First Hotel to Open in San Francisco’s Presidio, Inn at The Presidio Will Offer Unparalleled Recreational Experience in a National Park – Opening April 2012

Inn at The Presidio

San Francisco, California (PRWEB) December 13, 2011

INN AT THE PRESIDIO, the first hotel in the Presidio of San Francisco, and the only new hotel to open in San Francisco in 2012, will welcome the public beginning in April. The INN will offer intimate accommodations and exceptional comfort, style, and personalized service.

Once one of the oldest military posts in the country, the Presidio is an urban national park and National Historic Landmark District in a major metropolitan area. The INN offers the best of both worlds: a hidden getaway in a national park filled with historic buildings, miles of trails and other recreational opportunities, abundant wildlife, and stunning bay and bridge vistas, with the rich urban life of San Francisco just outside its gates.

Located in historic Pershing Hall, previously the post’s bachelor officers’ quarters, INN AT THE PRESIDIO will provide an authentic experience of the privilege once reserved for the ‘top brass.’ The INN will feature 22 spacious guest rooms – 17 of which are one bedroom suites. Room rates will range from $ 195-$ 350 a night. Other amenities will include an inviting front porch with rocking chairs, a landscaped terrace with fire-pit, guest reception, and a guest lounge with a dining room.

The INN’s stylish design and contemporary furnishings will pay tribute to the Presidio’s history while offering all the comforts of modern lodging. The INN’s furnishings will reference the building’s history and its art program will use historic memorabilia and photographs, as well as modern regional art, to exemplify the unique national park experience found at the Presidio. Presidio artifacts will also be integrated into the design. The INN will be operated in accordance with green hotel standards and the Trust is pursuing LEED Gold certification for the building.

With an exceptional location in the Main Post, the heart of San Francisco’s Presidio, INN AT THE PRESIDIO will be within walking distance of San Francisco’s Marina District and Sacramento Street, both of which offer great shopping, restaurants, cinemas, galleries, restaurants and bars. Guests will have access to the Presidio’s wide-variety of recreational opportunities including a golf course, wedding and event facilities, bowling, a YMCA gym/indoor pool, urban spa, fitness/Pilates/yoga studio, indoor rock-climbing studio, trampoline park, and hiking and biking trails.

Waterford Hotels and Inns, a California based company, has been chosen to operate the Inn on behalf of the Presidio Trust, the federal executive agency that manages the Presidio.

“Waterford Hotels and Inns was chosen based on their experience with historic hotels, their dedication to customer service, their sensitivity to the environment, and their long history of successfully working with a variety of owner groups,” said Joshua Bagley, the Presidio Trust’s project manager.

Waterford’s family run team includes President Bruce Hraba, Vice President Patricia J. Hraba, Director of Operations Kristen Hraba Phillips, and Director of Projects and Communication Michael J. Hraba. Linda Bruno of Consulente International will direct the INN’s Marketing and Burditch Marketing Communications will manage the property’s Public Relations. Being associated with award winning hotels such as the Allison Inn and Spa in Oregon’s wine country, the Inn Above Tide and Cavallo Point in Sausalito, and the Inn at Oyster Point in South San Francisco makes Waterford Hotels and Inns uniquely qualified to operate the Inn at the Presidio.

Established in 1776 by Spain, the Presidio served as the northernmost outpost of colonial power in the New World. In 1996 the Presidio Trust was established by the United States Congress to preserve the Presidio as an enduring resource for the American people. Today the Presidio is a unique urban national park spanning 1,491 acres at the tip of the San Francisco peninsula. Its expansive forest is seen for miles as a green oasis framing the Golden Gate Bridge.

About Inn at The Presidio

Inn at The Presidio is the first hotel to open in the Presidio of San Francisco, a National Historic Landmark and a national park site at the Golden Gate, one of America’s most beautiful and renowned locations. The Inn offers guests an authentic historic experience and exceptional recreational and leisure opportunities. The Presidio is just minutes from neighborhood shopping districts and only a short distance from downtown San Francisco, North Beach, Union Square, Chinatown, Fisherman’s Wharf, the Ferry Building, and Golden Gate Park. Marin County and the Wine Country are across the Golden Gate Bridge to the north. Inn at The Presidio is the only new hotel to open in San Francisco in 2012. It is a member of the Historic Hotels of America. Location: Main Post, Presidio of San Francisco, 42 Moraga Ave. SF, CA 94129 http://www.innatthepresidio.com, Contact: General Manager Terry Haney (415) 689- 4287 THaney(at)innatthepresidio(dot)com

About The Presidio Trust

The Presidio Trust administers the Presidio of San Francisco, an urban national park site and a National Historic Landmark District located at the southern anchor of the Golden Gate Bridge. The Presidio was established in 1776 by Spain and is the birthplace of San Francisco. In 1846, it became United States Army post. Today, more than 8,000 people live and work in the park, distinguishing this unique national park. The Trust has transformed the Presidio into a stunning visitor, residential, and commercial destination with an extensive system of trails and scenic overlooks along the San Francisco Bay and Pacific Ocean; rehabilitated historic buildings that span nearly 200 years; and programs about the Presidio’s history and natural resources. Contact: Tia Lombardi TLombardi(at)presidiotrust(dot)gov or Dana Polk DPolk(at)presidiotrust(dot)gov T: (415) 561-5418

About Waterford Hotels and Inns

Waterford Hotels and Inns was founded in 1985 on a specific management philosophy to provide ethical, professional management and consulting services from the hotel owner’s perspective. Our company’s growth over twenty-six years has been based purely on referrals. Our mission is to develop and operate hotels that are more than a simple “room night”, but rather serve the needs of the guest while also focusing on the relationship between the property, the community, and the local environment. Waterford’s core activities include hotel management, consulting, development, and ownership of a diverse group of properties. We are committed to staying at the forefront of industry trends as they relate to financial, operations, marketing, and development. Waterford has over twenty years of experience in the renovation and retrofit of historic hotels and is an industry leader in building and operating LEED Certified Hotels. In addition to management services, Waterford provides asset management, receivership duties, litigation support, and a full range of consulting services. Our size and flexibility allow us to be personally involved in projects that cover the full spectrum of the hospitality business.

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Many of us remember the pictures of birds covered in oil after the Exxon Valdez disaster and those of us living in Florida are acutely aware of the fragile ecosystems that engulf the coastal waters. Mintek applauds all those volunteers and emergency workers dedicated to protecting our wildlife heritage. Spewing approximately 200,000 gallons of oil a day into the Gulf of Mexico, the latest oil spill also highlights why an EAM/CMMS is a good idea for Hotels and Resorts to have in place before oil hits the beaches.

Hotel Inspections With a CMMS

Potential property damage for hotels goes beyond the cleanup of beaches as some of the damage may not be visible for several months or visible at all until there is equipment failure. It is critical that preventive maintenance be done on Hotel assets to protect them from oil damage. Some examples of possible oil spill issues for resorts include:

• Sea breezes may carry toxic fumes into Resort air filtration systems. Properly maintained filters on the HVAC systems should nullify the odor, the residual oils may gum up moving components of the system. Hotels and Resorts should be prepared to check filters regularly as well as inspect equipment for oil buildup.


• Oil residue buildup on recreational facilities such as jet-ski’s, watercraft, parasailing, beach front pools. This equipment should be inspected more frequently for oil residues. Oil residues can dry out disrupting mechanical movements or can be tracked into pools directly from beach area contaminating pool quality. In addition, oil stains many surfaces, so now would be a good time to apply preventive coatings.


• Suspended waterfront operations due to the proximity of the oil slick. The beaching of equipment is a great time to use your CMMS to schedule preventive maintenance , inspect for corrosion or complete a work order. Every asset not in use for an extended period of time must be checked before subsequent consumer use.


• Fire damage. I have seen more than one beach front property with a sand ditch caused by the changing tide running from the ocean directly to the property and even touching a few buildings. This ditch can fill with oil. All fire extinguishing equipment and procedures should be double checked.


• Remembering that oil is flammable. This may sound like a big DUH, but is good to check anything that has come in contact with the water and avoid drying out near open flames or heat sources.

Implementing an EAM/CMMS System

There are two things that Hotels and Resorts should not do. The first is to do nothing. Yes it might save you a few dollars now but if you are in the path of the oil slick you are going to look pretty darn bad when your maintenance and repair bills skyrocket. The second is not to panic. This is a great time to reeducate yourself on how to use your CMMS or to implement an EAM. An EAM/CMMS will help organize workflow, automate the scheduling of maintenance functions and record results. Inspections using handheld devices is easy as the handheld device can be preloaded with 6-8 questions about the asset and what to look for. Results are recorded on the handheld and then transmitted back to management for review or further action.

One little side note, according to nationalacadamies.org more than 29 million gallons of oil are released into the North American Oceans every year as a result of human activity and another 47 million per year through natural seepage from the sea floor. Globally these numbers in 2002 were 210 million and 180 million respectively. At a rate of 200,000 gallons per day, the gulf oil spill is significant with huge potential for long term local as well as global impact if not contained soon.

Share with us how your hotel is preparing for this disaster. And of course, if you have questions about how to set up an EAM/CMMS we would be happy to assist you.

If you liked this article you may also enjoy reading:

• Escaping The Volcanic Cloud By Jump Starting Preventive Maintenance


• 10 Advantages of a CMMS for Hotels/Resorts


• Should the Lodging Industry be using a CMMS

Is your hotel faced with an ever increasing amount of backlog because it seems there is just not enough staff to go around? Does it seem like there is always something new that comes up and changes the schedule? This is usually the result of weak hotel maintenance planning.

The Impact of Maintenance Planning

Having great maintenance management tools such as an EAM CMMS system can certainly help hotels contain operational costs as well as manage the useful lifecycle of assets. However, even the use of the best EAM CMMS software in the world won’t do a hotel much good if the tools they provide for maintenance planning are not being used properly.

Maintenance planning is much more than setting out a schedule of maintenance items and hoping that staff can accomplish as many as possible. Without good maintenance planning, hotel maintenance staff will seem disorganized or always seem to be fighting one fire after another. More importantly, operating costs start to increase due to the amount of unplanned/emergency repairs as well as accelerated capital replacements.

Three Components of Hotel Maintenance Planning

To have effective hotel maintenance planning, management goals must be balanced with the barriers to their accomplishment and then a course(s) of actions is determined that will provide the best care for assets. Looking at these individually:

Hotel Maintenance Management Goals

Management goals range from corporate margin expectations to attaining specified levels of efficiency. Some examples include:

• Meeting capital budget expectations.
• Achieving 100% on time completion of maintenance work orders.
• Reduce backlog to less than 10% of outstanding work requests.
• Achieving specified key performance indicators (KPI)s.
• Reduce document storage and handling costs.
• Establish standard operating procedures.
• Eliminate overtime.
• Have 80% of all work be proactive (inspections, preventive maintenance and repairs).
• Reduce energy consumption by 15%.
• Reduce customer complaints (maintenance related) by 30%.

Whatever the goals may be, it is important they be defined and be measurable. Once this is accomplished, hotel maintenance managers should then identify the barriers that may stop them from accomplishing their objectives.

Maintenance Planning Barriers

Barriers to better maintenance comes in many forms but can usually be categorized into 3 major groups and all touch on the 7 Deadly Sins of Asset Management:

• People: This covers leadership and support issues at all levels of management, incorrect skills sets of maintenance staff (including maintenance planning) and a lack of training. Hotels must have the right mix of engineers, management and maintenance professionals.
• Processes: This includes the use of manual processes, a reactive maintenance environment and a general lack of organization. Maintenance planning will not be effective if there is simply too much time being wasted on non productive maintenance tasks.
• Tools: Barriers to better maintenance planning include the lack of work management automation, spreadsheet based maintenance scheduling, no computerized database of work history as well as poor vendor and document management. In a nutshell, not enough technology.

The key to all hotel maintenance planning is the ability to perform work effectively and efficiently while at the same time tracking the work history of all assets. The work history of assets is critical to maintenance planning (this is described below). Once the goals have been determined and the barriers overcome, the next step is to set a course of action in place.

Hotel Maintenance Planning Action Planning

Because each hotel or hotel chain is different there will always be more than one course of action to take. However, most hotel maintenance planning can follow the same general principles for setting up an action plan which are:

• Follow the 80/20 rule for hotel maintenance.This means that 80 percent of hotel maintenance should be proactive and only 20 percent reactive.
• Make better use of or implement an EAM CMMS. Hotel EAM CMMS systems provide the automation, scheduling, work history tracking and document tools needed for better asset and maintenance management.
• Improve training to increase the skill sets of maintenance staff on both equipment and the use of EAM CMMS software. The cost of training is minimal compared to the replacement of a major chiller.
• Measure all results against the management goals during the fiscal year. Hotel EAM CMMS software can provide the needed reports.
• Review the work history of each asset including how many times it has had work done, by whom (or vendor), the results, costs, and current condition. This information is then used to make more accurate maintenance scheduling and repair or replace decisions. All information can be obtained from the EAM CMMS.
• Use the knowledge gained from all prior steps to redefine roles, reset expectations and goals.

There is no easy button for more effective maintenance planning. The maintenance planner role is similar to that of a corporate staff person. In order to increase asset management visibility they must assume the authority to make a difference. Good execution of maintenance planning can save a hotel hundreds of thousands to millions of dollars per year.

Share with us how maintenance planning is done at your hotel. If you liked this article you may also enjoy reading:

• Why Is Maintenance the First Thing You Notice at a Hotel?
• Using Maintenance Management to Challenge Hotel Star Ratings
• Hitting the Reset Button on Maintenance Management

Enterprise Asset Management 101

When you see a hotel that has a * or 5 stars rating, different images of quality, luxury and costs comes to mind. For years different organizations have used various methods to assign a rating to hotels. Now it would appear many countries are aligning themselves with the The Hotelstars Union classification being widely used throughout Europe.

Understanding The HotelStars Union Classification

The Hotelstars Union’s Classification scheme is based upon 21 core competencies covering 270 elements. Each item has a different point value and a minimum amount of points must be obtained along with a set of minimum qualifications to be assigned a Start level.

It is safe to say that no one category can put you at a certain ranking but it would appear that the three most important areas are:

• Degree of luxury such as room size, individual room HVAC controls, spas, bathroom features, room amenities, lobby characteristics, bar, restaurant etc.
• Degree of hotel services available such as length of time reception is open, room amenities, internet access, room service, mini bars, breakfast etc.
• Level of guest services such as turndown service, ability to get extra bedding, business services, laundry services, frequency of linen changes etc.

The one item that does stand out is that in order to obtain a 3,4 or 5 star rating the hotel must have a systematic complaint management system. This is important because a good complaint system should interface with or be part of an asset and maintenance management system.

Why an EAM CMMS can Help a Hotels Rating

In a previous article we discussed the importance of hotel maintenance for making first impressions. In yet another article about hotel guest retention, we discussed the importance of being able to maintain luxury items using a systematic approach to maintenance. In addition, an EAM CMMS can be used to address the most common guest complaints of room noise, dirty rooms, HVAC issues and room smells using an organized system of inspections and work management.

As a fair amount of work requests is generated from guests or are on high profile assets it becomes critical to make sure that guest complaints and work orders are handled quickly and effectively.

An EAM CMMS system provides the computerization necessary to quickly record work request, schedule repairs and the ability for hotel management to provide exceptional customer service by informing guest when the work was completed. But the benefits of an EAM CMMS do not stop there for hotels and resorts. Other important benefits include:

• Lengthening the useful life cycle of assets. This lowers capital replacement costs and increase cash flow
• Better hotel sustainability enabling hotel to upgrade their services and luxury assets.
• The ability to charge premium rates.

An EAM CMMS solution cannot single-handedly move you up to a higher star rating but it can give your hotel the foundation it needs to be able to afford the necessary changes to achieve a higher rating.

A couple of special notes: There is no worldwide accepted rating system and there are no hotels actually above a 5 star rating. Hotels designations as budget, economy, deluxe and first class have no bearing on their rating as these are hotels classification types rather than standards.

Tell us if your hotel is prepared to change rating levels and how you are preparing to do so. If you liked this article you may also want to read:

• Top 10 Hotel Preventive Maintenance Tips
• Top 5 Reasons NOW is the Time for Hotel Preventive Maintenance
• 15 Questions For Every Maintenance Manager

Enterprise Asset Management 101

Preventive maintenance for Hotels has become more important than ever before as a result of shrinking profit margins, aging assets and increasing pressure from consumers to demonstrate green concerns. To be a successful hotel, property managers must successfully navigate theses challenges in the most cost effective manner possible. Hotels that make use of an EAM/CMMS preventive maintenance programs have a definitive competitive edge because they are able to take reduce unnecessary capital expenditures, lower labor costs as well as increase energy efficiencies. Hotels not yet making use of modern EAM/CMMS solutions have no choice but to change the way they care for their assets or operate at a deficit.

CMMS for Aging Assets

It is a given that as assets age they require additional maintenance attention. Assets that are not part of a preventive maintenance program will show greater signs of wear and tear resulting in either their early replacement or major repair costs. In addition, poorly maintained equipment is far less energy efficient because they require more energy to accomplish the same desired results. A drop in energy efficiency will increase utility bills, which can be substantial with equipment such as boilers, chillers and HVAC units. But it is not just the big assets that can increase utility bills. Hotels with kitchens, in-house laundry or even multiple spas need their equipment running at optimal performance levels to save energy dollars.

Hotel CMMS software is designed to make sure all hotel assets can easily be scheduled for preventive maintenance as well as inspections. It works by creating a centralized, computerized data bank of information on Hotels assets. The advantage of a CMMS solution is that by setting up this database, all maintenance activities from work requests through work order completion can be scheduled, tracked and reported on far more efficiently than a manual system. The reporting function is critical as it provides Hotel management with a historical record of the frequency and costs of repair allowing them to make better capital replacement decisions.

EAM/CMMS for Shrinking Profit Margins

Labor costs have an immediate impact on Hotel financial health. The fastest way to post operating losses is to incur needless overtime. Overtime from Hotel maintenance teams occurs most often from emergency maintenance or repair work orders that do not happen during regular operating hours or when the maintenance expert is available. EAM/CMMS software can help avoid overtime. Implementing an EAM/CMMS will increase maintenance and repair scheduling flexibility by shifting maintenance operations to be pro active instead of reactive. Scheduling Hotel inspections and preventive maintenance enables the early identification of problems that can be scheduled during maintenance lulls. By scheduling the repairs in this manner, the amount of time spent performing emergency work is sharply reduced. A good rule of thumb is that planned maintenance should be 80% of the work orders with the remaining 20% allocated for unexpected problems.

There are numerous other financial advantages to implementing an EAM/CMMS. Some of these include:

• Better Capital budgeting as good preventive maintenance practices can lengthen the useful lifecycle of assets including roofs, siding or other high dollar replacement items. Delaying capital replacement increases cash available for other projects or cosmetic improvements.


• Faster response time to customer reported problems. Leaking faucets, jammed doors or other consumer complaints are addressed quicker due to the increased flexibility from scheduling. Consumers will be happier and more likely to return.


• Lower liability from accidents. The historical record of Hotel maintenance kept by the EAM/CMMS can help show that assets have been properly taken care of. This may negate claims of negligence.

When times are tough the smart Hotel administrators get the tools they need to do more with less. The cost of an EAM/CMMS is nominal compared to the efficiencies and savings the software can bring to the Hotel. But the best part is that the savings continue long after the economy recovers.

Tell us how your hotel handles maintenance issues. If you liked this article you may also enjoy:

• The EAM Work Order Lifecycle Improvement


• 10 Advantages of a CMMS for Hotels/Resorts


• An EAM/CMMS Can Get Property Management Ready for Summertime

Last Fall, the Cornell Hospitality Research Summit featured several discussions on Hotel and restaurant sustainability. At the heart of the presentations were discussions on sustainable hospitality operations. The key concept of course is that whatever changes hotels implement they need to add to the hotel’s bottom line either by reducing maintenance expenses or increasing profit margins.

The Real Hotel Sustainability Issues

Despite the recognition of adding to the bottom line, the concept of hotel sustainability is sometimes lost in discussions of green initiatives, environmental issues and even the preservation of local cultures. As hotel executives debate the merits of one action versus the other they are forgetting (and therefore not acting upon) the sustainability issues that can help them increase cash flows as well as transform hotel operations into true business units over the long-term.

True hotel sustainability starts with hotel operations that are making enough profit to self invest for improvements and capital expenditures. Once this basic level of survival has been accomplished, ideas and money can then be turned to other green initiatives. Therefore, the first and most important step is making sure that hotel assets are being properly maintained.

Better Hotel Asset and Maintenance Management is Sustainability

The hotel industry has two immediate crisis to face. The first is managing skyrocketing energy costs and the second is finding capital to replace, repair or modernize hotel assets. Although consumers have indicated a desire for environmentally responsible hotel management, it is doubtful many people would want to stay at a hotel that smells, is falling apart at the seams or does not have consistent hot water.

Increasing asset management visibility empowers hotel management to become the cornerstone for a successful hotel. For example, a moderate size hotel can easily spend $ 100,000 per month on utilities (gas, water, electric). Poorly maintained equipment may run between 75-90% efficiency.

At 90% efficiency, this translates to over $ 120,000 per year. $ 120,000 per hotel is a lot of money that can be used to purchase or repair equipment, make cosmetic improvements or even retrofit assets to be more green oriented. How many guests does it take to have revenues of $ 120,000?

Optimal efficiencies can be accomplished using EAM software to schedule inspections, preventive maintenance tasks as well as other work management tasks. Other examples include:

EAM Created Expense Savings for Hotels

• Lower labor costs as a result of automated work management. More can be done with the same amount of resources.
• Well maintained equipment last longer.
  • Lowers capital budget requirements freeing up cash flow, lowering debt ratios
  • Fewer emergency repairs
  • Fewer guest complaints increasing guest retention
• Mitigated accident liability claims. The CMMS core of an EAM creates a database of all maintenance activity from work request through completed maintenance. Being able to produce a record of consistent maintenance activity may help reduce negligence claims.
• Lower document storage and retrieval costs. An EAM solution has the ability to store asset and vendor documents for ease of access and security.
• Standardized operating procedures across multiple properties. Management reports enable hotel facility executives to review work done on all properties and establish best operating practices<.li>
• Better vendor management. Review vendor performance, eliminate the unresponsive as well as consolidate vendors.

What Can Your Hotel do with $ 120,000

The bottom line for hotel is that sustainability starts with good asset management practices. Making sure that all assets are in good, safe operating condition flows directly to the bottom line. Savings are potentially anywhere between 10-30% depending on the quality of the EAM, training and implementation. Using the example above, the energy savings alone can be used to fund other programs including:

Ten Uses for $ 120,000 in Asset Savings

1. Replacement of obsolete technology (older TV’s, Wi-Fi infrastructure etc.)
2. Refurbish pools and spas
3. Paint
4. Fund Internet marketing programs
5. Improved concierge services
6. Repave parking areas
7. New lobby furniture
8. Hire additional staff
9. Roof Repairs
10. Better morning buffet

There are hundreds if not thousands of articles on ideas to improve revenue or attract clients. But what is the point of owning a Ferrari if it always in the shop? Better asset and maintenance management separates the best hotels from abandoned buildings and For Sale signs.

Which do you think is more important; spending money on marketing or maintenance management? Is there an ideal balance?

If you liked this article you may also enjoy reading:

• The Battle: Hotel Guest Retention Versus Maintenance Costs
• Top 10 Hotel Preventive Maintenance Tips
• Hotel Preventive Maintenance Keeping the Pipes Clean

Enterprise Asset Management 101

The last few years have been rough on the Hotel and Resort Industries. Reasons range from a terrible economy to relentless extreme weather conditions. Regardless of the reason, hotels that employed good preventive maintenance practices found that profits were not squeezed as tight because assets were lasting longer and more energy efficient.

For hotels and resorts good preventive maintenance programs that include inspections can identify problems before they result in emergency repair issues, guest dissatisfaction or a potential liability claim of negligence.

Changing the Importance of Hotel Maintenance

Despite logic that should have all hotels performing proactive maintenance on hotel assets, many hotels continue to put their money in either cosmetic changes or guest service improvements such as Wi-Fi, flat panel TV or business services.

It is not too late to adjust how maintenance should be handled. In fact, NOW is the time to implement a Hotel CMMS preventive maintenance action plan. To help, the top 5 reasons to reinvent your hotel maintenance focus are listed below:

Top 5 Reasons for Hotel Preventive Maintenance

1. Deferred Maintenance Bites Back
2. More Likely to Be Able to Sell Hotel Property
3. Better Ability to Charge Premium Rates
4. Extreme Weather Hotel Preventive Maintenance
5. Spring Break, Summer Vacations

Deferred Maintenance Bites Back

2011 is looking like it will be a make or break year for many hotels sitting on the edge of the financial cliff. Even if the economy picks up as expected, hotels that have deferred maintenance may find that their assets have reached the point of failure sooner than anticipated.

If replacing these assets requires capital expenditures, hotels may find themselves left out of the shrinking capital supply market. The reason is hotel management has not demonstrated that they have the ability to take care of expensive assets. This is something almost every parent teaches their children about expensive toys (at least I was).

More Likely to Be Able to Sell Hotel Property

Cosmetic changes don’t fool anyone. New investors/owners are doing better due diligence before purchasing property. A property owner that cannot produce a CMMS maintenance record is going to be carrying some surprise capital issues. You can liken this to the commercial where potential car owners insist on the “car fax” before they purchase a vehicle.

Better Ability to Charge Premium Rates

The Internet is a wonderful thing for travel shoppers. Almost any hotel can be Googled giving potential guest the ability to read online reviews of a hotel, look at real time photos and then compare this to your competition.

Better maintained hotels can charge higher rates when the market will bear it. Cash is King, which leads to more monies available for cosmetic or other improvements.

Extreme Weather Preparation

The Nation has been plaqued with some harsh weather the past two years. For northern hotels, ice and snow build up can causing roof damage, ice dams, frozen pipes and making rooftop HVAC maintenance unusually dangerous.

For coastal areas, Colorado State University is projecting a 40% increase in tropical storm and hurricane activity for 2011. This is not good news for areas like the Gulf Coast already reeling from last year’s hotel oil spill disaster.

Hotels using a CMMS are much better organized and are able to ensure their assets are properly inspected and ready for impending storms much faster than a hotel using a manual system. In addition, a Hotel CMMS inspection checklists will help these same hotels quickly identify storm damage.

Spring Break, Summer Vacations

The fifth and final reason for implementing a quality preventive maintenance program now is that we are only a month away from Spring Break and 2-3 months away from the summer.

The importance of spring break should not be underestimated by hoteliers, resorts or lodging owners. The students, press and academic professionals that take part make greater use of handheld devices, social media and online forums to post their experiences as soon as they happen.

An early bad review may have a significant impact on summer revenues. Implementing a CMMS now will help make sure your hotel assets are not a liability claim waiting to happen as well make sure you know the condition of all hotel assets before and after Spring Break.

Changing the Hotel Profit Potential for 2011 with a CMMS

Hotels that are only revenue driven have an almost zero percent chance of improving their profit for this year or next few years. Changing the Hotel’s bottom line is going to be accomplished by understanding the impact of better asset and maintenance management.

Hotels that are only revenue driven have an almost zero percent chance of improving their profit for this year or next few years. Changing the Hotel’s bottom line is going to be accomplished by understanding the impact of better

Maintenance ensures the changes a hotel has made (cosmetic, guest services, spa’s etc.) are kept working and last longer. Preventive maintenance makes sure assets last longer, break down less often as well as more energy efficient.

When preventive maintenance and general maintenance tasks are controlled through the use of a CMMS, hotels find that they are able to accomplish more with the same amount of resources as a result of the elimination of paperwork and far more control of work order management.

If you enjoyed reading this article, you may also want to read:

• The Battle: Hotel Guest Retention Versus Maintenance Costs
• Hotel Preventive Maintenance Keeping the Pipes Clean
• Hotel Green is Lean With An EAM

Enterprise Asset Management 101

Not that long ago, I was visiting with a major hotel engineering and maintenance department. The day was spent speaking with the maintenance team that managed the daily hotel maintenance tasks as well as the vendor management of the larger pieces of equipment like the boilers, chillers and air handlers.

This well run, 10 story hotel, had state-of-the-art equipment for almost every function including backup systems, water reclamation, heat capture/reuse, kitchen, steamers (dry cleaning), and an EAM system for asset and maintenance management.

Causes and Costs of Pipe Corrosion

The hotel maintenance operation was very organized but even with regular inspections and preventive maintenance there was one problem that was occurring too often. Corrosion of the copper pipes/fittings/valves was responsible for a significant amount of work orders. In fact some fittings/valves were being replaced annually.

Copper pipes are designed to last many decades, and the pipes themselves will last a long time. The problem is that corrosion can and will occur no matter how good the corrosion preventive maintenance is. The corrosion which occurs most frequently at joints and valves is a result of:

Causes of Hotel Pipe Corrosion

• Galvanic corrosion which starts at the contact point of two different metals or alloys that are in contact with a catalyst such as water on the inside, humidity on the outside, or water impurities.
• Pitting on the interior of copper pipes as a result of water impurities. The hotel referred to in this article used municipal water that is generally regarded as well treated. 
• Changes in direction, flow rate and/or pressure (changing
   water direction, pipe diameter). This is the reason T-junctions have a high occurrence of leaks or failures as well as a leading cause of valve failures.
• Poor workmanship when there is an excessive use of flux, deburring, or cuttings that are not adequately flushed from the system. The extra particles can either react with water to start the corrosion process or accumulate to change the diameter of the pipe thus affecting the flow rate.

If not managed correctly, corrosion will cause joints and valves to leak or fail. Undetected leaks can cause numerous problems including:

Undetected Leak Costs

• Higher water utility costs. A large hotel may have water expenses already exceeding $ 100,000 per year, a 10% water loss can add $ 10,000 easily.
• Equipment not functioning properly. Any asset dependent on consistent optimal water flow will not operate at optimum efficiency.
• Sudden asset failure. An undetected leak means that part failure will happen. A sudden drop in water pressure can cause assets to fail or unplanned emergency downtime. This lowers guest satisfaction as well as increases labor costs.
• Building water damage may occur which would increase the capital budget needed to make major repairs. In addition, building damage can raise insurance rates, lower guest satisfaction and increase liability should an accident result from repair neglect.
• Water leaks are a leading cause of mold and insect infestation. Both of these can cause odor issues which is one of the top complaints of hotel guests.

Early Identification of Corrosion in Hotel Pipes with the Help of an EAM

Although there are some technologies available to identify possible corrosion points, there is no single means of corrosion detection for all forms of corrosion. This means that hotel maintenance departments must maintain a vigilant inspection schedule of all joints, valves and repaired areas to look for signs of leaks or operational difficulty such as valves not closing or opening correctly.

The only real way to do this when you are managing hotel facilities on a large scale is to make use of an Enterprise Asset Management (EAM) system. EAM software combines the maintenance functionality of a Computerized Maintenance Management System (CMMS) with the ability to manage an assets entire lifecycle including vendor and document management.

This combination ensures that proper communication and documentation are being performed on vendor maintained assets (chillers, air handlers etc.) as well as keeping track of the work order history for every valve and T-junction.

By implementing an EAM system, hotels and resorts can increase maintenance visibility by positively impacting the bottom line of hotel operations. A large hotel such as the one I visited can have utility expenses of over $ 1 million dollars a year. Keeping all equipment running in optimal condition is imperative to energy efficiency as well as lowering capital budget needs.

Additional EAM Benefits for Hotels

Identification of corrosion is not the only EAM benefit for hotel facility managers. Other benefits include but are not limited to:

• Better overall maintenance planning as a result of automated work order processes for all maintenance activity.
• Collection if historical work order database to review trends, potential issues, capital budget planning
• Development of a knowledge base that can be used for training new maintenance staff.
• Lower labor costs as a result fewer unplanned maintenance work orders that result in overtime pay.
• Greater guest satisfaction. Hotel maintenance is one of the first things guest notice.

Share with us how corrosion affects your facility operations. If you enjoyed this post you may also want to read:

• Top 10 Hotel Preventive Maintenance Tips
• 10 Advantages of a CMMS for Hotels/Resorts
• The Battle: Hotel Guest Retention Versus Maintenance Costs

Enterprise Asset Management 101

Halloween is just days away, for adults it often means a party at a friends house and an overnight stay at a hotel should the beverages flow too freely. For Hotels and Resorts, Halloween represents an opportunity to make sure that they have inspected the premises for safety and liability issues using their CMMS system.

Standard Hotel Safety Checks With CMMS

Every Hotel or Resort should have a checklist of items that need to be inspected on a regular basis. These hotel maintenance inspection items cover some of the basic safety needs of guests such as:

1. Working elevators as no one wants to run in to someone wearing a mask in the stairwell.
2. Working HVAC. Some costumes with mask can be very hot. It is entirely possible that someone wearing such a costume becomes overheated.
3. Functioning emergency doors and alarms. Front desk or security personnel should always be alerted when guest travel through time locked doors.
4. Common area asset preventive maintenance (loose railings, shredded carpets, loose tiles, lighting etc.)
5. Room maintenance, working lights, doors, inspect for electrical issues.
6. Grounds upkeep like cleaning up debris, marking off holes and so on.
7. Working fire extinguishers, sometimes you need to double check on the inspectors themselves or make sure all the extinguishers are in place.
8. Fixing electrical shorts and making sure all exit signs are properly lit.

All of the above items can be scheduled for inspection using a CMMS program. Using a CMMS will organize these inspections in the most efficient manner as well as provide management with assurance the tasks were actually done.

Hotels and resorts can increase the speed of maintenance inspections ever further by integrating the use of handheld devices. Mobile handheld devices are an integral part of modern CMMS solutions. The use of handheld devices virtually eliminates paper while also allowing management to have real time results at their fingertips as completed work is transmitted back to management.

Halloween Extra Inspections and Preventive Maintenance

Hopefully you are not asking why you need extra maintenance inspections for Halloween. However, in case you are not sure the reasons include people with costumes (masks) feel that their identity is concealed and may be more likely to cause problems.

A watchful eye should be kept on masked people roaming around the hotel, late night costumed arrivals and for Halloween mischief from both adolescents and adults. These efforts will help address the number one complaint of hotel guests (noise) as well as keep the premises safer. Some of the extra inspections include:

• Make sure all security cameras are working in entrances, at exits, halls and parking lots. Masked persons need to be watched for unusual loitering or activity.
• Security services need to be fully manned to identify potential criminals or suspicious activity. Inspect all handheld communication devices to make sure they are in working order.
• Inspect for hotel signage that states no one will be allowed entry wearing a mask. Halloween costumes provide a natural cover for criminals looking to steal or create havoc.
• Inspect and monitor parking areas for mischief.
• Securing all assets that can be tossed into trees, pools or common areas.
• Inspect all bathrooms near bars and common areas to make sure there are no safety hazards or leaks and that they are free of standing water. Party goers have a tendency to be careless and in a hurry in bathrooms.

Non-standard Inspections with CMMS

One of the nice things about a Hotel CMMS solution is that unusual or periodic inspections can be set up and called upon only when needed. For example, special inspections for Halloween, a hotel hurricane checklist or preparing for a major sporting event coming to town can be entered and selected as needed or on a scheduled basis. This makes sure that their is always a history of inspections and maintenance available.

When it comes to guest safety, the value of an accurate maintenance history is priceless. Should an accident occur resulting in a lawsuit against the hotel or resort, proof of consistent good maintenance practices may mitigate some of the liability of the hotel.

Share with us how your Hotel or Resort prepares for special events and holidays. If you liked this article you may also enjoy reading:

• Top 10 Hotel Preventive Maintenance Tips
• Why Is Maintenance the First Thing You Notice at a Hotel?
• The Battle: Hotel Guest Retention Versus Maintenance Costs

Enterprise Asset Management 101

About three months ago, I wrote an article about the reasons that maintenance is one of the first things you notice at a hotel or resort. After researching a few more articles and receiving numerous emails and comments, it is clear that hotel maintenance related problems are the leading cause of lost revenue for hotels of all sizes.

The Maintenance Battleground

From the finest luxury hotels to the bargain extended stay facilities, the complaints remain the same. Guests want rooms that do not have:

• Noise problems: Noise can be generated internally and/or externally. External noise comes from the parking lot, the room next door, the hallway, the emergency exit staircase or even a vending machine. Internal noise comes from squeaking ceiling fans, plumbing and room HVAC units.
• Dirty Rooms/Hotel Maintenance Problems: This includes dirty or grimy carpeting, dirty bedding, missing or non-working room amenities such as light bulbs, Internet access, electric sockets, ceiling fans, plumbing fixtures, remote controls, windows and doors.
• HVAC Issues: Ranging from noisy to temperature control as well as blowing across bedding.
• Room Smells: Room smell issues have a variety of causes. Smells come from smoking, musty air, stale air, previous smoking rooms, animals and mildew.
• Insects and other pests: Insects like moist places with an available food source. Moisture can come from showers, high humidity, spills etc. Food sources normally originate with the guest in the form of food scraps (ants, mice) or improperly maintained bedding (bedbugs) but can also result from the moisture itself getting a toehold (carpenter ants, termites).
• Check-in Issues: This is the only major issue that is not preventable with a hotel CMMS maintenance program.

The Maintenance Call to Arms

The easiest way to do this is to look at the list above and tell which items can be prevented or minimized with preventive maintenance.

• Noise problems: External noise can be mitigated with good weather stripping around windows, better windows and minimizing door spaces. Sadly there is a limit to which preventive maintenance can help external noise. The true is answer is better built buildings. On the other hand, internal noise generators such as HVAC units, squeaking ceiling fans and doors or plumbing issues can be addressed with regular inspection and/or lubrication.
• Dirty Rooms/Room Maintenance Problems: Room maintenance is more than just having the cleaning crew come in and make the beds and do a quick inspection. Rooms should be inspected regularly for a list of common complaints. Some items can be fixed on the spot (missing light bulbs, non-working remote controls) and some may need to be accumulated (electrical sockets not working, mold buildup, carpet stains) before maintenance is scheduled. All safety issues should be scheduled for maintenance as soon as possible to avoid hotel maintenance liability issues.
• HVAC Issues: HVAC noise issues and temperature control problems can be addressed through inspection and preventive maintenance. Better maintained HVAC units/controllers will save energy for the hotel. Central air vents should be kept clean to avoid mildew and dust issues.
• Room Smells: Once an odor has permeated a room, bedding must be changed and upholstery cleaned. Inspections note when a room has a distinguishable odor and that needs to be cleaned thoroughly. The availability of fresh air is a hotel or resort decision. Do windows open, are HVAC filters clean? If central air is used, what percentage of the air is re-circulated. How well are the rooftop units being maintained?
• Insects and other pests: Insects attract predators, without constant inspection and pest control, insects can not only scare away guests but also cause physical damage to the hotel.
• Check-in Issues: External power issues or centralized reservation system glitches are beyond the scope of regular hotel maintenance. However, computer equipment can be checked in any establishment for dust build up on fan motors or connectivity issues. Local equipment can be made to last longer with proper care.

The Maintenance Scheduling/Manpower Battle

Realistically, there are only so many light bulbs, guest caused or wear and tear issues that hotel maintenance staff can address in any given time period. As assets age, it becomes harder and harder for hotels to balance the needs for unplanned maintenance with the goals of a proactive maintenance program that includes inspections and preventive maintenance to maintain or extend the useful lifecycle of equipment.

The question for hotel and resort owners and management is what is the cost differential between attracting new customers and getting customers to make return visits by reducing guest maintenance complaints. The answer can only come from knowing how much it costs to maintain your assets in a way to maximize their useful lifecycle in the most cost effective manner.

CMMS Technology Will Win the War

The key to knowing your costs is understanding the hotel work order lifecycle, eliminating manual procedures, automating paper functions, and finding the correct balance between reactive and proactive maintenance. The tool of choice for this task is a Computerized Maintenance Management System (CMMS). Using a hotel CMMS, helps hotel maintenance managers organize their work flow (inspections, preventive maintenance and unplanned maintenance) in the most time efficient manner.

Once the work is organized, the work order system records all maintenance activity including time spent, cause, parts used, costs, results and notes. This information can then be summarized in management reports enabling management to make better repair or replace decisions as well as identify trends or common causes that require changes in operating procedures.

Lastly, a CMMS software solution, takes the maintenance history and creates a database that can be used for budget analysis, capital expenditure forecasting and a calculation of true asset maintenance costs. Most hotels will find that a CMMS for maintenance is much cheaper than the marketing budget required to attract new customers.

Tell us what catches your eye when you travel. What are the best maintenance practices that you have run across? If you liked this article you may also enjoy reading:

• Why Is Maintenance the First Thing You Notice at a Hotel?
• Should the Lodging Industry be using a CMMS
• Increasing Property Management Cash Flow

Enterprise Asset Management 101