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Platinum Certified

The Houstonian Hotel, Club & Spa

Hotel Contact:
111 North Post Oak Lane
Houston, Texas 77024
United States
Main: 888-213-4219
Email: Email Hotel Mark Lupton
DOSM: Mark Lupton
Website: www.houstonian.com
Elite Rating
Planner Rating: 4.3
Chain Independent
Opened 1980
Renovated 2008
Guest Rooms 289
Kings/Suites/Doubles 218 / 10 / 61
Room Rates High $239-289 Low $199-219
High Season High Season Low Season Low Season Shoulder Season Shoulder Season
JanFebMarAprMayJunJulAugSepOctNovDec
Ideal Group Size 100
Max Group Size 500

Fees/Taxes

Resort Fee NA
Room Tax 17%
Sales Tax 8.25%

view in meters
Meeting Space

Largest Meeting Room 6,634ft²
Indoor Meeting Space 32,000ft²
Indoor/Outdoor Meeting Space 36,000ft²

Airport Proximity

George Bush Intercontinental Airport
45 min 25 miles (56 km)
William P. Hobby Airport
35 min 20 miles (32 km)

Business:

Comprehensive business center with teleconferencing room and computer workstations
in-room wireless Internet access and oversized work desks
and advanced technological capability in the meeting rooms
including Wi-Fi
audiovisual equipment
and expert tech support.
transport to nearby shopping
self-parking available
Varied meeting room capacity
Window views in meeting rooms
Ergonomic chairs
Outdoor venues available

Recreation:

Two Resort pools (Adult/Resort)
nature trails
fitness equipment and classes
tennis and other racquet-sport courts
climbing wall
full-court basketball gym
indoor running track
children’s club
Five Star ull-service spa.
outdoor walking track
outdoor dining facility

Nearby:

The George R. Brown Convention Center
World class Galleria Mall
Houston’s dynamic Uptown District
and Memorial Park with its public golf course
NRG Footabll Stadium
botanical hall
and Houston Arboretum.
River Oaks Shopping Village
NASA Center
Galveston Island
Energy Cooridor
Memorial City Shopping Complex
Onsite Dining: Capacity
Arbor Grill
35
Al Fresco Dining
Center Court
0
Healthy Lite Fare
Manor House
85
American European Cuisine
Olivette Restaurant
90
Mediterranean Cuisine

F&B Averages:

Breakfast Buffet $29 Cont. $27
Lunch Buffet $50 Plated $50
Dinner Buffet $75 Plated $75
Coffee Break $19
2-Hour Open Bar $55
Elite Overview Planner Ratings & Reviews
Elite Rating Average Planner Rating
This property has been certified Elite Platinum and meets at least 25 of Elite Meetings Criteria.
This endorsement is an independent unbiased determination granted only to the hotels meeting the standards set by the Elite Meetings Advisory Board. Elite endorsement is never sold or licensed.
4.3
4 reviews
Arrival Experience:
4.3
Accommodations:
3.7
Food & Beverage:
4.2
Guest Service Experience:
4.3
Conference Services Staff:
4.3
Meeting and Function Facilities:
4.7
Activity or Recreation Options:
4.7
Planner-to-Planner Recommendation:
3.0
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view in meters
Capacity Charts
Room Name Total Square Meters Room Size(meters) Ceiling Height (meters) Total Square Feet Room Size (feet) Ceiling Height (feet) Classroom Theater Banquet 10 Reception Conference U-Shape H-Square 10 x 10s
Aspen 297 13.7 x 21.6 3 3,195 45' x 71' 10 160 200 280 350 0 50 60 0
Camelia 103 12.5 x 8.2 3 1,107 41' x 27' 10 55 70 80 95 25 35 40 0
Cedar 70 8.2 x 8.5 3 756 27' x 28' 10 32 50 50 75 25 20 25 0
Cottonwood 68 8.2 x 8.2 3 729 27' x 27' 10 32 45 40 75 25 20 25 0
View Complete Chart
Property News
FIVE QUESTIONS WITH JIM MILLS- From head of the kitchen to head of the hotel
Posted May 2, 2008
By MASON LERNER
For the Chronicle

Jim Mills took the tasty route to the top of the Houstonian Hotel, Club and Spa's corporate ladder.

He started as its executive chef in 1995. By 2002, he was the hotel's manager, and three years later, he became its general manager.

Mills talked with Chronicle correspondent Mason Lerner about the changes he has witnessed in the hotel industry over the years, the state of the industry and the challenge of living up to the Houstonian brand.

Q: How common is it for someone to go from the kitchen to the GM position in the hotel industry?

A: It is unusual today, but there was a time, reportedly, in the hotel business where the pathway to the head office led through the kitchen.

My own belief is if you can successfully manage a large commercial kitchen, one that in today's dollars does more than $12 million or $15 million in volume and deals with so many weird deadlines and customer sensibilities, you can probably manage just about anything.

In my case, though, I believe it was the relationships I created here at the Houstonian, the support that I had from the staff and probably the fact that as a chef, I wasn't solely focused on the craft " although I do love the craft.

Many chefs really concentrate on cooking to the exclusion of all else. I really quite enjoy running the business of being a chef for a large commercial kitchen.

Q: How has the industry changed since you got into it?

A: I know that it really becomes a clich these days, but I will tell you that 15 years ago, very few people inside a hotel had computers.

The other thing that has changed, in terms of facilities, is that people expect a higher level of luxury at all levels of our industry than they expected 30 years ago.

I think 30 years ago, if you were at the very top hotels, people had very, very high expectations. But there was a wide range of what you might expect for your lodging dollar.

I think that that range has narrowed significantly over the last 15 years.

Q: Have any of the changes taken you by surprise?

A: Green initiatives, green thought, green design and green technologies, even 10 years ago, weren't something that I would have thought much about.

There just wasn't the awareness. But today there is, and that is driven by need.

That affects a lot of things that we do. It affects the choices that guests make in the marketplace as well as choices that we make in terms of sourcing products or design.

Q: What specific initiatives have you spearheaded to go green?

A: Our program to encourage guests to reuse their guest room linens. This is a fairly common practice today, although we have been pursuing this for more than 10 years.

The second one is to recycle our trash. We have gone the full gamut of that. We separate and recycle a number of items. We work very carefully with our waste vendors to achieve results.

Some things going forward in the very near future for us: We will renovate our guest rooms over the course of this summer. Ten years ago, we probably would have focused most of our efforts on the aesthetics of the room. How does it look, how does it make you feel?

For this project, aesthetics is one of the important features of the room, but the functionality of the room is on equal footing with the aesthetics.

We started with talking about technology and energy management, heightened efficiency lighting and some green initiatives where we don't use anything manufactured with volatile organic compounds.

Q: How do you deal with the challenge of living up to a brand name that has become synonymous with luxury?

A: It's something that you learn to live with. It is a constant and insistent need to move forward and to improve. You have to keep in mind that all of your competitors are doing the same thing.

It's something that our team talks about quite often in formulating both our strategic and our tactical plans in terms of our services and the facility offerings that make up our brand.
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