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albertahospitality
The Official Magazine of the Alberta Hotel and Lodging Association
PM
4002
6059
Fall 2013
SENIORSAttracting
Ready or not, the boomers are here!
RENOVATIONSRENOVATIONS
MENU PLANNINGMENU PLANNING
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ATTRACTING SENIORSNow entering their senior years, not only are boomers redefining the term “senior citizen”, they are set to reshape much of the travel industry.Cover photo courtesy of Travel Alberta
4 Chairman’s Report 5 President & CEO’s Message 11 Travel Alberta18 Alberta’s Treasures 19 What’s New? 23 Names in the News
in every issue
albertahospitality
this issue6
12 Renovations
16 Profile: Hotel Selkirk
20 Menu Planning - Increase your Foodservice Revenues
24 Labour Market Survey Results
28 Emergency Preparedness
30 Energy Efficient Lighting Pays for Itself
(403) 273-4040 • (800) 661-1530www.albertalaundry.com
Your Authorized Electrolux Professional Laundry Equipment Distributor
Introducing Electrolux Professional Line 5000!
12% faster drying, 25% less energy, 30% water savings. Easiest to clean lint screen.
Extended machine life. Call to learn more.
Laundrylux® • To learn more, please visit www.laundrylux.com/electrolux
Electrolux smart washers will forever change the way you do laundry.
Experience Electrolux – the #1 selling on-premise laundry brand in the world. Special financing available. Call today to learn more.
Imagine a washer smart enough to weigh the load size and add precisely the correct amount of water. Imagine a laundry chemical controller smart enough to adjust dosing for accurate water ratio each time.
Electrolux Professional washers do all that & more! An estimated 60-70% of washers are underloaded, wasting water, chemicals, and energy. That’s why Electrolux developed AWS, a UNIQUE feature that au-tomatically matches water consumption to load size. Combine that with Smart Dosing which adjusts laundry chemicals to water ratio, and you will see immedi-ate savings and superior wash results – every time, automatically.
The occurrence of natural disasters is never a surprise. We read about them and see amazing images in our media all the time - from earthquakes to tsunamis, and indeed from fires to floods.
However, these always happen to somebody else, right? The hurricanes are off the coast of Florida and the tornados are in the US Midwest. These are heartbreaking, and while we feel empathy for those involved, there is nothing quite like the slap we feel when we experience our own disaster.
Certainly the flood of 2013 that affected communities in southern Alberta qualifies. Not far out of memory is the devastating fire that occurred in Slave Lake. Numerous residents and businesses were affected, including many of our industry partners. Many things are uncovered as the smoke clears and the flood waters recede.
One pundit said that Slave Lake paid the tuition and southern Alberta received the education.
All hoteliers in these regions are affected when something like these disasters occur. In Calgary, some properties experienced challenges from power loss to parkade flooding. Some had critical damage to emergency systems. In Canmore and Banff, main access roads were severely damaged and a power station was harmed. In High River, properties had entire main floors under water. In Medicine Hat, they barely dodged the bullet. These examples are just the high level view of how these businesses were affected. In all cases, business interruption up to complete shutdown occurred.
Those properties not directly affected by a disaster became crisis centres and emergency shelters. Rules go out the window as families who lost everything come in with their pets and belongings and mix with emergency workers trying to find a few hours of sleep before they go out again. Entire companies move their operations into meeting rooms and seniors residences relocate their entire facilities to hotels. This is in addition to the many displaced guests from affected properties.
The commonality to these disasters is the exceptional response of the people. As
the waters receded, many amazing stories emerged of staff doing incredible things, far above and beyond, for our displaced guests. There are stories of staff staying in the affected hotels, on their own time, doing anything they could to mop up, clean up, or help out emergency workers as they attempted to assess damage. There are stories of waiters holding babies so that Mom could eat or have a shower. Staff ran to pharmacies to get medications for seniors. Employees drove people so that they could reunite with family. There was even a story of a staff member wading through three feet of water to retrieve an item from a guest’s car. From the hours of holding flashlights in stairwells, to the washing of guests’ clothes in their own houses, the true and undeniable spirit of our staff and management shone through in every region affected.
Hospitality - it takes on a whole new meaning in this industry when we see our guests affected by these types of emergencies.
A while ago I had an opportunity to chat with Jim Hill, who was a key figure with the Sawridge Group during the Slave Lake fire. Knowing that the Sawridge Hotel was a key player in the housing of emergency workers, and as a result, one of the only buildings in operation during the crisis, I asked him what the thinking was given the danger all around them. He told me that it was Sawridge’s view that the role of the hotel had to change and that the disaster necessitated this action for the best interests of the community.
While we all want to believe we would react in the same way, there was no question that there was a lesson learned that day from any company who had been there. Given the actions, reactions, and exceptional services we provided our guests in impossible situations, either from properties that had to be evacuated to those who sheltered the evacuees, we should be exceptionally proud of our industry once again. We take care of our guests, no matter who they are, or why they are with us, come fiery hell or incredibly high water.
CHAIRMAN’S REPORT
AHLA2707 Ellwood Drive,
Edmonton AB, T6X 0P7 Toll Free: 1.888.436.6112
www.ahla.ca
Official magazine of
albertahospitality
PUBLICATIONS
CHAIR OF THE BOARDPerry Wilford
VICE CHAIRMichael Sieger
CHAIR, MEMBER COMMUNICATIONSPerry Batke
CHAIR, GOVERNMENT RELATIONSJoseph Clohessy
PAST CHAIRCHAIR, GOVERNANCE COMMITTEE
Mike Shymka
PRESIDENT & CEODave Kaiser, CHA
DIRECTORS NORTHMark Hope
Peter ParmarTony Verbisky
DIRECTORS CENTRALPerry Batke
Robin Cumine
DIRECTORS SOUTHChris Barr
Joseph ClohessyLeanne Shaw-Brotherston
Tanya Yurko
Alberta Hospitality is published quarterly by:
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INSPIRING SERVICE, GROWING VALUE
by Perry WilfordFire and Water
alberta hospitality | 5
As a member of the Hotel Association of Canada (HAC), the AHLA is actively involved in government relations grassroots advocacy on important national issues that impact the hotel and lodging industry in Canada. The term “grassroots advocacy” refers to communication and meetings held between constituents and local MPs in their home ridings.
A national grassroots campaign is often the most effective way to get the attention of government. Most elected officials understand the need to represent the concerns of their constituents who vote them into office. To be truly effective, a grassroots advocacy program requires a consistent and concise industry message delivered in as many ridings as possible across the entire country. This includes meetings with opposition MPs. In addition, the message should be connected to and support a key priority of the government.
According to HAC President Tony Pollard, the 2012 HAC Grassroots program included 237 meetings with MPs across Canada. This resulted in some government initiatives in the 2013 federal budget including $42 million for Visa processing, border enhancements, processing of applicants under the Temporary Foreign Worker Program, and the Canada Building Fund. Unfortunately, little progress was achieved on funding for international tourism marketing.
We encourage all AHLA members to get involved in the HAC’s 2013 Grassroots campaign. The key “asks” for this year’s campaign include:
PRESIDENT & CEO’S MESSAGE
• IncreasingCanada’stourismmarketingbudgetto$120-$150million to compete with rivals such as the US, Australia, Ireland, and Mexico.
• Reducing the barriers of access to Canada. These include the very high public costs borne by aviation customers. Visitor visas and the complicated application process are also significant barriers. The government should reinvest some of the $400 million it collects annually from administrative fees and reinvest a portion in processing capacity.
All materials for the HAC Grassroots campaign can be found on the HAC website at www.hotelassociation.ca/grassroots.
In addition to the priority messages from the HAC, the AHLA encourages members to continue to advocate support for the Temporary Foreign Worker program. The labour challenge is still the single most important issue facing our industry in Alberta. We look forward to providing you with the key messages to address this issue based on the findings of our 2013 Labour Market Survey.
We look forward to serving you!
Federal Government Relations - Grassroots Advocacy by Dave Kaiser
6 | alberta hospitality
COVER STORY
by Chris McBeath
ATTRACTING SENIORSFirst Rule - Don’t Call Them Seniors
6 | alberta hospitality
alberta hospitality | 7
ATTRACTING SENIORS
ver since the first boomer was born in 1946, the baby boomer generation has disrupted traditional values and expectations with every passing
decade. Now entering their senior years, not only are boomers redefining the term “senior citizen”, they are set to reshape much of the travel industry.
Today, these once cash-strapped backpackers and globetrotters of yesteryear are expanding their horizons even more, only this time they’re doing it with an eco-passion, a bucket list, and an affluence of money and time.
Ready or not, the boomers are here.
Snapshot Profile
Keywords: active, healthy, travel savvy
These seniors are far from the traditional blue rinse brigade. Rather, they are healthy, youthful (mostperceivethemselves15yearsyounger than their chronological age) and wealthy, controlling more than three quarters of North America’s wealth and responsible for half of all discretionary spending. As these 60-something youngsters start releasing some 26 million homes between now and 2030, there’s no let up in sight.
Many larger hotel chains are beginning to offer services that cater specifically to this ever-burgeoning demographic with the Preferred Hotel Group leading the pack. Working with some of the industry’s top
alberta hospitality | 7
E
Boomers want it all - former luxuries are now considered necessities, including travel and fine dining.{
8 | alberta hospitality
Marriott
Hilton
IHG
Best Western
Other
Most large boomer-initiated family trips are planned around a life event such as a birthday, anniversary, family reunion, or wedding…{
ATTRACTING SENIORS
travel, leisure, and lifestyle market research companies, the results of their studies are compelling.
“What we found is extremely encouraging,” says Lindsey Ueberroth, President, Preferred Hotel Group. “The boomer generation is more physically active than any in history. They are veteran travellers. And now with more time available as they reach traditional retirement age, they say they are going to intensify their pursuit of travel, new experiences, and adventure. Boomers want it all - former luxuries are now considered necessities, including travel and fine dining.”
Bus tours and meager senior discounts no longer make the grade. Instead, boomers seek self-fulfillment, authentic world cultures, and active involvement with every travel experience, and they will comparison-shop to get it. Culinary tourism, learning a new language, and eco-adventures all fit the bill - as do activity-pampering packages.
All In The Family
Keywords: multi-generational, legacy, ease of planning, value choices
Four out of ten boomers are now grandparents who will be in family leadership positions for some time to come. As a consequence, legacy is an important value making multi-generational travel one of the hottest trends in tourism and hospitality. In top travel companies such as Austin-Lehman Adventures, family trips now account for more than 10% of their entire business. Even the cruise lines have seen the light, ramping up the ante to lure more multigenerational families to the high seas. According to the Cruise Lines International Association, 2,000 new beds were addedin2013tobringsea-faringcapacityuptomorethan35,000,and
companies are actively promoting off-peak vacations for groups larger than 16, as well as free beds and points that can be traded for services. Hotels would do well to follow their example.
Most large boomer-initiated family trips are planned around a life event such as a birthday, anniversary, family reunion, or wedding, so pave the way for value-added programs such as group pricing, celebration event packages, multiple-room packages, and reunion activities and all-inclusive meal plans. Like cruise ships, hotels need to offer itineraries for many age groups from zip lining, hiking, and spa services to golf and shopping.
Plan for longer-term stays with week-long and month-long rates, especially at properties offering multi-room suites, lodges, and self-catering villas.
The Wellness Factor
Keywords: getaway travel, stress-free, choices, eco, giving back, self-improvement
Since boomers deny growing old, health-oriented activities rank high on their list - whether that’s trekking, biking, yoga retreats, art classes, or spa getaways. Big sellers will be anything that can connect them to nature, a stress-free environment, or a self-improvement experience. And since
alberta hospitality | 9
Boomer Facts• Bornbetween1946-1964,boomersnumber450millionworldwide.
• The60+populationisthefastestgrowingsegmentworldwide,and predictedlifeexpectanciesareatanhistoricalhigh.
• By2016,halfofthisgenerationwillalreadyhavecelebratedtheir 60thbirthday
• Anestimated10,000peopleperdayturn65(anAmericanturns50 onceevery7seconds).
• In 2050, thenumberofNorthAmericans aged65 years+will outnumberthoseundertheageof18.
• By2060,itisexpectedthatAmericansaged65andolderwillsoar to92million.
• InpartsofEurope,therearealreadymorewalkersandwheelchairs thanbabycarriages.
• People over 60 in China aremore numerous than the entire populationofRussia.
• Boomerseniorspurchase47billionperyearonline.
• Seniorsaccountfor80%ofallluxurytravel.
• 68%haveavalidpassport.
• By2016,maturetravellerswillaccountforonethirdofovernight domestic(Canadian)expenditures
Sources: agelab; Nielsen Netratings Research; Stats Canada; US Census
ATTRACTING SENIORS
58% of boomers are married, romantic getaways where couples canshare a new endeavour together are still popular options.
While perhaps not spoken, older travellers also start to seek out meaning, either within themselves or in helping others. Volunteer vacations are fast gaining traction and need not take place in an expensive-to-get-to, remote part of Africa. Teaming up with local farms, orchards, and organizations that specialize in creating altruistic activities is a three-way win that will have boomers sit up and take notice. This is the generation that suggested green be the new black. Their purchase preferences include staying at eco-conscious properties with operators who give back to the larger community.
Restyle Amenities & Services
Keywords: self-drive tours, intriguing itineraries, quality dining, wired
When not searching out a bucket list destination or planning a legacy trip with their family, boomers take to the road on touring trips, getaways, and in pursuit of fun. Since most seniors travel by car (79% hold a driver’s license), and also account for 41% of new car purchases, behold the new rubber-tire trade. Not just in cars, but in cruisers, ridden by boomers reliving their Harley days. Chains such as the western-based Sandman Group, Canalta Hotels, and others are superbly positioned to take full advantage of their locations. For example, while Sandman’s Lucky 13 (stay 12 nights get the 13th for free) and its 55Plus“seniors”benefits program speak to loyalty and the relative youthfulness of the seniors’ market, its StatusPlus points rewards program is geared to registered mobile app guests, which clearly targets wire-savvy boomers as well as the younger generations.
10 | alberta hospitality
ATTRACTING SENIORS
Canadian Generations
Household Income of Boomers
About50%ofboomershaveincomeover$60,000/year
Dining Out
Boomers and retirees are also driving the restaurant industry; they eatoutanaverage195timesperyear-almosteveryotherday-andthoseaged55-65dineoutevenmore.Menupresentations,content,and style of service will need to include larger print, a few comfort food options alongside fusion choices, and above all, attentive service. These are careful consumers. Relationship, trust, and the ability to demonstrate that you understand and can cater to their diverse needs will go a long way in securing their business and loyalty.
Social Media Savvy
Whether it’s to stay in touch with younger family members, or being a member of the mobile workforce, boomers are social media savvy. Over 70% have broadband Internet access and use the net to research diligently and comparison shop. Although 34% cite word-of-mouth conversations with friends and family as a key prompter for researching a purchase further on the net, this leaps to 67% when combined with direct mail and offline media advertising, according to the No B.S. Guide to Marketing to Leading Edge Boomers & Seniors by Dan S. Kennedy and Chip Kessler. Not only does this emphasize the need to have a significant online presence, it also talks to aligning advertising dollars to specific organizations and publications that are geared to the boomer market. Zoomer Magazine is one example.
When all is said and done, it’s really a question of re-evaluating a property’s full range of amenities and services, and considering things like installing handrails in tubs, increasing lighting, and improving accessibility in future renovations. Items that appeal to today’s seniors won’t appeal to seniors a decade from now. Mick Jagger is 70; so are the fans that helped rocket him to fame, and their nostalgia is very different than those elders remembering big band music from the forties. Think Rock ‘n Roll and Motown elevator music.
Ueberroth is highly optimistic and believes that the travel industry is on the verge of a truly golden age. “The opportunities to serve the boomers are vast,” she concludes. “For professionals that are not on focusing on this, it will be their mistake.”
Seniors
Kids under 15
Generation Y
Generation X
Boomers
60%
Under $20K $20K - $30K $30K - $45K $45K - $60K Over $60K
50%
40%
30%
20%
10%
0%
Back End Boomers
Front End Boomers
Source: Consumer Corner, Issue 12, Alberta Agriculture and Rural Development
Source: Consumer Corner, Issue 12, Alberta Agriculture and Rural Development
15%
16%
29%
11%
29%
alberta hospitality | 11
The flooding in southern Alberta affected our province and our tourism industry as a whole. Tourism is big business in Alberta - it employs close to139,000Albertans and supportsmore than15,000businesses acrossthe province. Destinations across southern Alberta sit in different phases of response, recovery and business. It is important that we work together as Team Alberta through all of these stages of recovery to deliver on our promise of authentic experiences in breathtaking landscapes.
From the onset of the flooding, Travel Alberta has supported our tourism partners and has been committed to showing the world that Alberta is open for business.
Social Media - When the wide extent and severity of the flooding became apparent, we started connecting and engaging with travellers via our social media channels, pointing them in the right direction for information related to roadways and visitor centres as well as providing updates on affected areas and alternative travel options. We’ve been monitoring our social communities closely, looking for any negative sentiment towards Alberta as a travel destination. The overall sentiment in all markets - including Alberta - remains positive. This is a good indication that Alberta is standing strong. We continue to share our tourism stories on social media and with various regional, national, and international media to ensure consumers in our key markets are confident in their plans to travel to Alberta.
Communicating with Industry - All business units within Travel Alberta were in immediate contact with partners in flood-affected areas, international and North American tour operators, and travel trade and in-market representatives to determine how we could best support them. Crucial to this process was working with Destination Marketing Organizations in affected areas to review marketing tactics and align messaging. We continually assessed the effects of flooding on southern Alberta to determine the impact to businesses and tourism-related infrastructure and to evaluate readiness to receive travellers and deliver the Alberta tourism experience. In addition, Travel Alberta worked closely with Tourism, Parks and Recreation on a joint Tourism Recovery Management Plan for a consistent, coordinated, and integrated approach to response and recovery activities.
Travel Alberta Website - Within the first few days of response, we launched an online travel resource for flood-related information and updates on travelalberta.com. This information continues to be updated regularly and has become a trusted source for timely and accurate information for travellers.
Consumer Marketing Campaigns - We have been extremely mindful of the many operators in the province who were not affected by flooding and we have continued with our planned marketing campaigns and activities in all of our markets. However, we did augment our regional and Canadian long-haul summer marketing campaign to create an emotional and empathetic connection with our target travellers. We developed a new 60-second brand commercial and placed it in both regional and national target markets. The goal was to highlight the spirit and resiliency of Albertans while sending a clear message that Alberta is open for business. We increased our campaign exposure through CBC Stampede coverage as well as with CTV, CityTV, and Global. This commercial can also be viewed on Travel Alberta’s YouTube channel.
We also worked with the Weather Network in western Canada placing online banner ads to amplify the destination message. (Remember your neighbour) full page ads were also distributed via the Calgary Herald, Edmonton Journal, Toronto Star, and Vancouver Sun that highlighted
Recovering as Team AlbertaTRAVEL ALBERTA
by Shelley Grollmuss
Albertans working together in the recovery process. In addition, we positioned a five-page feature advertorial in the Edmonton Journal and Calgary Herald on July 19 to showcase communities, attractions, events, and festivals happening across the province. Events and festivals are a main motivator for travel and this assisted with our goal to keep Albertans travelling in Alberta.
Travel Alberta online campaigns on Expedia and Travelocity in Canada and the US were also extended by two weeks to make up for exposure lost as a result of the flooding.
Co-operative Marketing - Through our co-operative marketing program, we have assisted Banff Lake Louise Tourism, Tourism Calgary, and Tourism Canmore Kananaskis in extending their flood-related marketing activities to help convey the message that they are open for business.
Travel Alberta is committed to our industry through the recovery process and beyond. We are a resilient industry and together we will rebuild an even stronger province and stronger traveller experience.
Shelley Grollmuss is Travel Alberta`s new Vice President of Industry Development.
12 | alberta hospitality
FEATURE RENOVATIONSWhere Should You Focus Your Resources?
“I stayed in a really old hotel last night. They sent me a wake-up letter.”
~ Steven Wright, Comedian
12 | alberta hospitality
by Chris McBeath
alberta hospitality | 13
RENOVATIONS
hether it’s an overhaul from top to bottom, or part of a renovation cycle, refurbishment should be an ever-present capital item
in any hotelier’s ledger. The fast-changing whims of demanding guests necessitate that properties keep upgrading in order to maintain and increase business. Your hotel may not be a candidate for the TV Reality Show, “Hotel Impossible”, but here are some renovation priorities to keep hospitality crusader Anthony Melchiorri at bay.
First Impressions - The Approach and the Lobby
“First impressions are key. If you give me a bad first impression I probably will have that idea of you forever honestly.” ~ Unknown
If there’s one area that garners unified agreement from builders, designers, and general managers, it’s that first impressions count.
“The lobby and exterior sets the tone for a guest’s entire stay, but because they have no perceived room revenue value, these areas often get short changed,” says Doris Hager, Principal of Hager & Associates, an award-winning design company that specializes in hotel upgrades and new concept
W developments.
“Some simple changes can make a huge difference,” she continues, referencing her recent work with the Holiday Inn Lethbridge - part of her reflagging a number of hotels across Canada to Holiday Inns.
Hager suggests changing out lobby carpet to tile for easier maintenance and better durability. Lighten up interiors with quality paint and wall coverings while adding texture and colour behind the check-in area. “Give the front desk itself a make-over. Create texture to the front panels or install back-lit plexiglass that can feature a special design, different colours, or can be changed out seasonally. Changing the guest counter and even upgrading its finish to a cultured marble or granite finish sets the stage for a quality experience and is relatively inexpensive.”
Larkin O’Connor, Business Development Manager at Canadian Rocky Mountain Resorts, notes that exterior finishing is equally important. With seasonal properties such Buffalo Mountain Lodge in Banff National Park and Deer Lodge in Lake Louise, keeping properties aligned with their location both in façade and operation is an ongoing concern.
“Many of the simplest renovations have the best return as calculated by a better aesthetic
with reduced manpower to maintain,” he says. “For example, a coat of stain on wood or a new paint job on the exterior of a building has the ability to transform the aesthetics with no major overhaul - and it increases the building’s longevity. Another example would be the switch to Duradeck material. It weathers heavy snowfalls without the need for re-staining or repair on any regular schedule.”
Updating Guestrooms
“The only interesting thing that can happen in a Swiss bedroom is suffocation by feather mattress.” ~ Dalton Trumbo, Screenwriter/Novelist
Although many would argue otherwise, the bed is still the raison d’être for a hotel’s existence, so once guests are through the door, they’ll only stay if the room is geared to their needs. Evolving technology alone dictates guestrooms be reviewed every three years.
“Bigger bedding is a must – ditch the bedspreads, bed scarves, and pointless decorative cushions that end up on the floor. White is the new chic and it’s timeless,” Hager advises. “The next best value upgrades are lighting, drapery, and flooring.”
14 | alberta hospitality
RENOVATIONS
Concrete construction has meant hoteliers have had to rely on floor and side lamps to create mood and targeted lighting. “While they can still serve a purpose, it’s better to build lighting units into bulkheads, and install wall sconces and pendants with bedside controls,” Hager continues. “If that panel also includes switches to open and close drapery, so much the better. Headboards, too, can be reworked for artistic appeal as well as functionality.”
Installing new carpet, refreshing drapery, and even changing out artwork can have huge visual impact for a fairly modest investment. Nylon-wool blends continue to be the 5-star preference over hard-wearing nyloncarpets, although the advanced generation nylons, with their built-in ability to conceal and resist soil and stains, make them ideal choices for high traffic areas. “Whenever you renovate rooms, be sure to freshen up the corridors,” Hager emphasizes.
For Steve White, General Manager, Holiday Inn Edmonton South, room upgrades are all about multi-connectivity. “WiFi and fast bandwidth are as essential as HD flat screen TVs that guests can use for games, streaming their own videos, work projects, and even skyping,” he says. “It’s all part of de-cluttering space and giving guests instant access to personalizing their hotel experience and using their room in different ways. Tent cards are long gone. All that information is available online and via the hotel’s internal broadcasting system.”
Beat Bathroom Blues
“I’m no interior decorator, but I just have a feeling that plastic plants in the bathroom... [are] probably not a good idea.” ~ Kyan Douglas, grooming Stylist/TV Celebrity
Whether in the residential or hospitality sector, quality bathrooms score highmarks.“25 years ago, no-one wanted to take out the tub,” recallsHager. “Now, replacing the tub area with spa-inspired showers is the rigueur du jour.” However, it’s a question of knowing one’s market.
Ideas at Work• Whenfacedwithroomrenovations, theMountRobson Inn createdtheDesignaHotelRoominJaspercontest,callingon pastguests,Facebookfansandstafftosharetheircoolideasof what the roomsshould look like.Bestsuggestions received variousprizepackages.
• LoewsVanderbilt,Nashville, installedafloor-to-ceilingstone fireplaceandaHankWilliamsmuralwall tounderscore the hotel’ssenseofplaceandcomfort.
• TheBellagio,LasVegas,hasoutfittedastate-of-the-artkitchen with threecameraspositionedabout theprepstationsand stovetopstocaptureshotsofthechefsatworkandbroadcast thislivefootageover60-inchplasmascreensmountedabove thecookingarea.
• WhenTheSavoy,London, finallycompleted its3-year,$342 millionrenovation,itrevealedamenitiessuchasaventilated shoeclosetandEdwardianstylemirrors thatmorphed into gilt-edgedHD-TVs.
• MGMGrand, LasVegas,offersSTAYWELL roomsand suites featuring thebest ofmedical science and technology to enhanceguests’physical andmentalwell-being including aromatherapy,wake-uplighttherapy,andVitaminC-infused showerwater.
alberta hospitality | 15
RENOVATIONS
Travellers with young children still prefer baths as do many older guests, and since the latter are set to be a burgeoning demographic, some hoteliers are already fitting bathrooms with railings and other safety features. “Beautiful bathrooms can be demanding on the pocket book,” says Hager as she cites trends for high efficiency plumbing and heated floors. “However, there are plenty of big impact options that can be tailored to a budget. Restyle vanities and consider laying down a new counter surface, preferably in an epoxy resin that is virtually impervious to water and other damage. Change out old faucets, art, door hardware, and towel racks. Upgrade wall coverings, install recessed ceiling lights, frame wall-mounted mirrors, and add one or two gadgets such as an anti-fog, magnifying and/or TV-embedded mirror. Renovating a bathroom need not break the bank.”
Redefine Restaurants
“Metaphysics is a restaurant where they give you a thirty thousand page menu, and no food.” ~ Robert M. Pirsig, Writer and Philosopher
Unless you are setting out to create a destination dining experience unto itself, or a branded franchise is involved, a hotel restaurant is usually an extension of the hotel’s identity. The tried and true - good food, good value, and good service - never tires, although a renovation beyond menus and tablecloths can usually inject a new lease of life to an underperforming operation. “If you can, open the dining area up to the outside, whether that’s with French doors, floor-to-ceiling windows or a garage door,” explains Hager. “Heaters and blankets can extend the patio season - people will sit for hours enjoying the fresh air if they are warm.”
Opening up the kitchen is another popular renovation and gives guests the impression of freshness and professionalism. Establishing at-the-kitchen-counter seating or a communal table hitches onto the socializing trend, and gives solo diners a place to enjoy a meal with company. Some properties (see sidebar) are even creating their own reality shows, turning kitchen staff into stars, in real time, on screens around the restaurant.
Back of House - Greening Infrastructure
“I’m so fast that last night I turned off the light switch in my hotel room and was in bed before the room was dark.” ~ Muhammad Ali, World Champion Boxer
“When it comes to infrastructure, green is great. The large leaps in efficiencies now cover a whole range of mechanical equipment, and taking advantage of new technologies can turn capital dollars into reduced fixed operating costs, which for seasonal properties in particular, constitute a major obstacle,” notes O’Connor. “A decade ago we would review replacing or upgrading mechanical equipment - such as furnaces, boilers and even generators - if the payback was under ten years. In today’s environment, we don’t look at anything that does not see a return in under three years and even then that would be a stretch. Green initiatives save money and help build a green persona - an important factor for many consumer choices. For Canadian Rocky Mountain Resorts, our green initiatives are what make us a green leader.”
Hager agrees, stressing that the best value from a guest’s perspective is lighting. “I cannot say enough about lighting,” she shares. “A lot of
Your Hotel Needs An Upgrade If…• 32-inchboxtelevisionsarestillinyourinventory.Changethemoutforhigh-definition, flatscreenswithenoughbellsandwhistlestoaccommodatewell-wiredguests.
• Bathroomfixturesandfaucetsarefromthelastcentury.Tubsareout;rainshowersare thenewnorm.
• Lightingandfreestandinglampsinvolveatangleofcords.Rewireforbuiltinfixtures andbedsidecontrolpanels.
• Bedspreadsandpolyestercomfortersarestillinuse.Ditchthemfast.
• The telephoneand iPoddocking station is just that.Today’sdocks shouldhave the capabilityforamyriadofplug-inswithinstantaccesstoallguestserviceareas.
• Fitnessequipmentdoesn’tcrosstrain.Today’stravellerisseriousabouthealthandexpects toworkoutonthebestequipment.
Adapted from hotelchatter.com
hoteliers have already changed to fluorescents, but these lights give a glare out of the ceiling fixture, so there’s a dull haze at eye level. LEDs are trying to correct this but they can be expensive. However, the industry has undergone nothing short of a revolution in recent years and the options now make it a very worthwhile expenditure. You should align with a lighting consultant who can guide you through the savings, design options, energy efficiencies, and innovations now available including government rebates. Lighting is truly one of the most significant infrastructure investments you can make and has the advantage that you don’t have to change everything all at once.”
16 | alberta hospitality
HOTEl SElkIRkHistoric Charm Meets Modern Comfort
PROFILE
by Carol Schram
16 | alberta hospitality
uring the prosperous 1920s, Edmonton’s upper crust would gather at the Hotel Selkirk downtown on
Jasper Avenue, enjoying the finest food and lodging available in Alberta’s growing capital city.
Fire destroyed the original property in 1962, but ten years ago, a full-service replica of the Hotel Selkirk opened in Fort Edmonton Park. With 29 guestrooms, dining at Johnson’s Café, and cocktails at the Mahogany Bar, travellers and locals alike can step back in time to enjoy a truly unique guest experience.
Old Country Feel
Managing Director Thomas Atkesone brings European flavour to the Hotel Selkirk. Originally from Paris, Atkesone spent eight years at Le Grand, an IntercontinentalHeritageHotelbuilt in1862andlocatednextto the Paris Opera House. He relocated to Edmonton five years ago, working first at the Blue Willow Chinese restaurant, then at the Fantasyland Hotel.
Atkesone joined the Fort Edmonton Management Company in 2012 as Managing Director of Hotel and Food Services for Hotel Selkirk. “I love working in historical locations as I did in Paris,” he explains. “This is my first position as general manager of a hotel. I love the challenge and I have a strong background with my
D
experience in Europe. There’s a lot of opportunity to grow this business and succeed with it.”
A Geographical Treasure
Fort EdmontonPark sitson158acresofwoodedparkland in the rivervalley. It originally opened in 1974, and now houses more than 80buildings representing four distinct time periods in Edmonton’s history, allthewaybacktotheearlyfur-tradersofthe1840s.
alberta hospitality | 17
Hotel Selkirk is located on 1920 Street, part of the park’s entertainment district, along with the 243-seat Capitol Theatre and the midway featuring games of chance, a ferris wheel, and a spectacular carousel.
The hotel is both a stopping-off point for park guests and a destination in its own right. Families touring the property can enjoy a sit-down meal and soak up the 1920’s ambiance. Locals have greeted this year’s introduction of Sunday Brunch and High Tea with enthusiasm, consistently filling Johnson’s Café.
Visitors for dining or overnight stays receive free admission to the park. Atkesone adds, “Guests can walk through the park after hours. It’s amazing - you feel very special.”
A Great Night’s Sleep
Overnight guests are in for a treat. The Hotel Selkirk’s rooms are based on the design of the original property. “The only major difference is that the original hotel didn’t have bathrooms in the rooms. We do,” Atkesone assures. The rooms are exquisitely charming and comfortable. “There’s no TV in the rooms, but we do have WiFi, coffeemakers and clock radios.”
The tranquil park setting guarantees a quiet night’s sleep, far from noisy traffic and the bustle of modern city life.
Off Season Initiatives
Fort Edmonton Park, including the Hotel Selkirk, operates on a seasonal schedule for the public - open daily from Victoria Day to Labour Day and on weekends in September. Through the winter, business is driven by special events like the Halloween Spooktacular and Christmas Reflections. The park and the hotel also host private functions all year round such as weddings, corporate retreats, and holiday parties.
Murder Mystery nights have been a popular attraction at Hotel Selkirk for several years. With the events regularly waitlisted, the schedule has been expanded for the remainder of 2013. This year, for the first time, the hotel will also continue to offer Sunday brunch and Wednesday high tea throughout the winter months.
Future Plans
Just as the city of Edmonton grew and developed a century ago, so go the plans for Fort Edmonton Park. A new commercial building expanding Hotel Selkirk will be built over the next few years. The space will include additional guest suites, two small boardrooms, and a bigger banquet room. “This is a great project for us because we’ll be connected to the Capitol Theatre next door,” Atkesone beams. Some dinner theatre packages already run; the new space will allow the hotel to further improve its offerings.
Great Service is Timeless
Atkesone says he plans to help the Hotel Selkirk grow its profile for many years to come. “I love this location - the hotel itself and the environment. You feel very peaceful and very inspired, and you work to develop new strategies and provide the best customer service. Our first target is to bring top customer service, in the hotel and the park. We want people to come, have a great experience, and remember that and come back.”
alberta hospitality | 17
Thomas Atkesone, Managing Director
18 | alberta hospitality
Hop on the Alberta Prairie Railway and you’re sure to embark on a unique one-day adventure you won’t soon forget. Based in Stettler, in the heart of our province, the real steam or diesel-powered train takes visitors to the typical rural Alberta town of Big Valley. Passengers can visit a fully restored 1912 Canadian Northern Railway station McAllister Motor Garage that also doubles as the community’s museum, historic St. Edmund’s church (the blue church on the hill), Jimmy Jock Boardwalk (an old time Western town within a town), and the railway roundhouse interpretive centre. Visitors can also wander through the community’s shops and stores. A delicious full-course buffet dinner is served before visitors board the train for the return trip to Stettler.
This experience is not just a simple train ride to Big Valley with a dinner tagged on - it’s so much more. The professional on-board entertainment, including comedy and music, keeps guests smiling as they chug past farmers’ fields and the rolling treed countryside. Passengers who want to feel the gentle Alberta air can spend time in the Open Air Coach. Others prefer to be entertained while enjoying a “cold one” in the Lone Star Saloon. Concessions on the train offer souvenirs, snack foods, and refreshments at reasonable prices, and the train is fully licensed. The on-board public address system keeps passengers abreast of features along the route, the history of the area, and things to see and do at destinations. There is even a children’s play area.
At some point during the excursion, the train may be brought to a screeching halt as the dreaded outlaws “Reynolds Raiders” stage a holdup. But fear not, Gabriel Dumont, Métis buffalo hunter and hero of the Riel Rebellion,
Alberta Prairie Railway Offers a Blast from the Past
ALBERTA’S TREASURES
by Debbie Minke
Valley, all the children and their bears are invited to join Alberta Prairie’s staff and entertainers for a Teddy Bear Promenade on the train. Everyone receives a gift or prize for their participation. Family special excursions offer a similar program without the teddy bears.
“Limited” excursions include special dinner shows with some of the province’s best performers. The live stage performance written specially for Alberta Prairie audiences takes place immediately following supper at the Big Valley Community Hall. These shows are great fun with lots of music, comedy, and plenty of audience interaction.
On selected weekends from November to April, fine dining excursions are offered featuring 5-course meals with a choice ofthree entrées, wine, and entertainment, served onboard as it used to be on Canadian National’s Super Continental and Canadian Pacific’s Canadian Railways.
Three popular Christmas excursions are planned for this year. These adult-only party trips include a full course turkey buffet meal, hay rides, sing-along Christmas carolling, and dancing. This is a great way to usher in the Christmas season in style with your office staff or a group of friends.
Riding the rails on a School Special not only provides students the unique experience of train transportation, but also offers a wide range of educational opportunity involving Canadian heritage and the geography of the region.
Visit www.absteamtrain.com for more information, and call 1-800-282-3994 for reservations.
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Summer 2013
Design TrendsRedefining Space and Experiences
Alberta’s Accommodation
OUTLOOK
HELP YOURSELF
is onboard to stop them. After a short but furious gun battle, the money the outlaws took from passengers is retrieved. Since it’s impossible to tell who the money belongs to, it is donated to a number of children’s charities.
Different themes and special excursions are offered throughout the season. Murder mysteries involve a unique form of theatre where the audience takes part in the action. They are presented and produced by Terry Shane Murder Mysteries theatre company. As the train pulls out of Stettler, the actors begin to introduce themselves and set up a scenario. The first task for passengers is to identify who the actors are and who are just passengers. Upon arrival in Big Valley, people are directed to the community hall for supper and the continuation of the mystery. Again the actors are mixed in among the passengers. At some point, whether it’s on the train trip, the walk over to the hall or during supper, someone is killed mysteriously. A visiting detective - who just happens to be in the building - takes charge and offers assistance to the passengers in their quest to solve the mystery. Each passenger has a ballot, and at the end of the evening these ballots are collected and those with the correct answer have a chance to win prizes.
The Teddy Bear Specials are designed specifically for the entertainment of children. Kids ten years and under ride free when accompanied by their bears and a parent/guardian, so these rides are very popular with families and sell out quickly. Clowns and special children’s sing-along entertainers move about the train entertaining guests. After enjoying lunch and the sights at Big
alberta hospitality | 19
A new Canadian credential is now available for hotel administrators through emerit. Developed and validated by representatives of over 100 properties from across Canada, the Certified Hotel General Manager (CHGM) designation is awarded to candidates who successfully complete the emerit Hotel General Manager certification program. Based on industry-validated National Occupational Standards, emerit professional certification and credentials are:
• Canadianmadeandmanaged;
• Competency-based, requiring demonstration of skills and knowledge required in the occupation;
• Developed by managers, administrators, and educators who are active in the hospitality industry;
• Focusedonrecognizingindustryexperienceandexpertise;and
• Recognized globally for their development process and rigor of assessment.
Professional certification for Hotel General Manager, which leads to the CHGM designation, is now available at emerit.ca. There are three components of the certification process: a proctored, multiple choice exam; a performance evaluation, which consists of a structured interview; and a work history verification to ensure that experience requirements are met. Visit www.ahla.ca/about-us/human-resource-development/emerit-training-certification/ for more information.
The Radisson Edmonton South is the first-ever hotel in Canada to offer LobbyFriend™, a new social network platform that enables hotel guests to connect immediately with each other and hotel staff. The hotel has been testing this new app for the last couple of months and it has been very well received by guests. It’s a great tool for guests attending a conference or an event in the hotel. SilverBirch Hotels & Resorts plans to roll out LobbyFriend™ in all of its properties in Canada in the future.
Green Mountain Coffee Roasters, Inc., has launched the Keurig® BOLT™ Carafe Brewing System. The first of its kind, the commercial grade Keurig® BOLT™ system offers users the ability to brew a 64-ounce pot of coffee in approximately two minutes, bringing the innovation, speed, convenience, and quality of Keurig® single cup brewing systems to higher volume brewing.
Allure by VingCard is an innovative RFID locking solution with a unique, interactive design. All external hardware on the door has now been eliminated through the use of a futuristic signage panel that adds additional benefits and functionality to the locking system. A LED light on the door lock alerts staff of requests like “Do Not Disturb” so that guests are not disturbed unnecessarily.
Rubbermaid Commercial Products has launched the first dishwasher-safe, stainless steel and antimicrobial resin digital scales for use in commercial kitchens. The Full Size Premium Scale features a removable shell design that tolerates a wide range of temperature and humidity changes, making it dishwasher-safe and durable.
WHAT’S NEW?
by Debbie Minke
20 | alberta hospitality
FEATURE MENU PlANNINGIncrease Your Foodservice Revenues
As you seek new opportunities to expand your value proposition and boost revenues, careful attention to food and beverage menu planning should become a larger focus of your efforts. Well-thought-out menus will help increase guest satisfaction, improve profitability, enhance the operation’s profile, and provide access to new sales opportunities.
20 | alberta hospitality
by David Swanston
alberta hospitality | 21
MENU PLANNING
otels often provide multiple food and beverage operations and service styles, making menu planning more challenging than what a stand-
alone restaurant would experience. Managers and chefs must be mindful of these differences when developing their food programs, recognizing that every outlet requires a unique approach. Optimal outcomes can be achieved when the following issues are considered by planners.
Objectives
Before work begins on the actual menus, managers must have a clear understanding of the food and beverage objectives to help guide their decision making. Is the food and beverage program intended to provide basic service to existing guests, or is the intention to create a culinary reputation that will attract new clientele? Should the focus be on maximizing convenience for guests through greater availability and room service, or to increase profits by providing service during prime dining periods? Food and beverage programs can help hotels achieve their broader goals, but only if planners have a clear understanding of the objectives.
Target Markets
As planning moves forward, it is critical that all menus are developed to satisfy the needs of both existing and desired guests. Too often managers create menus that reflect their own whims or satisfy the tastes of current clientele. Identifying desired target markets, along with their food preferences, can help attract new business and expand the use of F&B services. At the same time, menu planners must respect the food options available in the local market
and try to provide unique culinary offerings that can help define their concepts.
Repeat corporate clients have very different food requirements from tourists or conference organizers. These needs should be reflected not only in the cuisine, but in the design of the food program itself. The level of menu sophistication should also support the hotel’s brand position. A simple dinner menu has as much place in a luxury hotel as a fine French restaurant has in an economy lodging facility.
Menu Structure
The next step is to determine the structure of the food offerings. This includes the number and type of outlets requiring different menus as well as the scope of their operations. Traditional options include breakfast, weekend brunch, lunch, dinner, and late night menus. Additional possibilities include meeting breaks, afternoon tea, banquets, off-premises catering, room service, and self-serve coffee kiosks. Separate menus can be developed for each outlet, or standard menus could be utilized across all meal periods and outlets.
Providing multiple food outlets will enhance selection and value for guests, and provide greater latitude for menu planners to increase the variety of their offerings. Multiple operations and meal periods do, however, increase the complexity of the operation, and can lead to increased operating costs.
Size
When designing a menu, size matters. Menus with a larger number of items provide patrons with greater selection and can appeal to a broader clientele. Most often though, larger menus increase costs and become more
H difficult to execute effectively. It is better to produce high volumes of fewer items and do it well, than to sell fewer amounts of a large number of items, if it means quality may be compromised.
Larger menus also demand more substantial staff training, require larger inventories and storage facilities to be maintained, increase the time and cost of preparation, and generate more waste. The attraction of large menus must be balanced with the costs of producing them. A good rule of thumb is that a menu may be too large if at least one of every item is not sold every day. Another approach would be to include one to two menu items for every thousand dollars in weekly sales. An outlet selling $25,000 perweekwould targetaminimumof25dishesandamaximumof50items for their menu.
Variety
Once the size of the menu is established, it is essential that ample variety be offered to appeal to different palates. The food selections must be consistent with the dining concept but should provide range in ingredients, preparation styles, portions, and presentation. Caution should be shown to not pursue increased variety to an extreme, as this can cause confusion in the eyes of customers and result in operational difficulties.
Several proven strategies can be utilized to provide reasonable variety in the menu. Utilizing the same ingredient across several menu items will create efficiency in preparation, and presenting the item differently will reduce perceived redundancy. Complementing a smaller standard menu with several daily features provides greater
22 | alberta hospitality
MEAL PLANNING
operational flexibility and more diverse options for guests. Introducing dishes that reflect culinary trends - such as local ingredient sourcing and increased sensitivity to dietary restrictions like gluten-free meals - are simple ways to expand the variety. Even standard menus should be changed at least twice per year to allow for the introduction of new menu items.
Banquet menus should also provide similar variety to suit a range of functions and service styles. Working lunches, wedding receptions, and corporate holiday parties all have different needs, and the menu options available should provide flexibility to meet these requirements. Offerings could include plated or platter service, buffet, or even boxed meals. Several food choices should be available within each menu to provide options that will satisfy all function guests. Often menus are too narrowly designed, resulting in guest dissatisfaction. No host or event planner wants to find out that some of their guests did not eat because the meal was not suitable for them.
Price Points
Just as providing a reasonable variety of menu items is important to satisfy a diverse clientele, so is offering meals at various price points. Setting prices is both an art and a science. Menu prices send a clear signal to guests about the level of quality and sophistication they should expect, and must support the desired brand position. Prices also determine the operator’s contribution from each dish and help to achieve desired food cost targets.
Most guests have an idea of what they are willing to spend when they dine, so it is important that a menu provide items at a range of price points so that there are reasonable options for every budget. Too narrow a price band will result in lost guests and sales opportunities while too broad a range could lead to compromised quality and dishes that don’t sell.
Processes
All menus must respect the limitations provided by the current facilities, equipment, and personnel. Often, ambitious menus are implemented that suffer from poor execution. It is better to simplify a menu that can be prepared and delivered exceptionally than to stretch available resources beyond their capabilities. This consideration is reflected in the proportion of items that are made from scratch, the number of items that can properly be delivered for room service, and the creativity of catering and banquet options offered by sales teams.
An effectively organized food offering plan may not always increase guest counts, but a poorly planned menu will lower perceived value and leave a bad taste in guests’ mouths, giving them pause before returning in the future. A well-thought-out menu plan will enhance guest value, build positive word of mouth, and increase foodservice revenues.
David Swanston is a Hospitality and Foodservice Consultant, Principal of Focused Industry Training Seminars and is an instructor at major Canadian university business schools. Since 1997 he has helped a wide variety of organizations develop and launch new concepts, turn around troubled operations, and improve sales, profits, controls and efficiency. To learn more about how he can help you improve your sales, profits and performance, contact him directly at 905.331.6115, [email protected] or [email protected].
Providing multiple food outlets will enhance selection and value for guests, and provide greater latitude for menu planners to increase the variety of their offerings.{
alberta hospitality | 23
Congratulations to the following new general managers: Assan Amadin, Clarion Hotel & Conference Centre, Calgary; Fazal Badiudeen, Banff Rocky Mountain Resort; Syeda Batool, Cedar Villa Motel, Foremost; Paul Bhamra, Travelodge Edmonton International Airport, Leduc; Susan Boe, Drumheller Travelodge; Sonya Bratz, Ramada Inn & Suites Pincher Creek; Kara Brown, Super8Camrose;Jean-Francois Brun, Canmore Crossing, Fire Mountain Lodge, The Lodges at Canmore, Solara Resort & Spa, Canmore; Jennifer Carter, Daysland Hotel; Tina Chae, R&R Inn and Suites, Innisfail; Heather Craigdaille, Four Points by Sheraton Calgary West; Michael Davis, Holiday Inn Express Edmonton International Airport, Nisku; Joe Dhadda, Bluebird Motel, Innisfail; Bill Eaves, Best Western PLUS The Inn at St. Albert; Crystal Fright, Days Inn Calgary Airport; Andre Giannandrea, Ramada Inn & Travel Centre, Clairmont; Sandeep Ghosh, Best Western PLUS South Edmonton Inn & Suites; Shelly Hubert, Banff Boundary Lodge, Harvie Heights, Canadian Rockies Chalets, Canmore; Blianna Jang, Ace Inn, Fort McMurray; Harrison Jiang, Wild Rose Inn, Vegreville; Michel Joncas, Merit Hotel & Suites, Fort McMurray; Kristen Jordan, Plains Motel, Brooks; Chelsey Joy, Ramada Cold Lake Inn & Suites; Sam Kirsch, Podollan Inn & Spa Grande Prairie; Don Koziak, Chateau Louis Hotel & Conference Centre, Edmonton; David Lee, Lakeside Motor Inn, McLennan; and Sharon Link, Canalta Hotel Oyen.
More new general managers include Nancy MacIntyre, Executive House Suites Hotel & Conference Centre, High Level; Milica Mrdjenovich, Chateau Nova Yellowhead, Edmonton; Peter Pan, Standard Hotel/Neighbourhood Grill & Bar, Standard; Mathieu Perrault, Mount Royal Hotel, Banff; Shirin Poonawala, Holiday Inn Express Red Deer; Jose Portela, Sawridge Inn Edmonton South; Stacy Risdale, Ramada Inn & Suites Brooks; Denny Shin, Red Coat Inn Motel, Fort Macleod; Shannon Shirley, Ramada Inn & Suites Waterpark Stettler; Sheree Singer, Charlton Resorts, Charlton’s Cedar Court, Delta Banff Royal Canadian Lodge, Mountain View Inn, Banff; Lisa Soch, Ramada Inn & Suites Camrose; Tracy Sutherland, Holiday Inn Express Red Deer; Stacy Tangren, Northland Lodge, Waterton Park; Lisa Taylor, Best Western PLUS Pocaterra Inn, Canmore; Chris Thorburn, Arrow Motel, Banff Ptarmigan Inn, Driftwood Inn, Rundle Manor, Banff; Sharmane Waddy,Super8HighRiver;Angie Wallgren, Ramada Inn & Suites Wainwright; Fran Welter, Big Valley Inn; Janice Whiteside, Banff Caribou Lodge & Spa; and Lincoln Young, Ramada Inn & Suites Lac La Biche.
The Wheatland Hotel in Strathmore is now the Howard Johnson Hotel, Strathmore.
The Canadian Tourism Commission has appointed Jon Mamela as its Vice-President, International. His primary role will be to oversee CTC’s marketing and sales activities in its key international markets. Mamela served as Global Director of Customer Experience Marketing & Partnerships for Four Seasons Hotels and Resorts. Before that, he was Travel Alberta’s vice-president, Marketing & Sales from 2009 to 2011, where he developed and executed its annual business and marketing and sales plans as well as its award-winning brand, “Remember to Breathe”.
Fall 2013NAMES IN THE NEWS
Choice Hotels Canada is adding to its executive team with the hire of Mike Bobbitt as Director, Distribution & Revenue.
FRHI, the parent company of Fairmont Hotels & Resorts, Raffles Hotels & Resorts and Swissôtel Hotels & Resorts, has made some changes in its senior leadership team. Jennifer Fox has been promoted to the newly created role of President, International and will move to Zurich. She will also maintain her position as President, Fairmont Brand and will oversee the company’s hotel openings and integration team. Kevin Frid has been promoted to the newly created role of President, Americas, and based in Toronto. Jeff Senior has been promoted to EVP and Chief Marketing Officer. Michelle Crosby has been named EVP and Chief Human Resources Officer.
The Post Hotel & Spa in Lake Louise has captured the No. 1 rank as the Best Hotel in Canada according to Travel + Leisure magazine. It is listed in 17th place on the Best Hotels of the World list. The Fairmont Chateau Lake Louise placed third on the list of best Canadian properties.
The newly opened Days Inn & Suites - Whitecourt offers 74 guestrooms with free Wi-Fi and satellite TV, a Daybreak Café, on-site fitness facilities, and free parking.
If you have any noteworthy community contributions, please email the details to Debbie at [email protected].
by Debbie Minke
24 | alberta hospitality
FEATURE
by Tracy Douglas-Blowers
lABOUR MARkET SURVEY RESUlTS
According to the AHLA’s 2013 Labour Market
Survey, conducted by PricewaterhouseCoopers
(PwC), Alberta’s accommodation industry
continues to rely on foreign workers for front line
occupations such as food & beverage server, front
desk clerk, and room attendant. Having talented
and committed people in these positions is critical
to serving visitors, whether they are travelling for
business or pleasure.
24 | alberta hospitality
alberta hospitality | 25
LABOUR MARKET SURVEY RESULTS
his year’s Labour Market Survey was the first to combine the AHLA’s annual wage and salary with overall labour market data. The response from industry was outstanding, with over 30% of AHLA members providing their data. This represents 47% of the
guestrooms and 64% of the employees in Alberta’s hotels and motels.
Key Findings
Who is working in the accommodation industry?
• Womenrepresent58%ofthoseworkingintheindustry• 27%ofemployeesare15-24years-old,53%are25-44years-old• 66%ofemployeesworkfulltime• 2%ofemployeesareAboriginal
Food counter attendant, food & beverage server, front desk clerk and room attendant are among the hardest occupations to staff.
AHLA members shared why they had difficulty filling these positions, including:
• Lackofworkerswithappropriatequalifications;• Difficultyinfillingpositionswithlocalstaff;• Lengthofprocesstoobtainforeignworkers;and• Difficultyinretaininglong-termworkers.
While many other positions were listed as difficult to fill, members noted that cooks and chefs are particularly hard to find. The Alberta government has flagged this occupation as one that will experience high employment growth in the future, suggesting that there will be continued high demand for chefs and cooks.
The turnover rate for foreign workers in 2012 was significantly lower than the industry average.{T
Foreign workers are an important source of labour
28% of respondents currently employ foreign workers, or have hiredforeign workers in the past two years. Another 44% plan to hire foreign workers in the near future. Results indicate that the respondents currently employ2,533TFWs-that’soneoutofeveryfivefull-timeemployees.Since2011, the total number of foreign workers in the accommodation industry hasincreasedby25%.Theturnoverrateforforeignworkersin2012wassignificantly lower than the industry average:
TFW AINP Industry Avg.
Turnover Rate 22% 10% 37%
Lower turnover may reflect the higher level of occupational skills and training required of foreign workers, and the fact that they have made a significant commitment in leaving their home for employment. When asked why Temporary Foreign Workers left their employment, 32% of members indicated the employee decided to join another organization, dispelling the idea that those who come to Canada for work are trapped into long-term arrangements with their employers. The AHLA will be looking at how to help members improve employee retention.
26 | alberta hospitality
LABOUR MARKET SURVEY RESULTS
Reasons foreign employees leave
Bringing a foreign worker to your property through the Temporary Foreign Worker Program (TFWP) and nominating them for Permanent Resident status through the Alberta Immigrant Nominee Program (AINP) involves a number of agencies.
1. Employers must apply to Human Resources and Skills Development Canada for a Labour Market Opinion (LMO), which assesses the impact the foreign worker would have on Canada’s labour market. Applications are assessed on a case-by-case basis to ensure the prevailing wage rate and acceptable working conditions are being offered. The AHLA’s Labour Market Survey found that 92% of LMO applications were approved. The most common reason why applications were rejected was failure to meet the prevailing wage rate.
2. Once the employer has a positive LMO, the foreign worker they want to hire can apply for a work permit through Citizenship and Immigration Canada. Employers may not complete work permit or visa applications on behalf of the employee.
3. Employers can nominate employees hired under the TFWP for Permanent Resident status through the Alberta Immigrant Nominee Program. In 2012, the Government of Alberta temporarily lifted the allocation limit for front desk clerks, food & beverage servers and room attendants, enabling employers to nominate as many eligible candidates as they needed for those occupations. This restriction was lifted again this year, and employers can nominate as many candidates as they need forthesepositionsuntilNovember28,2013.
2012 Figures TFWP AINP
Applicationapprovalrate 92% 83%Employeeshired 952 206Employeesdeparted 553 244
Occupation Foreign Worker Industry Average Wage Average Wage
FrontDeskClerks $15.37 $15.25RoomAttendants $15.53 $16.54Food&BeverageServers $12.64 $13.52Food Counter Attendants $14.23 $13.76 & Kitchen Helpers
Reason for Leaving TFW AINP
Decided to join another organization 32% 61%Decided to return home 19% 12%Unable to renew LMO or AINP app. 16% 7%Returnedhomeatendofcontract 14% 5%Other 10% 10%Insufficientskills 9% 5%
To improve employee retention, hoteliers should think about why employees leave - especially those the employer has made a significant investment in.
Employers need to consider what they can do to encourage Permanent Residents to remain at their hotel and in this industry.
Hospitality is not a minimum wage industry
The survey calculated average hourly wages for selected occupations. The numbers dispel two other myths - that minimum wage jobs are the norm in the hospitality industry, and that foreign workers are consistently paid less than their Canadian equivalents.
alberta hospitality | 27
LABOUR MARKET SURVEY RESULTS
These wages, which are well above Alberta’s minimum wage, do not include gratuities, benefits or bonuses.
Making hotels and motels a great place to work
The survey revealed some of the strategies hotels and motels use to recruit and retain employees such as:
• Partneringwitheducationalinstitutions;
• Usingemployeereferralprograms;
• Improving on-the-job training and professional development opportunities;
• Offeringcompetitivecompensationandflexibleworkschedules;
• Creatingprogressiveandrespectfulworkenvironments;
• Encouragingwork-lifebalance;
• Conducting employee surveys and providing feedback on employee performance; and
• Creatingemployeerewardandincentiveprograms.
Survey respondents felt that participating in the AHLA’s Employer of Choice program supported and recognized their recruitment and retention efforts.
Improving the system
Although the hospitality industry has been using the federal Temporary Foreign Worker Program for almost 10 years, survey respondents indicated that the process to access much needed foreign workers was still complex and time consuming. Members shared their ideas about how to improve the system:
• Provideclearerinstructionsandstreamlinetheapplicationprocess;
• Reduce the time it takes to process applications and increase the duration for positive Labour Market Opinions (LMOs) and work permits;
• HostinternationalmissionstopromotejobsinAlberta;and
• Host information sessions to explain the process of hiring foreign workers.
The AHLA’s Human Resource Development team is using the information provided by members to develop effective human resource strategies and tools to ensure Alberta’s accommodation industry remains healthy and competitive. In response to the survey findings and other information, the AHLA is looking at ways it can help, including:
• An online job bank to connect employers with people whowant to work in the industry;
• Holdinginformationsessionstohelpmembersnavigatetheprocessof hiring foreign workers; and
• Expanding the resources available to help members improve their human resource practices, such as orientation and training.
The AHLA’s Human Resource Development team, led by Lisa Blue, former Human Resource Manager at Radisson Hotel Edmonton South, is always available to help members with their human resource practices.
Over the next year, the AHLA will be working with the Hotel Association of Canada to put forward a permanent foreign worker solution to government that will address the very real labour challenges our members face. The solution we develop will be driven by the information AHLA members provided through the Labour Market Survey.
28 | alberta hospitality
EMERgENCY PREPAREDNESS - FLOOD PuTS HOTELS TO THE TEST
by Debbie Minke
Alberta’s flood of 2013 might have receded, but its impact will be felt for years to come. In the days leading up to June 20, our province endured heavy rainfall that triggered catastrophic flooding never seen before. A total of 32 states of local emergency were declared and 28emergency operations centres were opened as water levels rose and many communities were placed under evacuation orders. How did our hotels cope in this crisis? Did the emergency preparedness plans really make a difference?
The Fairmont Hotels & Resorts group has a Business Continuity Plan, which is tailored to each of its properties. It lists procedures for emergencies such as flood, fire, bomb threats, loss of power, or even smaller challenges such as the reservation system going down. “Many brands and properties have an emergency plan, but it takes a real leader to understand and effectively execute it,” states Dan McGowan, general manager of The Fairmont Palliser in downtown Calgary. “Jon Mathews, our Director of Operations, and his team did an incredible job. The biggest effect we experienced was business interruption due to lack of power. At one of the hotels I was taking care of at the time, the power was off for four days, and at the other it was off seven days. Our fire/life/safety system kicked in, which is essentially our generator back-up system, and it worked great, but it is limited. We were not able to provide light in the
guestrooms at one property, and hot water availability was limited in the other. Food service had to stop at one hotel, but we were able to sanitize dishes properly at the other.”
The Calgary Marriott Downtown Hotel was forced to shut its doors for nine days. This had a significant impact as the hotel was going to be very busy with two major conferences scheduled during that time. “All full service Marriott hotels have emergency plans in place that we review, update and practice,” describes Joseph Clohessy, general manager. “We test our equipment such as the generator every 30 days to ensure it is working at full capacity. We greatly benefitted from our emergency plan in this situation, and it underlined the value of having one in place, knowing that things like this can happen anytime, anywhere around the world.”
All in all, there were 10 hotels in Calgary’s downtown core directly impacted by the flood. All of them lost power, and one of them also got wet and was severely damaged. Jon Jackson, Executive Director of the Calgary Hotel Association (CHA), shares: “In the hours and days that unfolded, it very quickly became evident that although several hotels did have their own emergency preparedness plans, we needed to have one at the association level. Unfortunately, we didn’t, so everything was done ‘on the fly’ - identifying needs, coordinating responses, and getting staff and equipment through checkpoints.”
alberta hospitality | 29
“Jon Jackson of the CHA did a phenomenal job for us, communicating with the police, the city, and CEMA [Calgary Emergency Management Authority] on our behalf, making sure we had fuel and bringing in refrigeration trucks so we could continue to operate,” noted McGowan. Jackson also arranged for garbage pickup.
With the loss of power, many hotel properties lost refrigeration. The GMs asked Jackson to help them locate large refrigerated trailers to use. He did find a company that was willing to supply the trailers, but they didn’t have drivers to deliver them to the hotels. Through a neighbour’s recommendation, Jackson called Marshall Trucking Company. Though they had never been in contact before, the company didn’t hesitate one second, responding, “Tell us where to pick up and where to deliver and our drivers will do it today.”
“Without exception, every company I contacted for help did everything they could to meet our needs,” raves Jackson. “BFI was ready to go anywhere, anytime to do garbage pickup. Four Refuel company even brought down a driver from Fort McMurray so they could offer 24-7 coverage to refuel diesel tanks for emergency generator systems. So many individuals and companies went above and beyond to help. The first response to any request was ‘yes’.”
“You don’t realize how much you need your [emergency] plan until something happens,” explains Leanne Shaw-Brotherston, general manager of the Country Inn & Suites in Calgary. “Even smaller events, such as losing your computer capability, are emergencies. Last year our server went down for ten days, and we had to operate manually. Without our plan we wouldn’t have known where to start.”
“Not only are emergency plans critical for individual properties,” notes Jackson, “I strongly recommend that municipal and even provincial associations build their own emergency preparedness plans. It is key to work with municipal agencies in advance to ensure communication is well established.”
“It’s been a real wake-up call for many of us,” shares Shaw-Brotherston. “No one wants to have to lock their doors, so we need to be prepared for whatever comes our way.”
30 | alberta hospitality
AHLA (Star Quality) 13Alberta Hotel Safety Association 5Alberta Laundry Systems IFCBank of Canada 8Booking.com 27Canopco 26Christopher Carpets 14Colliers Int’l Realty Advisors 11EMCO Corp. IBCFoothills Creamery 28 Gordon R. Williams Corp. 9Hospitality Performance Solutions 28Image Distributors 19Independent Supply 10InnVue BC
ADVERTISERS Fall 2013
Jani-King of Southern Alberta 23LivClean Corporation 26MAC Sales & Marketing 15McCallum Printing Group 30Restwell Sleep Products 25Revive Pipe Restoration 29RHB Enterprises 21RONA Inc. 14Sealy Canada 22Trafco Canada 30WESTECO Inc 7Western Financial Group Insurance Solutions IBCWhiteshell Chairs 22
ENERgY EFFICIENT LIgHTINg PAYS FOR ITSELF
by Kevin Shoults
Lighting is something that we take for granted until we are caught in the dark. We rarely think about the hundreds of bulbs and fixtures in a building or what they are really costing us in the end. They are a necessity, so the cost gets buried in operating and maintenance expenses. We hear about energy efficient technologies like LED or induction, but the “sticker shock” usually sends us running because it doesn’t fit within our budget.
However, the money is there. You are just handing it over to your electricity provider and maintenance companies every month. When a proper lighting audit is conducted, the cost of waiting to invest in energy efficient lighting usually comes as a shock to the building operator. In terms of energy savings and maintenance, especially in 24/7 areas, the cost of waiting to install at a later date usually does not make financial sense.
Some organizations will even finance energy efficient lighting retrofits, often basing the payment on the energy savings, and in some cases providing positive cash flow. The lighting can literally pay for itself!
There’s a wide range of energy efficient lighting technology. You have lighting inside and outside your facility, and not one size (or technology) necessarily fits all lighting needs. Outdoor lighting and hard-to-service areas, such as lighting over swimming pools, are often good candidates for induction lighting. With a 100,000-hour lifespan, better quality lighting and a 10-year warranty, this technology works well in hard-to-reach places and in areas where you need an excellent spread of light, such as in parking lots or underground parkades.
Easily serviced areas, including your ceiling fixtures, lamps, and office fixtures are usually
best serviced by an LED bulb product. The quality of LED lighting products will vary from one manufacturer to another, so ensure you are buying products from a reputable supplier that is either Energy Star or DLC approved.
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