Canadian Lodging News - November 2013

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LodgingNews November 2013 Vol. 10 No. 9

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Best Western Convention 2013: partnership with Google; nailing down extended stay

By Colleen Isherwood, Editor

Canada Post Publications Mail Agreement No. 40010152

Rhythm Extreme encouraged audience participation at the 2013 Best Western International convention.

SAN ANTONIO, TX— Best Western adopted the slogan, People who Care, a few years back, Julie Montmaneix but this year’s annual convention, held last month in San Antonio, TX, emphasized the personal, caring theme more than ever. Interspersed between announcements of a new partnership with Google and an extended stay prototype, were personal stories including several examples of Best Western staff who showed they cared. The last of these stories, about the Best Western in White Bear Lake, MN hosting Christmas dinner for local nursing home residents who had no visitors, prompted tears and lumps in throats among even the most cynical journalists.

Julie Montmaneix, board chair and second-generation California

Best Western owner/operator, emphasized the personal as well. At the 2007 convention in Montreal, she was distressed because plans announced at that meeting made it sound as though only the three-diamond Best Westerns would be welcome. As an owner of a two-diamond property with corridors, what she heard was that her hotel was not a good fit, and its days with Best Western were numbered.

The brand needed to move forward, and indeed it has dropped 1,000 hotels from the chain since then.

But that was not the case with Montmaneix. “I got more involved, and became closer to the brand than at any other time in my life. The membership rallied over the last six years, and they have done it while preserving the individuality of our hotels,” she told the 2,300 members at the convention.

“As an owner, I know the stress and strain of the past six years—when they told us that adding eggs, string cheese and a breakfast attendant would increase the value of our hotel.”

Continued on page 6

IHG execs talk meeting needs and kinship economy

By Kristen Smith, Assistant Editor, Digital Content LAS VEGAS—In line with the “winning together” theme of this year’s IHG Investors and Leadership Conference held at the Sands Convention Center in Las Vegas last month, organizers invited Erik Weihenmayer to address the more than 7,000 attendees.

IHG president of the Americas Kirk Kinsell told the audience Weihenmayer “exemplifies out-of-thebox living.”

He went blind in his early teens

and in 2001, climbed Mount Everest.

“I hate it when people tell me everything is possible,” said Weihenmayer, who said the sentiment detracts from what it takes to overcome barriers.

“I don’t see myself as that crazy blind guy. I see myself as a problemsolver,” he told the crowd. “There is always a solution, you just have to find it.”

Kinship economy In the opening session, CEO Richard Solomons also addressed the

IHG president, Americas, Kirk Kinsell (centre) applauds the 68 Torchbearer Award winners, recognized for customer satisfaction.

theme, as he spoke of kinship economy. “It crosses cultures, generations and religions,” he said. With family, work and travel models changing, “relationships are becoming even more

important than ever.” He said the success of the company’s nine brands will come from the kinship economy and keeping promises.

Turning the sod in Belleville, ON

TownePlace suites just one of the upcoming projects in Marriott’s pipeline. More Autographs and a JW are also in the works.

Whistler Vacation Club’s Walk of Fire

Humdrum economy about to get a jolt...

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... According to the Conference Board of Canada. CLN breaks Canada’s economic outlook down by province.

Build with the Brand that’s Building.

We’re proud to welcome our newest G2 Prototype Days Inn hotels in Winnipeg, MB and Yorkton, SK. Want to be next?

A Division of Realstar Hospitality

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Whistler Vacation Club went from near bankruptcy to a vibrant company with money in the bank. Their story won them a CRDA Cornerstone Award.

Continued on page 3

Days Inns - Canada 416.966.8387 daysinn@realstarhospitality.com

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Manitoba Hotel Assn. celebrates 85 years nally the MHA chair. The MHA, on behalf of its board of directors, thanked Sparrow for his service to the association. The association is only as strong as the volunteers that step forward to provide the clear vision and the hard work on which we are able to grow, they said. Sparrow sacrificed his time to the goals of the association and has proven to be a valuable asset.

MHA ‘13 TradeShow

Loyalty Award winners

WINNIPEG—The Manitoba Hotel Association’s 85th Annual Convention took place Oct. 7-8 at the Victoria Inn Hotel in Winnipeg. Delegates took part in educational seminars regarding tourism growth by such panelists and speakers as Travel Manitoba, the Government of Manitoba, Hotel Association of Canada and the Manitoba Chambers of Commerce.

The convention was highlighted by keynote speaker Jim Knight, speaking on the importance of creating, maintaining and revolutionizing an organizational culture. Using the Hard Rock Cafe’s iconic culture as a backdrop, Knight inspired those in attendance to take up the challenge of enhancing their organizational environment.

Sessions at this year’s AGM included the tourism panel, tourism education seminars by Chris Fields of Twist Marketing, a Manitoba Liquor & Lotteries presentation, a seminar for increasing sales in your beer store by Manitoba Tourism Education Council and a town hall meeting. The turnout for these sessions exceeded expectations and brought forward insightful discussions vital to the industry.

Convention sponsors included Western Financial Group Insurance Solutions, Manitoba Liquor & Lotteries, Labatt Breweries of Canada, Travel Manitoba and the Government of Manitoba: Culture, Heritage and Tourism.

During the convention’s gala dinner the MHA presented plaques to the industry’s Loyalty Award winners, Quarter Century Award winners, Manitoba Liquor & Lotteries IMPACT award winner and a Life Membership Award.

There were 45 award winners in total.

MHA Life Membership Award goes to past chair Brian Sparrow Brian Sparrow is the past chair of the Manitoba Hotel Association and for many years was also the general manager of the Norwood Hotel. He was a member of the MHA board of directors for five years and in that time was on the executive committee, was the finance chair and fi-

iHG like the rolling Stones Continued from page 1

“In the kinship economy, brands are how we have relationships with guests,” said Kinsell.

A partner in good will IHG recently announced its corporate responsibility targets for 2013-2017. With about half of IHG’s properties signed up for IHG Green Engage, the company hopes to reduce its carbon footprint per occupied room by 12 per cent. In connection to its IHG Shelter in a Storm Program, the company plans to contribute $10 million to disaster relief in monetary and in-kind donations.

IHG announced a partnership with Goodwill Industries International on Oct. 29, which will see an expansion of IHG Academy (born in China in 2006 and expanded globally four years later) in the U.S. and Canada, starting with Toronto and Edmonton. The partnership will help IHG reach its target of providing skills and improving employability of 20,000 people by 2017.

Goodwill IHG Academy will offer skills development, on-site experience and employment opportunities to those seeking employment in the hotel industry.

Kate Gibson, vice-president, corporate responsibility—sustainable communities, said With more than 1,000 hotels in the pipeline, IHG expects to recruit approximately 90,000 new employees over the next few years, including 30,000 in the Americas. (A full story on the partnership is available at www.canadianlodgingnews.com)

Thirty-five hotels in Canadian pipe As of June 30, there are 35 hotels and 4,042 rooms in the Canadian pipeline, including a Hotel Indigo in Niagara Falls, ON slated for a 2015

opening, three Crowne Plazas, and a total of six extended stay locations (under the Staybridge Suites and Candlewood Suites banners). Also opening are 20 Holiday Inn Expresses and five Holiday Inns.

“Our three-year pipeline is not far off from what you would see from other similar brands,” said Angela Xavier, regional vice-president, sales, Canada. “It’s probably very consistent with other years.”

Solomons referred to legendary rock bands The Who and The Rolling Stones as examples of “serious sustained success,” noting, “Anyone can be a great host for one night. The challenge is to keep that going.” He said the success of these bands and the IHG’s brands (which date back to the 40s and 50s) is because both have made a habit of changing and remaining relevant.

As an indication of that success, comparable RevPAR for the Americas grew 4.4 per cent in the nine months prior to Sept. 30, with a 3.7 per cent increase in the third quarter of this year.

The Holiday Inn brands Xavier said Canada has always been a strong market for the Holiday Inn and Holiday Inn Express brands.

After the 2007 Holiday Inn relaunch, and with new campaigns for both brands, differentiation was on topic at during the IHG conference.

“The Holiday Inn brand is targeting the contemporary traveller, 25 to 44. Usually, they have kids and often they’re travelling for work or family time, but family comes first,” said Jo Allan, director of brand marketing Canada. “The Holiday Inn Express traveller skews slightly male, a little bit younger and typically it’s a productive short, rest stay.”

The MHA ‘13 TradeShow took place on Oct. 8. The attendee turnout confirmed that Manitoba’s hospitality industry remains one of the strongest in Canada.

Congratulations to Bill Duff of Howland Hotel in Beausejour, winner of the MHA TradeShow $1,000 grand prize.

There were also seven winners of Winnipeg Jets tickets: Melissa Stewart of the Jays Inn & Suites in Virden, Yianni Skorletos of the Norwood Hotel in Winnipeg, Melinda Jeanson of the Travelodge Winnipeg East, Ronald Thurston of St. Louis Centre in Winnipeg, David Carriere of the Keystone Motor Inn in Brandon, David Kaisaris of the St. Norbert Hotel in St. Norbert and Dylan Clarke of the Comfort Inn & Suites in Virden.

New MHA chair David Kaisaris David Kaisaris, owner/ operator of the St. Norbert Hotel, took over the role of MHA chair in late May. Kaisaris has been on the board since 2010. He is currently on the MHA executive committee as well as on both the liquor and lotteries committee and beer vendor issues committee.

IHG CEO Richard Solomons

Crowne Plaza testing Anywhere check in, breakfast-to-go, readyto-eat menu items, in-room, single sign-on WiFi, healthy snacks and exercise services such as “run stations” are being tested in select Crowne Plaza hotels around the world, beginning in the U.S. and Europe. Successful initiatives will be rolled out into other hotels and markets next year.

Newest brand IHG has announced four Even Hotel properties: two in Manhattan expected to launch mid2015 and one each in Rockville, Md. and Norwalk, Conn., expected to open early next year.

According to IHG, 40 per cent (17 million people) of the mainstream travelling public are considered wellness-minded travelers.

Head of Even Hotels Adam Glickman told CLN, there are not yet firm plans for locations in Canada. Once developed in the U.S., the brand is being considered a global brand and IHG will be “placing the hotels in the feeder markets for wellness travel.”

Web exclusive coverage is available at www.canadianlodgingnews.com.

NE W S

BR I E FS

How loyal are Canadians?

Here are the results of a recent Hotels. com loyalty poll that shows Canadian are overwhelmingly loyal. o Most Canadians (73 per cent) are conservative in the number of loyalty programs they join, committing to five or less. o The perks offered through loyalty programs were the primary draw for signups at 67 per cent. o The favourite perk was free products/ services at 75 per cent with exclusive promotions trailing a distant second at 16 per cent. o Grocery and drugstore chains had the highest brand loyalty at 58 per cent, followed by travel services (airlines or hotels) at 15 per cent. o Regardless of the program, most Canadians (63 per cent) are not willing pay higher prices for goods or services in exchange for brand loyalty program benefits. o When it comes to travel, airline programs dominated with 52 per cent of Canadians belonging to an air travel program, followed by hotel chains at 31 per cent. o 17 per cent of Canadians indicated they are members of an online travel loyalty program.

Best Bar None now in Ottawa OTTAWA—A year after the voluntary Best Bar None (BBN) pilot program launched to deal with alcohol related issues in Toronto’s Entertainment district, organizers are setting their sights on Ottawa’s Byward Market.

The market has recently seen increased law enforcement presence with a three-month initiative by Ottawa Police Services, sending 14 officers to patrol on foot, according to the Ottawa Star.

The Best Bar None program was introduced to Ontario in late October 2012, taking a page from Manchester’s bar accreditation standard. The British city saw a nine per cent reduction in serious violent crime when it launched in 2003, said Tony Elenis, president and CEO of the Ontario Restaurant Hotel Motel Association (ORHMA). Similar projects in Doncaster, England saw 70 per cent fewer police calls to BBN-accredited venues, he said.

In late May 2013, 37 Toronto establishments received Best Bar None accreditation.

Participating bars, hotels and restaurants are assessed annually based on submitted applications and rewarded for responsible management, service and operations.

The Toronto launch marked the first time the project had entered Ontario; Edmonton and Calgary started programs in 2010.

COrreCtiON In the October issue of Canadian Lodging News, we wrote that the Eaton Chelsea underwent “a change of ownership and brand culture.” The Eaton Chelsea underwent a change in management and brand culture. The Langham Hospitality Group (subsidiary of Great Eagle Holdings) has been the hotel’s owner for the past 17 years. They assumed management of the hotel on July 1st.

CLN regrets the error.

www.canadianlodgingnews.com

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CANADIAN LODGING NEWS

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LodgingNews www.canadianlodgingnews.com Editor Colleen Isherwood ext. 231 cisherwood@canadianlodgingnews.com Senior Contributing Editor Leslie Wu ext. 227 lwu@canadianrestaurantnews.com Contributing Editors Marni Andrews marni@trolltales.com Larry Mogelonsky larry@lma.ca Kristen Smith ext. 238 ksmith@canadianlodgingnews.com Senior Account Manager Debbie McGilvray ext. 233 dmcgilvray@canadianlodgingnews.com Account Manager Kim Kerr ext. 229 kkerr@canadianlodgingnews.com Production Stephanie Giammarco sgiammarco@canadianlodgingnews.com Circulation Manager Don Trimm ext. 228 dtrimm@canadianrestaurantnews.com Controller Tammy Turgeon ext. 237 tammy@canadianlodgingnews.com How to reach us: Tel (905) 206-0150

Com m e n t

By Colleen Isherwood, Editor

Unpaid internships misused When I was at Carleton University School of Journalism, my program included two weeks of unpaid internship—one at the long-defunct Ottawa Journal and one at the Canadian Government Office of Tourism. I count those two short stints among my best experiences at Carleton—a glimpse of the real work world I was entering.

My unpaid internships were short, and a clearly prescribed part of my education. And when I graduated a few decades ago, jobs for graduates were plentiful. If you didn’t get a job, it was because you didn’t try very hard to get one or because you wanted to take some time off.

These days, unpaid internships are several months in length, and unemployment rates among twentysomethings are at an all-time high.

And, it seems, some companies are taking advantage of internships as unpaid, non-career-oriented labour. A Vancouver luxury hotel was recently taken to task when it advertised a busperson position as an unpaid internship. In Toronto, an intern complained that she was required to clean 16 rooms per day at an airport hotel, just like the paid housekeepers.

While each province has its own set of rules, a look at Ontario’s requirements sheds some light on what does or doesn’t constitute a valid internship.

Ontario’s Employment Standards Act states that all employees must be paid at least the Ontario minimum wage ($10.25 per hour for most employees). An “employee” includes a person who receives training from an employer. A person is not considered an employee if these six conditions are met: o The training is similar to that which is given in a vocational school; o The training is for the benefit of the individual; o The person providing the training derives little, if any, benefit from the activity of the individual while he or she is being trained; o The individual does not displace employees of the person providing the training; o The individual is not accorded a right to become an employee of the person providing the training; and o The individual is advised that he or she will

receive no remuneration for the time that he or she spends in training.

“The government has given clearance to employers to offer internships that are unpaid, and programs like ours require work experience,” Dr. David Martin of the Ted Rogers School of Hospitality, Ryerson University told CLN. “Companies are taking full advantage of this.

We require 1,000 hours of work experience before students leave the program. It can be volunteer work if they wish, but we would like to see them get paid experience. Ninety per cent of what comes through to us is unpaid internships.

“Some employers want to skirt paying Workers’ Compensation. We sign off on Workers’ Compensation because all of our students are covered by our school insurance, and they know that.

“Why are they doing this when there is a shortage of workers, markets are not great, and students need passion to stay in the industry?

“When students work at a job for nothing, what does that say about the industry as a career instead of just a job? It’s a shame we have got ourselves into that situation,” Martin noted.

When your company hires interns, is it providing them with work closely tied into their field of study? Are you spending quality time mentoring and training them? Or have you fallen into the trap of hiring interns to do work that would normally be done by a paid employee? While such an approach may be understandable in a time of slim margins and economic uncertainty, it isn’t a true internship and it’s not winning industry fans.

—Colleen Isherwood, Editor

spot lig h t

By Larry Mogelonsky, P.Eng. www.lma.ca

Volume 10 No. 9 Canadian Lodging News is published 10 times a year by Ishcom Publications Ltd. which also publishes Atlantic Restaurant News, Ontario Restaurant News Pacific/Prairie Restaurant News, and Canadian Chains Directory and Canadian Lodging News Buyers’ Directory Address: 2065 Dundas Street East, Suite 201 Mississauga, Ontario L4X 2W1 Tel: (905) 206-0150 Fax: (905) 206-9972 In Canada (800) 201-8596 Subscriptions: Canada & USA: 1 year $39.57, 2 years $63.43 (PLUS APPLICABLE TAX) Single copy: $5.00 Return undeliverable Canadian addresses to Circulation Department, 2065 Dundas Street East, Suite 201, Mississauga, Ontario L4X 2W1 EDITORIAL ADVISORY BOARD Jason Cheskes, Above The Line Solutions Vito Curalli, Hilton Worldwide Justin Friesen, Western Financial Group Philippe Gadbois, Atlific Hotels & Resorts Mark Hope, Coast Hotels & Resorts Elizabeth Hueston, Sysco Guest Supply Canada Inc. Dave Kaiser, Alberta Hotel & Lodging Association Brian Leon, Choice Hotels Canada Inc. Chris Lund, Deerhurst Resort Dr. David Martin, Ted Rogers School of Hospitality Christine Pella, Serta Mattress Company Tony Pollard, Hotel Association of Canada Sarah Segal, Informa Canada Andrew Chlebus, LG Electronics Publication Mail Agreement No. 40010152 ISSN 1710-145X GST number R102533890

Bathrooms can make or break your hotel

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Time for some bathroom talk. As a private, Cleanliness is first. If a guest is personal space, a washroom’s design can elicit a highly emotional response. going to turn up their nose in disgust or There are dozens of reasons where you write a hygiene-centric diatribe online, can go awry and hamper a guest’s overall it’s most likely to occur as a result of experience, whether that guest is cognizant less-than-flawless housekeeping. of them or just responding irrationally.

Some of these are blatantly simple, rummage through soggy washcloths to find one snap-your-fingers fixable. Others should be tallied and red-starred onto your long-term that’s clean. For bathroom mats, keep a spare so renovation slate. Either way, by impeding a plea- guests can replace a damp one on the fly.

The main objection I’ve encountered to surable bathroom experience, you’re embargostocking excessive textile is that it crowds the ing return visits and positive word-of-mouth.

Cleanliness is first. If a guest is going to turn space. For this, I leave it your discretion; you up their nose in disgust or write a hygiene-cen- have to work with what’s physically there. Think tric diatribe online, it’s most likely to occur as a of a smart way to rearrange or use the closet for result of less-than-flawless housekeeping. Such storage surplus. And when it comes time for a large-scale remodel, plan for additional cabinets posts can be deal breakers.

Think small, yet incredibly irritable entities; to be installed.

Now here are some more pet peeves dealing smudges on the mirror, hair snaking out from the shower drain; orange-brown rust stains in with the more immovable aspects of this oh-sothe porcelain toilet bowl; jaundiced mold crust- crucial room. The cardinal rule for all of these is that function trumps fashion. If you’re renovating over grout.

You are probably thinking, “Not in my ho- ing or building, don’t let a flighty interior detel.” But when was the last time you conducted signer get the best of you. The space must be a personal inspection? Do you use TripAdvisor copacetic before it can be cool. Here are a few and other review sites to identify problem areas? areas to improve: o Poor Lighting—Kid’s stuff. Bathrooms The goal here: absolute flawlessness. should be bright with the correct hues and Next, let’s discuss supply – namely, towa focus towards the mirror. If you are lookels and cleaners. Everyone knows that towels ing to upgrade, think halogens and OLEDs should be in ample stock, yet many rooms just as they are very radiant as well as energy efaren’t keeping up. What if there are two people ficient. and both plan to take multiple showers per day? o Small Mirrors—Need I mention that small That’s four towels minimum (plus two more for mirrors are a strain on the lower back? The drying the hair separately if need be). partner-in-crime to poor lighting, it’s always Of course, turn down service (if you pernice not to have to twist and writhe every form this) may reduce the in-room inventory half-second to see what you’re grooming. requirements. The takeaway: at no point should a guest be interrupted while half-naked to call o Cramped Countertops—Is it too much to ask for a little space to spread out the condown for extras. This also applies to hand towtents of two cosmetic travel bags? The bigels and floor mats. Big faux pas if guests have to

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Publisher Steven Isherwood ext. 236 sisherwood@canadianlodgingnews.com

gest culprits here are small washrooms, terribly dominant sinks or a lack of cabinetry. o Perplexing Shower Heads—Which way is hot, which way is cold? No guest wants to spend ten minutes figuring out how the shower works before he or she can use it. Some are so radically counterintuitive (be on the lookout for Cerberean two- or three-headed spouts) that signage or a user guide should be provided. o Always Hot or Always Cold—I don’t want to play Goldilocks with my shower or faucet. Give me one that can deliver a range of temperatures with sensitive enough controls so I won’t be immediately scalded or frozen numb. o Difficult Doors—A struggle to close, a struggle to stay closed or partly see-through.

This seems to be more of a problem for sliding bathroom doors, as every time I’ve encountered one, whether by design or by lack of lubrication, they are an utter chore to slide or shut—and I work out, too!

These six obviously necessitate a much larger commitment than increased housekeeping oversight. But that doesn’t mean you should dismiss them. Each of these six instances compelled me to lower the overall rating of an accommodation in which I’ve stayed. As a final note, we live in a world of infinite competition.

Why would a guest return to your property if the lavatories—a personal and emotional space —aren’t up to par? Don’t give them a reason to shun you; don’t give them a shoddy bathroom!

Larry Mogelonsky (larry@lma.ca) is the president and founder of LMA Communications Inc. , an award-winning, full service communications agency focused on the hospitality industry (est.

1991). Larry’s latest book entitled “Llamas Rule!” is available at Amazon and Barnes & Noble.

rn more about the Best Western Extended Stay prototype 6 Best | w you can join Western International’s global brand, e call 800-847-2429 or visit bestwesterndevelopers.com.

www.canadianlodgingnews.com

CANADIAN LODGING NEWS

Best Western extended stay prototype revisited

“Google has two thirds of the search market, and I appreciate that they came to us regarding a partnership,” she said.

Google is offering to showcase Best Western hotels to customers at the point of sale with 360-degree views of key areas of the hotel, similar to Google Street View.

Best Western has found that every customer is looking for something different, and these 360-degree views allow them to look for what they want. At $900 per hotel, the Google feature costs about the same as five to 10 room nights. And as one Best WestSuccess of Descriptors ern member noted, static photos just Best Western International presi- don’t do it any more. dent and CEO David Kong also talked Now in beta testing, the brand about the success of the descriptors hopes to have the 360-degree view initiative, launched two and a half available to all of its hotels by the end years ago to leverage Best Western’s of 2014. “It’s a massive undertaking,” mational purposes only. All information contained herein, including specifications and drawings, product diversity andto change; instill and confiDowling noted in a media roundtable ature; not intended for construction; subject provided without warranties. of plans or specifidence cationsin must be accepted and prepared architect. clients regarding the typebyofa registered session. proprietary and confidential information that is the property of Best Western International, Inc. productthe they are booking.

Best Western has no illusions nd its contents, including architectural designs and drawings, may not be copied, reproduced sold in any manner whatsoever.

In orCanada, Best Western core ho- about the partnership remaining extels are performing at 130.3 on the clusive, but Kong notes the advantages RevPAR index which measures its of being first movers. “Search results performance vis a vis its competi- for hotels that have adopted the prodtors.

Canadian Best Western Plus uct are outstanding, with participattel is independently owned and operated.

Best Western andhothe Best Western marks are service marks ks of Best Western International, © 2013per Bestcent Western Inc. All rights reserved. tels perform Inc. at 105.9 on International, the ing hotels ranking No. 1 or No. 2 on Printed USA 500.3001.13 5M 10/2013 RevPAR index. In the Best Western TripAdvisor for their city.”

Premier category, Canada’s hotels Google views photo assets as are below the average at 95.3 on the generation 1.0 technology, while the RevPAR index, probably because there 360-degree technology makes the are only a few Premiers and some are generation leap to 3.0. brand new.

Continued from page 1

Montmaneix says after years on the board, she sees things differently from six years ago. “Then, I only looked through the eyes of a hotel operator. Descriptors saved the [brand] by opening the brand up to new members and properties, allowing us to bear new fruit.

“I truly appreciate it now in the board room, representing my district and brand. Things may not always make sense for my hotel, but they are best for the organization and the brand.”

Partnership with Google Dorothy Dowling, senior vice president of marketing and sales, announced that Best Western has initiated a groundbreaking initiative with Google.

Free forecasting Best Western also announced that it is working with JDA Pricing and Revenue Management Group on a new revenue management tool for members. Ron Pohl, senior vice president brand management and mem-

ber services, noted that while many companies offer forecasting capability, not many can forecast the optimal price each day. Best Western chose to work with JDA, even though they just recently entered the hospitality industry market, because they could evolve their system to provide that service.

“Market price is a key element, and people just don’t have time to give it their attention,” said Kong.

While the service is part of Best Western’s capital program and will cost the company $5 million in the first year and $3 million per year on an ongoing basis, Best Western will offer the service free to members.

Again, the JDA system is not proprietary; Carlson is already using a version of it.

Extended stay revisited Best Western has gone back to the drawing boards with its extended stay prototype. The major difference from the prototype version announced last year is that the old version included

the option of building only a portion exterior.

It has an upscale feel common to of a hotel as extended stay; the new prototype calls for 100 per cent ex- the Best Western Plus descriptor, and a timeless quality suitable for a large tended stay rooms.

The prototype is far more detailed variety of guests.

The World receptionKin. desk consists of than prototypes said Amy One previous Touch of Nature Makes the Whole Hulbert Manketlow, Best Western pods, backed by a feature wall with a William Shakespeare International’s managing director of metal screen backlit with LED lightdesign, who led a special extended ing.

Green features include the exterior, stay session attended by about 100 interested members, including several which is made from Trespa cladding, made from 75 per cent wood fibres from Canada.

Last year’s design called for a much from managed forests, also used by larger guestroom, while the new pro- Target retail outlets and Aloft hotels.

Foodservice includes a communal totype calls for 330 square feet for king/studio suites. There is an op- table, a breakfast area, a lobby bar op10/11/13 portunity for customization in the tion, and coolers for sundry items.

Specs for an 86-key hotel include marketplace, as rooms can easily be added or subtracted to a core of pub- a 1.94 acre lot, a four-storey building measuring 56,000 gross square feet, lic spaces.

The whole design is one of “seam- and guestrooms of 330-576 square less technology and warm hospitality” feet.

Hulbert Manketlow noted that with lots of landscaping, especially close to guestrooms. The entrance Best Western has priced the as yet features a cantilevered port cochère, unnamed prototype in seven differwhile the lobby is crowned by second ent markets, coming up with a cost of storey with windows all around the $88,000 to $114,000 per key.

Marriott pipeline includes Autographs, a JW and more

At the sod turning in Belleville, ON: L-R Brad Williams and Ryan Williams, VPs – Williams Hotels, Belleville mayor Neil Ellis and John Williams, president – Williams Hotels. Photo courtesy of Luke Hendry.

MISSISSAUGA, ON—Marriott’s pipeline is filling up—the company plans to double it’s JW offerings and triple the Autograph Collection. Admittedly, the company has only one JW Marriott in Muskoka and the almost-open Autograph Algonquin resort in St. Andrews by-the-Sea, NB. The company also plans Canada’s largest Residence Inn in Calgary and a TownePlace Suites in Belleville, ON.

Surrey’s Autograph No. 2 Canada’s second Marriott Autograph Collection couldn’t be less like the first one. The first, The Algonquin Hotel in St. Andrews by-the-Sea, NB, is a historic gem located in a small, picturesque resort town, which is set to reopen by American Thanksgiving.

The second, the Civic Hotel Surrey City Centre, will be a newly-built sophisticated social hub, part of a modern, mixed-use development in Surrey, BC. With more than 450,000 people, fast-growing Surrey is expected to surpass Vancouver as BC’s largest city over the next decade or so.

What Marriott bought was a “vision for a downtown civic centre in a really outstanding city,” Scott Allison, Marriott Canada’s VP sales and marketing, told CLN. Marriott was approached by Century Group, which was looking for a hotel partner for 3 Civic Plaza, Surrey’s first mixed-use hotel and residential project. The luxury hotel will boast 144 rooms, a lobby based café, fine dining, fitness and pool facilities, a large con-

vention space, and catering services.

“We welcome the Autograph Collection to Surrey City Centre,” says City of Surrey mayor Dianne Watts. “Together with the City Centre Library, the new City Hall and 3 Civic Plaza, this hotel will be a defining fixture of our new downtown.”

Allison calls the mayor a “visionary,” and notes that the space is located adjacent to the Simon Fraser University campus, and is a short Skytrain ride to downtown Vancouver.

This will be Surrey’s first new highrise hotel in more than two decades.

“We worked hard to find the right hotel partner for Civic Hotel and Autograph Collection is a natural fit,” says Sean Hodgins, president of Century Group. “It allows us to create a boutique and independent feel for the hotel while at the same time sharing in the benefits of Marriott International’s global sales and marketing channels. ” The Civic Hotel will cater primarily to the corporate and leisure markets.

With 37,000-40,000 guests per year expected, more than $3.6 million in ancillary revenue is estimated to be injected into local businesses and services each year.

Designed by local firm Cotter Architects and Portland-based ZGF Architects, the modern design of Civic

Hotel will reflect an international outlook and the city’s South Asian cultural influences. Construction will begin in January 2014 with project completion expected in fall 2016.

and Cambie Street bridge.

Together, False Creek Central and the Vancouver urban resort will represent an investment of more than one billion dollars.

Vancouver urban resort

Sod turning in Bellevillle

Marriott has more plans for Vancouver. The developers of a Vancouver hotel and entertainment complex say they are bringing a “new, world class urban resort” to the city when the project opens in 2016.

Paragon Gaming Co., Dundee Corporation and 360 VOX recently unveiled plans to build a $535 million hotel complex and casino on land west of BC Place. The proposal needs to be approved by Vancouver city council.

The new complex will include two hotels: likely a JW Marriott luxury hotel and an Autograph hotel. The hotels will be four and five-star properties.

In addition, there will be conference space, restaurants, a fitness centre and spa.

An adjacent project, unveiled in early October by Concord Pacific and dubbed False Creek Central, will include eight condo towers with more than 1,300 homes, 90,000 square feet of commercial space and a new pedestrian bridge and bike route connecting downtown Vancouver to the seawall

Early last month, Williams Hotels held a sod turning event at the site of the new 100-room Marriott TownePlace Suites on Bell Blvd. The Belleville based company, which owns and operates three hotels in Belleville, Ontario, will build the extended stay hotel.

The project is being constructed

by K Knudsen Construction Limited of Belleville working with Alexander Wilson Architects. Williams Hotels is working with the Business Development Bank of Canada on the project.

The hotel is expected to open in August of 2014.

Largest Residence Inn Marriott and SilverBirch Hotels & Resorts are also planning a 360-room Residence Inn by Marriott and SilverBirch Conference Centre for Calgary’s Beltline neighbourhood at the former site of the Alberta Boot Company.

Officials said the $100-million, 33-storey hotel will be one of the largest Residence Inns in the world and the biggest in Canada.

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New BCHA president a management consultant/GM

Ingrid Jarrett and David Wetsch

Fairmont Hotels and The Laurel Point Inn. She was also a key driver for the development of Boutique Hotels and Resorts of British Columbia (now Iconic Hotels and Resorts). Ingrid continues to consult for resort developments, both new builds and repositioning existing properties.

Her tourism board experience includes Edmonton, Victoria and Kelowna. Jarrett is currently past chair of the board for the Thompson Okanagan Tourism Association.

Jarrett was voted in the Top 20 most influential people in the Okanagan Valley for 2011, and won the president’s award for the Economic Development Association of BC Initiative for the Burns Lake Economic recovery strategy in 2012 as well as the marketing award under $15,000 for her “Quickie” marketing campaign in 2012.

Jarrett has taught either on a volunteer capacity or professionally in tourism and hospitality as well as the business program at

Camosun College, The University of Victoria as well as Royal Roads University. She is also involved in culinary and agri-tourism in the Thompson Okanagan region through her affiliation with local producers and growers, and is currently the Convivium president for Slow Food Thompson Okanagan.

Lamothe joins BCHA In other BCHA news, Colleen Lamothe has joined the association as manager of communication and business relations.

Colleen Lamothe

VANCOUVER—Ingrid Jarrett has taken over the twoyear position as president, BC Hotels Association, while David Wetsch steps down.

A long-time veteran of the travel and hospitality industry, Jarrett is the owner of Ingrid Jarrett Management Consulting and VP business development and general manager for Watermark Beach Resort in Osoyoos, BC. Jarrett’s portfolio includes Canadian Pacific and

Com m ent

Hotel math: two plus two

Make An Entrance. Make a Statement.

By Dr. Gabor Forgacs This is meant for hoteliers only. If you aren’t one, stop reading.

There is a new GM appointed to the hotel. He is keen to get to know his team as fast as possible.

He has an idea: he goes around and asks the same question from each manager. Based on their answers, he figures he can see what expectations would be realistic. His question to each manager is: “How much is two plus two?”

The answers he got from the department heads were as follows: Director of housekeeping: There is no way we can get it up to four. My girls are so overstretched, they need to be paid overtime to meet this target.

Director of rooms: You know, boss, I can explain this. On most days, yes, it would be around four, but today we are so overbooked that I will have to play it by ear.

Director of sales: What was your question? Two plus two? It depends: if am I buying, I can get this down to $3.40, however, if I am selling, I can get $5.60 for this.

How does that sound?

Director of HR: Well, first we will set up a committee for sure, have a meeting and we will get the minutes to you by Monday. Can I book your boardroom for tomorrow afternoon? With some refreshments?

Director of maintenance: I mean, we can get this fixed, no problem, but did you say by four? Seriously?

Which month?

Controller: You’ve gotta be kidding, right?

Director of catering: I’ll do it but no ice sculptures or flower arrangements for this budget. Did you want round tables?

Chief concierge: Not a problem, boss. Would you like it in Roman letters as well?

Bell Captain: C’mon, boss. We can do better than that.

Director of revenue: It doesn’t matter which channel, boss. They can call in, hit our landing page or just walk through the front door. I will get that $3.20 on average, from each and every one, no problem.

Dr. Gabor Forgacs is an associate professor at the Ted Rogers School of Hospitality and Tourism Management in Toronto.

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This is your opportunity to tap into this lucrative market and earn a superior ROI with the industry’s global lodging leader. Ready to talk numbers? Contact a Best Western development pro today.

bestwesterndevelopers.com | 800.847.2429 Each Best Western® branded hotel is independently owned and operated. Best Western and Best Western marks are service marks or registered service marks of Best Western International, Inc. ©2013 Best Western International, Inc. All rights reserved.

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CANADIAN LODGING NEWS

Choice Hotels Canada hands out annual APEX awards in Ottawa Highest Choice Privileges Enroller Rate and Rookie of the Year. Seven national winners were selected from the 25 regional winners.

The Leader in Institutional and Commercial Laundry

National winners include:

Tim Oldfield, managing director at Choice Hotels Canada, with APEX award winners, from left, Emma Yi, Jill Power, Alvin Noel, Hammond Joshi, and Brendan Gibney (director of operations, Choice Hotels Canada).

TORONTO—Choice Hotels Canada’s Fall Conference, held last month, boasts a number of firsts. Choice got out of Toronto for the first time. And the event was held at a Choice property for the first time. The National Hotel & Suites in Ottawa, an Ascend Collection hotel, hosted the gathering.

The theme of Fall Conference was “Focus, Achieve More”. Choice Canada is doing this and wants to help franchisees do this as well, Tim Oldfield, managing director, noted in his opening remarks. By focusing on one or two things at the property level, a franchisee can truly move the needle on their business. The job of everyone at Choice Canada is to ensure franchisees improve their success.

By the end of the year, Choice will have opened 14 new hotels across the country, growing the strength of the system to 313 in Canada.

As part of its annual franchisee conference, Choice Hotels Canada honoured 25 properties on Oct. 16 for achievements in property and service excellence.

APEX (Awards for Property Excellence) recognize hotels based on service and performance rankings.

Award categories included the Highest and Most Improved Guest Satisfaction, Most Improved Room Condition, Greatest RevPAR (revenue per available room) Growth, Highest Choice Privileges Elite Recognition,

o Chateau Saint John Hotel & Suites, an Ascend Collection hotel, Saint John, New Brunswick: Highest Guest Satisfaction; o Econo Lodge, Brossard, Quebec: Most Improved Guest Satisfaction o Econo Lodge Inn & Suites, Moncton, New Brunswick: Most Improved Room Condition; o Quality Inn & Suites, Quesnel, British Columbia: Greatest RevPAR Growth; o Comfort Inn & Suites, Salmon Arm, British Columbia: Highest Choice Privileges Elite Recognition; o Comfort Inn Toronto Airport, Mississauga, Ontario: Highest Choice Privileges Enroller Rate; and o Quality Inn, Winkler, Manitoba: Rookie of the Year.

One millionth Choice Privileges member Quality Inn & Suites Bayer’s Lake signed up the one millionth Choice Privileges member. From left: Mark Pearce (senior vice president, international, Choice Hotels International), Shelly Dean (general manager), Dion Kelderman (director of operations), Kate Brett (sales manager) and Tim Oldfield.

Michele McKenzie to leave the CTC VA N C O U V E R — I t ’ s been a decade of challenges and achievements for Canadian tourism, and the woman who has navigated the CTC through this tumultuous time says she’s leaving her post on a high note and with optimism.

“This is a terrific industry, with significant growth potential. I thank the CTC team, and industry players from coast to coast to coast for their support and their partnership,” says Michele McKenzie, who will step down as president and CEO of the Canadian Tourism Commission at the end of this year.

In her time with the CTC, McKenzie led the evolution and

transformation of Canada’s international tourism brand. Over the past years, the Canada brand has been recognized by FutureBrand Country Brand Index as one of the top two country brands in the world.

With the support of the federal government, she led an ambitious marketing program to promote tourism by leveraging the 2010 Olympic and Paralympic Games‚ a model that has since been followed by other nations.

McKenzie has also led the CTC in winning numerous awards and recognition. The years were not without challenges, however, with CTC budget reductions and the emergence of the aggressive Brand USA program. McKenzie strategically shifted CTC marketing dollars to the markets that would potentially provide the greatest returns.

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WCHRI Conference: “If I had 100 million dollars...”

Carrie Russell and Mark Sparrow of HVS

o Westin Ottawa, $139.0 million, $280,200/room, cap rate: 8.3 per cent TTM; o Westin Bayshore (Vancouver), $150.8 million, $295,100/room, cap rate 5.0 TTM; o Westin Harbour Castle (Toronto), $196.9 million, $201,500/ room, cap rate 8.1 per cent TTM; o Westin Calgary, $192.1 million, $365,900/room, cap rate 8.8 per cent TTM.

Investing $100 million

VANCOUVER—It was a gathering of the who’s who of the Canadian hotel industry, western edition, with delegates so keen on networking that it was hard to herd them into the meeting rooms.

Once there, they got the lowdown on what’s happening in the western half of the country, starting with a state-of-the-industry report from Carrie Russell and Mark Sparrow of HVS. In 2012, there were 79 hotel deals in Canada worth $862 million, Russell noted. This year saw a similar number of deals—78—but they were worth $1.7 billion, or almost twice as much. There were more deals in all provinces except New Brunswick, Quebec and Saskatchewan, where there were no deals at all.

Institutions and equity funds accounted for almost half of investors at 48 per cent, followed by hotel investment companies at 23 per cent, private investors at 12 per cent, public companies/REITs at 11 per cent and offshore investors at three per cent.

Sale of the Westin portfolio in Vancouver, Calgary, Edmonton, London and Ottawa in September had a huge effect on the numbers. The seller was PSP investments and the buyer Starwood Capital Group. They bought 2,925 rooms for $765 million, which breaks down to $262,000 per room. The cap rate was 7.7 per cent. The breakdown for hotels was as follows: o Westin Edmonton, $86.2 million, $207,200/room, cap rate 7.7 per cent TTM (trailing 12 months);

After a day of presentations on the hotel investment, David Larone of PKF moderated a panel consisting of active investors, and asked the how they would spend $100 million.

Arni Thorsteinson of Temple Hotels Inc. said that Temple is a publicly traded company on the TSX worth $310 million. Last year, they distributed $16 million to shareholders, and it’s no secret that his company is on the hotel acquisition trail.

If he had $100 million, he would be attracted to the Alberta market—Calgary, Edmonton and Fort McMurray. “We have been very successful in secondary and tertiary markets,” he said.

Marc Staniloff of Superior Hotels & Resorts has developed the Super 8 and Wingate brands in Canada and is now growing the

have the 32-property Oak Tree Inn chain which services the U.S. rail industry. They have a long term deal to house freight train staff.

And, he said, “the railways pay every day.” He added that 95 markets in the U.S. would be in the top four if they were located in Canada.

Tom Gaglardi heads up Northland Properties, a 50-year-old family-owned business. In addition to their Sutton Places, Sandman Hotels and Revelstoke Resort, Northland’s portfolio includes Moxie’s, CHOP and Denny’s restaurants, and the Dallas Stars and Kamloops Blazers hockey teams.

How would he spend $100 million? “That’s basically what we do,” he said.

Microtel brand and branching into Marriott.

He’d spend his $100 million in much the same way as Thorsteinson—in Fort McMurray and Lloydminster in the West and Northern Ontario and Saskatchewan further east.

Although O’Neill Hotels is based in Canada, CEO John O’Neill says most of their hotels are in the U.S. They own 33 hotels, have four under construction and plan to purchase four more. They operate four hotels in BC. O’Neill said his company just spent $65 million on four properties in Pittsburgh. He’s attracted to Virginia secondary markets, Minnesota and New Mexico. They

David Larone, panel moderator, with Tom Gaglardi, John O’Neill, Marc Staniloff and Arni Thorsteinson

VO-Con forum explores the business of vacations “With that mandate, and with the help of our board, our conference planning committee, and Big Picture Productions, it took us six months and countless hours … but here we are … delivering VO-Con to you … the leaders of the vacation ownership industry,” Zwickel said.

Zwickel reported that global shared vacation ownership is recuperating and forging ahead.

There are over 5,300 shared vacation ownership resorts around the

Whistler Vacation Group wins Cornerstone Award debts. I call this our ‘Walk of Fire.’”

But rather than give up, the board decided to fight back.

Scott summed up the results for the VOCon audience.

“Our building is undergoing a renewal, zero debt on the building, owners are coming back multiple stays per year, we refined our operations, implemented checks and balances for increased transparency, built back our reserves, implemented reserve accounts and our pre-paid and operating accounts are in the black by over $1.5 million,” she said.

Those efforts won Whistler Vacation Club CRDA’s first ever Cornerstone Award. For more on the Whistler Vacation Club story, see www.canadianlodgingnews.com.

From left Jon Zwickel, Marlene Scott and Macarena Lorenzini of award sponsor Northwind.

In September 2010, Marlene Scott was among four members of the board of directors of Whistler Vacation Club who discovered a misappropriation of funds.

“Our journey began in September 2010 with one payroll cycle in cash flow and $450,000 in payables,” Scott told the audience at VO-Con 2013. “In short, we were two weeks away from closing our offices and selling off the properties to pay our

Photo: Jason Molyneaux

VANCOUVER—Jon Zwickel, who took over as executive director of the Canadian Resort Development Association in January, sees 2013 as a year of transition for the association.

Over the year, with the help of a highly-responsive board, they formulated and implemented a three-step strategic plan—they reviewed every aspect of CRDA’s performance, recalibrated its shortcomings; and rebranded and reformatted the annual conference, now called VO-Con.

CRDA’s new board: l to r, Chris Thompson, Intrawest Resort Club group—chairman; Ed Romanowski, Bellstar Hotels & Resorts—vice chair; and Dave Pierzchala, Ipsos Reid—secretary.

world, which include more than 497,000 units, he said. These resorts generated over 250 million room nights in 2010. As a basis for comparison, this is the equivalent of every hotel in Canada running 100 per cent occupancy for 18 months.

North America, including Canada, Mexico and the U.S. has the highest concentration of shared vacation ownership in the world with nearly 2,500 resorts and 261,000 units, representing 46 per cent of all worldwide vacation ownership resorts and 53 per cent of all units.

“Again, by way of comparison, there are 8,500 hotels in Canada with 464,000 rooms,” Zwickel said.

“Looking ahead, the worldwide vacation ownership industry is continuing to grow with expansion of existing resorts as well as new developments.”

Attracting millennials The industry does face some challenges, however, as indicated by a panel with Dave Callaghan, Interval International; Bob McGrath, RCI; Bob Craycraft, ARDA; Chris Thompson, Intrawest and Kevin Walker, Oak Bay Beach Hotel.

One of these is attracting millennials. “If I’m 30 years old, I don’t care about vacation real estate. I just want to take a trip,” said Craycraft.

“And I don’t want to go to Las Vegas or Orlando, because I went there with my parents. I want timeshare as a base while I go out to explore the rest of the world. We are selling the experience, not real estate.’

“In-perpetuity is a dirty word,” added Thompson.

The Next Great Resort Ed Romanowski of Bellstar Ho-

tels & Resorts divided participants into groups to discuss hypothetical design of Canada’s next great vacation ownership resort, using a set of specs that sounded suspiciously similar to Bellstar’s properties.

The resort is to be set in the Okanagan Valley with 150 metres of Lake Okanagan beachfront, close to vineyards, golf and Kelowna airport. It has development approval for 200 resort suites, 25 residences and an amenities building. The four groups discussed sales and marketing, financing, planning and development and the offering.

Groups came up with similar costing—ranging from $65 to $80 million, and creative ideas such as a lighthouse, a marina, a boathouse as the sales centre, wine and wellness offerings, medical tourism and even a medical marijuana farm.

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CANADIAN LODGING NEWS

Inn at the Forks to manage new museum’s foodservice

By Don Douloff and Colleen Isherwood WINNIPEG—The Canadian Museum for Human Rights (CMHR) will feature an onsite restaurant dedicated to serving local foods and following human-rights principles such as fairtrade sourcing and sustainability.

“We plan to exceed guests’ expectations of a museum restaurant,” Ben Sparrow, general manager of Inn at the Forks, which will manage the facility’s restaurant and catering operations, told CLN. The restaurant will open “just before the museum,” which is expected to launch in the latter part

of 2014, he said. Inn at the Forks is next door to the museum and both are located in the Forks National Historic Site of Canada, a major Manitoba tourist attraction.

Guests will find a museum restaurant designed with a “fast-casual feel with a fine-dining influence,” said Sparrow, who is also owner, Sparrow Hotels. He added that the “destination bistro” will feature dishes like mussels and frites, pork-belly salads and “shared bites.”

Also figuring prominently will be Manitoba ingredients such as fish (pickerel), meats (chicken, beef, pork), vegetables and grains. Seasonality will

play a “huge part” in determining the lineup of local foods represented, said Sparrow.

Heading up the restaurant’s kitchen and catering service will be Inn at the Forks’ executive chef Barry Saunders, who will bring the hotel’s finedining approach to the museum’s foodservice operations, said Sparrow.

Average restaurant check is expected to be $17.

Complementing the restaurant is the catering operation. Capable of hosting sit-down meals for 400 and stand-up events for 1,500, CMHR is expected to attract national and international conferences and events, according to a release.

Design duties for the 1,400-squarefoot restaurant — to be located within a massive, admission-free stone “root” — fell to Winnipeg’s Number TEN Architectural Group. The space will incorporate raw concrete, neutraltoned walls and a colourful, largescaled “Planet Earth” ceiling feature, according to a release. Seating options will range from long, wooden communal tables to smaller group settings. The dining room will seat 70; an outdoor patio, 100. A glowing, backlit, white acrylic wine-bottle display

will highlight the area around the bar, which will serve local microbrews.

In keeping with the theme of the facility — it’s the first museum solely dedicated to the evolution, celebration and future of human rights, according to a release — the restaurant will work with Ottawa-based Fairtrade Canada to source products. “We will rely on Fairtrade Canada and other partners to source the best fair-trade products” such as an “extensive list” of international wines, Sparrow said. As part of that program, the restaurant will also work to educate customers on fair trade, he added.

On the sustainability side, Inn at the Forks carries a 5 Green Key EcoRating (the highest possible) from the Hotel Association of Canada and will apply those ‘green’ practices to the CMHR’s foodservice program, said Sparrow. Those eco-friendly practices include composting food waste, printing menus on recycled paper and recycling glass, aluminum, steel and paper products.

Mere boutique hotel Just down the road from the Forks and CMHR, Sparrow Hotels is building the 67-room Mere hotel, working

with David Penner, a local architect.

Like Inn at the Forks, it will be unbranded.

At 67 rooms, “it will be the best example of a boutique hotel in the city,” Sparrow told CLN comparing it to a limited service Aloft or ALT branded hotel.

The focus for the hotel, which will be completed next month, is on design, technology, the environment and lifestyle. “It will be a great place to connect to cultural activities in the Exchange District, at the Forks and downtown,” said Sparrow. Once the museum opens, they will be selling packages. “The location is a big part of the offering,” Sparrow noted.

An energy management system with room sensors, and phone charging stations built into the headboards are featured in the 300-square-foot rooms. The minimalist design includes platform beds, work stations, 40-inch flatscreen TVs and rainforest showers with glass walls open to the bedroom.

Based in Winnipeg, Sparrow Hotels owns/operates three properties— Inn at the Forks, the Norwood Hotel and Mere—in addition to their new role as CMHR food provider.

Living Planet @ Work = employee environmental engagement

Delta Vancouver Suites’ Paul Hemmings, Alison Knott and Peter Catarino in front of the green wall.

VANCOUVER, LAKE LOUISE—A word of warning. If you’re employed at the Delta Vancouver Suites Hotel, don’t bring coffee to work in a paper cup. If you do, you’re likely to be photographed by chief engineer and green team leader Paul Hemmings, and the shameful photo will be posted on the green wall in the team member area. Delta provides each new employee with a recyclable mug as part of their orientation process, so there’s really no excuse...

This is just one example of how environmental management has become part of the hotel employee culture. And that’s the goal of Living Planet @ Work, a World Wildlife Fund (WWF) program adopted by Delta Vancouver Suites, Fairmont Chateau Lake Louise and other hotels.

Key to engaging employees WWF’s Adrienne Lo says Living

Planet @ Work began because their corporate partners asked for it. “They said they were doing a lot of work on environmental initiatives from the top down. What they needed was employee engagement.” While WWF was targeting employees on an ad hoc basis, they needed something more strategic and pro-active.

Starting in 2009 with funding from the Ontario Power Authority, WWF did pilot and test projects with five companies over a two-year period. Living Planet @ Work was launched in 2011, and the program already has close to 600 participating companies.

The program is free to participants, and allows them to access WWF resources, ideas and monthly newsletters.

Typically, one individual within the company becomes the environmental champion. They go on the Living Planet @ Work website and pledge to implement at least one reduction initiative, participate in two WWF activities with other employees and do some fundraising for WWF.

National Sweater Day The Fairmont Chateau Lake Louise first became involved in World Wildlife Fund’s Living Planet @ Work program because of National Sweater Day last February. WWF asked Canadians to turn down the heat and put on a sweater to raise awareness about the importance of energy conservation. Fairmont director of environmental affairs Sarah Dayboll got in touch with the sustainability team at Lake Louise, following the event, which raised $215 for the Arctic Home Project.

“We liked that project because we are a Canadian property, and we are

interested in the ecosystem at Lake Louise,” says Teresa Holmes, environmental systems manager at the Chateau. “We felt we were reaching out to another Canadian ecosystem.”

With the leadership of local people in Canada and Greenland, WWF’s Arctic Home project is working to help develop a plan for an area of ice high in the Arctic, to offer a future to ice-dependent wildlife, like polar bears, and meet the needs of Inuit.

Several other events followed, including Earth Hour, the Great Canadian Shoreline Cleanup and a Community Cleanup in conjunction with Parks Canada.

The sustainability team promoted Earth Hour the day before the event, by switching out lights and putting electric candles on the tables and placards with facts about Earth Hour in the staff cafeteria. During Earth Hour itself, they turned off non-essential lighting, and the sustainability team served complimentary refreshments on the hotel’s Lakeshore Terrace. The chef brewed some balsam fir tea for the occasion, and one of the Chateau’s mountain heritage guides told guests gathered around a fire stories about the area’s history and ecosystem.

Shoreline Cleanup For the Great Canadian Shoreline Cleanup, the 25 volunteers were divided into teams, with the team filling the most bags winning a dinner at the Chateau. The winning team filled 24 bags with garbage. The event also showed Chateau staff where garbage bins or butt stops were needed.

The sustainability team consists of colleagues from each department, “and we rely on them a lot,” Holmes says. As leader, she provides an Envi-

Community cleanup at Lake Louise.

ronmental page in the weekly Friday Editions newsletter, which is sent by e-mail with paper copies placed in strategic locations. There are bulletin boards dedicated to sustainability initiatives, and Holmes gives talks at new colleague orientations, staff meetings and leadership meetings.

And how have staff responded? “I get some unsolicited feedback for the Friday Editions,” notes Holmes. “People tell me how to get the message out better, which pieces they like and what they would like to see more of.

“I’ve seen more participation year over year ever since I’ve been here,” says Holmes, who joined Fairmont Chateau Lake Louise two years ago.

Being green at home too At Delta Vancouver Suites, the green culture is not just limited to work—the company enables staff to bike to work by setting up a secure bike lock-up area. Employees are encouraged to recycle and compost, grow herbs at home and plant trees, “anything that can impact the environment, not just at work, but all the time,” says Hemmings.

The hotel has had a green team since 2009, and as with Chateau Lake Louise, National Sweater Day sent the Green Team’s Taryn Hughes (now on maternity leave) to the WWF website.

The green wall in the team member area is an important part of the program. It shows facts and figures about hotel energy conservation, provides information on coming events, solicits employee suggestions, and occasionally serves as a wall of shame featuring those who don’t use their recyclable cups.

“We were already green—it’s not like we started from scratch,” Hemmings says. “This was a good way to do more initiatives with backup and support. It’s good to have WWF as a partner; they supply promotional materials and we can get involved in bigger national events. They roll programs out provincially or nationally.

It feels like we are not alone.”

“It allows us to benchmark with other companies,” adds Peter Catarino, hotel GM. “We have learned to be creative, think outside the box. We have set green targets and strategic plans for the next three years.”

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Former hospital now lodging for oil and gas industry

By Elaine Anselmi

Peace Region, the lodge is about ten minutes outside of Dawson Creek in the hamlet of Pouce POUCE COUPE, BC––When the idea for Peace Coupe. Several stories offer reasonings behind Energy Lodge first came about, hotels in nearby the anagrammatic town name. The most comDawson Creek could barely keep up with the mon is that the French met a First Nations chief, number of rooms needed for the influx of work- Pooscapee, when arriving in the town and asers coming to town for oil and gas development. signed their own dialect to title it. Pouce Coupe At the same time, Northern Health put the (pronounced “coupee”) literally translates to former Pouce Coupe hospital turned retirement “cut thumb”. residence up for sale—and local investors saw an “The location we have is quite a little bit out of the way,” said Lau. “It’s serene in here and it opportunity for conversion to a hotel.

“There was a lack of quality lodging in the helps provide that atmosphere.” Tucked behind area,” said Jason Knutson who owns the hotel a residential area, off the main highway the with a silent partner. “When we purchased it lodge has 25 rooms, including seven suites. there were virtually zero rooms available.”

With a full renovation from its most recent Although activity has lessened significantly use as a retirement home, Lau said the work since then, operations manager Alfred Lau said took just under a year. The Peace Energy Lodge there remains a need for a more upscale experi- eased into a soft-opening in the fall of 2012.

The renovations included transforming ence for some of the “higher-ups” in the industry, visiting town. former nurses stations, staff rooms and shared Named for its location in British Columbia’s rooms into the suites and standard rooms that offer a queen or kingsize bed, respectively, as well as flat-screen TVs and WiFi throughout.

Lau described the décor as simple but elegant, working mostly with earth tones. Photos hung in each room and around the lodge were taken in the surrounding area.

As well as a full exercise room, treadmills are set up facing exterior windows. “We didn’t want to put in TVs—we Doc Hollies Eatery wanted to use the scenic

Peace Energy Lodge

surroundings,” said Lau. “A lot of the executives these days are very health conscious.”

Operations at the lodge are largely geared towards the growing and locally-prominent oil and gas industry. Knutson has worked in the industry for 19 years, starting his own oilfield communications company in 1994.

“Unlike the rest of the industry, our high season is winter because of the oil and gas focus,” said Lau. “Our low season is summer. That’s the cycle for the oil and gas industry.”

He said the ideal situation is having a whole company rent out the lodge for their staff, something that they’ve done several times over the past year. One company rented the lodge for 3.5 months, taking up every room and using the great room—with a fireplace, television and couches—as a communal living room.

Knutson said the lengthy contract really kick-started the lodge’s industry-focused service. “We showed them the building on Thursday and they moved in Saturday,” he said.

“We’ve had a number of small contracts since then—one other took the whole building and others took just partial, eight or ten rooms.”

Room rates are negotiated depending on the length of stay and the number of rooms booked, and can include meals at the lodge’s breakfast, lunch and dinner buffet.

“Our oil and gas guests are often on 12-hour shifts, so we have lunch bag program [at an added cost],” said Lau. Guests can also choose to eat at the lodge’s onsite restaurant, Doc Hollies Eatery. A hint at the lodge’s former use, the 60-seat restaurant is named after Edward Hollies, a notable community member and doctor at the former hospital.

A cairn for Dr. Hollies still sits on the 2.5-acre property.

The restaurant, headed up by Edmontonbased corporate chef Richard Middleton, also does full catering service both for functions at the lodge and offsite.

Wrapping up his first year in the hospitality industry, Knutson said, “it’s been a giant learning curve but it’s been fun too.”

As for the future, he said they are looking seriously at expansion by adding rooms to the existing hotel and growing their catering operations with Doc Hollies.

Klondike Kate’s cabins provide comfort in YT

By Katherine McIntyre DAWSON CITY, YT—Dawson City, with a whiff of gold, fast living, and dancing girls, sleeps all winter. Come May it wakes up. Doors open, shutters come off storefront windows, and hotels put out their welcome signs. The town is ready for business.

Klondike Kate’s Cabins fits into Dawson’s scene. Located in the heart of this small city, right beside Klondike Kate’s Restaurant, the cabins are within walking distance of everything that matters.

Log cabins, each with a large pot of scarlet petunias on its verandah in summer, are rustic in appearance, but up-to-date in equipment.

Wood-lined rooms come with eco friendly Yukon-made organic soaps and shampoos, cotton towels, allergy-free memory foam beds, quality sheets and an in-room coffee maker. Even in Canada’s far north, cable TV, telephone with voice mail, Internet access and free WiFi are available. A microwave and fridge are supplied in all queen bed cabins, and there is plenty of free parking on site.

Adjacent to the cabins, Klondike Kate’s Restaurant, in a building that dates back to 1904, serves up quality meals daily from 11:00 a.m. A birch bark canoe dangles from the ceiling of the wood-lined dining room and old pictures of the “men that moiled for gold” line the walls. An adjacent latticed open-air patio fills up quickly.

Known for his generous servings, Chef Joseph Savard is famous for his home made soups and his own special corn bread. He is a deft hand at turning locally sourced products into his own brand of Canadian cuisine. From the

adjacent Yukon River, salmon caught in season by people from the local First Nation are alder smoked and flavoured with birch syrup to provide a totally unique taste. Green vegetables and local berries are grown in nearby farms. Fresh edible flowers, that include nasturtiums and pansies, local mushrooms and herbs, add zip to meals.

Local does not stop here. Coffee is from locally roasted coffee beans, beer is from the Yukon Brewery and martinis are made from vodka using fresh local berries distilled in West Dawson.

But the aura of gold hovers near Klondike Kate’s Cabins. Right across the road, jewelry designer, Leslie Chapman and owner of Forty Mile Gold Workshop, crafts her unique one-ofa-kind pieces from gold mined from her family’s gold mine on the Forty Mile River.

Then at night, by the eerie glow of the midnight sun, the roulette tables and can can girls at Diamond Tooth Gertie’s Gambling Hall beckon. Named after a dance hall queen, who distinguished herself with a sparkling diamond wedged between her two front teeth, the hall rocks with the jangle of slot machines, and the pounding honky-tonk beat of the musical extravaganza.

But no show can compete with the Northern Lights. By late August, when the sun drops below the horizon, they ripple into the night sky in shimmering greens, reds, purples and blues.

Then, in their mystical ghostly glow, Dawson City reverts to its mystical ghostly past.

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British Columbia sees double digit RevPAR Economic indicators for the hotel business are positive, particularly in Northern BC, according to James Chase, CEO, British Columbia Hotel Association.

Mining, exploration, planning for LNG, pipelines and major infrastructure projects are all contributing to a solid business base with travel and tourism adding to positive growth.

The Lower Mainland is seeing positive organic growth due to population expansion while very good weather and pent-up demand from five years of flat growth contributed to a good summer on Vancouver Island.

BC saw double digit August over August RevPAR growth of 11 per cent, according to HVS’ August 2013 Canadian Hotel Review, with Vancouver (along with Montreal and Toronto) seeing robust growth in occupancy and ADR. Vancouver added more than six percentage points to its August occupancy, which reached 88.8 per cent. With ADR up 5.8 per cent, they were able to add roughly $17 to RevPAR relative to August 2012. Vancouver led the major metro areas not only in August-over-August growth but also in RevPAR position with a $23 premium over the next strongest market of Montreal.

Markets with no new hotel room supply in 2012 included downtown Vancouver and Richmond, according to Robin McCluskie of Colliers International in the 2013 Canadian Hotel Investment Report. Of the 116 Canadian hotel transactions in 2012, 12 (representing 11 per cent) were in BC with 1,113 rooms total and an average price of $ 96,800 per room, well above the national price of $ 83,600.

Quebec fragile as

Quebec’s economic performance r Canada’s most recent provincial ec business investment is expected to per cent this year with economic gr In 2012, Quebec recorded 13 ho room of $71,600, compared to the n On the Colliers Hotel Value Inde with 3.7 per cent forecast for 2013. to see 3.5 per cent this year.

Danielle Chayer, president & CE ute booking is still very popular wi while business travel is quiet with m This year, six hotels are closing With 80 per cent of the provinc is concerned by the high number o by online travel agencies. She is a protect these hotels from fraudulen

Canada’s humdrum economy is about to get a jolt.

According to The Conference Board of Canada’s Provincial Outlook Summary, Summer 2013, Canada’s humdrum economic performance is about to get a jolt. Through much of the first half of this year, there were few encouraging signs from economic indicators but prospects seem to be getting better. Housing markets have strengthened, consumer and business confidence has picked up, and the U.S. economy is gaining speed despite the heavy drag caused by higher taxes and fiscal restraint.

Following two years of subpar growth (just 1.8 per cent in 2012 and 1.7 per cent in 2013), real GDP in Canada is forecast to advance by 2.4 per cent in 2014.

On the surface, the Canadian tourism sector looks healthy, but that’s mainly because spending by Canadian travellers is up seven per cent year over year.

“Canadian consumers are contributing 80.8 per cent of tourism receipts, up from 66.9 per cent a decade ago. We are effectively moving market share around rather than growing it,” said Tony Pollard, president, Hotel Association of Canada.

“At the same time, Canadian appetite for international travel has not gone unnoticed. We are competing internationally, but Canadian travellers are being targeted by better resourced international competitors,” explains Pollard.

Canada is one of only five countries to experience a drop in international in-bound visitors with arrivals growing by 1.8 per cent versus four per cent globally, says Pollard.

If Canada had four per cent growth in this area, the impact on hotels would be: o 522,000 more room nights o $689 million o $151 million in tax revenue “We need a competitively funded National Marketing Program to put Canada up there with Australia, New Zealand and United States,” says Pollard.

Alberta economy strong despite floods, labour woes The Alberta economy is relatively strong with January to May 2013 retail sales up 6.6 per cent, urban housing starts up 8.2 per cent July YTD, and international exports up 2.2 per cent June YTD, according to Dave Kaiser, president and CEO, Alberta Hotel & Lodging Association.

While the June floods negatively impacted properties, infrastructure and highways in areas such as High River, Canmore, Banff and downtown Calgary, other properties saw higher occupancies from displaced residents and recovery personnel.

Labour shortage is the number one challenge for industry with Alberta’s July unemployment rate at 4.5 per cent.

Access to foreign worker programs is key, says Kaiser, since 20 per cent of full-time employees are Temporary Foreign Workers.

July YTD 2013 occupancy figures are 67.2 per cent (vs.

65.1 per cent for July 2012); ADR is $137.63 (vs. $132.71); and RevPAR is $ 92.44 (vs. $ 86.43).

The funding model for tourism marketing in Alberta is strong, with a four per cent provincial tourism levy and growth of Destination Marketing Funds in many cities and regions. Kaiser feels that access to Canada vis a vis high airport cost structures and an onerous visa process continue to be impediments to tourism growth.

The most recent visitor stats show 86 per cent are from Alberta, 10 per cent are from the rest of Canada, and two per cent each are from the U.S. and overseas. Of overseas markets, the U.K., Germany and Japan are strongest but China is growing.

Microtel Inn & Suites has entered Alberta, and Edmonton’s Mayfield Inn and Suites is being rebranded by SilverBirch Hotels and Resorts into two facilities: the city’s first DoubleTree by Hilton and a Home2 Suites by Hilton to appeal to international visitors.

Saskatchewan saw 40 new build hotels this year According to Tom Mullin, president and CEO, Saskatchewan Hotels & Hospitality Association, the province is generating a lot of activity that is positively affecting occupancy and rates. From January through May 2013, Regina’s occupancy was 75.9 per cent and Saskatoon’s was 73.4 per cent.

Occupancy last year at the same time was 70.2 per cent and 74.5 per cent respectively. This month, Regina is hosting the Canadian Western Agribition followed by the Grey Cup at the end of the month, which should push occupancy up to 80 per cent for November. Saskatoon is very steady, says Mullin.

ADR is creeping up with Regina sitting at $130.27 from January through May and Saskatoon at $148.39. Regina’s RevPAR was $ 98.88 and Saskatoon’s $108.89 for the same period.

Over the last year, there have been about 40 new builds at various stages throughout the province, says Mullin, especially in small bedroom communities on the periphery of Regina and Saskatoon. Two properties are scheduled to open this fall in White City, ten miles east of Regina, while Regina will see a newly renovated DoubleTree open just before the Grey Cup. A Four Points by Sheraton is being built just outside the Regina downtown core while as many as 10 more hotels could be built in the next few years in and around Saskatoon, according to a recent article in The Star Phoenix.

In August 2013, Saskatchewan saw RevPAR growth of 8.2 per cent compared to August 2012 with the Prairies showing sustained ADR growth of 3.9 per cent compared to the same month in 2012.

Manitoba banking

Winnipeg is in a state of transformation and infrastructure, says Marina James, predicts the 2014 opening of the Canad visitation to the capital city, which contr The city’s room supply has grown by 5.4 per cent.

According to Tourism Winnipeg, 10 n 2012 to 2014, which will bring the city’s r Lois MacDonald, manager of Brando nual Association of Manitoba Municipal In July, occupancy was 54.6 per cent (co RevPAR was $ 52.45. A new Holiday Inn completed a renovation. 2013 will be the initiated in July 2012.

In 2012, there were six hotel transact Inn Winnipeg-South transferred in Dece eter, with only one full transaction over 100-room St. Regis Hotel to a governmen

agile as business investment declines

erformance remains fragile, according to the Conference Board of provincial economic summary. For the first time in four years, real s expected to decline in 2013. However real GDP is forecast to gain 1.4 h economic growth of 2.2 per cent for next year. corded 13 hotel trades, worth $135.76 mm, with an average price per pared to the national average of $ 83,600. tel Value Index, Montreal Airport had a 3.4 per cent increase last year cast for 2013. Montreal Downtown posted 3.4 per cent and is forecast s year. resident & CEO, Association des hôteliers du Québec, says last-minry popular with consumers who are “looking for deals, deals, deals” is quiet with many expense cuts. s are closing across the province, three of them in Montreal. of the province’s hotels and motels independent operations, Chayer igh number of independent hotels being listed without their consent cies. She is asking the government for copyright law change to help rom fraudulent booking practices.

Newfoundland and Labrador: St. John’s is exciting The Conference Board of Canada notes that the end of development of the nickel processing facility in Long Harbour will cut economic growth in Newfoundland and Labrador in 2014 to less than 1 per cent.

Nevertheless, the economy in the St. John’s metro area is very strong. St. John’s is the most exciting market in Atlantic Canada with more than 70 per cent occupancy, according to PKF Consulting Inc.’s Brian Stanford. “But keep in mind that it is a 2,000-room market,” adding that new supply coming online could lower that figure.

Average rate for St. John’s 13 major hotels has grown by over 10 per cent since 2009 and RevPAR by over 20 per cent, says Greg Fleming, president, Hotel/ Motel Association of Newfoundland & Labrador, who also predicts the Long Harbour plant will have a large spinoff in the next few years.

“The economic situation seems strong for at least the next five years. Factors affecting the hotel market are an influx of new room inventory with the development of at least five new properties within the next three years and potential for a few more in the following two years,” says Fleming.

St. John’s approved a $ 60 million expansion to the Convention Centre and the International Airport is in the initial stages of a large addition and renovation.

PEI looks to Convention Centre to boost business The Conference Board of Canada says economic prospects in Prince Edward Island are dim for next year though agriculture is expected to expand 2.4 per cent this year. Stronger economic growth is not expected until 2015.

PEI is heavily reliant on NB and NS with more than 50 per cent of visitors from those provinces. The May to October period represents 75 per cent of tourism with the shoulder periods well insulated with government, transient and group business, according to Zubair Siddiqi, president, The Hotel Association of Prince Edward Island. With the latter groups highly reliant on economic conditions, the impact can be severe.

January into May 2013 was not very encouraging, says Siddiqi, with numbers down substantially; however June and July changed things. ADR ended up at $117.10 compared to $111.49 year over year for the first seven months. Charlottetown had a very strong July and August with splendid weather helping out.

The new PEI Convention Centre opened in August, which will allow the province to compete for larger groups, says Siddiqi, who is also GM of The Delta Prince Edward and PEI Convention Centre. “Meeting visitors are here for three days plus and they spend more than leisure travellers. I’m very optimistic this will continue to fuel our growth,” he says.

Nova Scotia anticipates limited growth According to Robin McCluskie from Colliers’ Mid-Year Transaction Report 2013, Eastern Canada accounted for 75 per cent of transaction volume with 35 deals. Nova Scotia earned the second highest share (after Ontario) at 14 per cent of Eastern volume and an average price per room of $153,200.

Phyllis Stephenson, president, Hotel Association of Nova Scotia, still called expectations for 2013 “dismal” with limited growth anticipated over previous years. She says visits to the province have declined by nine per cent in the past ten years.

Tourism Indicators published by the province for January through July 2013 show a provincial occupancy rate of 43 per cent with ranges from 20 per cent for the Eastern Shore to 56 per cent for Metro Halifax. Only the Eastern Shore and Cape Breton were higher than the same period last year. Average Room Rate was $116.79 for this period.

The new Nova Centre for Halifax—a one million square foot mixed development project with convention centre—is still in the works and is expected to open January 2016, says Stephenson. Construction of a two-hotel complex by SilverBirch Hotels and Resorts in downtown Halifax will be complete by April 2014. It will include a 135-room Homewood Suites and a 181-room Hampton Inn that will share a convention centre.

A 169-room ALT Hotel at the Halifax International Airport opened in June.

New Brunswick: weakness offsets consumer demand Four years of hemorrhaging jobs have left the province’s job market badly bruised and weakness will continue to affect consumer demand though the resource sector is booming, according to the Conference Board of Canada’s most recent provincial economic summary. GDP is forecast to rise from 0.8 per cent this year to 1.9 per cent in 2014.

In August 2013, New Brunswick’s occupancy increased 4.6 per cent and RevPAR 4.3 per cent compared to the same month in 2012.

Occupancy for Moncton is forecast at 55.4 per cent for 2013 vs.

57.7 per cent for 2012 and ADR will be $118.22 vs. $119.20, according to Ray Roberge, GM of the Delta Beausejour and president of the Greater Moncton Hotel Association. He noted that for Greater Moncton and New Brunswick as a whole, visitors from September through June are primarily from NB, NS and PEI while the summer sees a significant increase in visitors from Ontario, Quebec and the U.S. The occupancy rate, total province, for August 2013 was 75 per cent, according to the Tourism Indicators Report from New Brunswick Tourism, Heritage and Culture. June and July rates were 55 per cent and 68 per cent respectively for an average of 52 per cent for YTD, compared to 51 per cent for 2012. By region there were wide variances, from 39 per cent YTD for the Fundy region to 62 per cent for Moncton/Dieppe.

The former Fairmont Algonquin in St Andrews by-the-Sea is scheduled to reopen this year as Canada’s first Marriott Autograph Collection hotel after a $25 mm renovation.

banking on Winnipeg transformation

ansformation with more than $2 billion of new investment in attractions arina James, president and CEO, Economic Development Winnipeg. She of the Canadian Museum of Human Rights will be “a game changer” for y, which contributes 68 per cent of the province’s GDP. has grown by 17 per cent in the last several years and unemployment is at

Winnipeg, 10 new hotels have opened or are slated for construction from ng the city’s room total to just over 8,000. ger of Brandon Tourism, says some of the city’s major events like the bianba Municipalities meeting fill almost every one of Brandon’s 1,100 rooms.

6 per cent (compared to 59.2 per cent for July 2012); ADR was $ 96.13 and w Holiday Inn opened in the summer of 2012, while a Comfort Inn has just 13 will be the first full year of the $ 3 flat rate accommodation tax per room

hotel transactions in the province with 50 per cent of interest in the Holiday erred in December 2012 and the rest in January 2013. This year looks quisaction over $1 mm reported by the end of June—the sale of Winnipeg’s o a government development agency for $ 5 mm.

Ontario’s economic situation deemed ‘precarious’ Tony Elenis, president and CEO, ORHMA, says Ontario has lost close to 20 million international visitors since 2001, most from the U.S. with the necessity for a passport being the principal factor.

The Conference Board of Canada’s latest report calls Ontario’s economic situation “precarious,” with broad-based weakness in demand that will result in real GDP growth of just 1.2 per cent in 2013, the slowest pace since the recession.

However, Ontario saw the most activity in 2012 both in number of hotel trades (50) and total volume ($460.4 mm), outpacing Alberta by 18 per cent in volume, according to Robin McCluskie of Colliers International in the 2013 Canadian Hotel Investment Report.

Toronto North was one of the markets that saw the largest supply of new hotel rooms in 2012 with 2.7 per cent, while Toronto Downtown was one of the most significant markets for hotel value growth at 5.2 per cent, trailing Calgary, Edmonton and Regina/Saskatoon. A 4.5 per cent increase is predicted for the national average in 2013, while Toronto Downtown is expected to see 6.7 per cent growth.

Among the 23 minor metro areas sampled, only two experienced a drop in RevPAR from August 2012 to August 2013: Halifax and Ontario NC/ Sudbury, despite both markets having had a very strong August 2012.

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CANADIAN LODGING NEWS

continued from page 13

Radisson Hotel Edmonton South: All-inclusive meeting package takes off Robin Cumine, GM Radisson Hotel Edmonton South and chair of Edmonton DMF Hotel Group says that the SilverBirch Conference Centre all-inclusive meeting package concept has really taken off after a slow build when it opened January 2012. The package was $ 85/pp/ day when opened, and is now $ 87 but inclusive of everything (A/V, breakfast, midday breaks, buffet lunch, afternoon break, and well-appointed room).

On breaks, attendees visit the Connections Café, which is kept fully stocked all day with lattés, foods for different dietary needs—healthy food served in small, tasting sizes and rotated constantly for variety.

“As a trainer, you get people up and out so you can get ready for next session,” Cumine told CLN. “It’s amazing to watch the networking between different industries when they’re all on breaks. SilverBirch is building [the conference centres] coast to coast. We’re the first. Now people are becoming leads by talking about us.

“Sales have increased year over year as we are pacing 39.6 per cent over 2012. Every month so far in 2013 has exceeded 2012.

“For the first eight months of the year we have had over 1,300 guest room nights directly attributed to SBCC bookings. This has had a significant impact.”

Nottawasaga Resort explores sports training market Nottawasaga Resort in Alliston, ON started out as a 40-room motel in 1968 and has expanded to 269 guestrooms, over 60,000 square feet of meeting space, a 45-hole golf course, an 80,000-square-foot recreation centre with indoor pool, waterslide, squash, tennis courts, an 18-hole indoor mini putt and billiard/arcade area and a wedding garden that hosts 100+ weddings per year.

“We realized there was potential in the sports training market,” says Sylvia Biffis, director of convention sales.

“Based on a personal passion for soccer, our founder, Lou Biffis, added an international size soccer pitch in the early 1970s. The field drew the attention of the Canadian Soccer Association, who started to use the hotel for training of the men’s and women’s national teams. It also draws Olympic and national teams from around the world for training sessions before the ‘big game.’

“The exposure has raised the profile of the resort as a training site for many Ontario minor teams and the Canadian National Rugby team.”

Biffis adds that their next major venture was into hockey. “After many years of forecasting and financial planning, we became the only hotel in North America to build an arena on site. Hockey ice time is at a premium all over Ontario. A private arena, open year round fills ice time gaps in our catchment area and allowed us to create our own hockey league. The first ice pad was built in 2006 in under six months. A second pad, designed to connect with a common lobby to our first pad, was completed a year later.

“This put us on the map as a premier hockey tournament location, allowing the resort to host weekend tournaments year round and increasing much needed occupancy in the winter months,” said Biffis. “We are now hosting upwards of 15 weekend tournaments each fall/winter and filling summer months with hockey training camps.“

Hotel Indigo Ottawa courts transient guests through social media Kim Jones, GM of the 106-room Hotel Indigo Ottawa Downtown City Centre says that 2013 has been an interesting year across all hotels in Ottawa.

“We’ve had to shift our business mix to focus more on transient and less on government travel and group bookings,” Jones told CLN. “One of the ways we’ve been successful is through our e-commerce and social media strategies. We have a strong presence on Facebook and Twitter, and we’ve started working with Google+ this year.

“We have been able to generate awareness and interest in our hotel and neighbourhood and have leveraged contests, promotions, Facebook ads and a strong pay-per-click campaign to grow business from the leisure and corporate transient segments.

“Our strategic use of social media has been integral to driving business, and we will continue to do it. It’s important that we ensure everyone at the hotel level is educated, engaged and participating in social media to keep it new and interesting. Social media is constantly changing, so it’s important that we stay aware of our options so that we find the right awareness channels to drive business.“

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CANADIAN LODGING NEWS

O p e n i n g s , s a l e s a n d r e n O vat i O n s

Delta tops off Toronto TORONTO—Ken Greene, president and CEO of Delta Hotels and Resorts, hosted a sneak peak at Delta Hotels and Resorts’ flagship hotel in Toronto’s Southcore Financial Centre, which will open in late 2014. This event was an exclusive behind-the-scenes preview of the new property and a symbolic “topping-off ” celebration marking the completion of the hotel’s 46th floor.

The property features 567 large rooms, many of which have four-piece bathrooms with freestanding tubs and separate showers. There will be a 230-seat restaurant on the ground floor, featuring an 80-seat outdoor patio and bar with views of the city.

Extensive health-and-wellness facilities including a gym, yoga studio, steam room, whirlpool and indoor pool will be on offer, along with 17,000 square feet of technologically advanced meeting and conference facilities, a 6,000 square-foot ballroom and 4,000 square-foot terrace.

Greene told participants that this is the first purpose-built four-star property for Toronto in two decades, and added that he is excited to bring Delta’s upscale hospitality experience and reputation for service excellence to the SoCo neighbourhood.

Mansoor Kazerouni, executive vice-president of the Page + Steel IBI Group, and head architect for the Delta Toronto project and David Whitaker, president and CEO of Tourism Toronto were also on hand to talk about the project.

First Days Inn on the Rock TORONTO, ON—Along with local dignitaries, Days Inn - Stephenville, Newfoundland celebrated its official grand opening on Thursday, September 26th with a reception and ribbon cutting ceremony. Special guests in attendance included Stephenville mayor Tom O’Brien; Philippe Gadbois, senior vice-president operations, Atlific Hotels; and Irwin Prince, president & COO, Realstar Hospitality.

“Our hotel offers all the amenities travellers today are looking for with one exception – the hefty price tag,” said Scott Ryan, general manager, Days Inn - Stephenville. “Whether travelling for business or pleasure, guests will enjoy firstclass accommodations and exceptional service when staying at our hotel.”

Conveniently located at 44 Queen Street, the 100 per cent non-smoking hotel provides a choice of spacious guest rooms, is pet-friendly and offers a full range of facilities and services including an on-site restaurant and pub, free wireless Internet, along with meeting and banquet facilities for up to 200 people. Free parking is available for all hotel guests.

Hilton Garden Inn YYZ celebrates LEED certification TORONTO, Canada—Hilton Garden Inn Toronto Airport achieved LEED Certification, as recognized by the Canada Green Building Council (CaGBC). It is the first Hilton Garden Inn hotel in Canada to earn this recognition for sustainable building design, construction and operations.

The hotel was developed by Millennium Engineering, Inc. and constructed by Kingslake Group.

Achieving LEED certification for this hotel was based on a variety of design and construction elements that produce a positive impact on

the community and building itself.

These include: o Use of low VOC adhesives and sealants throughout; o Water conservation program; o Paper, metal, glass and organics recycling program with YOY success of zero waste. (i.e. less than 10 per cent to landfill); o Minimum 30 per cent -100 per cent recycled content paper and giveaways; o A white roof to reduce heat island effect of the building, keeping the interior temperature cooler in summer and warmer in winter; o LED Interior and exterior signage lighting to reduce energy consumption by more than 18 per cent; o Use of local drought-resistant plant species for the exterior landscape, which don’t require an irrigation system to maintain, reducing water consumption; o Underground parking; o Guest washer; o Bike rack; and o 100 per cent non- smoking facility.

As part of Hilton Worldwide, Hilton Garden Inn properties track their sustainability performance into LightStay, the company’s proprietary performance management system.

At the Delta Toronto top-off: left to right, David Whitaker, president and CEO, Tourism Toronto; Mansoor Kazerouni, executive vice-president, Page + Steele / IBI Group Architects; Jean-Luc Barone, managing director, Delta Toronto at Southcore Financial Centre; Ken Greene, president and CEO, Delta Hotels and Resorts; and Charles McKee, vice-president marketing, Delta Hotels and Resorts (at podium).

Temple buys Yellowknife hotel WINNIPEG—Temple Hotels Inc. has agreed to acquire an extended-stay property in Yellowknife, NWT, known as Nova Court, for a price of $21.68 million, subject to customary closing adjustments.

Nova Court consists of a four-storey, 106-suite, extended-stay building, with 88 parking spaces on a 2.37 acre site. The Nova Court extended-stay occupancy and average daily rate for 2013 year-to-date were 69 per cent and $160, respectively.

There is also approximately 8,300 square feet of unfinished space on the first floor, which Temple intends to redevelop in 2014 into nine additional hotel rooms and a 750 square foot breakfast room. The estimated total cost of the new construction and refurbishment is $4.8 million.

Nova Court will be Temple’s second hotel investment in Yellowknife. Temple also owns the Days Inn & Suites, centrally located on 50th Avenue in the heart of downtown Yellowknife.

Days Inn Stephenville: left to right, Patti Guignard, guest services manager; Scott Ryan, general manager; Irwin Prince, president & COO, Realstar Hospitality; Philippe Gadbois, senior vice-president operations, Atlific Hotels; and Stephenville mayor Tom O’Brien.

Hilton Garden Inn Toronto Airport staff celebrate the hotel’s LEED certification last month.

Delta four-star slated for Prince George PRINCE GEORGE, BC—Delta Hotels and Resorts plans to open a new property in Prince George, BC in 2015. The $35-million project will be managed by Delta and is being developed

by River City Hotel Management Corporation.

The local real estate company aims to make the Delta Prince George the first four-star, full service hotel in the northern B.C. city.

The “northern capital” is hosting the Canada Winter Games in 2015 and the goal is to have the hotel, with 170 guest rooms, nine extended stay units, a full-service restaurant and lounge, fitness centre, spa and indoor pool, open in the downtown by then.

Delta’s network of 41 properties is undergoing a brand repositioning. River City Hotel Management chose the brand because of its new design concepts, which include high-tech elements and spacious public spaces, according to a release.

Crowne Plaza YYZ undergoes $1 million transformation TORONTO—Crowne Plaza Toronto Airport’s transformation was revealed last month. The $1 million in renovations includes the following: o All new bedding in all 504 guest rooms, including new sheets, duvets and accent pillows and blankets. o New shower curtains in all guest rooms. o New carpeting in the Algonquin Ballroom and in three meeting rooms.

o New Temple Spa bath amenities in all bathrooms. o New signature sleep kits including aromatherapy spray and massage cream in all guest rooms. o New Tassimo machines in the 2nd and 5th floor lounges. o New Keurig machines in all executive level guest rooms. o Additional special touches throughout, like spa water and fresh flowers in the lobby and Ocean Wise menu items in the restaurant.

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CANADIAN LODGING NEWS

PE OPLE

Mike Jackson is senior VP operations at Easton’s Group of Hotels

Erin Richter, director of sale and marketing, The Westin Calgary

Jackie Ferreiro, director of social media, Interval International

Marke Dickson, director of sales and marketing, Panorama

Mark Williams is director of business development, G6 Hospitality

David Connor, managing director, Eastern Canada for Starwood

David John Currell, general manager, Fogo Island Inn, Joe Batt’s Arm, Fogo Island, Newfoundland. Photo: Alex Fradkin

Kevin Reeve, general manager, Hidden Valley Huntsville

Vivek Sharma, corporate director— operations, SilverBirch

Steve Paccagnan, president and CEO Panorama Mountain Village

Mo-Jean Lai, corporate director— org. development, SilverBirch

Hilary Sinclair, director—business transformation, SilverBirch

Jonathan Gushue has left Langdon Hall for Queen Margherita Pizza

Jason Bangerter, new executive chef at Langdon Hall, Cambridge

Michael Jackson joined the Easton’s Group of Hotels Inc. on July 15, 2013 as senior vice president of operations. He will oversee all aspects of the group’s hotel operations, and participate in acquisition and development of new hotel assets and third party management opportunities. Jackson has been in the hospitality industry for over 40 years, with almost 30 years spent in operations and sales and marketing positions, involving as many as 120 properties. He has also served as president and chief

operating officer of two Canadian public hotel companies where he additionally was a trustee/director, one private hotel company in which he was a part owner, and also acted as president of Choice Hotels Canada.

corporate Studio 6 and Motel 6 properties in Canada. Williams comes to G6 from Best Western International, where he was vice president North American development for more than a dozen years.

Mark Williams has been appointed director of business development for G6 Hospitality. In this role, Williams will lead strategic development for both the Motel 6 and Studio 6 brands in major markets across the U.S. G6 has five

David Connor has returned to Canada as area managing director for Eastern Canada for Starwood Hotels & Resorts and general manager of the 1,377 room Sheraton Centre Toronto Hotel. This marks his return to Canada, where he began his 22 year

career with Starwood. In addition to the Sheraton Centre Toronto, Connor’s portfolio includes The Westin Harbour Castle and Sheraton Gateway Hotel in Toronto, The Westin Ottawa, Le Centre Sheraton Montreal and W Montreal.

Erin Richter has been named director of sales and marketing for the 525-room Westin Calgary. Richter comes from the Sheraton Suites Calgary Eau Claire where she held the position of director of sales and marketing for five years. Previously she held the position of director of business travel at the hotel, which is consistently among the top Sheraton performers in North America.

David John Currell is now general manager of the Fogo Island Inn in Joe Batt’s Arm, NL. Raised in British Columbia’s wine country, his entire career has been spent in the hospitality industry, holding senior leadership positions as general manager with marketleading luxury boutique hotels in Montreal, Palm Springs, Los Angeles and San Francisco..

Interval International, a prominent worldwide provider of vacation services and an operating business of Interval Leisure Group has hired Jackie Ferreiro as director of social media in the consumer marketing department. Prior to joining the company, Ferreiro managed social media marketing for Media 8 Digital Marketing in Miami. She graduated from the Universidad del Salvador in Buenos Aires, Argentina, with a degree in marketing and advertising.

Kevin Reeve his the new general manager at Hidden Valley Huntsville. Reeve has a background in accounting and management. He comes to Hidden Valley from Holiday Inn Toronto International

Airport where he was director of finance. During that time, he served as interim GM for five months. He has also run his own company, KARE Hospitality Consultants, and held financial positions at Taboo Resort, Delta Pinestone Resort, Holiday Inn Kitchener / Holiday Inn Cambridge and Travelodge Kitchener/Travelodge Ingersoll.

Steve Paccagnan, who has 25 years of experience at numerous mountain resorts, has joined Panorama Mountain resort as president and CEO. Most recently he was president and CEO of Kicking Horse Mountain Resort in Golden BC. Previously, he was with Intrawest Resorts at Copper Mountain in Colorado, Mont Ste-Marie in Quebec and at Panorama Mountain Village in BC. Marke Dickson has headed back to the Columbia River Valley to become director of sales and marketing at Panorama Mountain Resort. Dickson worked at Panorama as group manager, marketing and fulfillment from 2005 to 2010. In between, he has been director of sales and marketing at Fairmont Hot Springs Resort and Silver Star Mountain Resort.

SilverBirch Hotels & Resorts has appointed three new members to its corporate management team: Vivek Sharma, corporate director—operations, Hilary Sinclair, director—business transformation, and Mo-Jean Lai, corporate director—organizational development.

Mo-Jean Lai has extensive experience in learning and development, change management, and also has specialized human resources skills. In her role as corporate director—organizational development, she is responsible for employee and leadership development; employee engagement and multi-level guest service ini-

tiatives. She is based in Vancouver.

Vivek Sharma has extensive experience in high-quality resorts and hotels in seven countries, including Canada. In the newly created role as corporate director—operations, he is focusing on the operations of food and beverage service delivery standards and concept implementation within the SilverBirch Hotels & Resorts portfolio. Working with each property, he will ensure top of brand performance positioning. He is based in Edmonton.

Hilary Sinclair has more than 15 years of experience in the technology and hospitality industries, including internal consulting, business transformation, and change management. As the director—business transformation, she is responsible for change management activities for a number of new systems, and will also establish programs to ensure continuous development and process improvements associated with these new systems and technology.

She is based in Vancouver.

Jonathan Gushue, executive chef at Langdon Hall in Cambridge, ON, has left the hotel for Queen Margherita Pizza in Toronto. Jason Bangerter, executive chef of Luma at the TIFF Bell Lightbox in Toronto, will assume Gushue’s position in mid-October.

Jody Wheadon is now sales manager, Hilton Worldwide Sales based in Calgary, Alberta as part of the Hilton Worldwide sales team in Canada.

Wheadon has over 15 years of experience in corporate group sales in various hotels in Calgary including Delta Hotels and Resorts. She will focus immediately on Hilton’s existing account base with the intent on building out that account base across various cities in Western Canada.

Regina has North America’s top Wingate by Wyndham LAS VEGAS—Laura Armitage, GM of the Wingate

by Wyndham Regina, accepted the award presented at Wyndham Hotel Group’s 2013 Global Conference.

Shown here, left to right are: Wingate brand leaders Minaz Hudani, vice president of operations; Wendy Mazzucco, senior director of marketing for Wingate Hotels; Armitage; and Bill Hall, brand senior vice president.

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20 |

Mitigating damage critical in cases of flooding and sprinkler accidents By: Amanda Sutton In an effort to save on insurance premiums, an increasing number of commercial and hotel properties are hiking deductibles to save cash.

While the property owners save dollars month to month, they are assuming more responsibility for every minor incident or repair.

Experts point out that in cases of water damage and sprinkler-related accidents, the resulting expenses could spiral out of control and owners are best to prepare for these ‘minor’ cases ahead of time, or risk being on the hook for thousands of dollars in damages.

“Property owners know about the expensive clean up and potential lost revenue from rooms being out of service due to water damage,” said Russell Poste, senior advisor with Howard Noble insurance. “While these incidents are rare, the residual damage to the building and the insurance implications should not be overlooked or underestimated.”

Gregory Orndorff is with A-1 Flood Tech and has witnessed firsthand the harmful effects of water

damage.

“When we get to a building and the flood is still

Mother Nature nothing will stop a river from coming into your hotel lobby, but in cases where the water source is a damaged pipe, or broken sprinkler head, that ‘flow’ is more manageable.

In cases of claims from sprinkler head activation, only a small percentage is the result of actual fires – the rest are accidental activations.

Hotel owners know all too well that accidental fire sprinkler activations come with the territory – whether it’s a rowdy guest hitting or damaging the sprinkler head or a bride using it as a garment hanger, the result is a torrent of dirty water flowing from a pipe at rates exceeding 25 gallons per minute.

This was the impetus behind the Shutgun, a Canadian tool designed to shut off water from fire sprinkler heads instantly.

“In many municipalities, the

CANADIAN LODGING NEWS

Prod uct s

building manager is not allowed to shut off the building’s main water supply until the fire department has arrived, but they can shut off the activated sprinkler head,” said Greg Patterson, president of Shutgun, who engineered the product along with a retired Toronto District Fire Chief.

“These minutes are crucial in terms of damage inflicted, which puts more onus on staff, maintenance and service people on the scene.”

Adds Barry McGrory, labour manager with Commodore Builders, “In my experience, the real damage from water is to the floors below. To a hotel owner, mere minutes can mean the difference between a single room being out of operation for a few days to multiple rooms on many floors being unavailable for weeks.”

Russell Poste, brings up another concern in situations where guests are displaced.

“The hotel’s insurance may be able to cover the damages and clean up, but that does not account for any displaced guests or their potential lost business as a result of the incident.”

Of course, a building’s first priority is safety, adds Patterson.

“The fire department is the first

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Shutgun shuts off water from fire sprinkler heads instantly.

occurring, the first thing we have to do is stop the source of water. If the building owner is assuming more responsibility in order to not put a claim on their insurance, then stopping the flow of water becomes crucial if it means you are on the hook for every $5,000, $15,000 or even a $35,000 occurrence.”

In unfortunate cases involving

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call in cases of fire or potential of fire – but if there is a solution which allows you to operate ‘business as usual’ faster … I think building managers would be wise to take it.”

More than 13,000 Shutguns have been purchased by major hotel chains, universities, hospitals and leading commercial property companies.

Shutgun’s design allows the tool to be left in place with the sprinkler system charged, Amanda giving the Sutton building continued fire protection, and can release itself if a fire does occur.

Shutgun contact: Greg Patterson, 866-8278 7 1 1 , g r e g @ technicraftdesign.com.

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| 21

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Quebec’s Louis-Robert Handfield returns to his roots t.

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SAINT-MARC-SUR-RICHELIEU, QC— When SilverBirch closed its Montreal office and opened one in Toronto, Louis-Robert Handfield, area GM Québec Region, found himself without a job. After some soul-searching and time in the sun out West, he decided to join his brothers at Auberge Handfield, the property his family had owned since 1801, returning as CEO Groupe Handfield Group.

Auberge Handfield has a long and storied history. One of Handfield’s ancestors received the farm land for his role in the expulsion of the Acadians. The Inn itself dates back to 1945. Handfield’s father was born and lived in the main lodge, which used to be a pension where guests rented rooms and sat at the family table. Over the years, the accommodations grew. At one time there were 60 rooms; today there are 25.

“Some of the buildings were a century old.

We had to close them down,” he said.

The 300-acre farm has 1,000 feet of waterfront on the Richelieu River. During the 70s, 80s and 90s, there was a showboat on the river. “We had to let the 200-foot boat go seven years ago. It was a ferry boat converted to a showboat, and it’s now floating in Montreal.”

These days, there is a marina that can accommodate 70 boats. Boaters can take advantage of all of the inn’s services, including the inn, restaurant and spa.

Handfield plans a floating theatre site—a large dock where boats can anchor—and an outdoor floating platform for cocktail receptions. They are working with a boat tour company to bring boats to the inn next summer.

“It also adds value to weddings, with a celebration on the water before the dinner,” said Handfield.

Maple sugar is a big part of the Auberge’s business during March and April, with over 2,000 people served on a spring weekend.

Maple syrup was introduced by the First Nations, which ties into the Auberge’s focus on aboriginal arts. Ten years ago, they formed a partnership with a local artist to promote aboriginal arts, and there are plans to bring a permanent exhibition there.

The 150-seat restaurant is also taking on a First Nations flair. Carole Dulude, director of communications for the Auberge, is a Mohawk from Kanesatake, QC, who is team communications person and media contact for the First Nations Culinary Olympic Team, and created First Nations dinners with wine pairings in her previous role as director of marketing for The Fish House in Vancouver.

Handfield and his farmer brother are creating an area devoted to growing fruit, vegetables, herbs and flowers, including those farmed by First Nations, as both a tourist attraction and a way to provide local, sustainable food to the restaurant.

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CANADIAN LODGING NEWS

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s tory

Holiday Inn & Suites Mississauga makeover MISSISSAUGA—The Holiday Inn and Suites has changed its classic looks, French doors and divided areas, for a new feel that is clean, modern, open and striking. “Everything is open now,” said Ash Constantine, general manager as he showed off the hotel’s new lobby. He pointed out the custom-designed chandelier hanging from the cathedral ceiling designed and commissioned by owners Naila and Riaz Mawani.

“We call it The Big Puff—people really like it,” Constantine added. The lobby fireplace has also been moved and given a more contemporary look by designer Jolanta Lukas.

Total cost of the renovations, which encompassed all rooms and public areas of the hotel, was $2.7 million and took two years.

The restaurant underwent the biggest change and caused the most headaches, according to Constantine. They had to move all the plumbing to accommodate the new, more open design.

“The end result is really worth it, especially the bar where guests can watch TV. Before, that area of the lobby was basically forgotten,” said Sara Brar, regional director of sales, Holiday Inn & Suites Mississauga. “It’s a very different look from before. Now guests check in and go to the bar because it is a more inviting open concept.”

The 120 guestrooms were gutted and changed over to the new “refresh” Holiday Inn standard.

Some of the bathrooms have baths, while others have been converted to walk-in showers.

Guestrooms are now sleek and wired, with the desk, lamps and both sides of the bed equipped with outlets for plugging in and charging electronic equipment. Clocks have iPhone docking stations.

Two queen bed suites include not only the beds, but a pullout couch, two televisions, a fridge and a microwave. Executive king suites are suitable for long-term-stay guests.

The Mawanis also own the Hampton Inn Barrie, Holiday Inn Express Regina, and Park Inn Toronto-Markham.

Lobby before (inset) and after

KinG sUite before (inset) and after

restaUrant before (inset) and after

L to r: sara brar, tyronne Perera, exec. housekeeper, tim Wood, chef and ash Constantine.

CoMi NG

November 13-14: 2013 Ontario Tourism Summit, Metro Toronto Convention Centre, South Building, Toronto. Information and registration: ontariotourismsummit.com.

Dec. 4-7: Vantage Hospitality Group’s annual International Educational Conference and Trade Show. Co-hosted by the D Las Vegas Casino Hotel and Golden Nugget Hotel & Casino. Contact: Al Cohen, Vantage Hospitality Group. Phone: 888-316-2378. Fax: 440-2472294.

Jan. 28-30, 2014: Hotel, Motel & Restaurant Supply Show, Myrtle Beach Convention Center, Myrtle Beach, SC. Website: www.hmrsss. com.

E V E N t s

Feb. 11-12, 2014: Hotel Association of Canada Conference, Eaton Chelsea Toronto Hotel, Toronto. Contact: Orie Berlasso, Big Picture Conferences Inc., 416-924-2002 x229, orieberlasso@bigpictureconferences.ca. Website: www.hacconference.ca.

Feb 12-13, 2014: Canadian Tourism & Marketing Summit, Eaton Chelsea Toronto Hotel, Toronto. Contact: Orie Berlasso, Big Picture Conferences Inc., 416-924-2002 x229, orie berlasso@bigpictureconferences.ca. Website: www.cdntourismmarketing.ca.

Feb. 26-28, 2014: Hospitality Newfoundland & Labrador, Conference & Trade Show, Gander, NL. Krista Sweetland at 709-722-2000

ext. 235/1-800-563-0700 ext. 235 or ksweetland@hnl.ca or visit www.hnl.ca.

April 7-9, 2014: Online Revealed Conference, Hilton Toronto Airport Hotel & Suites, Toronto. www.onlinerevealed.com.

April 24-25, 2014: Alberta Hotel & Lodging Assoc. AGM & Trade Show, The Banff Centre, Banff, AB. Registration will open in late February. Website: www.ahla.ca.

May 5-6: Canadian Hotel Investment Conference, Eaton Chelsea Toronto Hotel, Toronto. Contact: Orie Berlasso, Big Picture Conferences Inc., 416-924-2002 x229, orieberlasso@ bigpictureconferences.ca. Website: www.hotelinvest.ca.

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As World Pride approaches—seven tips for serving LGBT guests TORONTO—World Pride will be held in Toronto June 20-29, 2014, bringing an influx of millions of lesbian, gay, bisexual and transgender guests, according to Sean Hillier, co-chair of Pride Toronto who spoke at the Travel Gay Canada conference held at the White Oaks Hotel & Conference Centre in Niagara-on-the-Lake, ON last month.

Travel Gay Canada offers coaching on how to serve gay guests. A number of major hotel chains, independents and regional tourism offices attended the recent conference, and others have taken TGC up on its offer to coach staff.

In October 2012, Days Inns - Canada partnered with Travel Gay Canada and held diversity training workshops at their regional alliance marketing meetings. Staff in attendance representing hotels in Ontario, BC, Alberta, Saskatchewan and Manitoba received certification. Days Inns - Canada has a corporate membership with Travel Gay Canada, plus over 50 Days Inn hotels from across the country are also members.

At the conference, Jenn T. Grace, told participants that saying the wrong thing can be the kiss of death in dealing with any diverse group. She went over some of the key stereotypes and phrases to avoid saying, and how an appropriate communication style can help hotels maintain their corporate reputation. Even more interesting than Grace’s tips, were the conversations following her presentation.

Top 7 EXAMpLES oF WHAT NoT To SAY To LGBT GUESTS 1. Living the gay lifestyle. This seems harmless enough, but it insinuates that LGBT is a choice.

2. Alternative lifestyle or nontraditional family. This insinuates that LGBT is not part of the norm.

3. But you don’t look gay. This implies that gay people must look a certain way and perpetuates stereotypes.

4. poor assumptions. Don’t assume the gender or one’s spouse, i.e., what does your husband do? It creates unnecessary awkwardness and could result in a lost sale.

5. Gaydar. Don’t assume everyone has gay radar or gaydar—it’s not a talking point that will bond you to a potential LGBT client.

6. poor mannerisms. If you say “LGBT” or “gay” in a whisper, it shows you are uncomfortable among gay folks, and that you have an unconscious bias.

7. Which one is the man? Asking this point blank is inappropriate, said by people who don’t know any better.

Several members of the audience found Grace’s list would leave them afraid to talk to LGBT guests at all. One woman noted, “Sometimes people ask questions because they don’t know any better.”

Conference delegates felt that a kinder response on the part of the gay person could go a long way, i.e., “You asked about my husband. Do you mean my partner?”

For more information go to travelgaycanada.com.

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2013-05-13 2:36 PM

STAYING AGILE IS CRITICAL. FORTUNATELY, OPENING MORE THAN 1,100 NEW* HOTELS HAS KEPT US IN SHAPE. In the past five years, Hilton Worldwide has opened more than 1,100 new hotels around the world, bringing us to more than 3,900 hotels in 90 countries today.* In Canada, we have 86 hotels open from coast to coast with a growing pipeline of over 40 signed projects. Impressive growth, made possible by our ability to adapt to the world’s increasingly complex business environments. As a result, we’ve developed a wealth of experience creating and operating the most award-winning portfolio of hotels in the industry. Not a bad workout for a 93-year-old.

For development opportunities in Canada, please contact Tom Lorenzo, Vice President and Managing Director of Development (+1-203-463-3407, thomas.lorenzo@hilton.com), and Jeff Cury, Director of Development (+1-514-695-6798, jeff.cury@hilton.com).

STAY AHEAD

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*From January 2008 to January 2013

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© 2013 Hilton Worldwide

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