DVC is included in the occupancy reported by Disney and is counted as "two-bedroom equivalents". This means that DVC inflates the occupancy number but since DVC accounts for only about 11% of Walt Disney World rooms (because they are counted as 2-bedrooms), the effect is modest, typically 1 or 2%. Disney does this because counting DVC as 2-bedrooms helps with the important Per Room Guest Spending (PRGS) metric.
Converting hotel rooms to DVC skews the numbers to the extent that those rooms are taken out of service for extended periods of time. The current conversion at the Wilderness Lodge is skewing the numbers by roughly another 1%, since there are fewer "available room nights" during the conversion.
At any one time, Disney also has another 4% or so of rooms out of service, thus not counted as available room nights. Given the age of most Disney resorts, it's understandable that some rooms need servicing or remodeling at any one time.
Don't let these numbers mislead you. At the moment, Orlando area hotel occupancy
is strong, with both Disney and Universal looking to add hotel/timeshare rooms.
The risk is that both are building during a boon. Orlando tourism is sensitive to economic downturns and another recession is sure to hit eventually. Disney's plan to open Star Wars Land will help. As Universal demonstrated when it opened the first Wizzarding World of Harry Potter, vacationers still come if you have a truly exciting product. If Disney creates an outstanding Star Wars Land, it should be a hit no matter what the economic situation, keeping hotel occupancy strong (even if Disney has to offer some discounts).
Disney's hotel costs are relatively fixed. A hotel occupancy rate of (say) 70% would be a financial disaster for Disney. Even immediately after 9/11, when tourism plummeted and Disney closed hotel rooms, occupancy bottomed out at 76%. Conversely, profits soar when occupancy hits 90%. Remember, when occupancy is low, it means there are bad things going on in the economy, meaning that Disney has to offer discounts to reach (for example) that 76%. When times are good, occupancy goes up and there are fewer discounts, meaning more rooms are occupied at a higher price, which is why it's so profitable. When you consider all the factors in evaluating hotel occupancy, there really is a narrow band between financial success and failure.
"It's such a fine line between stupid and clever. "