CON~EOEllATtON OF

~nll11

. TOUlt ISM' HOTEL· CATElHNG

... MANAdEMENT

ADBM 221: Facilities and Accommodation Examination January 2006

SECTION A- Case Study

You are the new Facilities Manager of The Castle Hotel, a.400 bedroom~ city_ centre hotel. You have become aware of some serious issues in the housekeeping deparunel'i."r.Iour investigations have shown that;

•

Six months ago the hotel recruited a new housekeeper. Since her arrival she has made many improvements in the quality and appearance of the guest rooms, including writing paper, envelopes, ballpoint pens, a complimentary tourist map, and a sewing kit; all placed in the bedrooms.

•

In the bathroom, soap, shampoo, conditioner, shower cap, bath/ shower gel, cologne and after-shave lotion are all provided free of charge.

•

All the bathroom items are supplied by Ralph Lauren and the fact that few of these amenities are left behind after the guest's departure seems to indicate they are appreciated by the guests.

•

The room attendants all carry an open stock of the room amenities required. This is stored in ~try on each floor. This saves space on the trolley, and also time in having to issue and maintain a par stock on each item.

•

As well as the amenities placed in each room, there is a bowl of fresh flowers on every dressing table. The housekeeper informs you that many appreciative comments have been received from female guests regarding the flowers. Large floral displays have been placed throughout the hotel for the same reason.

•

Guests are offered free transport to and from the airport and railway station in the city.

The hotel minibus i~ f for the early morning shift and then to take

them home a ter e ate night shift.

----

The linen room staff members are also long-standing colleagues of the housekeeper. As far

as she is concerned they are totally trustworthy and honest. Because of her attitude towards this group of staff members, the housekeeper leaves the entire control of linen to

the linen room supervisor. .

•

•

The present linen system is an issue of clean for dirty. However, occasionally the linen

room supervisor admits that she lets the staf 'es to the linen that they

~. --- __

reqU1!e.

•

All linen in the hotel is supplied and laundered by one company. It was decided not to install an in-house laundry but to use a contract-hire system. The general manager saw this system working well in Australia and America. The only problem that the linen room supervisor has with the system is that the linen company insists on delivering the clean linen and taking away the dirty linen at 11.00am. This means that the linen room crew

IOCopyright CTHCM, 2006

2

tOCopyright CTIlCM, 2006

3

... :: .CONFi.DEP.Al"ION OF

ADHM 221: Facilities and Accommodation Examination January 2006

hardly has enough time to count the linen accurately and to bundle the ditty linen, Consequently the linen room staff tend to let the dirty linen go out uncounted and trust xhe hooesty of the ~ndry to supply them with the correct figures. Because of this laxity incomiog linen tends to be put on the shelves without accurate checks being made.

• To counteract this lack of counting, occasional spot checks are made on linen numbers and these are compared with the linen supplier/laundry, Negative discrepancies occur frequently. As a result of these checks, the linen room supervisor has a feeling the laundry supplier is not that honest. However, she has no real proof.

a) What do you see as the main problems with The Castle Hotel?

b) What will you do in the short term to rectify this situation?

c) What will you do in tile long term to rectify this situation?

(15 marks) (15 marks) (10 marks)

©Copyright CTHeM, 2006

4

CONfEl1EM.TIQN. Q~:

~nlffil·

TOURISM ·HOTEL<Ct\TIlRING

ADHM 221: Facilities and Accommodation Examination January 2006

SECTION B

Answer (}'!.y J questions in this section. Eacb question carries a total of 20 marks.

Bl.

Many buildings consume rnore ener6'Y than is necessary. Describe the management techniques that could be employed to reduce costs and to minimise energy consumption.

(20 marks)

B2.

Discuss the procedure that should be considered when planning accommodation to take account of legislative and ergonomic requirements .

. ~ (20 marks)

Aut""

B3.

Suggest procedures that may be employed to maintain a building fnd cliscuss the factors that affect the maintenance costs.

(20 marks)

B4.

The on-going costs involved in having laundry professionally cleaned may cause management to consider the installation of an on-premises laundry. Discuss the viability of an on-premises laundry for a hotel group situated in a large city centre, with particular reference to the costs.incurred.

(20 marks)

BS.

a) \XThy is it important for hotels to have strict control over guest room keys?

(6 marks)

b) Explain the procedures that have to be carried out in the following cases;

a) A guest requests a key for their room

b) A guest locks themselves out of their room

(6 marks)

c) How does an electronic key control system provide better security than the conventional system?

(8 marks)

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CONFEDER."..TION OF

'11011'111

TOURISM· HOTEL· CATERING MANAGEMENT

118-120 Great Titchfield Street, London, WI W 6SS

EXAMINATION

CTHCM Advanced Diploma in Hotel Management

Suo/eet:

Facilities and Accommodation ManagelTlent (ADHM 221)

Series:

August 2005

Time Allowed'

3 hours

Instructions:

You are allowed TEN MINUTES to read through this examination paper before the commencement of the examination. Please read the questions carefully, paying particular attention to the marks allocated to each question or part of a question, and taking account of any special instructions or requirements laid down in any of the questions.

This Examination Paper contains TWO SECTIONS. All questions in Section A must be answered. Answer any THREE questions in Section B.

On completiou ojyotJr examination:

Make sure that your name, CTHCM membership number, and centre number are clearly marked on each answer sheet and any other material you hand in.

Marks Allocation

Secti.on A = 40% of the module grade Section B = 60% of the module grade

©Copyrighl CTHCM 2005

1. 11. iii.

lV. v.

More efficient use of current resources Recycling

The introduction of a 'paperless' establishment Motivating staff

Monitoring standards

(5 marks) (5 marks) (5 marks) (5 marks) (5 marks)

ADHM 221: Facilities and Accommodatton Examiuation August 2005

TOURISM' HOTEL' CATERING

SECTION A- Case Study

The __ Environmental Proteclion Ac0mposes a duty of care on all organisations to prevent improper disposal of waste. Tl:ie hotel you work at has been..::..r~!.jge~in their duty regarding all disposal of waste. You have been promoted to overall supervisofOf a new project ensuring that

the act is adhered to. The hotel currently does not have an T • olides or procedures relating to

waste disposal. As a team leader you will have a great deal of influence over t e uture of your organisation by ensuring you minimise the amount of waste produced and deal with its disposal within the confines of the Jaw. CA-I~I'\ hL,,,,,,ld!cAw. 01 y\. ... lo..w

a) Write a policy for the hotel detailing all future waste disposal methods.

(15 marks)

b) Write notes to explain how correct use of the following can help to implement the policy you have written;

©Copyright CTHCM, 2005

2

(20 marks)

CONFf.DERAI"ION 01'

ADHJ\J 221: Facilities lind Accommodation Exnmination A!lgu.t 2005

TOURISM· HOTEL· CATERING

MANAGEMENT

SECTIONB

.Ansuer tlI~.l' ~l questions in tins section. Each question carries a total 0/ 20 mares.

B1.

Discuss the particular issues and challenges associated with the provision of accommodation services in the hotel industry and hospitals with particular emphasis on the variable cleaning techniques required.

(20 marks)

B2.

Provide details of an appropriate induction and training policy for operational staff in a hospitality establishment. Also provide information regarding the accommodation manager's obligations under the Health and Safety at Work Act 1974.

B3.

List and discuss in detail the steps that can be taken during the planning stages of a hotel operation to ensure that energy conservation is maximised.

(20 marks)

B4.

Give a detailed account of the role of the executive housekeeper in a large luxury hotel taking into account their responsibility in maintaining and monitoring standards.

(20 marks)

B5.

The on-going costs involved in having laundry professionally cleaned may cause management to consider the installation of an on-premise laundry. Discuss the viability of an on-premise laundry for a hotel group situated in a large city centre with particular refe~ence to the costs incurred.

~Copyright CTHCM, 2005

3

(20 marks)

:r~ CA-b.0:> CM-rJ ACCQ~"dd~cm --t2~. M~OOfj.

______________ ~aMo~~i __

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CONFEDE.RATlON 01'

.OFll

TOURISM' HOTEL· CATER ING MANAGEMENT

118.120 Great Titchficld Street, London, W 1 W 6SS

EXAMINATION

CTHCM Advanced Diploma in Hotel Management

Subject:

Facilities Management (ADHM 221)

Seties:

August 2006

Time Allowed:

3 hours

[nstructlons:

Y Oll are allowed TEN MINUTES to read through this examination paper before the comrnencement of the examination. Please read the questions carefully, paying particular attention to the marks allocated to each question or part of a question, and taking account of any special instructions or requirClTlents laid down in any of the quest1ons.

This Examination Paper contains TWO SECTIONS. All questions in Section A must be answered. Answer any THREE questions in Section B.

On completion ojyotlr examination:

Section A = Section B =

40% of the module grade 60% of the module grade

Make sure that your name, CTHCM membership number, and centre number are clearly marked on each answer sheet and any other material you hand in.

Marks Allocation

.oCopynl\ht CTHCM 2006

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ADHM 212 - Facilities Management Facilities Management Week.l

[

Facilities management - an overview

I. What is facilities management?

Facilities management is the process by which an organization delivers and sustains support services in a quality environment to meet strategic needs.

II. What is strategy?

I. Strategy is the means by which an organization moves to attain its longterm aims.

2. Strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.

Ill. What is strategic management?

3. The strategic management process is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns.

4. The strategic competitiveness is achieved when a firm successful formulates and implements a value-creating strategy.

5. A sustained or sustainable competitive advantage occurs when a firm implements a value-creating strategy and other companies are unable to duplicate it or find it too costly to imitate.

6. Above-average returns are returns in excess of what an investor expects to earn from other investments with a similar amount of risk.

IV. A context of change

Actual results if:. Expected results

V. Organizational effectiveness

1. The effectiveness of organizations may be measured in different ways, depending on their mission, prime goals and objectives, as well as the relative influence of the stakeholders - those groups with an interest in it:

a. customers - customer care/customer first - 'moments of truth' ;

b. employees - investing in people;

c. shareholders and creditors;

Yi Lee (ii@oxtordhollsegrollp.com)

Facilities Management

Oxford House College

----------~ .. ----

.~ ...... '.

ADHM 212 - Facilities Management

d. collaborators and suppliers;

e. the community, and society;

f. government.

VI. Facilities management processes

1. Facilities management is the application of the total quality techniques to

improve quality, add value and reduce the risks involved in occupying buildings and delivering reliable support services.

2. Facilities management process is cyclical and relates needs to a result that can be tested against user satisfaction with the service:

a. space - adapted to changing needs and effectively utilized;

b. environment - to create healthy and sustainable working environments;

Yi Lee (lii{/loxfordhouscgroup.com)

Facilities Management

Oxford House College

c. information technology - to support effective communications;

d. support services - to provide quality services to satisfy

users;

e. infrastructure - to provide appropriate capability and reliability.

VII. Conclusions

1. For the organization, facilities management means:

a. creating a facilities policy that expresses corporate values;

b. giving the authority to the facilities business unit to improve service quality;

c. developing facilities to meet business objectives;

d. recognizing the value that facilities add to the business.

2. For the facities management organization, the strategic role entails:

a. formulating and communicating a facilities policy;

b. planning and designing for continuous improvement of service quality;

c. identifying business needs and user requirements;

-------- ------ ---------._--------

j~[~~;

ADHM 212 _ Facilities Management v>don:t ~ f,,)I.~~~C Co!k''V

d. negotiating service level agreements;

e. establishing effective purchasing and contract strategies;

f. creating service partnerships;

g. systematic service appraisal - quality, value and risk.

3. For the business manager, facilities management implies a

balance of skills:

a. leadership;

b. technical understanding and management know-how;

c. personal and interpersonal skills;

d. purchasing and contracting skills.

Yi Lee (li@oxfordhouscgroup.com)

Facilities Management

Oxford House College

.__-~~-----------~~-----.-.- --_-----

AOHM 2! 2 - Facilities Management Faci I i ties Management Week.2

Structural planning of the housekeeping department

1. Areas ofhousekeeping responsibility

I. In small hotels: the cleaning and upkeep of most areas - close cooperation between housekeeping and other departments - cleaning function in food and beverage areas.

2. In large properties, the division of work by area is spread out among the different operating departments. And some of the cleaning functions are contracted out to outside companies.

3. Area cleaning inventories

4. Cleaning frequency schedule

5. Performance standards (SOPs)

II. Division of guestrooms

III. Planning and forecasting

I. A good planner thinks on the lines of economy, making the best possible use of time, labour and materials.

2. Designs should be simple, standardized and planned for easy cleaning, as well as allowances made for change.

3. In planning and forecasting for the department the housekeeper tries to make

the fullest and most efficient use of equipment, space and human effort:

a. what work has to be done

b. when and how often it has to be done

c. how it is to be done

d. to what standard it is to be done

e. how long it will take

f. who will do it

4. Work study

Work study is a tool of management includes work measurement, which IS required to determine the work involved in a job to ensure the most effective use of equipment, space and human effort.

Yi Lee (IirlVoxfordhouscgroup.com)

Facilities Management Oxford House College

~~'~-~~d_~

~

Yi Lee (Ii@oxfordhouscgroup,com)

Facilities Management

Oxford House College

tJ':",'~:(Jt J ;-~~t ~ ,,,>t;i

A.DlJM 212 - Facilities Management ~ ..

Work study should be considered wherever a wastage of time, labour or

materials is suspected.

IV. Standards of housekeeping

1. The definition of housekeeping standards is:

Method x Frequency

An acceptable standard should be obtained when:

a. cleaning methods are correctly selected

b. correct equipment and agents are used for each surface involved

c. cleaning tasks are carried out at frequencies dependent on the type and amount of soiling, which may detract from the appearance of an area and may put the occupants at risk of infection

V. Staff requirement

All the times for the jobs to give the gross man-hour per week

Staff required = ----------------------

The number of hours to be worked by each member of staff

VI. Organisation

1. Recruitment of staff

a. The useful sources where a housekeeper can find potential staff

b. Interview potential staff

c. Draw up job descriptions

2. Training

3. Job procedures and schedules

4. Welfare of staff

VII. Co-ordination and control

1. Record-keeping

2. Communication

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ADHM 212 Facilities Management Facilities Management Weck.J

Human resources management - Personnel administration

;' ,

The need to curb high employee turnover and absenteeism

1. What is staff turnover?

2. How to reduce turnover and absenteeism?

a. One is to follow the common technical rules of adequately recruiting, selection, training, and evaluating personnel;

b. The other consists of practicing effective methods of employee motivation, compensation, and the creation of an environment conducive to employee satisfaction.

II. Recruiting, selecting, hiring and training employees

1.

1. Recruiting housekeeping employees

a. Recruiting full-time workers, such as supervisors, janitors and linen room attendants.

b. Hiring part-time workers, working less than 30 hours and receiving no major benefits other than wages.

c. For temporary help, hotels also hire casual staff who are on-call.

2. Selecting housekeeping employe~ d( <.c~v" Ju.---lc h'llu l2Vv.A ,'"",/-Np.,r

a. Viewing the application forms

b. Prescreening

c. The interview

1) A checklist can be helpful to avoid of overlooking important information. Questions should be prepared from the job description of the position to be filled.

2) The interviewer should allow at least half of the interview time to listen to the applicant's statements about himself . ..... s tC\t, ..... '1'

To this effect, questionsklicitin~'yes' 'no' answers should

be avoided. Make frequent use of 'why?' and 'how?'.

3) Most housekeeping tasks are tough and require much of the worker's commitment and dedication. Interviewers should

Yi Lee (li@oxtordhousegroup.com)

Facilities Management

Oxford House College

ADHM 212 - Facilities Management

nol'mgarcoat the job to convince the applicant to accept the '---- _ _./

position, only to find later that the worker finds it

unbearable. . 'I. ,t ~",IrU-t(M()!.(j \\~C\l,:, eFecr"

(1\\1o(J,l-; I "r 1(1

4) T nterviewers may be swayed in their decision to hire by th~ Oil n <... t.:'.oS?Ov •. 1(-

. ,

neat appearance and smooth talking of candidates, only to discover that they are not capable of performing housekeeping work.

5) Avoid hiring someone who is~ These candidates often become frustrated with tasks below their ability level, and eventually quit.

d. Testing

I) Intelligence tests (i J.q_cL ~\'I ... :", t,U.flkl\i'lC./O_o{;..lt"'II'("",~1

l'",L, II. ."'r~\rl-<-AJ.. J \iL.I..\c61

2) Attitude tests .. ·c,a ~ -t

3)

Interest tests Jcv ~k\~ c{we.tcr""'I/,A (wa"-"l-iv.'ktl ,,",c\<vQ\.,c.,..,

L,. 11"'1: ~vv kl.".·v I 'o.\.trll..J.1 t.ue (1.c_ s.o..~'h f'h~y (\JJ.cf<, -'> ""c\'.(/C,\2 Ih·Jjl/"'l

3. Hiring

yl~ V\tw'c:."~ U 7 3) The orientation of the new employees

'.-vL,..,1 I-< d- I ~Oil\.. 4-- cI.. I 1IvkJ- ~ fi

ct,...~cc"",-e_. ..(_.J(_'('0ec/ 4) Hiring on a probationary basis Mv",""o(l~ ... 0- vvo.--<. fh"....

b. Induction and the neer group

~ow(>.r"'vlJ -\ c. rr<\,t-<-\Ii\' ~ 1-0 M. <!>..~ (>~ "'" co ll"_'Vl

c. Training

1) Training in the housekeeping should encompass four major

areas:

Yi Lee (Iirci)oxfordhouscgroup.com)

Facilities Management

Oxford House College

ADHM 212 - Facilities Management

m. Worker motivation

"

l

1. _MaslmN ' s theory of motivation

2. ~g's ideas on motivatiol{J, ~ ~~v\ ~ t\.J..f I-k:;) ;"e-"'\-, r'rc c d., \+c ~~~\- tv.1A·~",~('}"tf ~c '1 c.c.~ fIII!'h,o~"_ {\...o-",,'It>J1e,"l

3. l\'f~r'sassumption o~ motivationcl..",".,.\!~,J """,_~,~ '*' z... CW~h:.... !Y<V<,> , Q) llu., k • .....; h_

e k: ,vt''''jq Gvr,. I I I)"'~ ~ r t"" ""ot.v~1.. ttl.'

Employee evaluation and compensation (Qwl..o «'~"J d~'l

1. Evaluation [cc >"'- ;} \I<..'1\r e- dC'L~\ (~\" r""rOv-1Nj

la.J The purpose of employee'appraisals is, twofold: v.~1- Lt cb:~:,Jtle(,{ ')

.,!.._j _"·c~e(y·,t-, \'-"'V<"IG~ o~ "'-' 1"'--

1) to provide feedback to workers about how they are

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performing their jobs. I _~, _'> i C-"V\ f'}.._ 1*

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2) and to establish a basis fo~ompensati_on based on the ",,,.t\v,,J .... J

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JJ":l r~ _, r" ",c "I v<.£vG-d·

l!?_., ~!!pg scales are effective tools for appraisal

v '('vi' t(....,_ .,-"r..wt" Iv'~~""~ \-v- J ~r-( '1 >aI.-' \,().I(1 C'V {L.o;;..- r~"'v Ci4CC

D Use of~ritical incid:;E,bmethod

. ~ --=-- ,~ l'1 CAr; \t C- "A <>'" .; (Y~>v h c..,.. l =... \"-~ QI r1.v (ot-:)

2. Compensation \A I

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Creating worker satisfaction

l. Incentive programs C~""<. N()~~~\ •. ,ttt..-tv2.-)

2. Wellness programs We~ -~'Q.&~~ _ to/(!o\-I Cc(_, wel'~'(1_

3. Employee assistance programs 5'--ct.... "... <:>CM~tA.lJ.o-h.Ov.. ~ (p ><,~ IP"G&~'" ~r>t' lio".."

4. Transportation assistance

p Qf~ to.! / 6~ \''-1 ClAn:: ...

5. Child and prenatal care assistance

6. Participative management ~ :;>-'i k 'f~v;r-k i", cR."_~ \~ ~t"-\~ r('D(p~~ IL.-j' u,

. o..A"""~",,,,-t . (J-i .... r""'r"'~ ,'-1£,.-."",),

7. retention bon usesc....;' ~ \..:-..v, \-.. ~ 0\ '. Ir-ov--~ l. c..... r ,

I" O\,yw-'- f'~)\ C 'V')O I v.' rlA'-"-'>.

VI. Employee discipline k'l ~vl ~,.V\.lt--,." I--~~~ e.v...(,L''le,....'l "",-C\b) ~tC<.l~

VII. Cultural diversity and the housekeeping department h.' ~tc.k,._.s r c. o:>~ \'..,

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IV.

V.

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Oxford House College

Facilities Management

AOHM 212 - Facilities Management Facilities Management Week.4

Administrative controls - Controlling operations ::?

l__ h_t'_""_,- _::::_"",,"'-~ _'_' __:_t"".....:.......,C'{:+e,=--t:"__ __J

b. Ascertaining the expenses predicted for the year.

c. Becoming the plan of operation for the upcoming year.

d. When any substantial deviation from the budget occurs, the executive housekeeper will be asked to explain the variance. To justify the expenses for the category of salaries and wages, both executive housekeeper and front office manager must submit a statement showing the amounts needed to pay employees in both departments.

Section housekeepers Man-Houril_ustification ,-7.')J(. ~~~

-r-t- -l'

1. The purpose of this statement is to warrant the amount that must be

obtained for the concept of room attendant wages in the upcoming budget.

The profit and loss statement (r...-J ~\ hil~ t' \AA.;\.-i

~

yJ'~.J_

rv~\,-q-...t . .(,

t,~.

Yi Lee (lir7iJoxfordhouscgroup.cotn)

1.

Housekeeping operating budget

I. An operating,budget1is essentially a financial plan that allocates funds for expenditures by department for a determined period of time, generally one year. It is a means of control that provides a measure for performance.

2. The basic structure of budgets for revenue-generating divisions is:

Revenue (sales) - Costs (expenses) = Departmental Income (departmental profit).

3. The revenue of the rooms division consists of the dollars to be generated by the sale of rooms at a certain unit price.

Number of rooms sold x average daily rate

4. The costs of the room division consist of the expenses incurred by the housekeeping and front office departments.

~, 0\ ~.-1,*~l ~

Salaries and wages and other expenses ~J"~~ ·"1"J1~,Wrt-tJ,,}/..\,~' CM4.,~1¥V • .

5 Th b d t " I . r l- ~ "",,,-,,,Ic.,, ... o- r=

. e u ge processx..s, "l'V' '''' \O=-~.. 01 ?,"co.,·\.

a. The compilation of the consolidated roo~..-

~.:

!-)

II.

III.

Facilities Management"

Oxford House College

ADHM 212 - Facilities Management

1. This statement shows the hotel's revenue and expenses for the month and

includes a variance analysis column which indicates the changes in revenue and expenses from budget by category.

2. The purpose of the analysis of variance is to alert department heads of percentage changes form budget.

3. The cost per occupied room is a good determinant of expenses per room

sold.

( (I.A r tA- <\-) ~ 12.A"\R h:.. ~ CC'~.(

c ''''Y'''I.-t-)

IV.

Productivity control

(~N~'\~ Cev"" ~

1. Productivity is a measure of output compared to input.

2. A useful ratio to control productivity in the hotel industry is:

•

Revenue -i- hours of work required = dollars per labor hour.:''''''''' OV" .... ~ ..-..oo'i"'t

ere.- ~ """~ lV\.. ;r')

""""'~:

• Hours of work used -;. units produced = mean hour per

. {,t,,_ _~ ~."\.A do. IAA- ~ '4

room serviced _ a: 2 'I .....

vuc-O-"'>'V\\- "'f 0\. ~.

3. Weekly labor forecast-~~ ""'- V">~ ~ :.,,~ '" ~ 0. ~~ (~ '(t(f:)rd

Payroll control

V.

1. Executive housekeepers must develop a formal system of accurate reporting of payroll to the accounting department. The report is a record of hours worked daily by all employees in housekeeping

2. The hours worked by hourly employees are in most cases recorded on time cards.

3. At the end of every work week, the summarized hours worked on the time cards are recorded on a time sheet from which actual pay is calculated by the payroll office.

4. Computerized housekeeping management

a. Executive housekeepers use technology to perform tasks such as controlling inventory supplies, scheduling operational routines, and tracking departmental man-hours and costs.

b. There are software packages on the market that can perform personnel management tasks such as compiling personnel records, employee absences, training programs, and reports of on-the-job accidents.

Yi Lee (I ir{iJ ox fordhollscgrollp.com)

Facilities Management

Oxford House College

ADHM 212 - Facilities M anagernent c. Other software applications can be supplements to quality

-. j

assurance programs to evaluate employee performance.

O'i

Yi Lee (li({i)oxfordhousegroup.com)

Facilities Management

Oxford House College

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ADHM 212 - Facilities Management Facilities Management Week.5

Risk and environmental management

I. Introduction

1. What is risk management?

Risk management in lodging operations involves the reduction of operational hazards and the minimization of crime.

n. Safety in the housekeeping department

1. Three important reasons why fire and accident prevention for employees

and guests are functions of management.

a. Legalreason i-lecJ.H I( tfJvt.,J l.v<wk At:.t(HfAWA) Iq71

b. Financial reason AQ,rk) r GC\ l ILj.

c. Ethical reason t:rrrc h (,.t ( {tr",~hJo.f... ''''-

GJ Setting up a safety programme a. developing .i2.l2:safety a~l),e~~~ ~",d IMI o.l( ~ ~'\I~lt

b. describing safety tips about how to perform the job

t~n (R...~,t.-_ A--j)e~V'-'0\..\t0

3. Safe~rograms

4. Fire prevention

Security in the housekeeping department

1. Employee theft

2. Minimizing theft

3. Theft by guests and intruders

4. Security in guestrooms

Environmental management and the housekeeping department

1. Recycling garbage

2. Hazardous waste disposal

3. Green lodging facilities

4. Indoor air quality control

V. Fighting the risk of infectious disease

III.

IV.

Yi Lee (Iiliiloxfordhouscgroup.com)

Facilities Management

Oxford House College

'l.I4cv tI tk. Ac \-- <7'-~ ~ e,vQ",\ 4.JD'i.L-L>\.\ fQ.y-S'c~ ~"'- ~~ vtc-I--cn--

.::~i~ il/\ ~J{hf/vl l.uOf~ c..C\,._ol.~~ [Kq-v'-,f~"<1. ~{K .!\...--""'-.,.<>-r yvu . .J.Y

Cc"V"-r~ VJ ~A~ ~~ .. ~ -\0 b.r wo~ ~~.Q_

4. Rub up taps. chain and plughole

5. Dry the bath again.

A 13. When using chemicals in the housekeeping department, what four considerations should be made in order ,o handle them safely? (4 marks)

I. Possible damage to surface

2. Toxic or irritating to the skin

3. Snle.11

4. Storage and deterioration

A 14. Describe four pieces of information that should be included in an induction programme for a room attendant. (4 marks)

I. Things explained.

2. The need for personal hygiene, courtesy. security safety and fire precautions.

3. Observations to be made and reported.

4. Places shown and people met.

A} 5. Suggest the method used for; \AJIC- ,pc.' ......... "'\u

a) Scuff marks from vinyl floors: Sweep, or damp mop, remove stains with neutral detergent.

b) Clearing blocked drains: Use of soda or alkali agent (4 marks)

SECTION B

Answer any 3 questions in this section. Each question carries a total of 20 marks.

81.

a) Outsourcing or sub-contracting cleaning services has become very popular within hotels. List the advantages and disadvantages for a hotel which contracts out its c1eaning services. (10 marks)

Advantages:

1. There's no capital outlay for equipment so money is available for investment or

other purposes.

") There'sm equipment lying idle.

3. There's no buying or hiring of specialized equipment.

4. The difficulty of finding, training. organizing and supervising the cleaning staff is passed to the contractor.

5. Extra work may be carried out at certain times without increasing the basic staff.

6. The exact cost of cleaning is known for a given period.

Disadvantages:

1. Loss of flexibilitv to effect chances.

") Loss of property -interest ':: I'-rct(: O\.~ ; "'\ k,~

3. Problems regarding security.

4. Problems regarding liaison and co-operation between departments.

5. Deterioration in the quality of work.

b) Devise a cleaning checklist for a typical guest bedroom with a minimum of twenty tasks. (1 0 marks)

I. Ashtrays

2. Bcd making

3. Bed unit

4. Carpets

5. Chairs

6. Coat hangers

7. Dressing table unit

8. Doors

9. F urn it urc fronts

10. Fum iture legs

11. Lights

12. Telephone

13. TV Set

14. Mirrors IS. Ventilator

16. Wardrobe

17. Wastepaper bin

18. Window ledges

19. Laundry hags

20. Pictures 82.

Describe the steps that need to be implemented by the Domestic Services Manager in order to control the spread of infection in a hospital. (20 marks)

I. Drawing up "\"01'1 .. schedules for the domestic staff, in consultatiou with nursing staff.

2. Recruiting adequate numbers of staff of the grades required within the budget allocated,

3. Maintenance of an adequate standard of cleanliness throughout the location. -l. Control of issue of cleaning materials and equipment.

5. Upkeep of official records on staffing, cleaning materials, training and such other matters as may he required for wages, estimates, and procedures.

6. Arrangement of staff duty rotas, leave ect,

7. Co-ordination and oversight of training of domestic staff'within the location.

'.

83.

a) Identify the two main types of maintenance that exist within a large hotel and briefly explain the differences between them. (10 marks)

I. There are three key kinds of maintenance activities:

o Routine maintenance

o Preventive maintenance

o Scheduled maintenance '") Routine maintenance

a. Routine maintenance activities are those which relate to the general upkeep of the property, occur on a regular, daily or weekly basis and require minimal training and skills.

b. These are maintenance activities which occur outside a formal work order system and for which no specific maintenance records are kept.

c. Most these routine maintenance activities are carried out by the housekeeping department.

3. Preventive- maintenance

a. This maintenance consists of three parts:

II Inspection

II Minor corrections

• Work order initiation

h. Inspections are performed by housekeeping personnel ill the normal course of their duties,

c. Communication between housekeeping and engineering should be efficient so that the most minor repairs can be handled while the room attendant is cleaning the guest room.

4. Scheduled maintenance

a. Problems identified beyond the scope of minor correction. These problems arc brought to the attention of engineering through the .\_:y~ork order svstel11.

h. The necessary work is then scheduled by the building engineer.

This type of work is referred to as scheduled maintenance activities, which arc initiated at the property based on a formal work order.

c. Work orders arc a key clement in the communication between

housekeeping and engineering.

b) Explain the main areas of concern for the maintenance of the accommodation section of the hotel. You should list methods by which you would implement a maintenance monitoring system tor these areas to ensure that standards set are met. (10 marks)

Do- I ~ la.-\-e'r '

B4.

As Head Housekeeper in a large modern hotel you are required to draw up a report for the purchase of new curtains for the hotel to replace ones that have proved unsuitable. In your report you must detail; what the curtains are required to do, how they are to be

installed, how they wear in use and what fabrics yo~ommend. The majority of the c/o

rooms in the hotel face west. (2,0 marks) ~ J~ fI_ "Lu,~~ v<IN'-) ~1b,;yU ~ (r' (Jr

Curtains are required to: L~ ~'rA ~ 0 f-../ .... :> __lc..s

I. Give privacy where windows maybe overlooked. V\.ditU'" ~CCtI ..... ){I-" ~QV

2. Darken the room when necessary, "",vi

3. Reduce heat losses and noise levels / /

4. Bring character and atmosphere to the room by their llne, color. pattern and texture.

Curtains need to be suspected from a horizontal cod. The preferred material Is Chinz,

B5.

a) List any four considerations when using a detergent. (4 marks)

1. Good wetting power so that the solution penetrates between the article and the dirt particles.

2. Be readily soluble in water.

3. Be harmless to the article and the skin

3. For example: room attendant may regularly check guest rooms for leaking taps, cracked fixtures and other items which may call for action by engineering staff.

4. Communication between housekeeping and engineering should be efficient so that the most minor repairs can be handled while the room

DHM 131 - Facilities and Accommodation Operations

Facilities and Accommodation Operations Wcck.9

l

I Iotel maintenance

I. Hotel maintenance activities

1. routine maintenance

'J preventive maintenance 3. scheduled maintenance

11. Routine maintenance

1. Routine maintenance activities are those which relate to the general upkeep of the property, occur on a regular, daily or weekly basis and require minimal training or skills.

2. these are maintenance activities which occur outside a formal work

order system and for which no specific maintenance records arc kept.

3. Examples include: cleaning guest r00111S, sweeping carpets, washing flowers, cleaning readily accessible windows and replacing light bulbs.

4. Most these routine maintenance activities are carried out by the housekeeping department.

[[ l. Preventive maintenance

1. This maintenance consists of three parts:

a. Inspection

b. Minor corrections

c. Work order initiation

2. Inspections are performed by housekeeping personnel in the normal course of their duties.

IV.

attendant is cleaning the guest room. ~ck /....,oV"~

~ kk. -::> rt>."wJ.. _;)eVG-i .. t.}C;€)Li-tI -?J ~ ~~

Scheduled maintenance/ -, ~~

1. Problems identified beyond the scepe of minor correction. These problems are brought to the attention of engineering through the work order system.

-

Yi Lee (viI02Ju'unlac.uk)

Facilities and Accommodation Operations

Oxford House College

Yi Lee (viI023'iliunl.ac.uk)

Facilities and Accommodation Operations

Oxford House College

DHI\1 131 - Farilirie« and Accommodation Operauonx

') The necessary work is then scheduled by the building engineer. This

type of work is referred to as scheduled maintenance activities. which are initiated at the property based on a fonnal work order. Work orders are a key element in the communication between housekeeping and engineering.

•

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the threads, eg cellular blankets.

[2 each]

4. a) Explain how the housekeeper would achieve cost efficiency within the department and describe the

methods that she or he may employ. [8]

b) Wnte explanatory notes for EACH of the following'

I orders of work duty sters are charts which are clearly laid out, showing the hours of :1 ~ol

duty and days off for each mern of staff as well as any other relevant details such as mealtimes. ~7.

They enable the right member sial 0 be on duty at the righllimc.

ii occupancy ratios: The division between number of occupied rooms and total number of rooms t1Ja.t

iii budgetary control: is a plan of expenditure and If there is to be any control of costs throughout I

the establishment.

iv stock purchasing: ordering consumable goods, as quantities used In a given period are known.

[2 each]

c) Explain the essential information that is retrieved from the front office by the head housekeeper on a

daily basis. [4]

Reception and housekeeping are both concerned with rooms - the former with letting and the latter with preparation and later servicing of the rooms The housekeeper relies on the receptionist to let her know on which days guests are arriving or leaving, when VI Ps are expected, moves required and when

special requests have been made for~cots, bed boards or baby sitters etc, In order that guests' special requirements may be anticipated and complaints avoided

~~h'l -/ c ~("

continued overleaf

5. a) Draw up a duty roster for the housekeeping department for a medium sized hotel.

Maids Mon. Tues. Wed. Thurs. Fri. Sat. Sun. Wkly hrs.
A 8-4 8-4 8-4 8-2 8-4 J~! -eFf! £~_ off 39
5-9
B DO DO 8-2 8-4 8-4 8-4 8-2 40.5
5-9 5-9
C 8-4 8-4 DO DO 8-2 8-4 8-4 39
5-9
0 8-2 8-4 8-4 8-4 DO DO 8-4 39
5-9 ...
E DO 8-2 8-4 " 8-4 8-4 8-2 DO 40.5
5-9 5-9 Mealtimes

Lunch: 12-12.30 pm or 12:30 -1:00 pm Supper: 6:30 - 7:00 pm or 700 - 7:30 pm

[5]

II) Outline a suitable job description for the role of head housekeeper. [5]

1. Achieve the maximum efficiency possible in the care and comfort of the guests and in the smooth running of the department.

2. establish a welcoming atmosphere and a courteous, reliable service from all staff of the department.

3. ensure a high standard of cleanliness and general upkeep in all areas for which she is

responsible,

4. Train, control and supervise all staff attached to the department,

5. establish a good working relationship with other departments.

6. ensure that safety and security regulations are made known to all staff of the department,

7. keep the ~eneral manager tr administrater infermetl ef all matters re~irin~ attention.

e) Explain, as division head housekeeper, the following terms for a ne_w trainee chambermaid: t.

i in situ: on the spot or on site e"\ '; ,,0t.J ~ ~ . of d-.e V'\,\"'-~ ~1 9\./\ I-\..c.. ~Y" CT

ii room state List on which the assistant housekeeper states whether the room is vacant or

occupied and the number of sleepers in each room, and it is required by the receptionist and control office in a large hotel, at regular times each day.

iii spread-over: Total number of hours over which a duty extends in anyone day.

iv discards: Condemned articles in the linen room which may be renovated for other uses or used

as rag. woo", - O"'~ ,...;Uovv - c","e --"> ... lQ. .. ~ o,s cA..Q."""'" \ ..tc~

v late departure: Room from which a guest leaves later than he is expected to leave [2 each]

i. a) Explain the methods em ployed for the security of keys within the housekeeping department indicating

which hotel personnel would have responsibility for EACH:

grand master key: Executive housekeeper and security officer

ii room key: Chambermaid.

j

Best Hotel

'"fltl u L-'-'<l1l

C<HB S'rut'.)'1

Environmental Practices

As the four environmental champions here demonstrate, operating a "green" hotel

is not only good practice but good business.

C ronment-friendly hotel ~rations may be the wave of the future for a variety of reasons, including one or more of the following. First, some operators believe that operating in an environrnentfriendly manner is the right thing to do. Second, others will do so because of increasing govemmental regulation. Finally, many will find that a greater proportion of their guests increasingly are demanding "green" operations.

In this article we examine the four operations that were named as environmental best-practice champions in the Cornell Univer-

, sity School of Hotel Administration study of best practices in the U.S.

by Cathy A. Enz and Judy A. S;;;uaw

Guests at Kennebunkport's ,

Colony Hotel (above) may take a self"guided walk with published tips in hand (below) or visit the

hotel's private beach with a biologist (at right).

Cathy A. Enz, PhD., is the Lewis G Schaenerran, Jr., Protessoroffmovafion ard [)ynamic Managementatthe Cornell University School of Hotel AdrrinistJafion «cae4@comel.edw>, where Judy A. Siguaw, DB.A., is anassociafepn::iessorafmarkefirgand sa/es<<j3s92@comeD.edu».

©1999. ComeliUniversity

i2

t

~ ~A,."

.". 'V'"

ftoilMVII .f no .. Aohl .. C •• o\

AG~I'Wi W .. !lti

,

- -- - -- --

! LODGING BEST PRACTICES

-- - -

Exhibit 1

Overview of environmental best-practice champions

Eco-practice champions The Colony Hotel

Practice initiated, developed

Measure of success

Guest and employee reaction Is positive. The hotel is the only one in Maine to be admitted into the Green Hotels Association. Ihe hotel has won numerous awards for its environmental initiatives. The hotel is the only property In the northeast that is designated by the National Wildlife Fed-

eration as a U.S. Wildlife Habitat.

Becoming a "green" hotel

The Hotel Bel Air

Saved $10,000 in 10 months, plus increased revenue from the sale of cardboard. The customer does not directly benefit from the program, but is pleased with improved services like linen napkins and teny washroom towels.

---------------

The hotel recovers appr oxlmately 70 percent of recyclable

materials and has cut waste-hauling costs In half. The recycling program has resulted in the recovery of $120.000 in hotel items (e.g., silverware) salvaged from the trash.

A comprehensive environmentalmanagement program

Hyatt Regency Chicago

--------------------------------

A comprehensive waste-reduction and recycling program

Hyatt Regency Scottsdale

------.----------_.-----------------------------_ ... _---.-_. __ .. _._---_._-----_ ......

A recycling and employeeenvironmental-education plogr am

lodging industry. 1 Because we are certain that many hotels are taking environmental initiatives, we were surprised at the dearth of nominations for environmental best practices. The four selected as champions, all of which have developed excellent recyding programs, are the Colony Hotel, Hotel Bel Air, Hyatt Regency Chicago, and Hyatt Regency Scottsdale (Exhibit 1)" Three of the four champions have created special positions to manage their environmental programs, 'Alhile all four have a special committee or task force of employees involved in waste reduction and recycling.

In this article we provide a discussion of the four champions' recycling programs and their other

1 The full study is available in Laurette Dube, Cathy A. Enz, Leo M. Renaghan, and Judy A. Siguaw, American Lodging Excelence: The Key to Best Practices in the Us. Lodging Industly (lJl,ashington, DC: American Express and the American Hotel Foundation, 1999). For a summary of the study methodology, see: Laurette Dube, Cathy A. Enz, Leo M. Renaghan, and Judy A. Siguaw,

"Best Practices in the United States Lodging Industry: Overview, Methods, and Champions," CorneD Hotel and Restaurant Administration Quarterly, Vol. 40, No.4 (August 1999), pp. 14-27.

Attracts eco-related transient and group business. Is a leader in environmental responsibility. E rnployees feel a sense of pride in the programs.

environment-focused activities. We con dude with advice and suggestions from our champions regarding environmental practices for those managers seeking to implement their own ecological and wastereduction practices.

8enetitsof a1 EnvirmrentaAppuach The four champion properties have made major commitments to environmental conservaton by focusing on natural-resource conservation, education, and community involvement.ln our discussion of these four properties, we do not mean

to imply that many other hotels have failed to implement some form of recycling or green operation. Rather, these are the fourthat stood out by being nominated for their environmental programs. (See Exhibit 2, on the next page, for a summary of each practice, the methods of implementation, and the name of a contact person.)

Recyding Progans

The Hyatt Regency Chicago, a 2,019-room property, operates a

model recycling program. A fully staffed recycling department sifts through tons of trash each year and recycles paper products (induding cardboard, computer paper, and magazines), glass, aluminun, and Styrofoam. All employees participate in the program by separating trash into special bins. Another Hyatt property, the Hyatt Regency Scottsdale, has coIor-coded bins in all back-of-house areas to make it easier for employees to recyde. This property also works to reuse resources, for example, bytuming broken china into mosaic tile and making pencils from old denim uniforms. One goal for the Hotel 8el Airwas to reduce landfill deposits by 25 percent. The hotel began its recycling program with small recycling bins and a bailing machine, at an initial cost of $1 0,500.

Guest involvement. The Colony Hotel, a seasonal resort in Kennebunkport, Maine, is the only champion to actively involve guests in its "green" hotel by combining practice and education. The recycling effort, for instance, places in

October 1999 • 73

.:

,

Exhibit 2

Environmental best-practices cases, descriptions, implementation, contact people

"Eco" champion, Title of case

The Colony Hotel Guest Fliendly Environmental and Recycling Practices: Becoming a "Green" Hotel

Hotel Bel Air Comprehensive Envtronmental Management

Description of case

Method of implementation

Guest rooms have a rattan bin with four compartments for recycling. Provides educational programs for guests. Environmental program is run by a recycling engineer and an ecology group.

"Guardians of the Grounds: a special committee, guides the program. Purchased a bailing machine and recycling containers.

Created recycling departm ent and purchased requisite equipment, including cardboard bailers, an aluminum crusher, and a recycling truck.

Environmental program includes composting kitchen waste, recy· cling containers in guest rooms, towel- and sheet-saver program, purchasing recycled goods, and resort-wide no-smoking policy.

----------~------

Reduced energy use and a recycling

program to reduce waste of paper, plastic, cans, and glass.

Hyatt Regency Chicago Comprehensive Waste Reduction and Recycling Program

Comprehensive waste-reduction and recycling program operates with a tult-tirne manager and eight employees.

Hyatt Regency Scottsdale Developing an Environmental Recycling Program

Contact person

Janet Byrd,

director ot sales and environmental programs 207·967·3331, ext. 520 Fax: 207·967·5551

\Nalter Avelar, kitchen manager 310·472·1211

Fax: 310-440-5865

Fayaz Fes Ahmed, re~ycling manager 312·616·6804

Fax: 312- 565·4344

Operates a comprehensive recycling program and adopted a host of environmental efficiency initiatives.

Created an environmental-program manager position and a "Green Team" committee comprised of employees representing each department.

Note: The case titles correspond to the cases written on each champion in: Laurette Dube, Cathy A. Enz, Leo M. Renaghan. and Judy A. Siguaw, American Lodging Excellence: The Key to Best Practices in the U.S. Lodging industry (Washington. D.C.: American Express and the American Hotel Foundation, 1999).

Paul Hayes, environmental-program manager 602-991·3388

Fax: 602-483·5573

each guest room a rattan bin with four compartments, labeled for cans, paper, glass, and other trash. The guest-services directory describes the hotel's numerous environmental initiatives and provides tips for saving water. The hotel also offers its guests a chance to tour its private beach with a wildlife biologist or to take the family on a self-guided ecology scavenger hunt. Other initiatives include a no-smoking policy, eliminating the use of harsh chemicals, and education campaigns for employees as well as guests. The hotel composts kitchen waste to fertilize its 11 acres of organic gardens and also maintains programs to reduce solid waste, reuse materials, and conserve energy and water. While the Colony's operators are doing all this because they believe it is the right thing to do, it also makes

74

marketing sense. Janet Byrd, the Colony's director of sales and environmental programs, noted that from 1997 to 1998 the number of companies seeking a green hotel for their meetings increased by

10 percent.

All of the best-practice champions examined their energy, water, and sewer use to reduce inefficiencies. The Bel Air, for example, changed regular light bulbs to higher-efficiency, longer-lasting bulbs, installed timers for the electrical and inigation systems, and placed insulation on doors. The Hyatt Regency Scottsdale modified its inigation system from an aboveground to an underground system to reduce water evaporation, which is a problem in the Sonoran Desert. To conserve resources, employees and meeting planners at the Hyatt

,

Regency Chicago are encouraged to use glass instead of Styrofoam, paper instead of plastic, and cloth napkins instead of paper. The hotel's food-service outlets dispense soft drinks from fountains instead of bottles or cans. Additionally, the hotel stores its water treatment chemicals in bulk storage tanks instead of disposable 55-gallon drums.

Building & Irrplementing EnviI'l'lTl19l1ta QJeralioos

The four environmental champions found that they needed to create new management positions and organize special committees to implement their environmental programs effectively. Such new management positions induded environmental-program manager at the Hyatt Regency Scottsdale and recycling manager at the Hyatt R egency Chicago. The Colony set up the position of recycling chief, to run the recycling department, and director of environmental programs and manager of environmental operations, to research, develop, and implement those programs. To foster employee participation and involvement, the Bel Air created a special committee, called the "Guardians of the Grounds," comprising a department manager and an employee from every department. For its part, the Hyatt Regency Scottsdale has assembled the "Green Team" to meet monthly. The employees on those committees are expected to convey the committee's ideas to the rest of their department peers. At the Colony Hotel, an ecology group composed of one person from each department conceives and develops new products and ideas for implementation.

One creative example of the environmental committee's efforts is the idea of converting old guestroom bed linens into pot-holders and aprons for the kitchen. Bedspreads and curtains are made into

These four champions have made major commitments to

. environmental conservation by focusing on natural-resource conservation, education, and community involvement.

- ----

IL 0 0 G n N G B_~ S "'!"_ po ~ ACT ICE S .. !

dog blankets and crib quilts, which are sold in the hotel gift shop.

Employee bulletin boards, an employee newsletter, a discussion at new-employee orientation, and "Eco-Golf' are all methods by which the Hyatt Regency Scottsdale conveys the importance of its environmental philosophy to employees. Eco-Golf, for instance, is a program designed for the resort's staff and vendors to reduce resistance to adopting environmental initiatives. Using a series of environmental questions, departments compete to correctly answer the questions and accumulate points that translate into awards. Each set of questions has a "par score" that the participants try to achieve. Eco-Golf has helped employees to understand the hotel's environmental programs .. and their responsibilities for these: initiatives while having fun.

O1carescithe Envircnrent<i ~AqJiaiiS

While it is true that both California (where the Bel Air is located) and Illinois mandate recycling, the managers at these champion hotels believe that governmental pressure should not be the sole motivator for environmental programs. All of the hotels found that cost savings, operating efficiencies, and excellent marketing opportunities derived from their environmental practices. For example, Fayaz Ahmed, the recycling manager at the Hyatt Regency Chicago, notes that his hotel recovers about 70 percent of recydable materials from over six million pounds of garbage, preventing one million pounds of refuse from being deposited into Chicago's landfills ~ each year. Since the program began in 1989, the hotel has recyded 1,400 tons of cardboard, 896 tons of glass, 630 tons of newspaper; 329 tons of magazines, and 33 tons of aluminum cans. The hotel's wastehauling costs have been reduced by

October 1999 • 75

Good Eatthkeeping

The Arizona Hotel and Motel Association publishes an environmental newsletter called "Good Earthkeeping Journal," which encourages Arizona hoteliers to adopt green practices, A recent issue noted the following properties' environmental activities,

ARAMARK. Follows conscientious procurement practices; recycles steel, grease, antifreeze, and aluminum,

Best Western Papaga Inn, Scottsdale, Has ten green rooms; issues amenities in biodegradable packages; uses non-toxic [cleaning) chemtcals; conserves water; uses a trash compactor; and operates an electric vehicle.

The Buttes, Tempe. Linen reuse program with special door hangers, carpooling, cardboard recycling, water-conservation programs,

Grand and Gateway Motels, WillIams.

Linen reuse, xeriscape (desertappropriate plantings instead of grass and bushes), recycling, and other initiatives,

Grand Canyon Lodges (Amtec). Watersaving program, guest-card explanation, source separation, and researching retrofitting of tour buses.

Hassayampa Inn, Prescott. Encourages guests to reduce laundry use (with good results); has a designated canrecycling employee; recycles cardboard and aluminum.

Hyatt Regency Scottsdale. "They're doing it; they've done it; or they're considering it."

London Bridge Resort, Lake Havasu City. Lighting savings program.

Miraval Resort, Tucson. Comprehensive program with water saving, thermostat control, carpools, organic air fresheners, and employee contests and orientation video.

Mormon Lake Lodge. Cardboard bundler, recycling, designated aluminum-can employee.

Renaissance Cottonwoods, Scottsdaie.

Trip-reduction program; employee buttons: "Ask me why I'm green."

Sheraton EI Conquistador, Tucson.

Green team called "Recycos"; recycling; designing full-property program.

Exhibit 3

Recycling cost and savings for Hyatt Regency Chicago

50 percent during that time (see Exhibit 3 for recyding costs and savings), Moreover, an unexpected benefit of sorting the trash has been the recovery of silverware, towels, dishes, coffee servers, and other equprnent Those recovered items are estimated to be worth around $120,000. Although the hotel's entire workforce of 1 ,600 employees is involved with the recycling effort, the recyding department operates with 10 full-time staff

members.

Compared to its garbageremoval and energy costs before

its recycling program was put

into place, the Bel Air reported a $10,000 savings in ten months.

The hotel reduced the number

of garbage pick-ups and received additional revenue from the sale

of cardboard. The savings and revenues have more than offset implementation costs, with the initial investment being fully recovered

in the first nine months of the program.

Happy customers. Customers are actively using the guest-friendly environmental practices of the Colony Hotel, and the guestcomment cards indicate a high level of satisfaction. In addition,

the resort's corporate business has increased in part because of its environmental programs. Property managers believe that they gain marketing leverage from the numerous awards the hotel's programs have won. All of the champions report that their environmental practices have a positive impact on employee morale and enhance staff members' pride in the hotel.

Savings

1997 1998
----
$200,787 $176,770'
26,459 33,578
8,842 6,000
$238,088 $216,220
73,508 74,000
65,000 55,400
8,250 9,740
$146,758 $139,140
$91,330 $77,080 Hauling-cost savings Recovered items, equipment

'Reduction in hauling-cost savings is the result of the reduced market price for recycled items.

Source: Hyatt Regency Chicago annual recycling reports.

Revenue

Total savings

Costs

Labor costs Supervisor costs Supplies

Total costs

Net savings

Finally, the commitment of our champions is often shared with others in the industry. Paul Hayes, of the Hyatt Regency Scottsdaie, for example, served as the project managerto develop a guidebook and newsletter to help other Arizona hoteliers implement environmental programs. The resource manual titled Inn Keeping with the Environment: A I!'1taste Reduction Guidebook forthe Arizona Lodging Industrywas distributed by the Arizona Hote! and Motel Association with funding from the Arizona Department of Environmental Quality.2 (See the box on the next page for sample material from the booklet)

An EssenIiaiAspe:t:

Our champions believe that environment-friendly practices

wi!! soon become essential for all hotels-both in terms of customer preferences and government mandates. In addition, environmental efforts make sense financially, since the benefits indude cost savings and enhanced customer and employee satisfaction. To assist those managers

2Arizona Hotel and Motel Association. 1240

E. Missouri, Phoenix, AZ 85014.602-604-0746.

,

--------- --

I.OOGING BlEST PRAGrlCES

- ---- - - - - ---- ------

F ayez Ahmed, recycling manager at the Hyatt Regency Chicago, loads cardboard for recycling, The hotel recycle!' some 190 tons of cardboard each year

Waste-reduction Tips

Where

The following table appears in Inn Keeping with the Environment, published by the Arizona Hotel & Motel Association. It is just one example of the publication's content.

Guest room

What

What can be done differ~ntly?

• Send used bars and bottles to homeless shelter

• Provide bulk dispensers to eliminate individual bottles

• Use TV for guest information

• Give used items to interested employees or charities

• Offer to collect newspapers in a recycling program

Half-used soap and shampoo Brochures and pamphlets Furniture

Newspapers

Used computers and equipment

• Save time and money by sending postcards

• Photocopy front and back

• Route memos instead of copying everyone

• Use e-mail

• Donate to schools, charities, or religious groups

Main office and Holiday cards

front desk Memos and

photocopies

Shipping and receiving

Bubble wrap and foam • Reuse for shipping

peanuts • Donate to mailing companies • Use shredded paper instead

Cardboard boxes

• Relabel and reuse for Shipments

• Recycle

Guest services Plastic clothes wrap • Return dry cleaning without plastic bags

- ~ ._~._.____ __'ri'~ __ "_

Housekeeping Old linens • Make Into aprons or cleaning rags

• Donate usable linens to charity (e.g., animal shelter)

Landscaping and maintenance

Trimmings Paint

• Compost or mulch

• Use a hazardous-waste collection system

• Donate extra paint to schools, churches, or graffiti-abatement programs

Plastic: collection bags • Use canvas or cloth bags

Kitchen and restaurant

• Donate to schools, churches, or employees for storage

Five-gallon buckets

Beverage containers • Dispense drinks from tap or founiain

• Provide recycling bins for glass and aluminum containers

Banquet order forms • Copy front and back

Food leftovers • Set up a program with a local food shelter • Compost waste

Plastic or foam cups, • Use washable cups, dishes, and utensils

utensils, and plates

wishing to adopt and refine similar environmental practices for their organizations, our champions suggest first that you start slow and begin with your own offices. Second, keep the bar moving and raise your expectations. Get employees excited about these "good" practices. Then as you gain more employee commitment and excitement, move on to bigger and more comprehensive projects. Third, gain the support and enthusiasm of senior management and communicate

with all employees at every level as soon as possible.

Exarpas

The ability to take the lead position and serve as a model fa-protecting and preserving the environment has yielded a host of positive outcomes according to our champions. The employees in these best-practice hotels feel a powerful sense of unity. Through their example, these hotels have enhanced their communities and the image of the lodging industry. As Walter Avelar, kitchen managerforthe Bel Air, summarized the matter: 'This is a great opportunity that is good for everyone. There are cost savings, the employees feel great, and it is good for the environment." We believe that it is only a matter of time before all hotels must rethink their environmental policies. These champions are ahead of the pack in their creative and effective approaches. CQ

October 1999 • 77

.... o

_______ __:.:E=m:.:!p:..:.lo~y...::.ee Evaluation and Compensation . ---=2_2_5

Employee being evaluated: _

Evaluator: - - _

Period of Evaluation: From: __ ._ ._. _

Date of Evaluation: _

-----------_. ---

To: _

Descriptors

Rating

Needs
Superior Improvement
Absenteeism 1 2 3 4 5
Tardiness 1 2 3 4 5
Grooming 1 -, 3 4 5
"-
Following Instructions 1 2 3 4 5
Courtesy to Guests 1 2 3 4 5
Getting Along with Peers 1 2 3 4 5
Productivity Level 1 ., 3 4 5
...
Accepting Responsibility 1 2 3 4 5
Total Points This Period Goals/Objectives for Next Evaluation Period 1-

2.

3., ___

4. __

5. ___

Employee's Signature

Evaluator'S Signature

FIGURE 10.4 Sample Employee Evaluation Form

probationary rate and go up in accordance with time on the job, For example, an employee can be started at minimum wage for the first 90 days (probationary period) and then be raised 50 cents to a dollar per year worked to a pre-established maximum hourly rate. Employees who exhibit extraordinary performance are awarded

0 C")
~ 0
CD ::::l
~ ~
QJ ~ (")
0 ) ......
~ >
........ ~
0 ~ '"tl
........ ) -3
::::l 0 ""
r:nao ?:l ,~

UPCOMlNG YEAR BUDGET LAST YEAR'S BUDGET
- ----
Occupancy Ot:cupancy
Month {lIn Rooms ADR Revenue '% Rooms ADU Revenue
-- .. _-
January 65 !I .. 060 75 604,500 65 8,060 71 572,260
- ---- .. ----
February 80 8 .. 960 79 707,840 80 8,960 75 672 .. 000
f-
March 78 9,672 81 783,432 78 9,672 77 744,74-4
--
April 80 9,600 84 806,400 80 9,600 80 768,000
. -
May 1\8 10,912 89 971.168 88 10,912 85 927,520
... -.----
June 89 10,680 90 961 .. 200 89 10,680 86 918,480
- - _.
July 95 11.780 9; 1,083 .. 760 95 11,780 88 1,036 .. 640
August 93 11,532 91 1,049,412 93 1l,532 87 1,003,284
September 90 10,800 89 961,200 90 1 10.800 85 918,000
October 87 10.788 89 %0,132 87 10,788 !IS 916,980
November 81 9.720 82 797,040 81* 9,720 78 758.160
December 70 8.680 79 685.720 70* 8,680 75 651.000
83% 121,184 85 10,371,804 83% 121,184 81 9.887.068 "Estimated

FIGIJRE 11.1 Sample Consolidated Rooms Sales

.~ ",

UPCOMING YliAR LAST YEAR
Dollars ($) -IPercent.age (%) Dollars ($) Percentage (%)
---
REVENUE 10,371,804 100.0 9,887,068 ]00.0
---~ r-.----
SALARIES & WAGES
---
From Office 549,706 5.3 494,353 5.0
-- -- -- -- -
___21_o_\jsekecping_ ___ . __ 985,_\21 9.5 889,836 9.0
._- --
Total 1,535,027 14.8 1,384.189 14.0
- - .-
TAXES & BENEFlTS 435,616 4.2 395,483 4.0
-' '-' - --
TOTAL PAYROLL 1,970.643 19.0 1.779,677. 18.0
--
OTHER EXPENSES
._- ------
Travel Commissions 207,436 2.0 197,741 2.0
Outside Services 200 - 200 -
- -,,- - -------- .'_- - -----_._ --
Cleaning Supplies 41,487 .4 39,548 .4
-
Linen Replacements 103,718 1.0 98.871 1.0
Guest Supplies 228,180 2.2 197,741 2.0
Telephone 20,744 , 19,774 .2
."-
Postage 10,372 .1 9,887 1
- - - -
Printing & Stationery 20,744 .2 19,774 .2
Uniforms 2,000 - 2,000 -
- --
Laundry Supplies 20,744 .2 49,353 .5
Customer Goodwill 20,744 .2 19,774 .2
-- -
Auto Expense 20,744 .2 19,774 .2
+ -- --
TOTAL OTHER EXPENSES 697,113 6.7 674,437 6.8
TOTAL EXPENSES 2,667,756 25.7 2,454, I 09 24.8
DEPARTMENTAL PROFIT 7,704,048 74.3 7,432,959 75.2
- FIGURE 11.2 Sample Rooms Division Budget (Summary)

Month Occupancy % Rooms Shifts Hours Average Wage Rate Expense
January 65 8.060 504 4.032 5.95 23.990**
February 80 8.960 560 4,480 5.95 26.656
March 78 9.672 604 4,832 6.00 28.992
April 80 9,600 600 4,800 6.00 28,800
May 88 10.912 682 5.456 6.10 33,282
June 89 10.680 668 5.344 6.10 32.598
July 95 11.780 736 5.888 6.15 36.211
August 93 11.532 721 5.768 6.15 35,473
September 90 10.800 675 5,400 6.15 33,210
October 87 10.788 674 5.392 6.15 33.161
November 81 9.720 608 4.864 6.20 30,157
December 70 8.680 542 4.336 6.20 26.883
83% 121.184 60.592 369.413 "The workload for each room attendant is 16 rooms to be serviced in one 8-hour shift.

**400 x .65 = 260; 260 x 31 = 8.060; 8.060 -716 = 504; 504 x 8 = 4.032; 4.032 x 5.95 -= 23.990

FIGURE 11.3 Sample Section Housekeeper Wage Justification'

N Variance Analysis for the Period March 1 to March 31
""
CO
Actual Pen~entage (%) Budgeted Percentage (%) Vari.~nce
REVENUE 794,200 100.0 783,·132 100.0 +.1
SALARIES 5 WAGES
Front Office 41.690 5.2 111,521 5.3 ~.I
Housekeeping 74,850 94 74,426 9.5 -.1
._---
Tot.,J )16,540 1·1(, I J 5,948 14.8 -.1
TAXES & BENEFITS 30,753 39 32,904 4.2 -.3
TOTAL PAYROLL 1 <17,291 18.5 148,852 19.0 -.5
OTHER EXPENSES
Travel Comn1issi(lns 16,050 2.0 15,669 2.0
Outside Services 1.:>00 .2 200 1'.2
4·' -~ ._-_ .. -
Cleaning Supplies 5,150 .6 3,134 .4 +.2
Linen Replacements 6.020 .S 7,834 1.0 -.2
Guest Supplies ]7,830 2.2 17,236 2.2
TeJephone 1.500 .2 1.567 .2
~ Postage 640 .1 783 .1
Printing & Stationery 1,654 .2 1,567 .2
Uniforms 200 150
Laundry Supplies 1,710 .2 1.567 .2
Customer Goodwill 400 l.567 .2 -.2
Auto Expense 890 .1 1.567 .2 -.1
TOTAL OTHER EXPENSES 53.544 6.7 52,841 6.7
TOTAL EXPENSES 200,837 25.3 201.693 25.7 -.4
DEPARTMENTAL PROFIT 543,363 74.7 581,739 74.3 +. 4 FIGllRE t 1.4 Sample Rooms Division Variance Report

~.'

Friday

Saturday

Monday Tuesday Wednesday
Occupancy % 84 86 86 82
. - --"---"."
Rooms 336 344 3-14 ,28
Shifts c.l 22 22 20
Hours J68 1"/6 176 1<,0
ADR 84 98 94
Revenue 28,224 .HJP 32,336
~"
lotal Section Housekeeper HOUlS 1,096
Total Revenue 187,136
Total Occupied Rooms 2,200
Revenue/Hour, $170.74
~ Hours/Occupied Rooms .50 Date: Monday _

through sun_"d:"a~y~· ====-r------,--

70

70

280

280

17

18 HI1

17

136

136

74- 20,720

78

22,46~

Approved By:

FIGURE 11.5 Weekly Section Housekeeper Forecast

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