1. Chapter 4
The Planning and
Development Process
World of Resorts: From Development to Management
Third Edition
(424TXT or 424CIN)
© 2010, Educational Institute

2. Competencies for
The Planning and Development Process
1. Describe the role that developers often play in the
creation of new resorts and what they expect in return
for their efforts.
2. Identify the participants in the planning and
development process and how their efforts are
organized and coordinated.
3. Describe the five phases of resort planning and
development and the steps taken in each phase.
4. Delineate the content, uses, and limitations of the
resort master plan.
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3. Physical Plant Team Members
• Developer
• Land planner
• Architect
• Engineers
• Interior designer
• Landscape architect
• General contractor and
subcontractors
• Suppliers and manufacturers
• Project managers
• Technological consultants
•
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4. Ancillary Team Members
• Developer
• Feasibility consultant
• Market and financial analysts
• Social engineer
• Lawyers
• Management consultants or the resort operator
• Government advisors
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5. Purposes of the Resort Master Plan
• Is a planning tool to provide guidance for
decisions
• Describes the general development concept of the
overall resort estate
• Used to coordinate the preparation of more
detailed plans
• Lays out areas earmarked for future development
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6. Purposes of the Resort Master Plan
(continued)
• Analyzes the impact of new development on resort
land over time
• Includes timetables and goals for future growth
• Establishes strategic planning policies
• Provides reasonable certainty for investors based
on forecast and pro forma data with detailed
analysis
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7. The Five Phases of Resort
Planning and Development
1. Conceptualization, planning, and initiation
2. Feasibility analysis
3. Commitment
4. Design, layout, and construction
5. Management and operation
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8. Concerns in Resort Design and
Configuration
• Design, image, and marketing
• Lodging structures
• Recreational facilities
• Design of the general transportation system
• Freestanding restaurants, snack bars, retail, and rental shops
• Provision for future expansion
• Employee housing and related needs
• Support facilities and systems
• Resort hotel
• Deliveries, waste removal, security, and maintenance
• Food and beverage production
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9. Main Elements in a Feasibility Study
• A general overview of the area where the project will be
developed, including the area’s economic climate, its
political stability, travel trends in the area, community
support, and weather patterns
• A market analysis that looks at potential types and
numbers of visitors/guests and where they will come
from, market needs, seasonal patterns, and other data.
• The physical characteristics of the site with particular
reference to its advantages and disadvantages, possible
alternative sites for the resort proposal, and the physical
characteristics of the lodging facility projects.
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10. Main Elements in a Feasibility Study
(continued)
• Financial information such as estimates of capital
requirements, debt-equity leverage, cash flow
statements, balance sheets, and income statement
projections—also known as the pro forma statement.
• Additional information such as import duties and
restrictions on importation of materials needed for
construction or operation.
• Consensus and dissenting opinions of experts who
have been consulted on the project’s feasibility.
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11. Elements of the Commitment Phase
• Land assembly/site acquisition
• Agreements from public entities for development
and funding assistance
• Selection of and agreements with a hotel operator
for franchise rights, affiliation, and/or
management assistance, if applicable
• Obtaining development rights for the site
• Development of the general land-use plan
• Selection of a project architect and engineer
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12. Elements of the Commitment Phase
(continued)
• Selection of a project developer
• Refined project development costs, schedules, and
drawings
• Agreement among financing, developing, and
operating entities
• Obtaining necessary environmental documents
and other governmental approvals and permits
• Determination of ownership structure and securing
finance
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13. Four Conditions Covered in an EIS
1. Designation, purpose, and need of a project
2. Statement of how the environment will be
affected
3. Listing of possible alternatives and
mitigating circumstances
4. An analysis of each alternative
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14. Requirements for an EIS
• All probable environmental effects of the
proposed action
• Avoidable adverse impacts
• Suggested measures for abating or eliminating
probable adverse impacts
• Discussion of the cumulative effects of the project
in relation to other projects
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15. Requirements for an EIS
(continued)
• Alternatives to the proposed action and their
probable environmental effects
• Assessment of the trade-offs between short-term
effects and long-term gains through investment in
maintenance and enhancement
• Commitment, irreversible and irretrievable, of
required natural resources if the proposed action is
implemented
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16. Characteristics of an
Intense/High-Activity Type of Resort
• Activities and facilities located close together
• Atmosphere of constant action and excitement
• More hotel units, smaller rooms
• Compact use of space
• Greater attention to acoustical treatment
• Small restaurants with higher turnovers
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17. Characteristics of a Less Intense
Type of Resort
• A remote location away from other properties
• Fewer hotels within the resort complex
• Activities and facilities that are more dispersed
• More relaxing types of activities
• Larger-size rooms
• More food and beverage facilities on the premises
• Finer accommodations
• Less attention to acoustical treatment
• Self-containment with little need for outside services
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18. Activities of the Project Manager
• Initiating and administering contracts
• Developing working drawings and specifications
• Directing the bidding process and conducting
negotiations with each subcontractor
• Scheduling construction activity
• Monitoring construction
• Assisting in bringing in the project on time and
on budget
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19. Elements in the Final Phase of
Resort Development
• Preparation and implementation of an aggressive sales
and marketing campaign
• Recruitment, training, and retention of staff
• Provision of services per negotiated agreements
• Organization and management of each operating
department
• Control and reduction of operating costs and expenses
• Generation of profits, maintenance of facilities, and
enhancement of the resort’s image
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20. Elements of a Strategic Plan for
Selling Excess Land Holdings
• Analysis of existing markets and tourism trends
• Analysis of the resort in terms of its strengths and
weaknesses
• Strategies and programs to build on strengths and
reduce weaknesses
• Estimation of financial requirements and revenue to
be derived from the proposed programs
• Management of assets, including land, and their yields
• Capital improvements and revenue impact
• Suggested timetable for achieving objectives
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