups and around the clock. Similarly,
Hotel situated at hill stations, beaches and the Hotels located in heart of the cities and metros will be designed
differently.

4. Suitable Material:
The Hotel should be designed in such a way that it should be able to use the material locally available, which will be
cost effective and efficient.

5. Workmanship:
While designing a Hotel one should consider the fact that what kind of workmanship is available and designer should
take advantage of local expertise. This will not only make the hotel efficient but also will be economical.

6. Sound Financing:
One of the very important factors is finance in designing the Hotel. The availability of ready funds and management
of finance is a crucial factor and it should be considered very carefully in Hotel Design.

7. Competent Management:
The design of a Hotel will depend upon the quality of management available to operate the establishment. If we
have the quality management and manpower only then Hotel should be designed for sophisticated equipment and
high tech gadgets.

These are some of the consideration, which affect the design of hotel.

 Suggestive details
 Market survey
 Feasibility report
 Attractive/unique façade
 Ethnicity
 Distinctive appearance
 Hotel characteristics
 Market segment
 Star classification
 Number of rooms
 Number of floors
 Restaurants
  Location
 Distance from neighbourhoods
 Site
 Size of plot
 Approach roads
 Neighbours
 Stops
 Good Building Materials
 Strength durability
 Efficient layout
 Good workmanship
 Competent Management
 Sound financing
 Pollution Contribution
 Safety
 Security
 Climate

ROLE OF FACILITIES MANAGER:

A facilities manager is a job role that is responsible for making sure that buildings and their services meet the needs
of the people that work in them. Facilities managers are accountable for services such as cleaning, security and
parking, to make sure the surrounding environment is in a suitable condition to work. They also manage any building
maintenance with things like heating and air conditioning, to maintain the working environment.
The typical functions of this job position can vary depending on the company. However, the duties would typically
include managing any refurbishments, renovations and office moves to make sure they all run smoothly and
according to plan.

Facilities managers are responsible for the general upkeep and maintenance of buildings to ensure that they meet
health and safety standards and also the legal requirements. They need to manage the

 Cleaning,
 Waste disposal,
 Catering,
 Security and parking of each site, while
 Managing the budgets and keeping records of all payments.

Facilities managers are also responsible for managing the office systems, which can often include the IT and office
equipment. In some cases, individuals working as facilities managers will work for an external company, contracted
in to manage a number of different organisations. The job title may also differ. It could be anything from business
services manager to support services manager or contracts manager.

Common services provided by facility management companies:

Any facility management company will have one or a combination of the following services. The larger facility
management Delhi services can have much more than the following:

Engineering Services:
The common engineering services form a part of the overall facility management company’s responsibilities.
Engineering services such as HVAC, Electrical maintenance, Lifts, Plumbing, Energy, and utilities are all a part of the
maintenance services provided by facility management companies.
Soft Services:
Apart from the core maintenance services, the facility management agency also provides various soft services such
as Janitorial services, cleaning, landscaping as well as security services that form a part and parcel of the daily
activities of most real estate assets, including malls, shopping centres, cinemas, housing complexes, offices and
organizations.

Workplace solutions:
Most of the better facility management companies provide workplace solutions that aid the smooth working of
offices and organizations. these include but are not limited to Reception, mail, reprographics, catering, transport,
concierge and archiving services etc. sometimes courier and goods transportation is also included along with the
services of trained drivers and cleaners.

Space/ Occupancy Services:

Apart from all the services listed above, many larger facility management companies also provide solutions towards
space planning, carrying out preventive and breakdown maintenance projects, headcount tracking and energy
management functions.

Components of facility Management are:

1. Cleaning & Janitorial services

2. Pantry services
3. Food services or cafeteria support
4. Reception services
5. Event support
6. Mailroom
7. Reprographic Services
8. Landscaping
9. Horticulture
10. Pest control
11. Transport
12. Concierge
13. Archival
14. Maintenance Services
15. Heating, Ventilation & Air-Conditioning Services
16. Electrical System
17. Fire Protection
18. Lifts & Escalators
19. Security & Safety
20. Parking Management
21. Energy Management
22. Plumbing & Sewerage
23. Transition Mangement
24. Procurement services
25. Helpdesk Services
26. Move management
27. Minor Projects
28. Store management
29. Benchmarking
30. Waste Management
31. Health & Safety

Trends in the development of facilities management are:

1) Doing more with less. Facilities managers are charged with the task of improving maintenance,
accomplishing this objective with reduced capital outlay, less time and fewer people per square foot. As a
result, managers are constantly seeking ways to improve efficiency. For instance, they're getting better at
planning and scheduling. Additionally, many are starting to use time-saving products for maintenance tasks.
For example, to apply paints and coatings with greater speed and efficiency, they're turning to airless
sprayers, personnel lifts and low-odour coatings. Indeed, in the drive to do more with less, managers are
taking both small and big measures.

2) Automation. One big measure is the automation of facilities management projects, leading to changes in
the way they're planned, executed and tracked. For instance, maintenance personnel are relying on wireless
devices to monitor activity and to improve responsiveness while managers are using Computer Aided
Facilities Maintenance (CAFM) tools to integrate all project aspects from space planning to resource
allocation.
1) Increased reliance on handheld devices to minimize paperwork and boost the accuracy of data collection,
2) Integration of facility management and maintenance management functions and departments, and
3) Greater focus on integrating facility/maintenance/building control systems (hardware and software).

3) Outsourcing is on the rise as a growing number of businesses are choosing to turn over their facilities
management functions to outside contractors. They are outsourcing to better concentrate on core
competencies as well as to acquire expertise they would not be able to develop on their own. For example,
service providers can teach a company's maintenance staff how to perform tasks faster and better.
Additionally, facilities managers often enjoy fixed costs when they use outside contractors and can
ultimately cut overall facilities management expenses. Moreover, by outsourcing, facilities managers can
access cutting edge technology.

4) Increasing complexity. This trend is related to outsourcing as companies often decide to outsource
because of the growing complexity of facilities management. Both the industrial-plant sector and the non-
industrial facility segment are employing more sophisticated technology for maintenance. Moreover, in the
service industry, facilities managers have to keep track of complex data over long periods of time in order to
monitor improvements.

5) Value-driven design. Faced with limited space, managers are squeezing the most functionality out of
every square foot. Facilities managers and their designers are creating cost-effective and productivity-
enhancing facilities by tailoring spaces to the needs of the organization and its workers. As a result, trendy
offices are out while classic designs are in. Additionally, workspaces that are flexible, able to accommodate
multiple functions and capable of supporting cutting edge technologies, such as wireless LAN, are much
coveted. In short, this value-driven trend is characterized by a renewed emphasis on maximizing usage and
practicality.

6) Energy conservation is an enduring goal of facilities managers, and this objective has gained in urgency in
the past few years because of rising energy costs. As a result, facilities managers are taking many measures
to curb usage, following simple steps such as maximizing daylight as well as undertaking major projects such
as integrating chilled water plants. Moreover, they are also performing thorough energy audits. This can
reveal where and how a facility is using energy. It will also expose the areas in need of improvement and
ways to boost overall energy efficiency.

7) Short-term staffing. Facilities managers are increasingly relying on supplemental labor to help their in-
house staff cope with unplanned work and to ensure that their facility runs at full capacity, all the time. Four
key advantages are fueling this trend. First of all, short-term staffing prevents productivity losses resulting
from emergencies or unscheduled work. Second, supplemental labor mitigates hiring risks and workers'
compensation risks because the company providing the labor takes on and manages the risk. Third, this
strategy can help control labor costs. While hiring and training staff for short-term or special projects can be
a budget-breaker, relying on supplemental labor allows facilities managers to direct labor resources to the
most important projects. Additionally, they remain in control of the project and the quality of each worker.
Fourth, short-term staffing helps managers stay focused on core competencies.