MNG01222: Venue Design and Condition Assessment Report

This report provides a comprehensive analysis of the El Camino Cantina restaurant, focusing on venue design and condition assessment. Part 1 examines the venue's design, assessing whether its intended purpose has been achieved and if stakeholder objectives are met, while also suggesting potential design improvements such as better bathroom layouts, employee facilities, and the addition of a bar area. Part 2 delves into the rationale behind venue condition assessments, exploring the theory, objectives, challenges, and benefits of such appraisals. The report highlights challenges like data security and internal communication issues, while emphasizing benefits such as improved customer satisfaction and increased business opportunities. The analysis is based on the provided case study and relevant academic literature, offering a detailed perspective on facility and risk management within the hospitality sector. The report concludes with a list of references used in the analysis.

Running head: FACILITY AND RISK MANAGEMENT
FACILITY AND RISK MANAGEMENT
Name of the student:
Name of the university:
Author note:

Table of Contents
Part 1:.........................................................................................................................................2
Venue design analysis:...............................................................................................................2
Has the intended purpose of the design been achieved?........................................................2
Have the objectives of the various stakeholders been met?...................................................2
Are there other considerations that were, or should have, been made in the design of the
venue?....................................................................................................................................3
Part 2:.........................................................................................................................................4
Rationale behind the theory as well as objective:..................................................................4
Challenges:.............................................................................................................................5
Benefits associated with the appraisal:..................................................................................5
References:.................................................................................................................................7

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Part 1:
Venue design analysis:
Has the intended purpose of the design been achieved?
The El Camino Cantina restaurant has been given a Mexican theme in order to give it
an attractive look. The restaurant has been built in a strategic location, which is the most
historic CBT precinct within Sydney. The restaurant infrastructure covers a very large space
as well as colourful sombreros. It has good music systems for visitor entertainment. It is full
of neon lights to give it a pleasant ambience and is equipped with the latest machines and
state of the art technology that is monitored on a regular basis. The different furniture’s and
other infrastructure in the kitchen areas are well maintained and refurbished from time to time
to constantly improve and develop the amenities and restaurant features (Legohérel, Fyall and
Poutier 2013). Considering these facts, it can be said that the design of the El Camino Cantina
restaurant has been achieved as planned.
Have the objectives of the various stakeholders been met?
The main stakeholders of the El Camino Cantina restaurant are the Employees,
Directors, Managers, Customers, Suppliers, Bank, Local council /Authority, Stockholders,
Government, Media, Hospital, Community, Competitors, Legal Consultants. They have
different objectives. Internal analysis of the restaurant shows that generating maximum
revenue and ensuring optimum job satisfaction are the main aims of the Employees,
Directors, as well as Managers, which has been met by the excellent infrastructure of the
hotel (Denizci, Guillet and Mohammed 2015). The social media platforms such as Facebook,
Twitter has also successfully promoted the restaurant in order to attract more guests (Deery
and Jago 2015). Hospitals tied up with the restaurant in case of catering to customers during
emergency also derive quite good business. The machines and systems of the restaurant are

being checked and monitored on a regular basis. The club lounge area is being developed.
For the lounge additional equipment are being acquired.
The restaurant is regularly maintained and the cleanliness and hygiene is well
maintained by the staff hired from other third, who are outsourced. Outsourced employees
regularly clean the floor in the dining hall in order to ensure a pleasurable environment for
the guests. The light, furniture’s and other amenities are always being refurbished and
monitored and the different government guidelines are also met by the restaurant
management (Brown, Arendt and Bosselman 2014). Considering the roles played by the
different stakeholders in the successful business of the El Camino Cantina restaurant, it can
be said that the objectives of the stakeholders are met.
Are there other considerations that were, or should have, been made in the
design of the venue?
Even though the floor plan of the El Camino Cantina restaurant is strategic, there
could have been some other considerations at the time of designing the architecture. The
restaurant bathrooms could have been more spacious and more widely distributed in some
other areas. The restrooms should have been so designed to accommodate more number of
guests since there is more free space available in the rear side of the existing bathrooms
(Boella and Turner 2013). The tables should be placed in such a way so that they are located
quite far away from the bathrooms. Walls should also internally separate the bathrooms.
Employee washrooms should be separately situated form the customers bathrooms.
There should also be dedicated lockers in the restaurant premises for the employees to
keep their personal belongings at the time of their duty. The restaurant management should
also ensure that adequate safety and disaster recovery mechanisms such as fire extinguishers
be placed at the different corners of the restaurant to ensure a safe place for just not the

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customers but the employees too (Atkin and Brooks 2014). The restaurant design should have
an area for employees to store their belongings. Owners and different stakeholders of the El
Camino Cantina restaurant may gain more profits by incorporating another bar area within
the hotel premises. The bar should be equipped with appropriate lights and furniture’s in
order to give the customers a relaxing experience. The customer should be able to be seated
as well as relax while having their drinks. There should also be a connected kitchen with the
new bar area in order to meet demands of the customers who prefer to order food while
having their drinks. This new bar area can help in enabling the clients without having to wait
for a seat to be vacated. The El Camino Cantina restaurant is one of the most popular
restaurants within Australia and has the capacity to attract large number of customers on the
weekends who mainly come for quick drinks. Therefore, it should be ensured that the new
bar areas is spacious enough to accommodate large number of clients at the same time.
Part 2:
Rationale behind the theory as well as objective:
Based on the details provided about the El Camino Cantina restaurant it can be seen
that it is one of the most strategically located restaurant and it is a newly constructed property
that has the capability of attracting large number of customers. Due to its outstanding features
it is attracting more number of customers than the other competitors and the infrastructure is
excellent. It has a perfect ambience for the customers therefore provides the maximum
customer satisfaction and best customer feedbacks which in turn attracts more customers
which is one of the prime objectives of the restaurant owners (Xin and Huang 2013). Due to
the modern state of the art architectures and design including ambient lights and sound
systems within the restaurant premises, the customers enjoy spending long hours in the
restaurant, which in turn helps in generating more revenue. The different machines and other
equipment’s are checked on a regular basis and their functioning is always monitored in real

time conditions. The club and lounge area is always being maintained and cleaned, it is
ensured to provide a most decent and hygienic experience for the users in order to improve
their feedbacks (Wetzel and Thabet 2015). Additional lounge equipment’s are being acquired
to ensure better and improved service quality to the customers to ensure repeat business and
improved feedback from them which is one of the rime objectives of the restaurant.
Challenges:
There are different kinds of challenges faced due to which it is often difficult to find
information about the restaurant work operations. One of the main challenges is data security.
This is because the systems used in the restaurant premises, which can consist of CCTV
cameras, computer as well as other electronic devices are often subjected to virus attacks
from the outside networks. In addition, the information system used for maintaining customer
information are often manipulated by the employees under acts of employee vandalism,
which can occur due to multiple reasons. Due to the corruption of the information in the
different important sources in the restaurant premises, there can be issues such as misplaced
bills or wrong bills reaching wrong tables at the end of an order that can make the customers
unhappy and embarrassed. In addition, other important information no internal operations
such as raw material supple for the kitchens etc., have to be properly managed by the
employees and the internal staff which is often not done resulting in different
miscommunications and internal issues in the work operations of the El Camino Cantina
restaurant (Sisson and Adams 2013). These are the challenges faced by the hotel authorities
in order to fetch the important information.
Benefits associated with the appraisal:
There are different benefits associated with the appraisal of the floor plans and the
overall development of the restaurant. The area of the dining hall has been increased and the
cleanliness of the space is ensured on a real time basis. The floor area is also neat and clean to

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ensure optimum customer satisfaction. Contract has been signed with the third party staff to
ensure that the hygiene and cleanliness of the floor and the other parts is maintained to ensure
improved customer satisfaction. This will ensure a pleasurable experience for the customers
and repeat business form them. Most importantly, happy customers can refer the restaurant to
their friends, which in turn can improve the business of the restaurant, which is one of the
biggest benefits (Singal 2014). The appraisal also ensures that there is considerable space
that is set up in order to accommodate more number of tables as well as chair. This can help
in ensuing that more customers can be accommodated even in peak seasons, which will help
in deriving more business. This again is one of the major benefits and a primary goal of the
restaurant. The dining area is so designed that there is no congestion there and the customers
can freely move around which can help in ensuring a better experience for them (Roper and
Payant 2014). Three AC vents have been incorporated in order to avoid the floor suffocation
and ensure a flow or air at all points in time. This will also help a better ventilation within the
restaurant premises (McNeil, Frey and Embrechts 2015). Fire exits have also been
incorporated in different places. These features helps the customer believe that the place they
have visited has all the safety features and they can peacefully enjoy their food and drinks
and spend a quality time at the El Camino Cantina restaurant.

References:
Atkin, B. and Brooks, A., 2014. Total facility management. John Wiley & Sons.
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality
industry: A guide to best practice. Routledge.
Brown, E.A., Arendt, S.W. and Bosselman, R.H., 2014. Hospitality management graduates’
perceptions of career factor importance and career factor experience. International Journal of
Hospitality Management, 37, pp.58-67.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-
472.
Denizci Guillet, B. and Mohammed, I., 2015. Revenue management research in hospitality
and tourism: A critical review of current literature and suggestions for future
research. International Journal of Contemporary Hospitality Management, 27(4), pp.526-
560.
Legohérel, P., Fyall, A. and Poutier, E. eds., 2013. Revenue management for hospitality and
tourism. Woodeaton: Goodfellow Publishers.
McNeil, A.J., Frey, R. and Embrechts, P., 2015. Quantitative Risk Management: Concepts,
Techniques and Tools-revised edition. Princeton university press.
Roper, K. and Payant, R., 2014. The facility management handbook. Amacom.
Singal, M., 2014. The business case for diversity management in the hospitality
industry. International Journal of Hospitality Management, 40, pp.10-19.

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Sisson, L.G. and Adams, A.R., 2013. Essential hospitality management competencies: The
importance of soft skills. Journal of Hospitality & Tourism Education, 25(3), pp.131-145.
Wetzel, E.M. and Thabet, W.Y., 2015. The use of a BIM-based framework to support safe
facility management processes. Automation in Construction, 60, pp.12-24.
Xin, J. and Huang, C., 2013. Fire risk analysis of residential buildings based on scenario
clusters and its application in fire risk management. Fire Safety Journal, 62, pp.72-78.