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9 SOUTHERN CROSS UNIVERSITY (THE HOTEL SCHOOL SYDNEY) Name: Ajaya Thapa Student id number: 22869568 Unit Name: Facility and risk management Unit Code: MNG01222 Tutor’s Name: Damian Gleeson, Syed Ahmed & Sarah Keast Assignment: 2 Title: Report on Burdekin hotel Due Date: 26/08/2018 Submitted Date: 26/08/2018 Declaration: I have read and understand the Rules Relating to Awards (Rule 3 Section 18 – Academic Misconduct Including Plagiarism) as contained in the SCU Policy Library. I understand the penalties that apply for plagiarism and agree to be bound by these rules. The work I am submitting electronically is entirely my own work. Table of Contents Assessment 22 Executive Summary3 Introduction3 Venue Design Analysis (VDA)4 Venue Condition Analysis (VCA)6 Venue Condition Analysis Form8 Conclusion10 Recommendations10 References11 Appendices12 Executive Summary Burdekin Hotel has established sufficiently wide spaces and well-organised routing that allows for smooth flow of customer all through the hotel. This has enabled the customers to expediently move through all the steps of ordering as well as picking up the process and at the same time accommodates more people, especially when the traffic of the customers is high. Therefore, venue design analysis (VDA) has enabled Burdekin to sustain its efficiency in operations and also to create a comforting environment for the customers. Condition assessment involves measuring the facility’s structural capacity. It also involves gathering information to allow for effective decision-making with regard to budgeting, repairs and maintenance. The objective of this report is to examine Burdekin’s VDA and VCA so as to determine whether the venue has followed proper design principles and whether the venue components are structurally sound. It has been pointed out that the hotel’s systems should be maintained periodically and routinely. The cooling system and kitchen floors need some repairs. Introduction Every hotel has a basic layout that indicates the general areas such as the kitchen, restrooms and entrance. Clearly, VDA help venue managers to focus on small details, which consequently, help in generating a positive customer experience. With modern day ever-tightening budgets, venue managers are expected to do more with less. Therefore, VCA enables them to inspect the venue’s electrical and mechanical systems, interior finishes, as well as accessible structural components. Therefore, VCA is a smart way of maximising the facility life as well as reducing maintenance and repair costs. Venue Design Analysis (VDA) VDA analysis has been beneficial to Burdekin, especially in designing spaces suitable that enable the customers to enjoy acoustically and visually. The entrance of the hotel is as important as the interior finishes since it enables the hotel to gain new customers. Burdekin’s entrance has been designed with a simple theme; thus, making it an attractive bar entrance. Even though the kitchen, bar, and dining room are crucial elements of Burdekin’s design, the outside/entry area is equally important. The entrance is the area first seen by the customers when entering and leaving the hotel. To encourage dwell times in the hotel, comfort furniture level have been ensured. Burdekin ensured that they designed furniture capable of supporting and holding the customers contentedly and comfortably for extended dining experiences. Colour unquestionably plays an important part in how customers behave and feel in any space (Gander, 2018). Therefore, Burdekin paired colour with lighting to set the mood in the hotel, which is fitting for the desired environment. The dining area set up allows the staff to function effectively and improves the customer's overall drinking experience and comfort. Given that the dining space is where the majority of the customers gather, it must be comfortable and welcoming (Mealey, 2018). Burdekin applied proper design principles because it adhered to the local codes on safety and health, and allows for smooth flow of people in to and out of the hotel. Space, according to Baraban and Durocher (2010), is a factor that should be considered when designing a bar that will constructively impact the customer. Therefore, Burdekin properly designed its space to allow the customers to have flexibility. When designing the hotel interiorly, Burdekin ensured that the layout is agreeable to all. Besides that, the hotel ensured that the kitchen was accessible to the servers. More importantly, the hotel offered a sufficient space for frozen, dry and chilled foods as well as ingredients with the goal of reducing traffic in the food preparation areas. Burdekin achieved the intended purpose of the design, which was to create an impressive and relaxing interior space. The hotel understands that the interior spaces are more than decoration; therefore, it designed its interior from the brand strategy outward. That is to say, all colours, textures, treatments, selections and fixtures are tied back to Burdekin’s brand as well as its driving passion. Besides that, the hotel has selected suitable kitchen and bar equipments that is associated closely with the meals and drinks it offers. The hotel uses energy efficient equipment, which cut energy-related costs and also accelerates the process of food preparation since they utilise state-of-the-art technology. The ventilation system adheres to the set regulations and standards. The objectives of the stakeholders were met mainly through brainstorming. The stakeholders were brought into the design process so as to offer ideas as well as help create solutions to potential problems. In this case, stakeholders came from different backgrounds (customers, government agencies, suppliers, regulatory bodies, and many others); therefore, they looked at issues from different perspectives. As a result, opposing viewpoints were expressed and discussed. Engaging the stakeholders led to the success of the design process. As mentioned by Leonard (2018), engaging stakeholders result in positive communication and project success. Other considerations that were made while designing the hotel include the creation of a balance between maximum seating capacity and a welcoming ambience. That is to say, the hotel has packed in enough customers and simultaneously ensuring that the customers feel comfortable. The modern-day customers, particularly Millenials desire for a surprising surrounding. Still, Burdekin should have incorporated art into the hotel so as to satisfy the customer’s thirst for originality and diversion. Venue Condition Analysis (VCA) According to Dejaco et al. (2017), techniques for condition assessment vary based on the facility scale being analysed: from particular (just one type of component such as doors) to general (the entire facility). All components have a detailed and specific method of assessment, like for roofs, façades, External Thermal Insulation Composite Systems (ETICS), and for the whole facility. VCA is part of the system for asset management and as defined in the ISO 55000:2014 it must be carried out together with other crucial activities, such as maintenance operations and inspections. Dejaco et al. (2017) assert that inspections normally result in costs overrun when poorly organised. In terms of both costing and scheduling, maintenance operations have to be planned for the venue assessment to be efficient. In addition, energy retrofits have become more frequent and VCA can offer information to support energy refurbishment. VCA could be joined with an objective as well as quantitative functionality analysis to completely describe the fitness of the facility for changing missions over its whole life cycle. Roberts (2009) asserts that the institutionalised viewpoint utilised to measure the facilities’ state is ‘facility condition index (FCI). Roberts (2009) posits that FCI is a standardised approach utilised to measure the facilities’ physical condition and its score measures the facility conditions’ state. When the facility’s value is higher, it indicates that the facility needs repair since the facility condition is worse. Forster and Douglas (2010) point out that ‘condition survey’ is the facility’s snap-shot and descriptive assessment at a given time. It can also be described as the process of inspecting the building or a structure, at a particular date with the aim of determining its state of repair. Basically, VCA yields variable results because of inspectors’ subjective perceptions (Forster & Douglas, 2010). The objectives of VCA include: to offer compressive venue deficiency information and also to forecast repair requirements or possible future maintenance. Another objective is to estimate conditions that could possibly damage the property or present safety hazards. Besides that, VCA seeks to identify measures for energy conservation and develop cost estimates as well as schedules for correcting deficiencies. VCA pose some challenges to venue managers; for instance, it is very challenging to gather information regarding the condition the venue. Given that data is gathered through personal observation, it is very challenging to observe deficiencies in their early stage. Despite the aforementioned challenges, VCA is very beneficial; for instance, it allows the inspector to determine whether the building is in a state of disrepair or repair, it helps improve the health and safety of the occupants and offers the capacity to meet various performance requirements and regulatory requirements. In addition, it helps identify potential safety or health hazards which could later expose the venue users to huge liabilities. In addition, VCA ensures that the venue envelope offers a proper thermal and moisture barrier; thus, leading to a building which is healthy and comfortable. Basically, when proper electrical and mechanical systems operations have been verified, it results in a beneficial environment. VCA enables the venue managers to understand what system upgrades, maintenance, or modifications are required; thus, making it easier to establish maintenance budgets and capital improvement. The condition assessment on Burdekin shows that the facility is in good condition and there is no evidence of active roof leaks or insulation deterioration. The on-going periodic maintenance has ensured that the HVAC systems are adequately maintained and in good condition. Besides that, the HVAC equipment seems to be functioning satisfactorily and there are no chronic problems with the mechanical and electrical systems. Still, because of the unavoidable failure of components and parts over time, a number of kitchen equipment should be replaced. The plumbing and ventilation systems seem to be functioning adequately and well maintained. Venue Condition Analysis Form Scale used: 5. Excellent 4. Good 3. Adequate 2. Marginal 1. Poor ITEMS Functionality Cleanliness Accessibility Overall Condition Refurbishment Asset Life Cycle Facility Condition Index Functionality Cleanliness Accessibility Overall Condition Refurbishment Asset Life Cycle Service Bar Year Cost Age (years) Life Expectancy (years) Facility Condition Index Small ice machine 5 5 4 5 2026 $1,000 8 10 4% Drinks Fridge 4 5 4 4 2028 $2,000 10 12 1% Beer taps 4 5 4 4 2023 $500 3 5 3% Glass washer 5 5 4 4 2023 $700 5 7 3% Blender 5 5 4 4 2023 $1,000 5 7 1% Lemon squeezer 4 5 5 4 2022 $800 4 6 5% Kitchen Freezers 5 5 5 5 2031 $3,000 13 15 4% Storage Area 5 4 4 4 2033 $3,400 15 20 5% Sinks 5 4 5 4 2024 $1,400 6 10 5% Dishwasher 4 4 4 4 2026 $1,050 8 10 3% Oven 4 4 5 5 2026 $2,500 8 10 2% Grill 4 4 5 4 2026 $1,400 8 10 4% Deep Fryer 4 4 5 5 2026 $2,600 8 10 6% Range 4 5 5 4