Maximizing REVENUE - AHLA · Chris Eklof Alberta Hospitality is published quarterly by: T 604-574-4577 1-800-667-0955 F 604-574-2196 ... HAC President, Tony Pollard, congratulated

albertahospitality

The Official Magazine of the Alberta Hotel and Lodging Association

PM

4002

6059

Summer 2012

RV Industry Trends

Plus:

Social Media Trends With endless ways to stay

connected, what are the best options for hoteliers?

Maximizing REVENUE

Commercial Host

LIABILITY

See archives of the magazine online at ahla.ca

To promote your products or services to hotels across Alberta call 1-800-667-0955.

albertahospitality

SOCIAL MEDIA TRENDSTechnology and traveller behaviour is

evolving at a dizzying speed, and keeping up with changes can be a distraction

from taking care of guests and generating revenue.

4 Chairman’s Report5 President & CEO’s Message9 Travel Alberta14 HR Matters15 Alberta’s Treasures21 Names in the News21 What’s New?24 Member Value Program25 Roundtable

in every issue

albertahospitality

this issue6

10 Maximizing Revenue16 Featured Property: Shaw’s Point Resort18 Commercial Host Liability22 Optimistic Outlook for the Accommodation Sector26 RV Industry Trends27 Growing Star Quality28 Your Future in Hospitality30 2012 AHLA Convention & Trade Show Recap

“It’s important that everybody takes their turn.” These were the words of the owner of my hotel, when I informed him that I was on the path to becoming Board Chair of the AHLA. I knew there was going to be a time commitment and a bit of travel involved, so I wanted to be sure I had his support for this endeavour.

He’s a pretty smart guy, Mr. Taylor is. They never had a hotel before they bought the good ship Glenmore Inn 14 years ago. Manufacturing is their core business, but sensing a unique opportunity to try something different, they grabbed us, put some great infrastructure money into the place, and let us run it our way, with his vision in mind.

In one of the many conversations we had early on, Mr. Taylor impressed upon me that there is not a lot of difference between product and customer. Certainly manufacturing and hospitality are different in scope, but he firmly believed that no matter what the product, the customer had to receive the best product for dollar spent and exceptional customer service. To deliver this, we would need a solid business plan and values to guide us.

This framework stuck with me and dovetailed nicely with my own business values. As we grew, we created a culture of respect, fun, and sense of achievement. I had the freedom to hire excellent people and give them the tools to succeed. As our business plans took root, I had the opportunity to realize a personal goal, which was to become more involved in associations.

Enter the AHLA. I had long been a member, but got more engaged and was impressed enough with the association that I wanted to become a part of the board, which I did in 2006. Committee work, governance, and a lot of industry focus later, I now find myself Chair of this wonderful organization.

However, it really started with Mr. Taylor’s words to me. His belief that everyone should give back to the industry that forms their career is as refreshing as it is important. Challenging yourself to be part of something that benefits the whole industry does everything from strengthening it to protecting it.

So here I am, surrounded by a team of board members that offer a variety of perspectives from across our industry: large urban properties to independent rural hotels; multi-unit representation to a singular campground. A flagged independent hotel owner sits beside the manager of a mountain resort. The cross-section of people representing our 920 members reflects our industry today. And they are exceptionally talented.

Then there is the AHLA staff. Hard working, with a keen attention to detail, they work tirelessly to meet our members’ needs, spotting trends and ensuring the board has the most up-to-date information to serve the members.

I am the smartest guy in the room only because I recognize that I am nowhere near as smart as the talent around me. And I couldn’t be happier.

The AHLA has a strong and respected voice with government. We offer programs that deliver exceptional value. We can help you with human resource training. We have an excellent model to deliver information to you, and we have a history of putting ideas to action. At some point you may wish to get more involved and I encourage you to do so.

After all, it’s important that everybody takes their turn!

CHAIRMAN’S REPORT

AHLA2707 Ellwood Drive,

Edmonton AB, T6X 0P7 Toll Free: 1.888.436.6112

www.ahla.ca

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PUBLICATIONS

CHAIR OF THE BOARDPerry Wilford

FIRST VICE CHAIRSteven Watters

VICE CHAIRMichael Sieger

VICE CHAIRTina Tobin

PAST CHAIRMike Shymka

PRESIDENT & CEODave Kaiser, CHA

DIRECTORS NORTHAmr AwadMark Perry

Tony Verbisky

DIRECTORS CENTRALPerry Batke

Robin Cumine

DIRECTORS SOUTHJoseph Clohessy

Mark HopeMarc Rheaume

Leanne Shaw-Brotherston

DIRECTOR, CAMPGROUNDSChris Eklof

Alberta Hospitality is published quarterly by:

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• Optimizing your Website• Tech Trends

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UPCOMING ISSUEFall 2012

by Perry Wilford

Closes August 24Publishes October 5

alberta hospitality | 5

The Alberta Hotel & Lodging Association (AHLA) and the Hotel Association of Canada (HAC) met with the Alberta Conservative Caucus and the All Party Federal Tourism Caucus on March 28 to discuss the labour challenge facing the lodging industry in Alberta. Results from the AHLA’s recent Labour Market Survey were presented to support the need for a permanent foreign worker solution.

HAC President, Tony Pollard, congratulated the members for the Federal Tourism Strategy announced in October 2011. One of the four pillars of the federal strategy is to ensure the availability of human resources for the tourism sector. For the past several years in Alberta, this issue has largely been addressed through access to the federal Temporary Foreign Worker (TFW) program.

Some of the key findings from the AHLA’s Labour Market Survey that were presented included:

• Foreignworkersrepresent11%ofthetotal industry workforce in Alberta• 64% of respondents did not employ foreignworkersinthelast2years,but46% of these respondents plan to in the future

PRESIDENT & CEO’S MESSAGE

The following “wins” for government and industry were highlighted as potential outcomes of the pilot project:

• ReducedependenceontheTFWprogram• Addressregionalemploymentpressures• Matchimmigrantstojobsincommunities outside of Vancouver, Toronto and Montreal• Motivate industry to be an Employer of Choice, enhancing employee recruitment and retention• Improve service to guests and employee retention by having adequate staffing to meet consumer demand• Increaseindustrycompetitiveness,helping us to achieve the federal target for tourism revenue

The response of the MPs to our presentation was positive, and we remain optimistic that progress can be made on a permanent foreign worker solution.

We look forward to serving you!

Help Wanted: A Permanent Foreign Worker Solution by Dave Kaiser

• Wagespaid to foreignworkersarehigher than the industry average• TheAlberta ImmigrantNomineeProgram (AINP) works for our industry but the demand for certificates greatly exceeds the current allocation provided by the federal governmentThese findings, along with other data from the Labour Market Survey, were used to support the position that the lodging industry in Alberta faces a permanent labour gap for front-line, semi-skilled occupations that is best addressed by allowing currently employed TFWs to become permanent residents and full-time staff through the AINP.To facilitatea solution, the federal government needs to makemorecertificatesavailablefortheAINP.

The AHLA proposed a pilot project that wouldseemoreAINPcertificatesprovidedtolodging industry employers who engage with the AHLA’s Employer of Choice program and commit to participation in the AHLA’s Labour Market Survey. These requirements would ensure employers have solid human resource management practices in place and allow industry and government to measure success and address issues proactively.

6 | alberta hospitality

COVER STORY

by Daniel Edward Craig

SociAl MediA TrendS For HoTelS

Social media hit the travel industry like a noisy tour group babbling in a bizarre foreign language, and hotels are still scrambling to accommodate it. Technology and traveller behaviour is evolving at a dizzying speed, and keeping up with changes can be a distraction from taking care of guests and generating revenue.



SOCIAL MEDIA TRENDS FOR HOTELS

o help ensure you allocate time and resources in all the right places, here’s a look at five trends that will shape online travel marketing in 2012 and

beyond:

1. Online Reputation Management

The Internet and social media have transformed travel by creating platforms for travellers to exchange information and advice with the people they trust most: other travellers. As a hotelier you may feel you’ve lost control over what is said about your property online, but you still wield a great deal of influence - and you have full control over how you react.

Online reputation management is a critical new function in the hotel industry that grew out of the explosive popularity of social networking. It is the process of tracking, analyzing, and reacting to reviews and feedback as well as actively participating in social networking to build awareness and shape perceptions of your hotel.

Reputation management isn’t about trying to pass your property off as something it’s not; it’s about being authentic and transparent. Without satisfied guests, it won’t matter how skillfully you manage the sales, marketing, and revenue functions; you’ll have a difficult time attracting new and repeat guests.

Take a systemic approach to reputation management, similar to revenue management. Integrate practices into daily operations and culture. Monitor reviews and commentary, share feedback with staff, and use it to guide decisions - from upgrades to services and amenities, to employee training and recognition programs, to sales and marketing messaging.

Don’t forget to respond to feedback to show you’re listening and you care. Keep it simple: thank the reviewer, apologize if something went wrong, provide a brief explanation - no excuses - and say how you’re following up.

2. From Push to Pull

These days, marketing is less about finding travellers than being found by travellers. The Internet is the new telephone, and travellers are calling your destination in search of inspiration, ideas, and advice. You can let competitors pick up or you can answer with helpful information of your own.

Fresh content and social network activity are two powerful new ingredients in search rankings. By producing, sourcing, and sharing relevant content, you’ll increase your hotel’s visibility online, drive traffic to your website and social channels, and convert travel shoppers into guests.

Content comes in many forms: blog posts, news, articles, stories, reviews, FAQs, photos, and videos. It can be produced by you or procured from your guests and third parties (ask for permission and give credit). Optimize it with search-friendly tags and titles, and add share icons to encourage likes, tweets, pluses, and comments. Organize it onto a social media hub page on your website, and add feeds from your social profiles. If your reviews

and ratings are consistently strong, consider adding a TripAdvisor feed to show confidence in your product.

Equally important is the management of content on third-party sites, including Online Travel Agents (OTAs), business directories, social networks, and review sites like TripAdvisor and Yelp. Monitor these sites regularly and update content to ensure it’s always fresh, appealing, and consistent across platforms.

3. Social Media as a Guest Service Channel

Social networks have proven disappointing as a sales channel, so don’t expect that rush of Facebook bookings in 2012. The real decisions are being made on review sites and OTAs. People go to Facebook to socialize; they go to TripAdvisor and Expedia to shop. And despite all the chatter on social networks, your website remains your single most important tool for marketing your hotel.


T

By producing, sourcing, and sharing relevant content, you’ll increase your hotel’s visibility online, drive traffic to your website and social channels, and convert travel shoppers into guests. {


What does this mean for hotels? As search becomes more social, more mobile, and more local, it’s time to whip your Google Places listing into shape and integrate it into routine online marketing activities.

Do you need a Google+ profile? The network is fast approaching 100 million active users (vs. Facebook’s 845 million), and is growing at an exponential rate. Moreover, activity and content from Google+ is increasingly showing up in search. Setting up a profile is easy; the challenge is maintaining it. If you’re already scrambling to keep up, I recommend prioritizing in this order: Facebook page, Google+ page, Twitter feed. It’s better to manage one or two profiles well than to do a mediocre job at several.

5. Mobile: Decisions on the Fly

If the Internet is the new telephone, then mobile devices are the new desktop computer. The use of mobile devices is proliferating at a staggering rate, and travellers are leading the charge. Increasingly, travellers are using smart phones to find places to stay, eat, drink, shop, explore, and relax while on the go. That can have a significant impact on your same-day and walk-in business.

SOCIAL MEDIA TRENDS FOR HOTELS

That said, social networks like Facebook and Twitter have emerged as important customer service channels, where travellers go to make inquiries, share experiences and voice likes and dislikes. They’re doing it before, during, and after trips - sometimes while on property - and they’re expecting responses in real time.

At a minimum, set up alerts on Google, TripAdvisor, Twitter, and Facebook to monitor and react to commentary. A paid reputation monitoring tool like Revinate, ReviewPro, or ReviewAnalyst will help you manage reviews, analyze feedback, and benchmark performance against competitors.

While social networks have yet to prove themselves as sales channels, LinkedIn and Twitter can be valuable tools for the sales department for researching, prospecting, and networking.

4. Google is Going Places

In 2011 Google took the travel industry by storm, introducing the “+1” social sharing button, the Google+ social network, and Hotel Finder. It also added hotel rates and availability features to Google Maps and Places listings.

You probably don’t need a mobile app, but a mobile-compatible site will help travellers find you. At a minimum, ensure that rates, descriptions, and location information are easily navigable. Check that your address, directions, and location pin are accurate on Google Maps, the backbone of many location-based applications. Be sure to test out how your property is displayed on Apple, Android, and Blackberry devices.

As for mobile social networking applications like Foursquare and Gowalla, they’re growing in popularity, but the user base still represents just a small fraction of travellers and is heavily weighted toward young urbanites. If this is your demographic, try offering incentives to new customers and rewards for loyal customers. At a minimum, claim your listing and keep information up to date.

Social media will continue to evolve at a rapid speed. The key to keeping on top of trends is to put yourself in the driver’s seat from time to time. Fortunately, that’s easy, because in addition to being hoteliers, we’re travellers too.

Copyright © 2012 Daniel Edward Craig. All rights reserved.


Alberta’s new tourism brand is proving a powerful expression of what makes this province unique, for both visitors and residents alike. Since October 2011, Travel Alberta has incorporated (remember to breathe) into our marketing efforts both here at home and in our national and international markets. Already, travellers from all over the world are feeling that emotional connection to the authentic experiences Alberta’s breathtaking landscapes have to offer.

Alberta’s first tourism brand is receiving unprecedented attention and recognition from around the world. To date, Travel Alberta has earned more than 16 awards recognizing marketing and brand excellence.

In less than six months, the brand videos generated more than one million views on YouTube with comments that have been overwhelmingly positive. Travel Alberta’s (remember to breathe) video production was recognized as the best entry in the annual international film and media competition at the International Tourism Fair (ITB) in Berlin. This award is considered to be the “Oscars” of travel by the international travel and tourism industry. The entry also won a gold award in the “country and regions” category of that competition.

Our visitors are attracted to Alberta, not only because of Alberta’s new tourism brand, but also because of the great product and experiences you have to offer.

TravelAlbertalaunchedthewinter“Reminder”campaignonNovember14, 2011, in Alberta, Saskatchewan, and Ontario. The objective of the campaign was to increase revenue and visitation to our industry partners by differentiating Alberta through the new brand. Results revealed that unaided awareness of Alberta as a travel destination increased in all regions.

Visitation and revenue trends are looking good and our province is positioned for success for the 2012-13 fiscal yearwith the 4% tourismlevy - collected by the Government of Alberta on accommodations in 2011-12-12.6%higherthanthepreviousyear.Albertaalsorankedfirstamong all provinces in The Conference Board of Canada’s 2011 Full Year Tourism Sector Performance Monitor, with visitor spending growth at 7.8%.Alberta’sgrowthdoubledtheCanadianaverageof3.9%.

Of particular interest to Alberta hotel operators who host meetings, conventions, and incentive programs is that Travel Alberta generated leads to Alberta meetings partners representing a potential of more than 122,000 room nights. If all meetings were booked and all potential room nights were realized, the economic impact would be more than $31 million.

Travelalberta.com continues to be the principle consumer marketing channel for Travel Alberta, and since the launch of (remember to breathe), we’ve directed more than 1,283 leads direct to AHLA’s booking website and Alberta industry operators who have signed up on the new Alberta Tourism Information System (ATIS). Remember, travelalberta.com will continue to promote your property to thousands of qualified customers at no cost to you.

The Power of BrandTRAVEL ALBERTA

by Richard Wong

Consumer referrals to industry websites like your own is perhaps the most important and valuable deliverable of travelAlberta.com. For the 12 months ending March 31, 2012, we provided more than 188,000 leads toAlbertatourismoperators,251%higherthanourscorecardobjective.

This summer, we will be continuing our journey to bring our brand to life for both our customer and our industry. With a series of planned video and photo shoots scheduled across the province, our goal is to collect a broader base of experiences to deepen the Alberta connection.

We value our excellent relationship with AHLA, and I am confident that together, we will continue to drive results. (remember to breathe) is an expression of the great product experiences our tourism partners have to offer and Alberta’s hospitality industry is key to fulfilling our brand promise to the millions of travellers who want to stay in our breathtaking landscapes.

Richard Wong is Travel Alberta’s Vice President, Industry Relations and is a former hotelier. He can be reached online at [email protected].


FEATURE

by Tom Walker

MAXiMiZinG reVenUe

The objective of maximizing revenue is one universally shared among hoteliers. Revenue (or yield) management, once viewed with suspicion as a black art or predatory practice, has become nearly as standard as soap and shampoo within the industry.



MAXIMIZING REVENUE

ophisticated software packages are now available for this purpose, and all major chains offer solutions of their own to their brands’ properties. However, revenue management software is a tool, whereas revenue management is a way of doing business

that involves cooperation across various departments - operations, sales and marketing (including Internet marketing), reservations, and, of course, revenue management.

In his book, Revenue Management: Hardcore Tactics for Market Domination, Robert Cross defines revenue management as “The application of disciplined tactics that predict consumer behaviour at the micromarket level and optimize product availability and price to maximize revenue growth.” He later summarized it as “selling the right product to the right customer at the right time and at the right price.” If that catchphrase rings a bell, it’s because it has been used and reused with modifications in numerous different contexts.

A couple of elements that Cross’s longer definition articulates bear closer examination. In fact, hoteliers have always practiced revenue management, either as an explicit element of their business process or by default. Whenever a reservation request is received, the decision of whether to accept or decline is fundamentally a revenue management decision.

Relentless Discipline is Key

Too often, a focus on revenue management occurs due to specific and periodic triggers, for example when a large convention books in the hotel or in the city; the property is in a distressingly oversold condition; or a major sports event is coming to town. In other words, the practice of revenue management is often undisciplined. A disciplined revenue management program is applied rigorously and consistently. Major

S

In revenue management, sustained value is achieved by capturing the incremental gains that present themselves over a year’s routine days, weeks, and months.{


MAXIMIZING REVENUE

Coordinate with Sales and Marketing

This leads to another inescapable truism of revenue management: sales and marketing are essential components of the revenue management business process. A formal program to coordinate with the sales and marketing team is essential to revenue maximization efforts. When a prospective piece of group business is under consideration, the revenue management team can perform displacement analysis to determine whether and how much non-group business would have to be foregone if the group was accepted, and which potential business (group or non-group) would deliver the greatest revenue benefit. Of course, displacement analysis must account for all of the revenue elements of the prospective group, such as the comp ratio, catering package, meeting room rental, etc. Since these different revenue streams have unequal profit margins, the analysis must be undertaken on the margin. Revenue management should also provide input to the group pricing decision so that quoted rates are consistent with expected market conditions - neither unprofitably low nor insupportably high.

events, in fact, are least needful of astute revenue management acumen - they can be seen a mile off and the person who misses them is likely in the wrong line of work. Rather, think of revenue management as analogous to the jungle safari maxim: it isn’t the elephants that get you, it’s the mosquitos. In revenue management, sustained value is achieved by capturing the incremental gains that present themselves over a year’s routine days, weeks, and months. Doing so requires a relentless sort of discipline that includes sensitivity to demand fluctuations, market-related data, seasonality and day-of-week factors, and crucially, pricing adjustments to always correspond with what the market will bear.

A Micromarket Approach

There is also the notion of micromarket sensitivity. Even in comparatively sophisticated operations it is too common to find promotions that amount to just throwing something out there to see what works. A micromarket orientation requires a detailed understanding of segment behaviour as data permits. The shotgun approach is likely to cannibalize other business, making an assessment of incremental contribution problematic. Ideally, a micromarket approach to revenue management entails understanding what behaviours characterize a property’s segments and subsegments, together with an understanding of demand patterns over future dates, so that marketing efforts are designed to complement demand trends in predictable and productive ways. Any experienced hotel professional can relate tales of promotional woe - too much was promised over periods that needed no stimulation; promotional dollars flew into the wind with no discernible demand lift, etc. These are effects of a failure to understand and manage according to micromarket considerations.

Displacement analysis must account for all of the revenue elements of the prospective group…{


MAXIMIZING REVENUE

Real problems with meeting planners result when publicly available room rates are attractively lower than contracted group rates as attendees are booking. “Booking around the block” has produced ruinous attrition penalties in some cases, and spawned more than a few contentious lawsuits. By the same token, a hotel that must keep publicly available rates higher than the market will bear to protect a group’s rate and suffer due to artificially depressed conversion.

Pricing

Reservations resources must also be embraced in a revenue management program. Hotel and brand website rates should be consistent with rates available via the call center and other online channels. The point may seem self-evident, but in my experience it is not uncommon to find Online Travel Agent (OTA) rates positioned below those available from the hotel directly. During a fairly recent test call to a client hotel’s reservation line, the reservation agent helpfully told me I should check Expedia to see if I could get a lower rate that way. These sorts of events are highly correctible revenue maximization failures, and the revenue management team ought to be at the point for correcting and/or preventing them.

At the risk of sounding contradictory, another useful point to be made is that, in general, pricing too high entails greater revenue risk than pricing too low. In addition, pricing too high in hopeful anticipation of strong future demand can create customer relationship problems. It is likely that everyone in the hotel business can recall instances in which room rates in the very near term had to be lowered because demand was weaker than had been hoped. Two things might happen when people who booked in advance find that lower rates are now available, and neither of them is good: 1) the guest cancels the existing reservation and rebooks at the lower price; or 2) the guest feels that the hotel tried to take advantage of by charging a higher price than it was willing to accept.

Pricing over the entire booking horizon must be based on a brutally objective assessment of expected demand rather than a hoped-for but questionable “blue sky” scenario. As sauce for that particular goose, an electronic means to protect guests from overpaying as prices tumble has recently been developed - a new online booking engine monitors room rates after a guest books and automatically rebooks at the lower price if the price drops.

Revenue maximization is a complex function requiring careful and consistent attention to several factors. Revenue management software, of which I am an ardent supporter, is a valuable tool within the process, but the broader revenue maximization program depends on a variety of interrelated business processes, processes that may or may not leverage the advantages a sophisticated software package imparts.

Tom Walker is Director of Sales for The Rainmaker Group, responsible for delivering products to clients that mesh tightly with their needs, enabling the achievement of maximum benefit from their practice of revenue management.


In 2011, 17,737 workers were employed by survey participants. Of these, 66% are full time and 19% are part time employees. Only 15% are casual and seasonal.

Source: 2011 AHLA Labour Market Survey

Early in 2012, the AHLA and PricewaterhouseCoopers surveyed our members to get an accurate picture of the labour market for employers in the accommodation industry. AHLA members spoke loud and clear. The 233memberswhorespondedoperate51%oftheguestroomsinAlberta,andemploy64%ofthepeopleworkinginourindustry!

The AHLA has already used the information gathered from this survey to lobby the federal government for a permanent foreign worker solution. However, the story behind the survey results can help you find and keep the employees your hotel or motel needs.

What does Alberta’s accommodation industry’s workforce look like?

• 71%25-44yearsofage• 60%female• 17%fromavisibleminority• 11%foreignworkers• 2%aboriginal• 1%haveadisability

We clearly attract women who are at an age when they are typically raising families or caring for aging family members. These women are looking for

A Glimpse into Alberta’s Hospitality labour Market

HR MATTERS

by Jill Little and Tracy Douglas-Blowers

employers who offer flexibility, medical and dental benefits, and work/life balance.

The survey showed how important foreign workers are to our members. Low unemployment in both the provincial labour force and in accommodation and food services suggest a tight provincial labour market. Put simply, employees are scarce! Foreign workers will continue to be an important source of labour to our hotels and motels.

What occupations are under the greatest pressure?

• HousekeepingRoomAttendants• FoodCounterAttendants&KitchenHelpers• FrontDeskAssociates• Food&BeverageServers

Employment growth is expected to exceed 2.7% in the followingoccupations:

• Chefsandcooks• Managersinfoodserviceandaccommodation• Food&beverageservice

To find the staff they need, AHLA members use these sources of labour:

1. Internal hire or promotion2. Temporary Foreign Worker Program (TFW)3. AlbertaImmigrantNomineeProgram(AINP)4. Other Alberta accommodation properties5. Other Canadian provinces or territories

What does this tell you as an employer? Developing good employees who are already in your organization is the key. You can do this by:

• Identifyingemployeeswhoshowtheskillsanddesiretobuildacareerin the hospitality industry.

• Cultivating these employees and showing them that there are good careers in the accommodation industry. This could mean providing them with emerit training, helping them access scholarships, connecting them with a mentor, or providing them with supervisory training so that they are ready to take on new responsibilities.

• Ensuring that the total compensation you offer is competitive and reflects the employee’s value to your property.

Survey participants employed 2,034 foreign workers in 2011, but over half of the hotels and motels that responded said they did not offer employment orientation to new foreign workers! Employment orientation helps your employees understand what you expect and gives them the basic tools they need to do their jobs. Many of the properties that have made the substantial investment of time and money to access foreign workers help them get settled in their new job and community by providing:

• Employmentorientation• Enhancedworkplaceskillstraining• Airportpickup• Accesstocommunityorganizationsandcommunitybridgingservices• Clothingsuppliesandlanguageservices• Assistancewithpublictransportation,housingandmeals

Put the AHLA’s Human Resource Development team to work for you! Call Jill or Karen at 1-888-436-6112 to find out how.

The AHLA thanks our members for responding to the survey, and Alberta Tourism, Parks & Recreation for their support for this project.


Imagine yourself on a pristine white sand beach, a drink in one hand and a bottle of sunscreen in the other. Is this some tropical paradise, many miles and hundreds of dollars away? The spectacular beaches of Lesser Slave Lake could also fit the bill (in more ways than one), with the added bonus of several unique attractions in the area.

This beautiful region, littered with lakes and rivers, offers world-class recreational activities, from boating, waterskiing, windsurfing, and other watersports to bird watching and first-rate fishing. This year’s 24th annual Golden Walleye Classic Fishing Tournament and the Anglers’ Cup Fishing Tournament offer prizes in excess of $100,000 cash, and attract anglers from around the world. The long summer evenings provide extra opportunities to enjoy everything the area has to offer. Miles of unspoiled wilderness await those eager to explore it by foot, ATV, or horseback.

Hilliard’s Bay Provincial Park, on the north-western shores of Alberta’s largest lake, boasts world class open water fishing as well as white sand beaches. It’s a nesting area for great horned and great grey owls, and bald eagles are often observed.

Winagami Lake and nearby Kimiwan Lake are excellent bird watching areas, especially during spring and fall migrations. Winagami Lake Provincial Park offers bird watching trails and a viewing platform equipped with spotting scopes. More than 200 bird species (both nesting and migratory) have been observed in the park, and there are nesting colonies of grebes, sandpipers, gulls, and ducks. Predatory species include merlin and northern goshawk, and bald eagles visit the lakes in the fall.

Kimiwan Lake in McLennan is known as the “Bird Capital of Canada”, as it is located at the confluence of three major bird migration paths - the Mississippi, Pacific, and Central. Located in this internationally-recognized wetland is the Kimiwan Birdwalk and Interpretive Centre, where visitors can learn about this important nesting and staging habitat.

In Lesser Slave Lake Provincial Park, the Boreal Centre for Bird Conservation is the only educational and research facility in the world, strategically located to study boreal birds on their breeding grounds. The centre offers 6,000 sq. ft. of indoor and outdoor exhibits, interpretive programming, and a gift shop. It also provides research space and computer work stations for staff, volunteers, and visiting researchers and educators. A research

lesser Slave lake - Adventures Await

laboratory and accommodation at The Nestare available for researcher use and visitors. The annual Songbird Festival celebrates spring migration with guided tours, bird banding demonstrations, seminars, a pancake breakfast, activities for children, and a Trail Fun Run/Walk.

The Town of Slave Lake, known as the “Jewel of the North”, suffered devastating loss anddamage to about 40% of its buildings inthe wildfires of May 2011. The surprise visit of newlyweds Prince William and his bride Catherine, the Duke and Duchess of Cambridge, offered great encouragement to residents and rebuilding efforts, and Slave Lake is now bigger and better than ever. Over 10 km of paved trails are located throughout the town, and along Highway 88 out to Devonshire Beach, part of the Lesser Slave Lake Provincial Park. Devonshire Beach is also home to the annual Alberta Open Sand Sculpture Championship & Beach Volleyball Tournament that attracts participants from far and wide.

Follow the Whispering Sands Trail to learn about the ancient beach ridge and sand dunes that have been shifting for 1,500 years. The Trans Canada Trail (a.k.a. Freighter Lakeshore Trail) follows the shoreline for 23 km and offers inspiring views of the lake and its surrounding northern boreal forest, and the wildlife that call it home.

At the northern end of the park, the land rises abruptly from the lake for 450 metres to the summit of Marten Mountain. Changes in moisture, temperature, and drainage associated with the rise in elevation result in a diversity of forest habitats. Hike up to the viewpoint for a spectacular overlook of the entire lake as you observe the beauty of the flora and fauna. Go a further 3 km to reach the secluded Lily Lake, where you can fish for rainbow trout.

Only accessible by boat, Dog Island was given its name in the early 1900s when the RCMP kept their dog sled teams there during the summer months. Today this island is home to a pair of bald eagles and a feeding ground for the endangered white pelican.

One of nature’s most spectacular displays of magnificence, the Northern Lights (auroraborealis) will awe and inspire you for years to come. Dazzling ribbons of green, pink, and white dance before your eyes in the dark, cold winter sky. Other winter activities include cross-country skiing, snowmobiling, snowshoeing, ice fishing, and winter camping for the brave.

ALBERTA’S TREASURES

by Debbie Minke


SHAW’S PoinT reSorTFamily Hospitality Shines

PROFILE

by Chris McBeath


s one of Alberta’s top seasonal destination campgrounds, Shaw’s Point Resort puts on quite a show, not only in its recreational activities, but also for the kind of genuine, familial hospitality that

only comes from a multi-generational operation. In fact, while other private campgrounds are selling out to condominium development, Shaw’s Point goes from strength to strength, in large part because all four generations are still very active in delivering an ever-evolving holiday experience.

“I’m not sure I can pinpoint any one particular thing we do that keeps people coming back,” shares Martin Herben, Resort

Manager, whose hospitality experience started when he met his wife, Lynn. “Originally, the resort was a gravel pit which my in-laws, Carson and Anne, converted into a 30-site camping destination in 1985.” Today, that modest resort now offers 450 seasonal and 250 overnight sites over 150 acres, with plans to expand.

“We are a true family enterprise in that each of us has an area of responsibility,” Martin explains. “Although Carson and Anne are in their eighties, they are still very involved; Anne in the restaurant and Carson helping me and my son, Ryan, with physical site development, equipment maintenance,

A


and caring for the resort’s overall infrastructure such as its playgrounds, two marinas, and water treatment plant. Lynn handles the accounting, and my grandkids - nine and seven years old - help out in the store, assisting customers, and pricing candy selections because they’re the best ones to know what kids like these days.”

With 20 years’ experience in the travel agency business, Lynn is savvy as to what people look for in a vacation. “I love the travel industry and as the resort got busier, I sold the travel agency to come onboard full time. I realized I could transfer my knowledge to add another dimension to what we offered. Besides, it enabled me to work alongside my husband,” she smiles. “Working together has enriched our family in so many ways as well as for the families we serve.”

Shaw’s Point is located on the northwest end of Lesser Slave Lake, Alberta’s largest lake at 85 miles long and up to 30 miles wide, with access to superb fishing. The waters brim with perch, walleye, and northern pike and anglers are quick to sink their lures at the first opportunity. Come July and August, the resort fills with families. The half-mile of safe, sandy beach is one draw, but so is the special programming that Lynn works hard to promote.

“We’ll try almost anything, and if it works, we build on it from there,” Lynn enthuses. “For example, we put on Christmas in July, Halloween in August, regular pet parades, and a Hutterite Farmers’ Market every Saturday.” The resort’s signature event - complete with an impressive fireworks display - is held over the July long weekend and attracts more than 6,000 overnight guests and day-trippers. Many visitors return to explore everything else on offer: boat rentals, water skiing, hiking trails (including the Trans Canada), mini-golf on site as well as more challenging golf courses within a 30-minute drive.

The multi-faceted family venture has developed a loyal following of holidaymakers who have made the resort an annual vacation tradition from one generation to the next. And since camping tends to be recession resistant, the downturn in the economy has had little effect. The Slave Lake fire and flood of 2011 that occurred right at the start, and then midway through the season were a different matter. “I think last year was our most difficult because the media created a perception that those natural disasters were more widespread than they were. We’re 100 miles away so in reality, we were unaffected. But other than posting notices to that effect on our website, and contacting our customer base, there wasn’t too much we could do. We just had to ride it through.”

This year, the resort is back in stride with its unique brand of family hospitality. “We just live, learn and constantly strive for improvement,” notes Martin. “I think it’s about the quality of fresh air, the people, and the feedback that keeps the operation humming,” he continues. “I call it the happiness factor.”



he law does not expect bars and restaurants to guarantee their customers’ safety. With or without a corkscrew, no one can make a promise like that. At the same time, Canadian courts have little sympathy for businesses that over-serve alcohol and turn a blind

eye to the consequences. If George plans to hit the road after his “triple shot of that juice”, the bar had better pay attention.

Thy Brother’s Keeper

In increasing numbers and with increasing frequency, commercial establishments have been held liable when customers injure themselves and others as a result of drunk driving. At first blush, this seems to offend common sense. If a person gets drunk and causes an accident, he and not his bartender should be responsible for the result. However, the law doesn’t see it that way.

It was accepted long ago that people should be responsible for the reasonably foreseeable consequences of their deeds. If you do something that causes harm to another person, you are accountable. Bars and restaurants in Canada have been held responsible for the foreseeable consequences of serving alcohol since the 1970s. Each scenario is decided by its unique facts, but there is broad recognition that whoever controls the taps is accountable for the consequences of over-serving.

The watershed case in Canadian law involved the Jordan House Hotel in Ontario. John Menow was a frequent Jordan House customer who was known to drink excessively. One particular evening, he appeared at the hotel and lived up to his reputation. He was ejected when he began

T

FEATURE

by Leonard Polsky

coMMerciAl HoST liABiliTy

I ain’t seen my baby since I don’t know when,I’ve been drinking bourbon, whiskey, scotch and gin.Gonna get high man I’m gonna get loose,Needmeatripleshotofthatjuice.Gonna get drunk don’t you have no fear,I want one bourbon, one scotch, and one beer.One bourbon, one scotch, one beer.

~ George Thorogood & The Destroyers

bothering other customers. The staff knew he was intoxicated and that he would be walking home on a heavily travelled highway. He was hit by a car and badly injured.

The Supreme Court of Canada ruled that the hotel’s knowledge of his inclination to act irresponsibly while under the influence “seized them with a duty to be careful not to serve him with repeated drinks after the effects of what he had already consumed should have been obvious.”

Noteverybar is found liable,however, evenwhen the resulting trafficaccident is horrific. A case involving Edmonton’s Mayfield Inn is an example. This time, a patron was served enough alcohol to put his blood-alcohol level at twice the legal limit. He left the hotel’s dinner theater with his sober wife and sister. They agreed that he would drive. The roads were icy and he lost control not long after.

Despite horrible injuries, the hotel was found not liable in the lawsuit that followed. Three things saved them: the same waitress had served the group the entire evening; the driver showed no signs of intoxication before he left; and he left with two sober companions.

Bar Hopping

What about cases involving bar-hopping customers?

In Dryden v Campbell Estate, Campbell and a friend spent the day drinking at friends’ houses before finally arriving at a nightclub. It was a large club, with a 1,000-person capacity. The club claimed its staff had been properly trained, but there was no wait staff, only bartenders, so


COMMERCIAL HOST LIABILITY

Courts have little sympathy for businesses that over-serve alcohol and turn a blind eye to the consequences.{

they had no ability to monitor consumption. Despite Campbell being visiblyintoxicatedwhenhearrived,thestafftooknoaction.Nordidtheyinterfere when he left and got into his vehicle near the club’s entrance. Had they done any of these things, they may have prevented the horrific accident that followed. Campbell was killed, two passengers were badly injured, and the club was found partly liable for allowing it to happen.

In Holton v McKinnon, the driver of a vehicle spent the evening drinking with a friend at a lounge, followed by a nightclub, followed by Holton’s residence. While on their way to a house party after that brief stopover, they were in an accident. Both bars were held partly liable because the driver had shown signs of intoxication and neither had put him in the care of a responsible, sober person. The brief stopover at someone’s home did not insulate them from liability.

Finally, in a case involving a pub in Pincher Creek, Thomas Little Plume had been drinking for the better part of a day before entering the bar. He walked in slowly, sat quietly at a booth, and seemed to be dozing off. After a few minutes, and without being served any drinks, he was asked to leave. The bar offered to call him a taxi but he declined. He left without incident but was hit by a car and seriously injured while crossing a road nearby. The bar was not held liable. A court ruled there was nothing in the customer’s behaviour warranting intervention even though he appeared intoxicated.

Is There a Pattern?

Jordan House: Visibly impaired customer ejected after heavy drinking. Leaves unescorted. Staff knows he is heading into traffic. Liability imposed.


COMMERCIAL HOST LIABILITY

Mayfield Inn: Customer appears sober. One server throughout. Customer leaveswithsobercompanions.Notliable.

Dryden: Customer is visibly impaired upon arrival and at the time of departure. No attempts made to prevent him from leaving by car.Liability imposed.

Holton: Customerisvisiblyimpaired.Noattemptstoputhiminthecareof a responsible person. Liability imposed.

Big Plume: Customer arrives intoxicated but is not served any alcohol. Taxiofferedbutrefused.Notliable.

Lessons Learned

To assess blame, courts will ask two questions: “Was an alcohol-related accident reasonably foreseeable?” and “What efforts were made to steer the impaired customer away from that very danger?”

To minimize liability and reduce the chances of injury, the following best practices should be adhered to whenever possible:

• Develop and implement a system to monitor alcohol consumption among customers.

• Limitsourcesofalcohol.Useasingleservertomaintaincontrol.

• Denyentrytoalreadyintoxicatedpersonsandtroublemakers.

• Watch for patrons and employees bringing alcohol onto the premises.

• Trainservingstafftorecognizesignsofintoxication.

• Comply with provincial liquor licencing and training requirements. In Alberta, ProServe Liquor Staff Training is mandatory for all managers, security staff, and employees handling liquor.

• Maintain sufficient staffing to get patrons into the care of a responsible party.

• Offer alternatives to alcoholic beverages for at least one member of each party.

• Provide intoxicated patrons with a way to get home. Offer to call a taxi. Provide taxi chits. Call someone to retrieve the patron.

• If all else fails, alert the police. Do not forcibly detain the customer or throw away his car keys.

To avoid liability, operators don’t have to turn off the taps entirely. The law does not require them to have the wisdom of Solomon. All it requires is that people act reasonably.

Leonard Polsky is Litigation Counsel with the Calgary office of MacPherson Leslie & Tyerman LLP, practicing in the areas of commercial litigation and employment law.

The law does not require the wisdom of Solomon. All it requires is that people act reasonably.{


Congratulations to the new general managers in the following properties: Martin Ammar, The Commodore Hotel, Edson; Chris Barr, Banff Aspen Lodge, Banff; Catherine Benko, Holiday Inn Express Hotel & Suites Edson; Colleen Chalifoux, Pyramid Lake Resort, Jasper; Jay Chen, Ventura Motel, Vermilion; Tracy Holstein, Best Western White Wolf Inn, Hinton; Paul Kavanagh, BCMInns and RV Park, Hinton; Kantic Kripalani, Podollan Inn & Spa Grande Prairie; Danny Kwon, Days Inn Grande Prairie; Meghana Lokhande, Elkwater Lake Lodge & Resort, Elkwater; Jason McGrath, Guest House Inn & Suites, Edson; Andy McKinlay, Western Budget Motel (1-2), Whitecourt; Rhonda Perepelkin, Foxwood Inn & Suites, Edson; Carla Poulson, Douglas Fir Resort & Chalets, Banff; Bill Rheaume, Mount Royal Hotel, Banff; Tina Walker, EconoLodge Inn & Suites Hinton; and Teresa Wilson, Mountview Hotel, Rocky Mountain House.

The Pyramid Lake Resort in Jasper is no longer a Coast hotel. The Howard Johnson Hotel Whitecourt is now the Admiral Inn & Suites.

Hank Stackhouse has been elected as the new Chair of the Hotel Association of Canada’s Board of Directors. Hank is an accomplished industry veteran with 30 years of experience in the Canadian hospitality industry. As the recently retired President and Chief Executive Officer of Delta Hotels and Resorts, he led a team of over 8,000 colleagues and oversaw a portfolio of 46 hotels and resorts with more than 13,000 guestrooms across Canada.

Summer 2012

Six new corporate board members have also been elected to serve as HAC corporate officers. They include: Robert Pratt, President, Coast Hotels & Resorts; Nora Duke, President & CEO, Fortis Properties; Irwin Prince, President & COO, Realstar Hospitality; Philippe Gadbois, Senior VP Sales & Marketing, Atlific Hotels & Resorts; Satinder Dhillon, Vice President Operations, Westmount Hospitality Group; and Vito Curalli, Managing Director of Sales Canada, Latin America & International Sales, Hilton Worldwide.

The team at Edmonton’s Quality Inn West Harvest won a Choice Hotels Canada Gold Award, one of only 17 properties in Canada to receive this excellence award.

SilverBirch Hotels & Resorts awarded Joseph Dolby, Executive Chef at the Quality Hotel and Conference Centre in Fort McMurray, with its Leader of the Year Award. Chef Joseph received the award for his dedication and outstanding management of the new Table 63 Restaurant and in-house banquet services, and was a recent winner of the Silver Knife Award for Best Sample. The Associate of the Year was awarded to Edward Shakir, In-Room Dining Server from the Radisson Hotel Edmonton South, for his gold standard in customer service and dedication, loyalty and teamwork. Other leadership award winners from Alberta were Sales Team of the Year and Market Share - Radisson Hotel Calgary Airport, PR/Marketing Campaign of the Year - Mayfield Inn and Suites West Edmonton; and Revenue Maximization Team of the Year - Radisson Hotel and Conference Centre Canmore.

NAMES IN THE NEWS

Realstar Hospitality presented its 2011 Awards of Recognition to the top Motel 6 properties in Canada, recognizing excellence in hospitality. Congratulations to Motel 6 Grande Prairie - Property of the Year; and Motel 6 Stony Plain - Best Quality Practices, Western Canada. Motel 6 is celebrating its 50th anniversary this year with new properties, featuring new construction prototypes, free high-speed Internet, flat-screen TVs with AV connections, new bedding and composite hardwood floors.

Pomeroy Lodging has added three new hotel properties, bringing its portfolio to a total of 1,650 rooms. The new properties include the Grande Prairie Inn, Grande Prairie Stonebridge Hotel, and Fort St. John Stonebridge Hotel. Along with these hotels, they have also acquired the GP Liquor Store, Fort St. John Liquor Store and Fort St. John Mackenzie Mall.

Atlific Hotels has added the Radisson Hotel & Suites to its Fort McMurray portfolio, now offering 767 rooms in the city at six properties.

Construction is underway on a new luxury boutique hotel in Calgary, designed with the savvy business traveller in mind. Hotel Elan is scheduled to open in the fall, offering 62 rooms including one and two bedroom suites, in-suite meeting rooms, high-speed wireless Internet, a business centre, private executive boardrooms, and the latest in essential business technology - with integrated smartboards and video conferencing.

If you have any noteworthy community contributions, please contact Debbie Minke at [email protected].

by Debbie Minke

Warming, carving, food and beverage, and bar stations are also available.

From Enomatic comes a new product called Flute, a sophisticated dispenser, which serves champagne by the glass. The system controls temperature, serve volume, and best of all maintains the champagne in the same state as it was when the bottle was opened.

Morethan60%ofpeopleexitwashroomsusingtechniquesotherthansimply putting their hand on the door handle. Rubbermaid Commercial Products’ Auto Door™ System is an automatic, touch-free door opener for washrooms, reducing potential cross contamination touch points to prevent the spread of germs.

WHAT’S NEW?

by Debbie Minke

Room Key is an innovative new hotel search engine that offers consumers comprehensive information and a simplified search experience. Founded by six leading hotel companies, Room Key provides consumers with a breadth of choices while offering flexibility, accuracy, and assurance. A unique shortlist feature enables consumers to compare properties across multiple locations, share their top picks, and collaborate with family and friends via email, Facebook and Twitter. It features integrated consumer reviews and has launched its own Facebook page.

Mobile DECO Buffet Stations are attractive and easy to move. Featuring the latest induction cooking technology, each unit has a quartz composite countertop and a built-in plate shelf for guest convenience.


he year 2011 saw improvement in occupancy and average daily room rates in many markets and regions across the province when compared with 2010 and 2009 results. The 2011 results reflect that in many markets the volume of overall business

activity led to more demand for commercial accommodation, particularly from corporate and work crew sources. Oil and oil sands related activity was once again a major catalyst for increasing business activity as higher prices and continuing increases in both domestic and global demand lead many firms to continue with existing drilling and construction activity or launch new initiatives in locations throughout Alberta. Many Alberta-based firms are also involved in projects located elsewhere in Canada or internationally, which in many instances helps their local economies as well. Such is the case in markets such as Edmonton, Calgary, and Red Deer.

Resource-Driven Trends

While the fortunes of the oil sector continue to improve within Alberta, the same cannot be said for the dry natural gas sector. Dry natural gas was for many years the primary source of resource royalty revenues for the provincial government, and both work crew and corporate activity related to the sector played a role in the increase in the inventory of properties in Alberta. However, in recent years, advancements in drilling techniques and technology have led to a glut of natural gas supply beingextractedandstoredthroughoutNorthAmerica.Oilandgasfirms

T The strong growth forecast for year end 2012 is due in part to strong investment in the oil and gas sectors, plus continued investment in major infrastructure projects in many locations.{

FEATURE

by Beth Walters & David Ferguson

oPTiMiSTic oUTlook For THe AccoMModATion SecTor

“We have an optimistic outlook for the accom-modation sector in 2012 for many markets within Alberta,” noted Beth Walters, Director and David Ferguson, Senior Consultant from PKF Consulting, as they once again presented a comprehensive Alberta Accommodation Outlook session at the AHLA’s 92nd Annual Convention and Trade Show in Jasper. The session was made possible by the Alberta Ministry of Tourism, Parks and Recreation’s Tourism Business Development, Research, and Investment Branch.

undertook rapid expansion of natural gas operations in both “traditional” geographic areas (i.e. Alberta, British Columbia, Texas, Oklahoma and California) and recently in “non-traditional” areas such as Pennsylvania. With supply levels greatly outpacing demand and only limited capacity to export offshore, the price of natural gas has plummeted to levels that make drilling less economic. Many industry experts do not see prices returning to levels that would justify further expansion of drilling operations for at least the next two to three years, which will have an impact on future accommodation sector performance in markets that historically had high volumes of dry gas drilling related activity.

The advancements in drilling techniques and technology, however, have encouraged growth in the exploration and drilling of liquids rich natural gas, which is a highly-sought commodity widely used in the transport of raw bitumen as well as for production of other petroleum-related products. The price paid for a barrel of liquids rich natural gas is currently comparable to the price of a barrel of oil, leading many firms to intensify efforts to locate and extract this resource.


OPTIMISTIC OUTLOOK FOR THE ACCOMMODATION SECTOR

80% of respondents projected that they will either increase the number of meetings they will host in 2012 or will reach the same level as they generated in 2011.{

oPTiMiSTic oUTlook For THe AccoMModATion SecTor

This, along with the increase in oil/oil sands activity, helped improve occupancy and average room rates for properties in many areas of the province in 2011, and will also play a key role in the further strong top line results for 2012 in these markets.

Several economic forecasts published in March and April 2012 showed that Alberta’s GDP growth for 2012 will be among the highest of all provinces. (The strong growth forecast for year end 2012 is due in part to strong investment in the oil and gas sectors, plus continued investment in major infrastructure projects in many locations.) The favourable economic conditions also boost consumer confidence levels, leading to increased discretionary spending by Albertans, including travel within the province. Albertans are the predominant source of overnight travellers within Alberta, and will continue to lead the growth in accommodation demand in all market segments for 2012 and future years. This includes both corporate and government sources as well as leisure and meetings/conference travel.

International Travel

The recent mixed results in overnight travel volumes from international markets to Alberta poses a challenge to improving accommodation demand levels. This is felt both within the better known markets - including Calgary, Edmonton, and the Alberta Rockies region - and in other smaller markets that attract demand such as Drumheller, Lethbridge, or Alaska Highway travellers that pass through the province. ThesloweconomicrecoveryintheUS,theturmoilinEurope,thestrongCanadian dollar, and fierce competition from other global tourism destinations are impacting the volumes of room nights generated from international travellers to Alberta. Marketing efforts at all levels are helping to increase awareness and there are encouraging signs that overnight travel is increasing from key emerging markets including China, India, and Mexico. These volumes, however, are not sufficient yet to rival travel volumes from traditional international sources such as the US,theUK,Germany,France,andJapan.

Meetings and Incentive Travel

Two market surveys of meeting planners seem to indicate that there are signs of improvement from the meetings/conference market segment for 2012, which bodes well for many Alberta markets. The Meetings and Incentive Travel (M&IT) Canada 2012 Market Report Survey (a survey of Canadian-based meeting planners) highlighted that total spending onmeetingsgrewby3.8% in2011,andbasedonsurvey responses, isprojectedtogrowby3.4%in2012.Approximately53%oftherespondentsindicated that they would host the same number of meetings in 2012 as 2011,while29% indicated that thenumberofmeetings that theywillconduct will increase in 2012. The Maxvantage North American Meetings Market Survey(asurveyofNorthAmericanmeetingplanners)indicatedthat 80% of respondents projected that they will either increase thenumber of meetings they will host in 2012 or will reach the same level as they generated in 2011. Meeting planners indicated that their overall domestic and international meetings/conferences are still trending towards being a shorter duration, many are staying in locations closer to their home base and some groups are avoiding expensive luxury hotels and/or destination resort locations.

New Guestrooms

Over 600 new rooms are projected to open within Alberta in 2012, fewer than in 2010 and 2011. The majority of new rooms are projected to open in new, branded assets that are located within Calgary and Edmonton. The lower supply growth reflects that the accommodation sector saw a downturn in 2009 that also lagged for much of 2010, before showing the growth experienced in 2011 and 2012. Some developers have turned their focus to other geographic markets for growth opportunities, including Saskatchewan and Manitoba, over the past couple of years. The projected growth in accommodation demand projected in 2012 and further anticipated improvements in future years are likely to lead to an increase in new supply in selected markets.

Improvement in Net Operating Income

The improved performance of the Alberta accommodation sector in 2010 and 2011 has allowed many operators to improve upon their net operating incomes when compared with results for 2009. The downturn that commenced in the fall of 2008 and ran its course throughout 2009 and into 2010 forced many operators to put tighter controls on operating expenses. Those operators that managed expenses well will benefit as top line performance continues to improve in 2012. The increase in economic activity has a cautionary side, however, as the availability of labour will continue to be a challenge for accommodation operators in Alberta.

Hotel Investment

With projected growth in provincial GDP in 2012 and accommodation demand also improving, conditions are ideal for an increase in development activity and transaction opportunities. PKF Consulting’s 2011-2012 Hotel Investor and Lender Survey shows that traditional lenders are coming back to the market. Stronger loan-to-value ratios and longer amortization periods were also cited in the survey as factors affecting lending and investment. The results showed that while investors have expectations that interest rates would be lower, lenders did not share that sentiment. The results also showed that there is no consensus on where capitalization rates are headed for 2012.

PKF Consulting provides hospitality business advisory services, appraisals, market feasibility studies and financial projections for the hotel industry and forecasts hospitality industry performance. PKF Consulting has a wealth of project experience throughout Alberta.

Quotation and reproduction of this material is permitted only if credited to PKF Consulting Inc.


On May 1, 2012, the AHLA and Staples Advantage, Canada renewed their partnership agreement for another two years. As a result of this partnership, over 75 AHLA members have been actively purchasing their office and facilities supplies through the Staples Advantage program. This has been a very successful program, with lots of room for growth.

Joyce Hayne at EMC Publications has taken advantage of the savings offered as a member of AHLA and says, “Staples Advantage offers a wide range of products that we use daily in our business and we have saved hundreds of dollars just on toner and exhibit displays.”

Staples Advantage, Canada is the business-to-business division of Staples, Canada. Through multiple warehouse locations across the province, Staples Advantage provides AHLA members with next-day delivery and easy ordering. AHLA members enjoy enormous pricing benefits such as 65% discount onregular priced catalogue items, and additional savings on other categories only available through the AHLA program. Other program benefits include:

Partnership renewal with Staples Advantage, canada.

E-Way.ca Online Ordering

E-Way.ca is user-friendly and makes it simple to find products online and place orders in real-time, giving you access to the latest office supplies. You can also view past purchases, check the status of your orders, and download invoice details. E-Way is secure and password protected for each user, and is provided at no additional cost.

Orders can also be made by phone or by fax; however, 84.7% of orders are placed throughE-way.ca.

Commitment to the Environment

Staples Advantage takes its social responsibility and the environment very seriously. Unfortunately,orderdeliverieshaveasignificantimpact on the environment by releasing, among other toxic chemicals, nitrogen dioxide. Through Staples Advantage Fifty Green program, members are encouraged to help reduce their impact on the environment and reduce the

MEMBER VALUE PROGRAM

number of deliveries made to their properties by combining their orders to reach a minimum of $50. This not only improves Staples Advantage’s operational efficiency, but also results in better service and competitive prices for you.

If your order is less than $50, Staples Advantage will add a $5 charge to your order. Half of this charge is donated to Tree Canada to help plant trees in local communities across Canada to offset the environmental impact. You can have the knowledge that your property has played an active role in helping Staples Advantage reduce not only its operational costs to maintain competitive pricing, but also reduced the impact on the environment.

To open an account or find out more information about the Staples Advantage Program, contact Tannis Hildebrandt by email at [email protected], or call her directly at 1.780.468.8729.

by Lynn Senetchko


Alberta Hotel & Lodging Association 27Alberta Hotel Safety Association 12Alberta Laundry Systems 9American Hotel & Lodging Association 29Apex Health & Safety 15Bank of Canada BCCoinamatic Commercial Laundry 19Colliers International Realty Advisors 24Gordon R. Williams Corp. IBCIntirion Corp 7Image Distributors 5Jani-King of Southern Alberta 13Johnson Inc. 25McCallum Printing Group 25Northwest Carpets 13Restwell Sleep Products IBCRONA Inc. 14Sealy Canada, Ltd. 8Trafco Canada 8WCB Alberta 20Western Financial Group Insurance Solutions 11Western Refrigeration & Beverage Equip. 24

ADVERTISERS Summer 2012

Q: Are you concerned about the volume of international travel? How do you prepare your staff for dealing with international guests?

Bernhard Schneider, General Manager, Mountain Park Lodges, Jasper

As a sought-after destination like Jasper NationalPark,wehaveseenour internationalguests declining since 2005, experiencing the lowest numbers in 2009 and 2010. This has especially been noticeable with business out of the United Kingdom and United States -which has yet to see a turnaround. Other long-haul markets though, are slowly rebuilding as the economy recovers; especially out of Germany and France. We have seen an increase in business out of Australia since 2011 - due in large part to favourable currency fluctuations. The so-called “emerging markets” - especially India and China - have been in the forefront of our sales and marketing at Mountain Park Lodges. We are seeing strong growth and are encouraged with the momentum and forecasts from these emerging markets.

With a smaller world and unlimited access to information, communication of cultural habits, needs and wants are widespread. In our destination, we have had organized information and training sessions specifically for hospitality-based businesses via Jasper Tourism. At Mountain Park Lodges we are working closely with our tour operators and partners to assist us in our strategies and

Summer 2012

standards to best accommodate our guests from the emerging markets. We provide special in-room amenities, ethnic and diet-specific menus as well as a kitchen facility to accommodate tours with their own chefs. We further concentrate on hiring employees with the necessary language skills, or when possible, from the country of origin i.e. China/India.

Mark Wilson, General Manager, Hotel Arts, Calgary

With business booming in the energy sector, corporate travel has increased significantly over the last few years. We’re seeing a diverse array of travellers hailing from Europe, Asia, and Latin America working in the sector and conducting business in Alberta. At the same time that we’re witnessing rising international corporate travel mid-week, we’re also starting to see more international leisure stays coming into the market. Travel Alberta, the Canadian Tourism Commission, and Tourism Calgary are all working diligently to attract consumers from international markets to visit us year-round.

With the anticipation of a changing marketplace, our staff are becoming increasingly aware of the cultural diversity of our evolving international clientele. Members of our Executive Team have attended numerous seminars on cultural sensitivity and country-specific market-readiness, and this information is shared with our staff. We also have a staff that hails from all parts of the globe, so their

ROUNDTABLE

insights and experiences provide us with an advantage in understanding the diverse needs of international travellers. At the end of the day, we’re in the “people business” and it is incumbent upon hoteliers to make our visitors feel welcome and appreciated.

Michelle Devaney, General Manager, Canalta Jurassic Hotel, Drumheller

Generally, I am not too concerned about the number of international guests here at the Canalta Jurassic Hotel. As Drumheller is a destination town, typically the spring and summer months tend to bring a larger volume than the colder winter months. However, it would be ideal to see a consistent number of international guests all year long.

Staff preparedness is vital. All returning and new staff, including housekeepers and maintenance, are taken on tours of the surrounding areas of Drumheller and the Badlands, including the museums, in order to reciprocate to the international guest exactly what they have here to enjoy. The staff is equipped with itemized visitor information packages for the guests that contain detailed maps, brochures, and tours. We find that if guestrooms are equipped with effortless amenities, this will give international guests a home away from home that makes their visit to Drumheller and Canalta Hotels an enjoyable experience.

by Debbie Minke


FEATURE

rV indUSTry TrendS by Dan Merkowsky

oday’s record RV ownership levels reflect the enduring appeal of the RV lifestyle, despite recent economic challenges. We expect RV ownership in

Alberta to continue growing as more and more people learn how RVing is a cost-effective and fun way to spend time outdoors with family and friends.

When RV purchase intentions are combined across current owners, former owners, and new market entrants, a total of 21% of allAlbertans stated intentions to purchase an RV at some point in the future. This represents onlyaslightdeclinefromthe23%ratein2005,and is aheadof the16% rate in2001. 70%ofcurrent RV owners plan to purchase another RV to replace their current unit in the future, and these current owners have a stronger intention to purchase a new RV when they do buy again.

Among new market entrants, defined as households that have never owned an RV in thepast,14%planafuturepurchasewithmorethan a third intending to purchase a new RV.

Facts about RVers:

• ThetypicalRVerwas48yearsoldin2011,one year younger than the average age of 49 years recorded in 2005 and 2001.

• Thereareasmanyas22,000newRVssoldin Alberta each year.

• ThemedianincomeofRVersis$62,000.

• 39%ofRVershadchildrenunder18livingat home.

• RV owners aged 35 to 54 years posted the largest gains in ownership rates, rising to 11.2%in2011from9.0%in2005.

• Ownership also edgedhigher among those aged55orolder,risingto9.3%from8.6%in 2005.

Alberta RV owners expect to hit the road in big numbers this spring and summer, and plan to adjust to higher fuel prices by enjoying frequent weekend getaways and staying closer to home.

The top reasons for using their RVs more include enjoying outdoor activity, taking mini-vacations, spending quality time with family, and escaping from the stress and pressure of everyday life. Almost 800,000 Canadians own RVs because of the unmatched freedom and flexibility they provide when travelling.

Approximately18%ofRVownersareengagingin “seasonal” or “destination” camping. Destination campers leave their RV parked at one location for the entire spring/summer (or longer) and travel back and forth to it using a family vehicle.

RVers enjoy an array of activities while travelling in their RVs. Favourites include:

• Sightseeing-77%• Cookingoutside-75%• Visitingfriendsandfamily-58%• Hiking-57%• Fishing-50%• Visitingfestivalsorfairs-49%

Other popular activities include antiquing, biking, visiting museums, and attending family reunions and events.

RV shipments from manufacturers to dealers rosesharplyinFebruary(up24%fromthesamemonth last year) as the marketplace responds favourably to the new products offered by RV manufacturers. As technology has improved and become more available, RV makers have been offering innovative new products that are lighter weight, more aerodynamic, and more fuel efficient - while still offering a mix of amenities that appeal to the many different types of RV buyers.

Campground owners and operators should consider how to better attract and accommodate this growing market, taking full advantage of the surge in interest in the RV lifestyle.

Dan Merkowsky is Executive Vice President of RVDA of Alberta and can be reached at 888-858-8787.

T



FEATURE

GroWinG STAr QUAliTy by Dave Kaiser

Canadian Star Quality Accommodation (Star Quality), the new national star rating program for hotels in Canada, is an industry program owned, developed, and administered by the four western Canadian provincial hotel

associations. These include the British Columbia Hotel Association, the Alberta Hotel & Lodging Association (AHLA), the Saskatchewan Hotel & Hospitality Association, and the Manitoba Hotel Association. The AHLA was selected to provide the national administration for the program based on its proven track record in delivering the Approved Accommodation Program in Alberta over the years.

The goal of Star Quality is to deliver a standards-based rating program that provides quality assured reservations for travellers and added value for the accommodation industry in Canada. The Star Quality rating standards were developed following an extensive review of other accommodations rating programs, including Canada Select, AAA, CITQ, Europe’s HotelStars, and NewZealand’sQualMark.Variousstudiesintoconsumerexpectationswerereviewed to ensure the needs/wants of the consumers would be addressed. Interior designers guided the quality measurements and provided clear, objective tools for determining quality. An industry advisory committee, with representatives from the four founding associations, provided input into the criteria for each star level.

Properties participating in Star Quality are rated by third-party, professional rating advisors. The rating advisors follow a prescribed protocol and inspect several different components to determine the level and quality of services, facilities, and amenities. The rating process encompasses public areas, guest bedrooms, and guest bathrooms, exterior and interior of the property, and food & beverage services. All elements are scored and a final star rating between one and five stars is assigned based on the minimum criteria level achieved and the average quality score. The “plus” designation indicates consistent, superior quality, amenities and services while maintaining the criteria for that particular star level.

The official website for Star Quality is www.starqualityhotels.ca. Through an online booking search engine powered by JackRabbit consumers can find rates and availability for properties and make reservations directly withtheproperty’sonlinereservationsystem.Nofeesorcommissionsarecharged to the consumer or the property for using this referral service. Other features and benefits of the website include Google Maps, a search function based on property star ratings and amenities, and the ability to view Trip Advisor consumer-generated reviews.

Since launching in the fall of 2011, participation in Star Quality has grown to over 470 properties. The western Canadian hotel associations have positioned Star Quality as the official accommodation rating program with their respective provincial tourism marketing organizations (PMOs). As a result, Star Quality ratings for participating properties will be displayed in provincial accommodation guides and online listings. Links from the PMO websites will refer qualified consumers to the provincial landing pages for Star Quality.

Marketing plans for Star Quality in 2012 include developing strategic partnerships with other hotel and lodging associations in the rest of Canada as well as marketing Star Quality as an accommodation directory and booking solution for city and regional destination marketing organizations. By converging website traffic from multiple sources to a single website, Star Quality’s search engine rankings will be improved dramatically,

In fact, the potential to leverage the Star Quality database and website is virtually unlimited. With broad support from Canada’s hotel and lodging industry, Star Quality could become a credible distribution channel that effectively competes with the online travel agencies. The economic benefit of this to the accommodation industry in Canada would certainly be enormous.

Dave Kaiser is President & CEO of the Alberta Hotel and Lodging Assocation.


YOUR FUTURE IN HOSPITALITYby Debbie Minke

The hospitality and tourism industry is a major contributor to Alberta’s economy, employing more than 128,000 people in accommodations and foodservice alone, according to Stats Canada. The industry is broad with numerous employment opportunities, and there are courses and training programs available for a wide spectrum of hospitality-related jobs.

Following are some options available in Alberta, to those who want to further their education and training in the industry:

Full Time Programs

Grande Prairie Regional CollegeHospitality & Tourism Management Diplomawww.gprc.ab.ca

This two-year program focuses on the development of industry-specific knowledge, business foundations, and leadership skills that will help to open the door to management level opportunities.

Medicine Hat CollegeGlobal Tourism and Marketing Certificate/Diplomawww.mhc.ab.ca

One-year certificate and two-year diploma programs in Global Tourism and Marketing leading to a variety of careers in hospitality.

NAIT School of Hospitality and Culinary ArtsHospitality Management Certificate, Diplomawww.nait.ca

Full time program with a one-year certificate. The program provides training in service skills for food and beverage, catering, and front desk operations. Students also receive supervisory skill development and training in: special event activities; tourism; hospitality law; business communications; accounting; and organizational behaviour.Students who complete the Hospitality Management Certificate and 400 hours of industry experience can take an additional year of classes to earn the Hospitality Management Diploma. The curriculum incorporates more managerial skills as well as courses in marketing and sales, economics, and food and beverage cost controls.

Red Deer CollegeHospitality and Tourism Management Certificate/Diplomawww.rdc.ab.ca

One-year certificate or two-year diploma offered in two areas of specialization: Accommodation and Marketing Management, and Food and Beverage Management. The certificate is designed to give students the basic skills and knowledge required for entry-level and supervisory positions. The diploma is designed to prepare students for management positions.

Reeves College Hospitality Diplomawww.reevescollege.ca

Full-time, 43-week program in Edmonton. Students receive travel and tourism training for jobs in hotel and facilities management, customer service, housekeeping management, and more. Students will gain hands-on experience in the tourism industry as part of a practicum placement in a real-world hospitality workplace. Courses include food and beverage services, computer systems, sales and marketing, accounting, supervision, leadership and management, etc.

Royal Roads UniversitySchool of Tourism and Hospitality ManagementMaster of Arts: Tourism ManagementGraduate Certificates: Destination Development, Hospitality Management, Sustainable Tourism, Tourism LeadershipBachelor of Arts: Global Tourism Management, International Hotel ManagementRoyal Roads offers many full-time programs. Their online, leading-edge graduate program is the first of its kind in Canada’s tourism and hospitality education system. The BA programs are on campus for those who have completed at least two years of appropriate post-secondary education (or equivalent). Students can complete 60 credits in just 12 months in this intensive program that aims to develop a broad range of leadership, analytical, and interpersonal skills, and provide a firm grounding in hospitality management. Students will study relevant course material on sustainable tourism, international hotel management, financial strategy, marketing, ethics, entrepreneurship, and communication in a way that blends academic theory with industry experiences.

SAIT Polytechnic School of Hospitality and TourismHospitality Management Diplomawww.sait.ca

Two-year full time diploma program that includes a professional internship program and e-Learning. Program highlights include: laptop delivery of program, state-of-the-art software in both the lodging and food and beverage sectors, hands-on training in SAIT’s Highwood Dining Room, culinary perspectives training with expert chefs, mixology and wine appreciation courses, and a professional paid internship program, between years one and two, to integrate students into leading hospitality industry companies. A special events course allows students to manage and execute an event for industry members and the public. As part of SAIT’s live classroom training, courses in Food & Beverage Service and Food Production Management take place in the evening over a six-week period.

University of CalgaryHaskayne School of BusinessBachelor of Hotel and Resort Managementwww.ucalgary.ca/admissions/ha_bhrm

Applicants with a diploma in Hospitality Management

from an approved institution and a cumulative grade point average of at least 3.00 may apply for this 2-year degree program. The intent of the degree is to develop students with both a skills-based and management theory education, who have the potential to assume senior positions in the hospitality industry (specifically in the accommodation and food and beverage sectors).

Continuing Education/Distance Learning Programs

AGLC’s Reel Facts Programaglc.ca/responsiblegambling/VLT/IAT_reelfactsprogram.asp

This training program helps VLT retailers and their staff understand how they can provide assistance to customers who may have a gambling problem. Staff working in licensed premises, where their duties include working with the VLTs and patrons, must complete Reel Facts responsible gambling awareness training within 3 months of commencing employment. A passing grade of 80% is required to receive a certificate of completion.

AHLA Workshops & Seminarswww.ahla.ca/four-pillars/human-resource-development/

The AHLA offers their members customized learning, development, and training programs geared toward the tourism and hospitality industry with the goal of creating a service culture. Seminars/workshops include Building HR for Tomorrow, Housekeeping Edge, Train the Workplace Trainer, Team Excellence, Leadership Foundations, and a Leadership Development Series - Establishing Effective Teams, Delegate and Empower, Leading for Achievement, and Coaching Towards Excellence. Resources are also available to members on an individual, as-requested basis.

Alberta Hotel & Safety Association Courses & Seminarswww.ahsa.ca

The AHSA offers a full line-up of courses and seminars to increase awareness and responsibility of health and safety. Online courses include Beyond the Basics, Health & Safety Program Building, and Workplace Hazardous Materials Information System. Seminars include: Health & Safety Program Building; Peer Auditor Refresher; Peer Auditor Training; Incident Investigation; Safety Basics for Employees; Safety Basics for Managers & Supervisors; Hazard Identification & Controls; Workplace Inspection; and Contractor Safety Management. The AHSA works closely with the Alberta WCB to promote and administer the Certificate of Recognition (COR) and Partners in Injury Reduction (PIR) Program.

American Hotel & Lodging Association Educational Institutewww.ahlei.org

Professional certification from the Educational Institute is the ultimate distinction of professional excellence for the hospitality industry. The Educational Institute certifies and validates competencies in conjunction with academia and


Educational Options Aboundindustry experts for over 35 positions in the hospitality industry; designations from front-line to general manager, including the prestigious CHA - the Certified Hotel Administrator.

Canadian Tourism CollegeHotel Management Diploma or Hospitality Operations Certificatewww.tourismcollege.com

This college offers complete online training, submitting papers electronically, with online assignments, quizzes, and exams. CTC’s online hotel students have consistent, easily accessible communication relating to all aspects of the learning experience. The diploma is 2,000 hours or approx. 21 months long.

emerit Professional Certification & Trainingwww.emerit.ca

Skills training, upgrading, and certification is available through the AHLA for the Canadian Tourism Human Resource Council (CTHRC) Tourism Training brand - emerit. All emerit products and programs are based on industry-defined standards, and are recognized across Canada. Products include national standards, workbooks and online occupation-specific training, Trainer’s Guides, and professional certification - the leading professional credential recognized by tourism employers across Canada.

NAITContinuing EducationHotel and Restaurant Supervision Certificationwww.nait.ca

The online program consists of five core business courses from the JR Shaw School of Business and up to nine hotel or restaurant-specific courses. Upon completion, students have the option to transfer to Year 2 of the NAIT Hospitality Management Diploma program.

ProServe Liquor Trainingwww.proserve.aglc.ca

To help licencees meet the social responsibility requirements set out in legislation, regulation and policy, the AGLC created ProServe to teach servers and supervisors how to prevent underage drinking, how to recognize over-consumption, how to deal with troublesome, inebriated patrons, and much more. An important part of the training is how to reduce or stop liquor service to someone who is nearing their limit. The program also deals with retail liquor sales, including how to refuse service to an intoxicated person and how to detect shoplifting.

ProTect Security Staff Trainingwww.protect.aglc.ca

The Government of Alberta requires training for security staff working in bars, nightclubs, and other licensed establishments around Alberta. ProTect Security Staff Training is specifically designed for workers who monitor and control the door and lineups outside licensed premises. Individuals who work in a security position or manage/supervise security staff in bars and nightclubs must successfully complete the training program. This also applies to people who own, manage or work for a security company contracted to provide security in the same type of licensed premise.The training is available at no charge and offered through facilitated seminars at locations around the province.

SAIT Polytechnic Continuing EducationHospitality Management Certificate of Achievementwww.sait.ca

These certificates are designed to give students an introduction to the fundamental elements of the hospitality industry: marketing strategies, event coordination, inventory management and more. All courses are offered online, allowing flexibility for students looking to upgrade their education and learn current industry standards.


2012 AHLA Convention & Trade Show Recap

Finding New Products at the Trade Show

Karen Turner presented “Increase Productivity & Reduce Your Stress”

Stuart Ellis-Myers at the Closing Session “Twitch Yourself to Success”

Frank O’Dea at the Opening Breakfast

AGLC presented new VLTs

Networking at the Convention

Bruce Okabe, CEO Travel Alberta, facilitated “Hitting Our Stride”

Think ahead.The new $20 bill is coming this November.

Contact your supplier.

For more information and free training: www.bankofcanada.ca/banknotes • [email protected] • 1 888 513-8212

ABM Vending machine

Self-serve checkout Counter

$$$

Documents

Maximizing REVENUE - AHLA · Chris Eklof Alberta Hospitality is published quarterly by: T 604-574-4577 1-800-667-0955 F 604-574-2196 ... HAC President, Tony Pollard, congratulated