The beautiful and luxurious Hotel Vendome was constructed in the Back Bay area of Boston, Massachusetts in 1871. It was constructed on the corner of Commonwealth Avenue and Dartmouth Street. This elite hotel was accommodated by presidents and ambassadors and was unique to its time. During 1881 the hotel became even more luxurious and elite when it was expanded and remodeled. Thomas Edison even visited and electric lights were installed and inspected, making Hotel Vendome the most modernized hotel in the country. It was constructed of “brick arches, steel beams, and masonry walls with slate covering the mansard roofs to prevent flying firebrands from spreading fire from one building to another” (Mochen 2012). This solid outstanding building endured a very rough period between 1968 and 1971. This structure endured 6 fires during these 3 years, causing the Public Safety Department and licensing division of Massachusetts to pull the occupancy permits due to life safety risks. At the end of the year in 1971, however, a new owner was issued a permit to begin to transform Hotel Vendome into 124 residential apartments and a shopping mall. Later that same afternoon, the new owner opened the basement area to serve as a café while the rest of the structure began the new renovation.
On the fateful and unforgettable afternoon of June 17, 1972 Hotel Vendome experienced yet another fire. Actually it experienced several fires in different locations on this date. Electricians working on the first floor reported smoke coming from the upper floors, and a bartender reported smoke in the basement. All occupants in the basement café were safely escorted out, and 3 engine companies, 2 ladder companies, and 1 District Chief arrived on scene noticing ...
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...afety should have inspected the building prior to issuing permits for further renovation, especially knowing this structure was going to be housing 124 residents. It seems that lack of knowledge from prior owners and lack of responsibility of city officials are responsible for this collapse and sadly, the loss of 9 brave men in the line of duty. The Boston Fire Department could have worked closer with the owner/ construction crew at the Hotel Vendome, and the deficiencies would have been found, and they would have known the instability they were walking into on June 17. At that point, firefighting operations would have more than likely been defensive. The firefighters did not conduct pre-incident planning which would have let them know they were going to face the construction barriers while attempting to lay hose, maneuver hose, and get the hose to a water source.
One of the deadliest nightclub fires in United States history occurred on May 28, 1977, a busy Memorial Day weekend in the suburbs of Cincinnati. The Beverly Hills Supper Club was a popular nightclub located in Southgate, Campbell County, Kentucky in the greater Cincinnati area. It was located on a hill less than 1000 ft. from the highway on seventeen acres of land just three miles from downtown Cincinnati (Beverly Hills Supper Club Fire D-1). It has since become a case study for its numerous code violations and the behavior of the fire from ignition to building collapse. While there is no one contributing factor to the significant loss of life at this facility, a study of the building’s history, the sequence of the fire’s progression, and an analysis of the fire’s chemistry can provide some valuable lessons to the future firefighter.
'Is it true that long ago firemen put fires out instead of going to start them?’ ‘No. Houses. have always been fireproof, take my word for it.’ ‘Strange. I heard once that a long time ago houses used to burn by accident and they needed firemen to stop the flames.’ He laughed.
The most pressing issue facing Detroit, in regard to fire, is the steady amount of burning vacant or delipidated buildings, and second to that is the high rate of home fires. For the purposes of this project, the capabilities of
Because the hotel was designed by Mudgett and not by a professional architect, the construction of the building would be deemed unsafe by inspectors out of pure lack of architectural knowledge; the building would be found to have many hazards to the customers, both intentional and unintentional. His building would have needed to be inspected before it could be used for commercial purposes and would have had a very hard time passing the inspection, thus preventing or at the least delaying it’s opening. The inspectors of the building would have found gas lines running throughout the structure and would have adamantly rejected the commercial use of the building due to its odd safety hazards. Inspectors of the building would also be wary of the surgical tables in an office with no reason behind medical accommodations in a hotel, only deepening their suspicions and increasing the likelihood of disapproving of the building’s commercial use. As if that wasn’t enough to warrant concern; the dynamics of the vault would prove inadequate for glass making purposes, the claimed purpose behind the vault. By the end of the inspection, the building would have a number of safety issues that would have to be resolved before it could be opened and the inspection itself would likely result in contact with the police due to the abnormalities inside the
First and foremost are the architectural elements. These encompass the structural components that Chareau uses to emphasize the current site’s condition, the regularity of the grid used, the characteristics of the materials, the spatial alignment of the program, and so forth. The Maison de Verre would not have been designed the same way if it had been erected elsewhere. The same design principles would have been apparent, but there were extenuating circumstances that the client and the architect encountered at the site. The clients, Dr. and Mrs. Dalsace, inherited the building and the surrounding property from her father, and had the sole intention of tearing down the existing building and resurrecting a new, modern structure that would showcase Chareau’s furniture designs. (Vellay 63). The only thing stopping them was an elderly woman who lived on the second floor of the existing building who refused to leave her apartment (Frampto...
...pectors had determined that the reason on which the fire had rapidly spread was due to many structural and design flaws. Wires not being grounded correctly, a fire alarm that never rung or let out a peep. The stairwell which was a critical escape path overwhelmed by smoke. Other defects located in the air conditioning systems, all which helped the smoke spread. Despite of 83 building code violations, no one was ever punished for the lives that were lost. Later, the Hotel was being rebuilt, and the fire marshal had issued for the hotel to pay 192000$ to install sprinklers in the casino room; the clark county building official had rejected for the fire marshal’s charge. Authorities then had said that the automatic sprinkler systems were better off installed in the first place, as they could have prevented the loss many lives and the disaster at the hotel. Even after
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Spilsbury, Louise and Alcraft, Rob. World’s Worst Fire Disasters. Chicago: Heinemann Library, 2000. 8-13. Print.
Anderson, A. "The Paris Exhibition Buildings." Architectural Review. Vol 7. Jan - June 1900. 28-37.
“Hotel” means a building or a part of the building which incorporates not less than 10 bedrooms (10) available for board and lodging services against a financial consideration; in this paper “hotel”means Palazzo Versace Dubai Hotel (PVH).
Some of the problems plaguing the Portman Hotel in its inception include a lack of harmony among the workers, a lack of effort by some of the personal valets, and a lack of discipline on the part of management. The following case study uses various theories to explain these issues.
The James cook hotel is plan to implicating change in hotel by this company face so many challenge which we going to discuss below.
fixed costs to total costs. The high level of these costs stem from the fact that hotels must constantly be managed to achieve the most costeffective usage of resources applied to decor, equipment, preoperational expenses and finance. The aim of hotels is to fill their rooms as profitable as possible as a result some of the most important thing that the hotel industry must realize is that it must be able to market themselves and provide quality services so that customers will want to return back to the hotel. The demands of these two characteristics are very high and it requires a lot of effort. In terms of building a hotel, the capital requirements for a hotel project are so high that hotel cannot easily be traded and must remain as a longterm investment purpose. As a result the industry is subjected to large amounts of cost advantages or disadvantages based on the size of the hotel. Furthermore the success of a hotel is also sensitive to the location, management, and the quality and expertise of the staff which is vital to the functionality of the hospitality industry.
Situated bang opposite the ornate Brussels Stock Exchange, the Brussels Marriott Hotel Grand Palace is an upscale luxury hotel offering accommodation in more than 200 rooms. The hotel is a five-minute walk from tourist attractions like Grand Place and Manneken Pis, and a 10-minute walk from Brussels Central Train Station. The rooms of this hotel have been known for providing comfort to guests and are well-equipped with all basic amenities including satellite TVs, coffee and tea making facilities and private bathrooms with bathtubs. There is an American-style open-kitchen restaurant in this hotel which serves delicious steaks, fresh seafood and salads. The hotel makes for a great stay option for shopaholics as the Rue Neuve shopping street is just 850 m away from the property.
Some hotels have an only ISO14001 certificate, but some of them have Hong Kong Eco business Award and Green Globe certificate. The research dimensions are energy efficiency, water management, waste management, and indoor air quality. It needs the competencies of the building, internal design, staff training, communication with guests in order to enforce the policies and practice properly (Heung and Pun, 2013). The finding of energy efficacy is Hotel A implemented ISO14001, such as using energy-saving bulbs in bathrooms, corridors, and table lamps, and it helps Hotel A reduce 10.7% of energy consumption and save HK$ 1.5 million in 2 years. Moreover, Hotel A saved 15.2% water consumption in 2 years because of its effective water management, such as 70 to 90-liter water from washing and laundry daily (Heung and Pun,