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Ian blacker

Ian blacker






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  • Will try and give a heads up on the key factors in setting up and delivering a successful H&L project based on my experience as a consultant and part of an owner operators team. I have based the presentation around a hotel renovation project but the points could equally be applied to new build or a larger leisure project such as a restaurant fitout.
  • Establish owing structure, roles and responsibilities and decision makers

Ian blacker Ian blacker Presentation Transcript

  • Entering the Hotel and Leisure Market Dealing with practical issues: The challenge of securing planning permission Ian Blacker Head of Planning Consultancy, John Rowan & Partners
  • The challenge of securing planning permission
    • The good news
      • Hotel and leisure uses bring investment, employment and activity.
      • Planning policy supports the principle of new hotel and leisure development (in town centres).
      • Negative “impacts” should tend to be low.
    • The not-to-good news
      • Many councils struggle to see beyond a list of practical concerns.
      • Complexity of planning process unrelated to size of site.
      • Planning doesn’t recognise the concept of “open for Xmas”.
  • Latest national planning policy
    • PPS4 (December 2009)
      • Government objectives include to: “build prosperous communities”…”offering a wide range of services to communities in an attractive and safe environment”…[with] competition and enhanced consumer choice through provision of innovative and efficient leisure and tourism services in town centres”.
      • Local Planning Authorities should: “set flexible policies for their centres which are able to respond to changing economic circumstances…and [should] encourage high density development with access by public transport…encourage a diverse range of complementary evening uses…[and] make provision where appropriate for leisure, cultural and tourism activities…”
  • Key tests within the latest planning policy
    • “ Where appropriate”
      • LPAs should “set out the number and scale of leisure developments they wish to encourage taking account of their potential impact , including cumulative impact, on the character and function of the centre, anti-social behaviour and crime, and the amenities of neighbouring residents”.
    • “ Impact”
      • Planning applications should be assessed against the following impact considerations:
      • a. carbon dioxide emissions/vulnerability to climate change.
      • b. access by a choice of transport.
      • c. high quality and inclusive design.
      • d. impact on economic/physical regeneration.
      • e. impact on local employment.
  • Effective planning: meeting those challenges
    • Establish planning strategy and objectives at outset of project.
      • Client objectives: What; by when; at what cost?
      • identify risks and know response position and alternatives.
      • Justify why you’re not doing something as well as why you are.
    • Essential that the planning approach is informed by an understanding of the complexities of the hospitality industry as an operating business as well as a property business.
    • Highlight the physical and economic regeneration benefits these can deliver to individual buildings, neighbourhoods and whole towns.
  • Do your homework
    • Planning themes and issues
      • Themes
        • Tend to be national/strategic and political
        • Should be readily identifiable
        • Client position needs to be fixed before scheme put together
      • Issues
        • Tend to be local and “neighbourly”
        • May come late into the process
        • Client position needs to react quickly, assess impact and respond
  • Know the local issues
    • Proposals for new champagne bar and members club.
    • New planning designation precluding additional bars and late night uses in the area.
    • Strategy: Identify key decision-makers within the Council, understand their objectives in creating the new policy and demonstrating how operational and management controls could address their concerns.
    • Planning permission achieved for incorporation of additional space into the hotel to create a champagne bar and private members club.
    Identify decision-makers and influencers (officers + Members)
  • Know the local issues
    • Proposals to increase both the number of rooms and standard of offer.
    • Building considered by locals and council to be too tall and detract visually from Conservation Area.
    • Strategy: Focussed on enhancing local context through a radical change to the building’s unloved appearance secured support from officers/members/ neighbours.
    • Height retained and bulk optimised. Approval for the transformation of the 60-bed hotel into 120-bed hotel secured under delegated powers.
    Design sensitivities + neighbourly issues
  • Optimising your chances
    • Dos and don’ts
      • Do:
        • Find allies.
        • Be credible.
        • Accept that it’s going to take longer than you want.
      • Don’t:
        • Under-estimate your neighbours (or their willingness to “do a deal”).
        • Take short-cuts.
        • Ever assume that it’s all sorted.
  • Hotel & Leisure Projects Effective Project Management Andrew Nycyk Head of Hotels and Leisure, John Rowan & Partners
  • 1. Asset Strategy
    • Owning Structure and Decision Makers
    • Timescales
    • Investment Plan
    • Key Investment Drivers
  • 2. Identifying Your Market
    • Current Business Situation
    • Target Market Position
    • Brand Standards
  • 3. A Robust Brief
    • Set the Brief
    • The Management Agreement
    • Seed Budget
    • Code Requirements
    • Liability?
    • Outline Programme & Milestones
  • 4. Interior Design
    • Branding
    • What Design Style?
    • Current Trends
    • Life cycle
    • The Designer
  • 5. Knowing Your Budget
    • Realistic Budget
    • Contingency
    • Control Processes
    • Reporting Lines
    • Funder’s Requirements
    • Risk & Procurement
  • 6. Appointing Your Team
    • Prepare Clear Briefs
    • Detailed Scope of Services
    • Required Interaction
    • Experience
    • Key Personnel
    • Realistic Fees
    • Identify Specialists
  • 7. Model Rooms
      • Room Types
      • Review by All
      • Confirm the Design
      • Control Books
      • Review Programme & Budget
  • 8. Procurement
    • Procurement Route
    • Risk Profile
    • Vet Contractors/Specialists
    • Understand the Contract
  • 9. FF&E
    • Translation of the Design
    • Procurement Manager
    • Manufacturing & Delivery Times
    • Currency & Freight
    • Warehousing and Specialist Logistics
    • Code Compliance
  • 10. Delivery Phase
    • Monitor the Design Programme
    • Open Communication
    • Track Progress and Budget
    • Stick to the Scope
    • Set the Quality Standard
    • Queries / Issues
    • Team Work
  • To Conclude…
    • Take Ownership
    • Share Ideas & Information
    • Check …. & check again
    • Be Open, Honest & Realistic