Resort_Planning_and_Development_Unit_3.pptx

Introduction
› Resort planning involves purposeful integrated planning
of a specific area as a specific tourist destination.
› This includes the planning and provision of
transportation, accommodation, visitor activities and all
services required for visitors and employees.
› In developed countries, resort planning is now usually
undertaken privately, but in the past was seen as a useful
state activity to stimulate tourism.

Introduction Cont’d
› This is still the case in many less developed countries,
where the sate is involve in the planning for resort
development.
› Resort planning is often seen as an opportunity to avoid
or mitigate adverse effects in advance, through planning
and design, as well as an opportunity to plan a tourism
development (from scratch) in consultation with a host
community and stakeholders and anticipate or counter
opposition to that development.

Introduction Cont’d
› Resort planning always incorporates an important design
component - design of buildings, precincts, transport
facilities, etc. Resorts are often planned (and developed)
in multiple stages.
› They often involve a single or dominant developer or
landowner and are therefore particularly compliant to a
master plan .

The Resort Planning Process
› The National accounting firm of Laventhol & Horwath has
identified five phases in the development process:
› Conceptualization, planning & initiation;
› Feasibility analysis;
› Commitment;
› Design, layout & construction;
› And management & operation

The Resort Planning Process: Phase 1
› Conceptualization, planning & initiation
› Various individuals and groups( including developers,
property owners, investors, hotel management
companies, public agencies, and special interest groups).
Are involved in the fist phase of the development
process. They define the resort projects’ objectives,
isolate development issue, and consider the impact of
government regulations and restrictions on land use.

› In addition, the planning team works out the composition
of the proposed resort. This involves many decisions
about the number and type of facilities included in the
resort.
› At this point management participation is crucial.

› Two important documents are also drawn up in the first
phase:
› The project flowchart and the preliminary master plan.
› The developer usually prepares a flow chart which defines
relationships, identifies each function’s depth and scope,
clarifies cooperative planning, outlines responsibilities,
and specifies time frames and product outputs.

› The preliminary master plan is a flexible blue print for the
lifecycle of the resort; it changes throughout the planning
and development process as new information become
available.

Feasibility analysis
In the second phase of development, a feasibility study is
conducted. It determines whether the preliminary is
economically justified and whether it meets social,
environmental, political and legal requirements.
As the feasibility study concludes, preliminary designs,
development schedules, and initial financing are worked
out.

› Commitment
› In the third phase of development, final negotiation on
many aspects of the project are concluded. Two of the
most important of these are the environmental impact
statement (EIS) and decisions about ownership structure
and financing.

› Commitment
› Environmental impact statements are written reports that
describe the possible environmental effects of a specific
project. They are required for many major actions that
may significantly affect the environment. In addition to
the EIS, financing for both direct and indirect must be
found during this phase.

› Design, layout & construction
› During the forth phase of the planning process, the
resort’s architectural design and layout are developed.
› Gross space allocations are made for each element of the
resort. When financing is secured, the resort
management contract signed and the project approved,
the project manager is added to the team.
› He/she works with the architects, construction team, and
interior designers to draw up the final plans and
schedules.
› Preparing and executing the construction management
documents and building the resort completes phase four.

The Resort planning Process: Phase 5
› Management & operation
› The fifth phase generally begins one to two years before
the resort opens and continues there after.
› The objective of the fifth phase-the resort long term
success- depends on the strength and expertise of
management and employees and their ability to run the
hotel as it was intended to be operated.
› The master plan continues to function as a blue print for
ongoing operations even after the development project is
completed.

Key Principles and Concepts
› Private development Companies
› Private development companies generally initiate the
resort planning and development process. Their
perspective differs from management’s in that the
primarily view the resort as a profit-making real estate
investment. With a number of components in addition to
the hotel facility.

› Because developers put a large amount of venture capital
and take great risks, they require a high rate of return on
their investments.
› In order to have funds available to develop other projects,
they typically set a time limit of three years or less to
recapture the capital investment.

› A systems Approach
› The development company’s function is to find and
coordinate the activities of a team and coordinate the
activities of a team of experts in various fields. A
complete team may include the developer, market and
financial analysis, architects, engineers and potential
contractors, land planners, social engineers, lawyers,
management consultants or hotel operators, interior
designers, technology consultants, government relations
advisers, and recreational facilities consultants. Each
group of participants has its own function, but all
activities are coordinated.

› Management Involvement
› Management’s input in the planning and development
stage unifies the efforts of the development team and
can increase profitability once the resort opens.
› It is important that management contribute to decisions
that will affect operations.
› Developers have gradually learned that they can reduce
project risks and obtain financing for the later stages of
development more easily if operational management
experts are brought in early and contribute their expertise
to each stage of the process.

Key principles and Concepts
› Stakeholder Analysis
› Stakeholder analysis, informed by stakeholder theory, is a
tool for developers and others to identify and work with
key people, groups or organisations (stakeholders) that
have a vested interest in a policy, project or programme
and can influence its viability and progress.
› The technique allows decision makers to identify the
interests, goals and roles of the different stakeholders.
That allows them to anticipate, understand and respond
to their reactions to a proposal from the earliest planning
stages.

› Stakeholders Analysis Process:
› The analysis provides information that allows developers,
planners and other decision makers to work with all key
stakeholders and for these stakeholders to maximise
their contribution.
› They can maximise their contribution by identifying and
adopting the most appropriate forms of engagement.
› The technique can be a useful first step in building the
relationships needed for a successful participatory
project.

› Stakeholders Analysis Process
› The steps in the process include:
› 1. Identifying all the stakeholders, using the same sort of
techniques used in planning consultation processes. So, this
involves brainstorming, asking key agencies and other
stakeholders, and carrying out a community profile.
› For a tourism-related project, stakeholders are likely to
include public, private and community interests. They might
include government agencies, tourism and recreational
groups, tourism operators, environmental and conservation
groups, current and potential visitors, local host communities
and so on.
› Stakeholders include all those whose support or criticism
could affect the success of the project

› 2. The next step is prioritising stakeholders, for instance
according to their support for the project, their ability to
facilitate or block its progress, and the degree of impact they
could have on the progress.
› This will require research to identify their interests: these
might include their different expectations of the project; its
benefits or costs to particular stakeholder groups; and the
resources stakeholders may have available or might withhold
(thus affecting progress).
› Each stakeholder group can then be assessed in relation to
their influence on and importance to the project.

› 3. Understanding the stakeholders, the next step, may
involve researching the political and social context within
which they operate. It would also involve researching their
social characteristics, political influence and access to
resources; and how they will be affected by and respond
to the project.
› Understanding any conflicts of interest between
stakeholders and the nature of their networks and
interrelationships would also be helpful

› 3. Also, their capacity to participate would need to be
known, as well as how best to engage with them and keep
them informed. Research methods would involve direct
contact with the stakeholders, for instance through
interviews and focus groups.
› These first three steps could take several weeks.

› 4. The final step, stakeholder involvement, would be
informed by the previous research steps and involve
establishing appropriate strategies for engaging with each
stakeholder group.

› 4. Management aims might include one or more of the
following: " building relationships with stakeholders; "
winning over or gaining the support of stakeholders to
attract more resources for the project and facilitate its
progress if necessary; using their views to shape the
project at an early stage; " adapting project plans to
respond to their needs and expectations; " encouraging
mutual understanding; " enhancing negotiation and
deliberation over conflicts of interest.

› Composition of the Resort
› During the first phase of the process the planning team
works out the proposed resort’s composition.
› A resort’s composition includes: the type of lodging
facilities; the number of units; the types and number of
recreational facilities; warehouse and storage space;
vacation homes; and general design and décor.

› The feasibility Study
› A feasibility analysis or study’s purpose is to determine
whether the preliminary master plan is economically
justified and whether it meets social, environmental,
political and legal requirements. The feasibility study not
only provides a basis for sound resort planning but is
required debt financing sources and preferred by equity
sources.

› The feasibility Study
› It can also serve later as a blueprint for a more detailed
marketing plan. Its elements vary with each particular
project, but typically include an overview of the project
area; a market analysis; descriptions of the physical
characteristics of the project site , and the proposed
lodging facilities; financial considerations; relevant
supporting information; and experts’ opinions on the
project feasibility.

› Financing Cost
› Financing to cover both direct and indirect costs must be
found during the commitment phase of resort
development. Land assembly and construction and direct
cost. Indirect cost include legal and design fees; interest
on loans made during construction; developers salaries,
overhead, and return on investment funds; fees for
permits, licenses, and inspections; consultant and tax
advisory fees; and commissions.

› The project Manager
› After financing is secured, the resort management
contract signed and the project approved, a project
manager is added to the planning and development
team.
› The project manager works with the architects,
construction team, and interior designers to draw up
detailed plans and schedules for completion of project.

› The project manager’s functions include initiating and
administering contracts; developing working drawings and
specifications; directing the bidding process and
conducting negotiations with each subcontractor;
scheduling construction; and helping to bring the project
in on time and on budget.

Objectives of Resort Development
› Resort development and master planning must integrate
three kinds of objectives: economic objectives is most
important, social and environmental considerations are
also significant.
› Recent studies have shown that corporation with
responsible social and environmental policies are far
more profitable than those which neglect these concerns.

Objectives of Resort Development
› Resort have a unique opportunity to preserve and
enhance the natural environment . For practical reasons,
the resort industry has a high stake in preserving the
landscape and controlling pollution, since resorts depend
on their ability to offer attractive and healthy
environments in order to appeal to the guests and to
market their products.

Reference
› PDF files. Resort Planning. Retrieved from
› http://www.tba.co.nz/kete/PDF_files/ITP313_resort_plan
ning.pdf
› Babu007(31, August, 2012). The process of planning and
development. Retrieved from
› http://sujatbarua.blogspot.com/2012/08/the-process-
of-planning-and-development.html

Resort_Planning_and_Development_Unit_3.pptx

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