Entering the Hotel and Leisure MarketDealing with practical issues:

The challenge of securing planning permission

Ian BlackerHead 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 ProjectsEffective Project Management

Andrew NycykHead 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