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Ian blacker

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Ian blacker

  1. 1. 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
  2. 2. The challenge of securing planning permission <ul><li>The good news </li></ul><ul><ul><li>Hotel and leisure uses bring investment, employment and activity. </li></ul></ul><ul><ul><li>Planning policy supports the principle of new hotel and leisure development (in town centres). </li></ul></ul><ul><ul><li>Negative “impacts” should tend to be low. </li></ul></ul><ul><li>The not-to-good news </li></ul><ul><ul><li>Many councils struggle to see beyond a list of practical concerns. </li></ul></ul><ul><ul><li>Complexity of planning process unrelated to size of site. </li></ul></ul><ul><ul><li>Planning doesn’t recognise the concept of “open for Xmas”. </li></ul></ul>
  3. 3. Latest national planning policy <ul><li>PPS4 (December 2009) </li></ul><ul><ul><li>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”. </li></ul></ul><ul><ul><li>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…” </li></ul></ul>
  4. 4. Key tests within the latest planning policy <ul><li>“ Where appropriate” </li></ul><ul><ul><li>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”. </li></ul></ul><ul><li>“ Impact” </li></ul><ul><ul><li>Planning applications should be assessed against the following impact considerations: </li></ul></ul><ul><ul><li>a. carbon dioxide emissions/vulnerability to climate change. </li></ul></ul><ul><ul><li>b. access by a choice of transport. </li></ul></ul><ul><ul><li>c. high quality and inclusive design. </li></ul></ul><ul><ul><li>d. impact on economic/physical regeneration. </li></ul></ul><ul><ul><li>e. impact on local employment. </li></ul></ul>
  5. 5. Effective planning: meeting those challenges <ul><li>Establish planning strategy and objectives at outset of project. </li></ul><ul><ul><li>Client objectives: What; by when; at what cost? </li></ul></ul><ul><ul><li>identify risks and know response position and alternatives. </li></ul></ul><ul><ul><li>Justify why you’re not doing something as well as why you are. </li></ul></ul><ul><li>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. </li></ul><ul><li>Highlight the physical and economic regeneration benefits these can deliver to individual buildings, neighbourhoods and whole towns. </li></ul>
  6. 6. Do your homework <ul><li>Planning themes and issues </li></ul><ul><ul><li>Themes </li></ul></ul><ul><ul><ul><li>Tend to be national/strategic and political </li></ul></ul></ul><ul><ul><ul><li>Should be readily identifiable </li></ul></ul></ul><ul><ul><ul><li>Client position needs to be fixed before scheme put together </li></ul></ul></ul><ul><ul><li>Issues </li></ul></ul><ul><ul><ul><li>Tend to be local and “neighbourly” </li></ul></ul></ul><ul><ul><ul><li>May come late into the process </li></ul></ul></ul><ul><ul><ul><li>Client position needs to react quickly, assess impact and respond </li></ul></ul></ul>
  7. 7. Know the local issues <ul><li>Proposals for new champagne bar and members club. </li></ul><ul><li>New planning designation precluding additional bars and late night uses in the area. </li></ul><ul><li>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. </li></ul><ul><li>Planning permission achieved for incorporation of additional space into the hotel to create a champagne bar and private members club. </li></ul>Identify decision-makers and influencers (officers + Members)
  8. 8. Know the local issues <ul><li>Proposals to increase both the number of rooms and standard of offer. </li></ul><ul><li>Building considered by locals and council to be too tall and detract visually from Conservation Area. </li></ul><ul><li>Strategy: Focussed on enhancing local context through a radical change to the building’s unloved appearance secured support from officers/members/ neighbours. </li></ul><ul><li>Height retained and bulk optimised. Approval for the transformation of the 60-bed hotel into 120-bed hotel secured under delegated powers. </li></ul>Design sensitivities + neighbourly issues
  9. 9. Optimising your chances <ul><li>Dos and don’ts </li></ul><ul><ul><li>Do: </li></ul></ul><ul><ul><ul><li>Find allies. </li></ul></ul></ul><ul><ul><ul><li>Be credible. </li></ul></ul></ul><ul><ul><ul><li>Accept that it’s going to take longer than you want. </li></ul></ul></ul><ul><ul><li>Don’t: </li></ul></ul><ul><ul><ul><li>Under-estimate your neighbours (or their willingness to “do a deal”). </li></ul></ul></ul><ul><ul><ul><li>Take short-cuts. </li></ul></ul></ul><ul><ul><ul><li>Ever assume that it’s all sorted. </li></ul></ul></ul>
  10. 10. Hotel & Leisure Projects Effective Project Management Andrew Nycyk Head of Hotels and Leisure, John Rowan & Partners
  11. 11. 1. Asset Strategy <ul><li>Owning Structure and Decision Makers </li></ul><ul><li>Timescales </li></ul><ul><li>Investment Plan </li></ul><ul><li>Key Investment Drivers </li></ul>
  12. 12. 2. Identifying Your Market <ul><li>Current Business Situation </li></ul><ul><li>Target Market Position </li></ul><ul><li>Brand Standards </li></ul>
  13. 13. 3. A Robust Brief <ul><li>Set the Brief </li></ul><ul><li>The Management Agreement </li></ul><ul><li>Seed Budget </li></ul><ul><li>Code Requirements </li></ul><ul><li>Liability? </li></ul><ul><li>Outline Programme & Milestones </li></ul>
  14. 14. 4. Interior Design <ul><li>Branding </li></ul><ul><li>What Design Style? </li></ul><ul><li>Current Trends </li></ul><ul><li>Life cycle </li></ul><ul><li>The Designer </li></ul>
  15. 15. 5. Knowing Your Budget <ul><li>Realistic Budget </li></ul><ul><li>Contingency </li></ul><ul><li>Control Processes </li></ul><ul><li>Reporting Lines </li></ul><ul><li>Funder’s Requirements </li></ul><ul><li>Risk & Procurement </li></ul>
  16. 16. 6. Appointing Your Team <ul><li>Prepare Clear Briefs </li></ul><ul><li>Detailed Scope of Services </li></ul><ul><li>Required Interaction </li></ul><ul><li>Experience </li></ul><ul><li>Key Personnel </li></ul><ul><li>Realistic Fees </li></ul><ul><li>Identify Specialists </li></ul>
  17. 17. 7. Model Rooms <ul><ul><li>Room Types </li></ul></ul><ul><ul><li>Review by All </li></ul></ul><ul><ul><li>Confirm the Design </li></ul></ul><ul><ul><li>Control Books </li></ul></ul><ul><ul><li>Review Programme & Budget </li></ul></ul>
  18. 18. 8. Procurement <ul><li>Procurement Route </li></ul><ul><li>Risk Profile </li></ul><ul><li>Vet Contractors/Specialists </li></ul><ul><li>Understand the Contract </li></ul>
  19. 19. 9. FF&E <ul><li>Translation of the Design </li></ul><ul><li>Procurement Manager </li></ul><ul><li>Manufacturing & Delivery Times </li></ul><ul><li>Currency & Freight </li></ul><ul><li>Warehousing and Specialist Logistics </li></ul><ul><li>Code Compliance </li></ul>
  20. 20. 10. Delivery Phase <ul><li>Monitor the Design Programme </li></ul><ul><li>Open Communication </li></ul><ul><li>Track Progress and Budget </li></ul><ul><li>Stick to the Scope </li></ul><ul><li>Set the Quality Standard </li></ul><ul><li>Queries / Issues </li></ul><ul><li>Team Work </li></ul>
  21. 21. To Conclude… <ul><li>Take Ownership </li></ul><ul><li>Share Ideas & Information </li></ul><ul><li>Check …. & check again </li></ul><ul><li>Be Open, Honest & Realistic </li></ul>

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