Welcome to the hub for information on the Grand Georgian Refurbishment

You will be able to find information related to the refurbishment project here.

As the project progresses from the planning phase, through the sourcing and purchasing stages and on into the execution phase we will post additional information for you to see e.g. any designer renderings, changes to scope, etc.

Check back regularly to see what’s new!
Town Hall Meeting

Thursday March 23, 2017
7:00 pm
Element, 6170 Highway7, Vaughan, Ontario L4H 0R2

We want to ensure owners have a further opportunity to ask questions and gain a greater understanding of the refurbishment process. At the meeting we will make a short presentation around the refurbishment process and progress to date but will ensure the floor is open for questions as soon as possible.

Frequently Asked Questions
Our history generally shows individual owners cannot get lower prices on commercial grade and custom made furniture. However, we are always open to sourcing new suppliers and owners are welcome to talk to their suppliers and provide us with a competitive quote taking into account design specification requirements and a necessary ability for the manufacturer to produce and deliver products en masse to exact deadlines.
With high prices come high expectations. Units must be more than fine if we are to continue to command high revenues. While some units do wear differently to others, hotels operate on the basis of providing consistent guest experiences and once one changes, it follows that everyone has to change. There also comes a question of form over function. Even though an item may still function it is necessary to also ask if it is current in terms of guest expectations.
No. By taking on responsibility for the work we also take on responsibility for delivering the final product on time and to the appropriate standard. Management of defect rectification and warranty claims becomes part of what we do after the fact. We cannot coordinate individual owners doing their own work with all the other moving parts that make up the project as this constitutes a loss of control in terms of process and quality – two essential components of project success

Unfortunately, we cannot do this. Suppliers of goods and services we use tend to be commercial operations and are neither geared to nor skilled in dealing with public inquiries and they do not have time to go over their costings with every owner that might approach them. An approach from an owner also puts them in a difficult position because they do not want to offend but at the same time become uncertain as to what they should say or not say because they do not wish to damage the relationship they have with us as the project managers.


We have completed a number of projects and extrapolate prices from those. We reference market pricing for goods and services where we do not have more solid information. We also validate our figures or methods of deriving them by discussing our approach with contractors, vendors, etc. where necessary and appropriate. Costing this way has historically brought us within 10% of final costs.

The designer selection process is in hand and is something that will be done in collaboration with the Homeowner Refurbishment Committee. Ordinarily this step would have already been taken but in the case of this project we prioritized getting estimated costs out as soon as possible so that owners could access the longest possible payment plan period.

There is no absolute answer to this question. Replacement of things like soft seating and hard furniture, beds, etc. is dependent on wear and tear which in turn is dependent on occupancy and use levels.

There are guidelines in the RMA but that is all they are. We currently aim to do a refurbishment every 7 – 9 years. In this case we are refurbishing room components such as kitchens and bathrooms that generally have a longer life. We anticipate this type of need may come round every second refurbishment cycle. We are also looking seriously at devising a continuous and planned refurbishment program which addresses different components at different times and so distributes costs more evenly across time and brings greater certainty to owners.

We do not accept credit card payments for projects of this sort. This is because all costs are flow through costs i.e. if a sofa costs BMR $1200.00 it is passed on to you for $1200.00. If credit card payments were accepted, BMR would have to add a ‘profit margin to each item for all goods to offset the credit card merchant costs. This is not fair to all and takes us away from our desire to pass fixtures and furniture, etc. along at cost as part of our efforts to manage owner outlays as responsibly as possible.

No. There are cases where revenues will not match payment due amounts. Cheque payments bring certainty to everyone.

Owners of the first 20% of units who ask, can remove themselves from the Rental Program following a set process that is laid out in the Rental Management Agreement.
This depends on many economic variables. Without any guarantee, traditionally buildings see an uptick in revenues generated after a refurbishment but this is not assured and is impossible to quantify in exact terms

As Rental Manager, BMR is permitted by the RMA to determine the hotel standard however, as a company we are sensitive to the fact that owners pay for refurbishment items and we do not take a cavalier attitude to these matters, responding to guest commentary, industry standards and the need to ensure the product we are selling in the market warrants the rates being charged.

Ultimately, BMR determines the scope based on reviews of the physical spaces, guest and staff feedback and through vigilance in terms of what guest expectations are across the hospitality industry. However, the scope that is reflected in individual owner packages has been discussed and reviewed by members of the Homeowner Refurbishment Committee and has in no way been arrived at unilaterally.

If you have replaced a major appliance within one year of the proposed project start date, please contact BMR

While the costs of refurbishment are the responsibility of owners, BMR prides itself on its prior record in bringing projects in at or very close to early estimates. Where adjustments are required after budget costs have been distributed to owners, any adjustments are incorporated into a final balancing payment. These adjustments can go down as well as up. Savings are also passed along.

There are a couple of ways to address this issue that involve coming to an agreement between seller and buyer. This is something your realtor can assist you with (especially if they are familiar with Village properties and our Rental Program). BMR is willing to assist realtors who may need some insight on a matter such as this

Your unit will come off the rental program once it no longer meets the hotel standard or if you decide to remove it beforehand. There are notice provisions contained in the RMA and HOS will provide advice and guide you through the process and implications if you chose to explore this route

All items of furniture in your units belong to you. You will be given an opportunity to come to the Resort to pick up items such as the dining room set and kitchen appliances that are being replaced in Stage 1 of the project. We will be sending you a list of the available items and a date for collection at a later date.

Uncollected furniture will be sent to a liquidator, possibly offered in a staff sale or distributed to local charitable organizations. Every effort is made to avoid true disposal.


BMR is responsible for the hotel lobby furniture and equipment that services the hotel operation as well as the office spaces for which it is responsible. BMR does not own any of the assets in the rooms and as per the RMA, these are costs that are borne by owners.

There is an extensive commitment of time and effort in planning, negotiating and project managing refurbishments plus considerable post project work. This is over and above the day to day work undertaken by HOS and constitutes things like, committee work, supplier sourcing, product testing, financial management, scheduling, expediting, communications, defect listing and correction, etc. Market rate for services such as these is 12-15% of project value. BMR sets the fee at 3%.

Refurbishment of this space will include re-facing of existing cabinets with new doors and hardware. Counter tops will be upgraded, appliances replaced and updated backsplashes installed where appropriate. Floor tile will be updated.
Refurbishment of this space will include new vanity, vanity mirror, vanity light, sink and fixtures. Floor tile and wall tile in the bath/shower enclosure, painting and accessories (towel bars, etc.) are included. We anticipate ceiling fans will be replaced and we are keen to replace existing tubs with walk in, glass walled shower enclosures as these are much more efficient in terms of water usage (and therefore utility bills) and are consistent with the industry trend.

We are becoming aware that there is a move away from tubs in the industry. The use of showers presents a more updated feel and they are far more efficient from a water use perspective and as such represent a more proactive position in terms of environmental stewardship. This – an increasingly important factor in destination choice making particularly among younger demographics

BMR is solely responsible for renting your unit and operating the hotel/resort. Special assessments, condo fees, etc. are not connected to this and are matters that fall under the umbrella of other entities such as your Condo Board

This refurbishment is very much about maintaining a standard and keeping the Grand Georgian current and attractive to guests. The ROI argument is a little misleading as this is more a discussion around the need for straight replacement at the ‘end of product life’. If one owns an old car it will eventually break down. If one wants to keep driving, at some point it is necessary to buy a new car rather than continuing to ‘invest’ money in repairs.


Traditionally, refurbishment payment plans have been structured over a maximum period of nine months. For this project we are being proactive in extending that time line and providing additional payment options to Owners. We know some owners prefer to finance their refurbishment in fewer but larger sums and the options below flow from recognition of this fact.

Option 1 - Twelve cheques per phase:
These cheques will be cashed on a monthly basis and serve to spread the payment of the refurbishment in increments across the longest possible period.

Option 2 - Two cheques per phase:
Two cheques, each in the amount of 50 % of anticipated costs for each phase.

Option 3 – One cheque per phase:
One cheque for 100% of the anticipated cost associated with Stage 1 of the refurbishment due before the date in 2017 when BMR starts to issue orders to suppliers and pay deposits. Another cheque for 100% of the cost anticipated for Stage 2 of the refurbishment will be due at a similar point in time in 2018.

Credit card payments will not be accepted for this project.


There can be a number of unforeseeable items that crop up during any project. If you have conducted home renovations this will not be a foreign concept to you. In the case of a hotel refurbishment, contingency is designed to ensure funds are in place to cover off such expenses. For example, carpet pricing is highly dependent on the price of oil at the time an order is made and consequently can vary from the cost estimate we provide you many months in advance.
Unused contingency is either applied to any final amount due (the balancing payment or it is credited back to you at the end of the project.


If you do not return this form to us, unfortunately we will have no option other than to remove your unit from the rental program at a date that will be notified to you. If this is something you are considering, we urge you to call us immediately and discuss the matter as there are some serious considerations that you need to take into account before making a decision like this. HOS will be more than willing to explain all of the implications to you in an open and unbiased way.


The refurbishment goal is to update your building’s decor to meet and exceed the ever increasing expectations of guests who stay in the Grand Georgian and who pay market leading room rates. Increasing amounts of negative guest feedback, observations and comments from staff, price resistance and the fact that a hotel must remain current and in line with broader industry standards have all been factors in moving this project forward.