Fall 2010 - AHLA · The AHLA’s 2011 Annual buyers’ Guide. DESIGN TRENDS Setting the Pace for...

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• Exper ient ial Travel• Sparking Innovation• Alberta Cuis ine

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design trendsThe Olsen

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The AHLA’s 2011 Annual buyers’ Guide

DESIGN TRENDSSetting the Pace for the New Decade

For home stylists, window dressers, and hoteliers, the trick is being able to capture elements of these thematic trends so as to convey the feeling of being au courant.

4 Chairman’s Report5 President & CEO’s Message14 Travel Alberta21 Human Resources 22 Roundtable23 What’s New?28 Names in News29 MVP Profile

in every issue

albertahospitality

this issue6

10 Experiential Travel

13 More Than a Place to Rest Your Head

15 Play Smart. Gamble Responsibly.

16 St. Albert Inn & Suites

18 Sparking Innovation

21 Approved Destination Status for China

24 Alberta Cuisine

27 Best Bar None

30 Fort McMurray’s EcoStay Program

The Olsen

We are at a point in time that has no comparison in history. Are we in a recession or depression? Will there be inflation or deflation? The economic tools that worked last year may not work this year. Where we will end up is anyone’s guess!

In this state of uncertainty, we hear from the pundits: “We are not in a double dip recession…We are in a double dip recession…We are in a bear market…We are in a bull market…”, and so on. But the pundits are just as likely to be wrong as they are right.

The media propagates these stories, but its focus is generally short term and is not always supported by thorough research and relevant facts. Even the Federal Reserve Chair does not have all the answers. In fact, it was possibly the most idolized Federal Reserve Chair of all, Allan Greenspan, whose laissez-faire economic policies put us in this place!

What are we to do? What should we believe? As hoteliers, there are many questions and uncertainties in this economy:

•Will occupancy and RevPAR increase or decrease? • Shouldwehireand trainnewstaff,or stay with our existing team?• ShouldIinvestcapitalinmybusiness?

These are difficult times, and the answer is that no one really knows.

We are in a truly different place as an industry and economy. Traditional economics has proven inadequate to describe and predict what will happen. Behavioural economics and science provide us with more insight into how

markets function, but they are based more on human instinct than on rational and efficient market theory.

As operators of hotels, motels, and campgrounds, we will only prosper if we create new formulas for success. We must seek novel ideas and develop new skill sets in an era of instant communication. For our industry, that includes finding ways to serve customers from largely untapped markets such as China and India. Collaboration with our partners in tourism will be critical if we are to market effectively to these regions. We must tailor our products and pricing to the wants and needs of these new customers. A new algorithm will be required to differentiate, select, and amplify.

The AHLA must also evolve and adapt with the times. We must ensure the means are available for our partners and members to network and collaborate. That means we need to stay engaged with our members, government and industry partners. As an association, we must always look for new ways to serve our members, even on traditional products such as insurance and power. We must offer products and services that effectively meet your needs. Finally, it is imperative that we hear your ideas of how we can help you in these challenging times. Eventually our industry will emerge from this place into an era of growth and opportunity.

I look forward to meeting you in person at our regional meetings this fall.

CHAIRMAN’S REPORT

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ENTS ••Responsible Gaming Awareness Week

October 18-24, 2010

••Waste Reduction Week October 18-24, 2010 www.recycle.ab.ca

••Western Canadian Hotel & Resort Investment Conference October 18-19, 2010 The Vancouver Convention Centre www.resortinvest.ca

••AHLA Members Meeting - Fort McMurray October 19, 2010 Quality Hotel & Conference Centre www.ahla.ca

••Travel Alberta Industry Conference October 24-26, 2010 The Fairmont Banff Springs Hotel www.Industry.TravelAlberta.com/ conference

••PIPA Conference November 2-3, 2010 Hotel Arts, Calgary www.privacyconference.ca

••CTHRC HR Forum November 15-17, 2010 Edmonton Marriott at River Cree Resort http://cthrc.ca/hrforum

••Canada’s West Marketplace November 29-December 2, 2010 Shaw Conference Centre, Edmonton www.canadaswestmarketplace.com

••AHLA 2011 Convention & Trade Show & 2011 Housekeeping Awards Gala April 17-19, 2011 The Fairmont Chateau Lake Louise www.ahla.ca

alberta hospitality | 5

With the better part of 2010 behind us, now may be an appropriate time to evaluate the state of Alberta’s lodging industry relative to the gradual economic recovery that appears to be taking place across Canada.

AccordingtoindustrydatacompiledbyPKFConsulting, May year-to-date hotel occupancy in Alberta was down 3.7% to 54.8%. Outside of Edmonton and Calgary, things were marginally worse with May YTD occupancy for “Other Alberta” reported at 47.2%. Perhaps more disconcerting is the fact thatRevPARforthesameperiodwasdown10%.It is clear that many operators have resorted to cutting rates in an attempt to gain marketshare, but this has done little to improve aggregate demand. The fact that more than 2,000 rooms were projected to open across Alberta in 2010 has worsened the current supply-demand imbalance. The increase in room supply may offer another reason for the downward spiral inrates,asnewpropertieslooktoattractfirsttime guests.

PRESIDENT & CEO’S MESSAGE

appears to be accurate. One or more nights trips by non-residents to Alberta were down 5.7% May YTD. A number of factors, including the still fragile state of the US economy, government austeritymeasuresimposed in much of Europe as a result of sovereign debt concerns, and the rising value of the Canadian dollar, do not bode well for an improvement in the number of foreign visitors to Alberta. ADS status for Canadawith China is a potential bright spot, but it will take time to develop this market opportunity.

Clearly, the evidence suggests that for the most part, Alberta’s hotel and lodging operators are still waiting to participate in Canada’s economic recovery. The AHLA recognizes the difficult business challenges faced by itsmembers and remains focused on providing industry advocacy as well as programs and services that will enhance our industry’s economic prosperity.

We look forward to serving you!

CheckingInontheStateof Alberta’sLodgingIndustry by Dave Kaiser

In terms of demand, there is no question that Alberta’s hotel occupancy (excluding resorts) depends on Alberta’s oil and gas driven economy. On this front, the news is mixed. Even though drilling activity was up more than 39% April YTD, the advent of shale gas exploration and drilling in many jurisdictions outside of Alberta likely means the best days for natural gas drilling in this province are behind us. Things look more optimistic on the oil front, given the sharp rebound in world oil pricesthisyear.Productionvolumesforcrudeoil in Alberta are up and are expected to keep growing, led by the further expansion and development of the oil sands. Another positive expectation is that the recent changes made by the provincial government to Alberta’s royalty structure will increase industry investment in the latter part of 2010 and beyond. Concerns about climate change and the Alberta oil sands contribution to global CO2 emissions is a wild card that could impact growth.

With respect to tourism, the projection that international demand would lag in 2010

6 | alberta hospitality

COVER STORY

When it comes to predicting lifestyle trends, whether in fashion, home décor, technology, or design, most companies look to forecaster Peclers Paris asthe authority for what’s coming over the horizon. With its trend-spotting observers planted all over the world, Peclersknowswhat’shotyearsbeforeit’sseen in the stores, and its interpretation of what’s going on globally in culture, politics, and the environment sets the tone for tomorrow’s style. In other words, when Peclers speaks, designerslisten.

by Chris McBeath

DESIGNTRENDSSettingthePacefortheNewDecade



DESIGN TRENDS

Defining Trends

“For the upcoming 18 months, four broad themes will emerge either as an evolution of what’s already on our doorstep, or as something entirely new,” reports Jeanine Milillo, spokesperson for Peclers Paris.“We have defined these as Florial, which talks to rediscovering of nature; Solaris, which is all about harnessing heat and good feelings of the sun; Meandering, which translates as casual mobility; and Cheerful, which has a fun and whimsical quality.”

Colouring it Forward

Swiss-based Clariant International, a collaborative of plastic colourspecialists from North and South America, Europe, and Asia, alsoprovides highly respected forecasting services through ColorForward™, with a specific focus in directing colour for future consumer products.

Optimism also tops Clariant’s trend list for 2011, as do concepts of seamless technology, self-expression, and rediscovering beauty - ideas that the forecaster rephrases to capture the imagination: What a Wonderful World underscores the world’s growing sense of optimism that gives way to brighter, more exuberant colours, while its In-Fusion theme acknowledges the seamless blending of technology with the human experience. Taken together, you can expect to see these happier, more vital colours in many techie things, particularly in gadgets that support the mega-trend of self-expression and personal branding. Someof this is already evident,as in laptops and iPhones that now come in patterns of fuchsia pinksand lime greens, and an ever-increasing demand for personalized guest services such as pillow menus and customized packages. Clariant’s Forgotten Treasures describes the need for people to connect to the past, but with a contemporary feel. The nostalgia that consumers found so attractive and comfortable during the recent, troubled years is not disappearing, but rather is being reinvented. Memories are merging with modern sensibilities, creating an environment where the past and present coexist.Nowhereisthisbetterseenthanincurrentheritagerestorationswhere history, be it in photos, featured antiques, or local antiquities, are showcased in new and innovative ways. It’s a trend that’s transforming hotel lobbies and hitherto “dead” spaces.

Translating Global Trends for your Property

For home stylists, window dressers, and hoteliers, the trick is being able to capture elements of these thematic trends so as to convey the feeling of being au courant. It might just be a question of introducing accessories with splashes of the 2011 colour palette, painting a wall, or

turning a garden area into something of eye-catching beauty beyond perennial borders. Alternatively, these trends might be your cue to make operational eco-investments, or to take a harder look at your technological infrastructure. Here are some more ideas:

1. Engaging Optimism

It seems that consumers want nothing more than to wish away recessionary times, and color is the quickest fix. Holdover hues from 2010 include warm dark-chocolate brown, rich and creamy raspberry red, soft grayish blue, a pearly champagne, and a light turquoise blue, all of which are designed to express harmony and balance combined with a feeling of luxury, warmth, and the safety of a cocoon. For 2011, these colours are the backdrop to hotter tones. Inspired by the warmth of the sun, hot red is on the front burner (red is actually becoming a year-round staple along with black and white), with solar yellow and a fiery orange. Look for warmer woods, teaks, and bamboos too. The upcoming year is all about cheerful, whimsy, and functionality, so if money is tight, turn to playful accents such as cutlery with sleek, colourful finishes, stackable water bottles, and multi-function items. Enliven bathrooms with a mix of colours and textures; perhaps install a rough or distressed antique bookshelf, folk art, or a chain of quaint picture frames to add fun to traditional ashen tub-toilet-tile combinations.

2. Redefining Nature

Eco-awarepracticesareintegraltodesignthesedays.Newconceptsneedto aspire to LEED certification, and existing designs must constantly review operating procedures to see how LEED-inspired ideas might be incorporated, be they rooftop gardens, energy-wise window installations, or water reclamation programs.

In terms of aesthetic design, bringing the outside in is still very much in vogue and can be as beguilingly simple as placing seashells in the bathroom, or roughly cut, ranked twigs in a vase. The key is to create an ambiance of unpretentious, gentle ease. In 2011, beauty will assume a new radiance with one-of-a-kind centrepieces. Landscaping will take on a floral lushness, sculptures will return to garden ornamentation, and books on beautiful gardens (vs. books on gardening) will dominate bookshelves, as will upscale coffee table books on nature and wildlife. These items will engage guests in public areas, and should sell well in gift stores.

With Mother Nature showcasing hardwood floors and river rockfireplaces, designers are pioneering concepts that now expose natural elements in an ultra-modern, high-tech style - as in chrome, silver,

Weinmeister Berlin-Mitte Hotel. Bookings through www.designhotels.com.



DESIGN TRENDS

aluminum, and finely polished ceramic surfaces - alongside organic materials, geometrical shapes, and iridescent reflections. With its gleaming granite floors, brushed metals, oblong walled fireplace, and laser light effects in the elevator, the Black Rock Resort in Ucluelet, BC, hints to this edgy interpretation of nature.

3. Tech It Easy

From here on in, hotel designs need to embrace the concept of casual mobility, and any technology that connects guests more immediately to their surroundings and social networks.

“Digital media, especially, is woven seamlessly into modern life,” notes Sandrine Reboux, market development manager at ColorWorks inMcHenry, Illinois. “Consumers are looking for technological innovations that enhance their relationships with each other and the larger world. This desire for more intense connections involves all five senses and leads designers to look for technology that helps consumers develop a closer association with their products. To be an effective operation in the next decade, hotels need to be a synthesis of luxury and technology,” Reboux advises.

The Design Hotels group refers to this symbiotic relationship as a hybrid property. These multi-dimensional hotel concepts focus on authentic experiences by combining elements from galleries, fashion houses, hospitals, film theatres, nature, technology, and traditional hospitality services to create a personalized guest experience that goes far beyond the original purpose of simply providing a bed. At Germany’s Weinmeister Berlin-Mitte Hotel, which opened in June this year, every bedroom

features Apple iMacs instead of traditional television sets, so guests haveaccesstosocialnetworks,music,andgames;iPadsandiPhonesareavailable upon request; staff wear exclusive designer clothing to echo the hotel’s proximity to Berlin’s fashion industry; furnishings are handmade with organic materials, and amenities even include tailor-made pajamas. There’s also a 24-hour vibe about the place, felt first in the reception-lounge (‘W’ style); then experienced in its 24-hour concierge services, and finally emphasized in its invitation-only, very chic, rooftop bar offering stunning vistas of Berlin.

PeclersParisProcessAs the world’s leading trends forecaster, Peclers Paris has perfected the art of observation to a sophisticated art. “We look for what’s different in the cultural, political and environmental landscapes and the emotional reaction each illicit,” explains Jeanine Milillo, Peclers Paris. “It’s important to realize that although key values such as nature, technology, hedonism, and imagination are pretty constant, they translate differently depending on their context. The other thing to remember is that the definition of luxury changes by country. For example, in India, it might be drinking water; in Europe, it could be something beautiful, while in North America, it’s definitely time efficiency.”


DESIGN TRENDS

4. Contemporary Classic

Because stereotypes are breaking down, the boundaries between age groups are far less distinct than they were a decade ago. Older baby boomers continue to enjoy a hip, active lifestyle, while affluent young people look for ways to demonstrate their individual style and sophistication. It all adds up to energy and attitude across the generations, and a new wave of nostalgic reminiscences, packaged in a modish, contemporary way. Colour-wise, some shades for 2011 will hark back to the tie-dyed fabrics of the 1960s. These include an energetic fuchsia, a softer red-shaded lilac, a saturated “child-like” yellow, and a pink-orange, all of which express a youthful vitality. The incoming use of denim blue speaks as much to today’s jeans culture as that of the peace and love era.

Furnishing trends are all about blending quality and tradition with a design of understated luxury. Ostentation is so yesterday. Generally, this means top notch materials and workmanship, and a renewed reverence for heritage and history. Design aesthetics involve warm lighting, hardwoods, marble, leather, and interesting surfaces that will present pieces in an everyday context. Although authenticity is still the name of the game, the budget conscious might just want to scour antique and bric-a-brac stores to see what stories can be found, polished up, and repurposed.

Does your property need updating? Tune into these design trends to stay current, fresh, and appealing to your guests.

The Art of ArtBy its very nature, original art defines the times and, as in Calgary’s Hotel Arts, it can help define a hotel’s place in the community. The Art Series Hotel group is taking the concept even further, spending $300 million to open six new art-inspired properties in Melbourne, Australia. The Cullen was the first to open its doors in December 2009 with more than 450 works by Australian artist Adam Cullen. The collection is cared for by an in-house curator. Painter John Olsen inspired the design of The Olsen, which opened in April this year, and The Blackman, which opened in August, is a showcase for Australia’s highest paid living artist, Charles Blackman. Art is definitely in - worldwide.

The Olsen


FEATURE

As a travel writer and road warrior, I’ve slept in hundreds of rooms - from big tower metropolis hotels to heritage inns perched on seaside cliffs. I’ve found it doesn’t always matter how big or small the room is, as long as the experience is unforgettable.

by Lori McNulty


EXPERIENTIALTRAVELMarketing the Experiences, NotJusttheDestination


EXPERIENTIAL TRAVEL

remember the smell of buttery, blueberry-stuffed French toast at a historic inn in Prince Edward Island. I remember

star-gazing at a B&B in Osoyoos, as my host, a well-known astronomer, showed me around the galaxy. I remember meeting a famous Quebec artist after admiring his paintings in my room, thanks to my friendly hotelier.

And that’s exactly the idea behind the Canadian Tourism Commission (CTC)’s Canada tourism brand. “The spirit of the Canadian travel experience is at the very heart of our tourism brand - it’s personal, engaging, and informal. We showcase the emotion of real travellers having profound, personal, and authentic Canadiantravelexperiences,”saysGregKlassen,Senior Vice President, Marketing Strategy andCommunications at the CTC.

“Your guests want to get a real feel for the local atmosphere,” says a spokesperson at the CTC. “A room may be something you book, but an experience is something you remember.”

Here are five ways to create an experience your guests can’t stop talking about:

2. Connect places to peopleOn a stunning hillside along Nova Scotia’sCabot Trail, you’ll find the Chanterelle Country InnandCottages.NationalGeographicTravelerrecently featured the inn on its prestigious 2009 “Stay List.” To make the list, you’ve got toengage with the local community. As the editors put it, the hotels on their list “don’t just reflect their surrounding - they help define them.”

Chanterelle guests can go on a mushroom hunt, eat “Cape Breton Fresh” cuisine, and pick up chokecherry jelly and wild mushroom sprinkles in the gift store. Room toiletries are all hand-hewn by a local soap maker. Guests can sample local cuisine, music, nature, and history firsthand. Choose the “Fins, Furs, and Feather” package to meet Cape Breton Island’s original inhabitants: whales, seals and birds. You’ll give your guests the connection to places that they crave.

I 1. Add local ingredientsThe Historic Maplethorpe Bed & Breakfast is a beautifully restored farmhouse in the Bedeque areaof PrinceEdwardIsland.Guestroomsarecomfortable and elegant, but what truly sets this place apart is the farm-fresh meals prepared with local organic food. Warm bread pudding with real maple syrup followed by crispy bacon you’ll taste on your tongue for weeks. They’ll even pack you a gourmet picnic in an old-fashioned wicker basket.

Local food is yummy, but it also tells a story. Why not assemble a special chef ’s table so guests can meet the cook, while he tosses and chops fresh, in-season ingredients before their eyes?

Going local also extends beyond foodies. For example, a hotel in Calgary can put out handmade bath and spa products from the Rocky Mountain Soap Company in nearbyCanmore. It’s the extra-special details that make the difference.


3. Go big, or go boutiqueCurious travellers want to feel the spell and soul of a place. If you stay in the Moon Room at the Observatory B&B in Osoyoos, you’ll not only enjoy clear views of the lake, but also of the heavens above from the roof-top observatory.

As the waves crash outside your luxurious tenthouse suite at Rockwater SecretCoveResortontheSunshineCoast,youcandiveinsideyourking-size bed, then enjoy a private soak in the thermo massage tub for two. VisitFree Spirit Spheres for a comfy stay inZen-like treehouse globessuspended among the tall trees of Vancouver Island.

You want to provide an experience your guests won’t get anywhere else. Toronto’s Gladstone Hotel embraces its trendy art-and-design neighbourhoodwithroomsdesignedbylocalartists.Thesultry“Parlourof Twilight” room has tin ceilings, Venetian blinds, and enchanting filmnoir effects. Hôtel Opus Montréal is a true hipster haven, with rooms channeling five fictional characters. Book a stylish suite inspired by the Manolo-wearingfashionista“Susan”oreuro-chic“Pierre”.

You don’t have to go all out to make a stay memorable, though. And you don’t have to spend a fortune. A hotel in Victoria, for instance, can capture the area’s botanical delights in a garden-themed room, complete with take-home seeds. The key is bringing the local vibe in, and then topping it off with distinguished service.

4. Check them in, then check out the local characterAs a hotelier, you’re the local in the know. Guests love nothing more than togettheinsidetrackonthelocalscene.Atthefamily-runAubergePlaceD’Armes in Québec City, the concierge will share Québécois secret spots: hidden gardens, hole-in-wall dining gems, and up-and-coming wineries.

Most folks travel to the Lazy Bear Lodge and Café in Churchill for close encounters with beluga whales and polar bears. But here you can dine on local produce and exotic, wild meats from Inuit-owned cooperatives.

In the heart of old Charlottetown, the Great George is a collection of 13 award-winning, heritage buildings that preserve the innkeeping spirit of the 1800s. Hosts will happily organize a romantic evening complete with a carriage ride through the historic district.

Even if your hotel doesn’t have a cultural edge, you can still make your guests feel special. Find them the best seat in the house at a trendy restaurant or secure a backstage pass to a special event. If you’re a family-oriented hotel, offer a special shuttle to a kid-friendly attraction. Give clients something they probably couldn’t get on their own.

5. Package your experienceFestivals and attractions always bring communities to life. However, successful hoteliers and innkeepers know how to bring that festive atmosphere inside - by packaging the experience.

During a cherry blossom festival, you might give guests tickets to the local botanical garden, a similar themed menu from the local high-end restaurant, then point out the best places to spot the blossoms. Or create a complete health andwellness package with VIP treatments ata nearby spa, exclusive fresh-from-the-market dishes, an assortment of eco-friendly bath products, and even a late check-out time for extra R&R.

The idea is not just to promote your hotel, but to embrace place with all the experiences the area has to offer. Your hotel will become not just a place to stay, but a one-stop attraction for visitors - who will tell all their friends about it when they get back home.

Lori McNulty is writing for the CTC. To learn more about creating and marketing your tourism experiences, visit CTC’s website at www.canada.travel/experiences. Download the CTC Experiences Toolkit, and look for new tools coming in summer 2009. Stay in-the-know about Canadian tourism and travel trends, research and stats as well as CTC marketing initiatives by subscribing to the CTC News at www.canada.travel/news.

EXPERIENTIAL TRAVEL


More Than a Place to Rest your Headby Tourism Product Development Branch, Alberta Tourism, Parks and Recreation

“A tourism product is what you buyA tourism experience is what you remember” Canadian Tourism Commission

Today’s travellers look to immerse themselves in the places they visit. They want to connect on a personal, emotional, intellectual, or spiritual level, and look for opportunities to experience local culture. This type of travel, known as experiential travel, can be built into the services and offerings of any tourism business, including roofed and campground accommodation.

Why offer experiences? Building experiences that go beyond your core service adds value and sets your accommodation apart as more than a place to rest your head. Start by partnering with the local community- artisans, market gardeners, historians and musicians, for example - to offer guests opportunities to experience what’s unique about your accommodation and your community.

Gary Stimson, owner of theElkwater Lake Lodge andResort, lookedto his talented chefs and local food producers to offer guests a unique culinary and wine experience set in the Cypress Hills of SoutheastAlberta. The “Wine Festival in the Hills,” now in its sixth year, started small and has grown into a successful weekend event held every October.

“At the festival, our staff showcase their culinary talent paired with wines of theworld,”Stimsondescribes.“Ourfoodispreparedinharmonywiththe fresh air and nature that surrounds us in the Cypress Hills.” Guests learn the art of tasting fine cuisine and pairing it with wine from an Albertan sommelier, and take excursions to learn about the natural and cultural history of the Hills.

The festival idea came from the desire to promote the Lodge and put heads in beds in the fall shoulder season. Stimson says that whilepreparing for the festival is intensive, the benefits are many. The festival showcases Lodge cuisine and hospitality, attracts first time guests, fosters partnerships with local food producers and musicians, and generates revenue for his business and the surrounding area.

LloydKunkelalsounderstandsthevalueof offeringexperiences.Fromspringtofall,everyFridayandSaturdaynight, theKunkelFamilyBandhas guests two-stepping and line dancing at the Great Canadian Barn Dance,nearPincherCreek.

“Guests do their thing during the day atWaterton, Frank Slide,Head-Smashed-In and Remington,” says Kunkel, “then they come back forevening entertainment.” And entertained they are - early-settler style - with an Alberta roast beef dinner, live country music, and horse-drawn wagon rides. After the last note is played, guests make their way back to their accommodation on site: the campground, lodge cottage, bed and breakfast, or bunkhouse.

What experiences can you offer your guests to make your place memorable and unforgettable? Consider what is unique about your accommodation and your community, and build on this to provide your guests with opportunities to learn and connect.


A brand is arguably an organization’s most important asset. A solid brand creates an emotional bridge between the company and its customers, building a connection that drives business, loyalty, and positive relationships. The same can be said about places and tourists.

When Travel Alberta first embarked on creating a new tourism brand promise and position for Alberta, it quickly became very clear that this wasn’t simply going to be a quick “run it up the flagpole” initiative. We engaged stakeholders from the outset to not only get an idea of what we needed to do, but who we needed to speak to in order to give the new brand back to the industry it represents. Ultimately, the brand should guide the consumer on the path to purchase, bottom line, but first we need awareness and interest of consumers and stakeholders alike. Buy-in from our partners, especially in the hospitality sector, will be key to the brand’s success.

In order to capture our unique and diverse tourism experiences throughout the province, we realized that we had to engage industry and build a common vocabulary around what travelling to and within Alberta means to our target customers. In April and May, Travel Alberta spoke with more than 100 industry stakeholders at sessions in nine locations around the province, culminating at a two-day brand session to include industry partners and Travel Alberta team members to answer again and again the questions, “Who are we?”, “What are we selling?”, and “Who are we selling to?”

Alberta’s Tourism Brand Journey: A Collective ExerciseTRAVEL ALBERTA

Historically, we’ve spoken in various markets about “Home of the Canadian Rockies” and “Canada’s Rocky Mountain Playground.” However, this positioning didn’t reflect thediverse nature of our entire province. When participants were asked to identify the best vacation in their area, they came back with the same features - active adventures in breathtaking landscapes. This came through from the cities, the prairies, the mountains, the north and the south regions. The brand journey exercise helped remind us just how much we all have in common within the province. This is the lens consumers use when they think of Alberta as a vacation destination.

Throughout this process, outreach to consumers has also been ongoing. Qualitative research is being conducted with target consumers from western Canada, long-haul Canada, the US, the United Kingdom,and Australia. Consumers are being asked to provide insight on their travel behaviours, the factors that significantly influence their travel decisions, and their overall reaction to some initial Travel Alberta brand positioning statements. This external consumer research will guide what ultimately becomes our tourism brand. Acknowledging the differences of international visitors, Market Development Directors from Europe and AsiaPacificmarketshavebeenveryimportanttoroundingoutthoughtsbehind the brand. The final outcome will be a common understanding of Alberta as a destination that is user friendly to trade partners and consumers alike.

All of us in tourism are passionate about delivering experiences that live up to and exceed the expectations of those who have already travelled to Alberta. Our new brand will change the way we market, help shape the stories that are told in the media, and give our partners from all over the province the chance to tell these stories from their point of view.

A great brand is based on a clear, singular idea. This helps bridge the gap between what Alberta marketers want to sell and what people want to buy. Consumers want to fulfill an emotional, human need - a memory and a feeling that stays with them and continues to bring them back to Alberta.

We are planning to report our progress in developing Alberta’s new tourism brand at the 10th annual Travel Alberta Industry Conference in October. We will make a persuasive business case to industry to embrace our new tourism brand positioning and promise. With industry support, the new brand will be implemented in all Travel Alberta marketing communication being developed this winter for the 2011 summer season.

When Alberta speaks with a single, united, and powerful voice in the marketplace, I am confident we will show positive results as we defend and grow the business together.

Bruce Okabe is Chief Executive Officer of Travel Alberta.

by Bruce Okabe

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Play Smart. Gamble Responsibly.by Neil Hoffman

We’re all aware that video lottery terminals (VLTs) can add a level of excitement in an establishment, and a casino, with its table games and slot machines, can be a fast-paced, exhilarating environment. However, along with that excitement and exhilaration, there can also be a risk.

While the majority of players are responsible gamblers, occasionally some people lose perspective on their gambling. They may lack knowledge of the basic tips and strategies that can help ensure they gamble responsibly.

Staff working in gambling venues - VLT outlets, casinos, racingentertainment centres (RECs), and bingo halls - have a valuable role to play in promoting the message of responsible gambling. It’s often through the observations of employees, as they interact with customers, that a growing preoccupation with gambling can come to light.

The Alberta Gaming and Liquor Commission (AGLC) provides a number of mandatory responsible gambling awareness courses including Deal Us In (casinos/RECs), Reel Facts (VLT retailers) and A Good Call (bingo). This training helps gambling venue staff identify the signs of excessive gambling and educates them about the most effective ways to approach their customers to discuss responsible and problem gambling.

Having these conversations can be difficult, so the AGLC provides support materials to gambling venues, including posters, brochures, and self-test cards. These tools can be useful for initiating conversations. Often the sharing of a brochure or card can be all the prompting that is necessary to encourage a gambler to reflect on his or her gambling habits.

Most of these materials include a “Help is Available” section that providescontactinformationforAlbertaHealthServices.Staff canalsorefercustomerstotheSetALimitAlbertawebsite(www.setalimitalberta.ca) for more information, myths, facts, and tips on responsible gambling.

With special events such as Responsible Gambling Awareness Week (RGAW), the AGLC and its partners can generate public awareness and increase knowledge of responsible gambling through related promotional materials and in-venue activities. RGAW serves as a catalyst for conversation and provides gambling venue staff with the opportunity to play an active role in helping their customers keep the fun in the game.

Responsible Gambling Awareness Week - October 18-24, 2010

The AGLC and its industry partners are finalizing preparations for the third annual RGAW. Promotionalmaterials for the week, with themessage“PlaySmart.GambleResponsibly.”weredistributedtogamblingvenuesinSeptember.

RGAW is jointly supported by the Alberta Gaming and Liquor Commission, Alberta Health Services, the Alberta Charitable CasinoOperators Association, the Alberta Hotel & Lodging Association, the Canadian Restaurant and Foodservices Association, and Bingo Alberta.


ST.ALBERTINN&SUITESIn It for the Long Haul

PROFILE

by Alex Van Tolphotos by Gecko Photography


t’s not often you’ll meet a general manager who’s been in the same place for 34 years, but that’s just the case withMichaelMazepa,GMof theSt.Albert InnandSuites.When he agreed to step into the vacantGM

spotattheSt.AlbertInnbackin1976,hehadnoideathat34 years later, he’d still be sitting in the GM’s chair. Talk about staying power. “Do you have any idea how many cups of coffee I’ve had here?” Mazepa deadpans.

As a kid who grew up with hotelier parents, Mazepa had had plenty of experience behind the desk by the time he was a young adult. His family was part of a group of investors that owned the Sands Motor Hotel. “I started working inthe hotel when I was 10,” recalls Mazepa. “Washing dishes, cutting vegetables, cleaning the pool, cutting the grass, and setting up for banquets.” All the way through school he

worked in the hotel on weekends. After graduation from high school, Mazepa took business administration courses at theNorthernAlberta Institute of Technology. “My familywas involved in a number of hotels,” he recalls, “so I’d go around and relieve the GMs at the age of 18 or 19. I would work when they were on holidays, and when my parents were on holidays.”

By this time, his parents, with their ownership group, had purchasedtheSt.AlbertInn.WhentheactingGMupandquit, the group’s president asked the young Mazepa whether it was a post he’d be interested in filling. And poof: a GM was born.

“When I came here, we had 30 rooms,” Mazepa reflects. Atthattime,St.Albertwashometo20,000residents.Both

I


hotelandtownhavegrownconsiderablyintheinterveningyears.NowSt.Alberttipsthescalesat65,000,andtheSt.AlbertInnandSuitesboastsa larger footprint with 148 rooms, a liquor store, banquet space, guest laundry, an exercise room, offices, a new hotel laundry, and more. The property was expanded in stages over the years, providing for a unique mix of rooms.

“We’re not all suites, and we’re not budget,” notes Mazepa. “We even have extended stay rooms.” In addition, theSt.AlbertInn& Suites offers a numberof fully accessible rooms for people with mobility concerns. After his wife broke her ankle and was forced to navigate a plushly carpeted hotel room in a wheelchair, the forward-thinking Mazepa decided he would design his property’s

accessible rooms with hardwood floors.

Mazepa is careful to make his property appealing to different groups of travellers. “If you only cater to one group, you’re dead if something happens [in that industry],” Mazepa muses. The new wing of the hotel alsooffersapoolandwaterslide-asurehitwithfamilies.Noneof theother hotels in his area had pools, and Mazepa wanted to attract additional guests to the property. “McDonald’s and other franchised restaurants spend a lot of money putting in things that will bring people in,” he explains. The slide was purposely built so that people driving by on the street could see excited kids scrambling up the waterslide stairs. “It sucks people in!” reports Mazepa.

As far as the future goes, Mazepa says the hotel’s focus will be on continuing to upgrade the facilities as the industry evolves. “We try to be proactive rather than reactive,” he explains, recalling the hotel’s fast and early intervention when bedbugs became a problem in area hotels. By having the rooms scanned on an ongoing monthly basis (by canine pest detectors), the hotel was able to deal with problems before they gotafoothold.Painting,changingcarpets,andupdatingcasegoodsareexamplesof theconstantrenewalattheSt.AlbertInnandSuites.“Youhave to reinvest back in the property - and try to maintain the rates. That’s critical.”

Mazepaalsoemphasizesthe importanceof retaininggreatstaff.“Someof my department heads have been here for around 25 years,” he says. His food and beverage manager has worked for him for 22 years; the liquor store manager for 29; one of the bar staff for 24. “If you build a good, strong foundation of people around you, everything else happens,” Mazepa observes. “A lot of people concern themselves about good customer service at the expense of the staff. It’s a balancing act. If you have a good strong staff, then everything else comes naturally. Everyone isateam.”TheteamattheSt.AlbertInn&Suitesnumbersaround130.

Of course, providing great customer service is one of Mazepa’s aims. A self-described hands-on manager, Mazepa makes himself available to his staff and to his guests. Best practices? “Doing a lot of listening and keeping your eyes open,” he says. “You learn more listening than you do


Michael Mazepa, General Manager

talking.” He follows up on customer concerns, helps out when the hotel is short-handed, and can often be found wandering around, talking with guests. “I don’t lock myself up in the office.”

Mazepa is quick to clarify that his hotel’s success is not simply a result of his leadership. The longstanding ownership group has much to do with theSt.Albert Inn&Suites’ success too,heexplains.“They’re theoneswho make the investment,” he reflects. “They’re the ones who agree, or disagree, or give direction. You can’t leave [the hotel] inactive. You have to move forward and change all the time.”

As past president and 14-year board member of the AHLA, Mazepa knows how important it is to be an involved, informed member of the hospitality community. “I met wonderful people and got a lot of education out of being involved with the AHLA. You get to see a lot of what’s going on out there. When you sit in one of those seats, you’re not self-serving,” he admits. “It’s for the betterment of the entire industry.”

It’s that kind of attitude - that eye toward the horizon - that guides his daily practice as a GM. “Be fair,” Mazepa advises. “That’s all you can do. What you put into it is what you get out of it.”


FEATURE

by Alex Van Tol

SPARKINGINNOVATIONStayingAheadof theCrowd with Fresh Ideas

18 | alberta hospitality Hotel Alma

You have to set yourself apart from the competition in today’s travel landscape. It’s a fact of the information age: customers have many properties vying for their dollars and attention. It’s all about grabbing that limited attention span, finding ways to get them through the door, and then keeping them coming back.


SPARKING INNOVATION

and of-the-moment was part of the planning process, which required a bit of innovation to pull off, explains Gaisford. Realizing that the room footprints were smaller than average, Alma’s planners looked to Europe for inspiration in creating a compact, funky, green design. “Even though we’ve taken theEuropeanmodel, you still get all theNorthAmericanperks: coffee maker, microwave, etc. The rooms are compact, but we thought big when we planned it to include ergonomic chairs, pillow-top beds, and all the comforts.” Another unique feature of Alma is the way the property itself is personified. Bottles of water in the guestrooms have “Almasayshello”onthelabel.Doorcardssay“Psst,Alma:It’smessyinhere”or“Shh,Alma:I’msleeping”.

Alma is next door to one of the best business schools in the country - an innovation hotbed. “We have a world-renowned tourism program with theHaskayneSchoolof Business,”describesTarahBlum,themarketingsales manager for Hotel Alma. “We’re looking at doing a co-op plan in the future where students would come and work in the hotel to get that hands-on experience, and it would go toward their program.”

At Hotel le Germain, also in Calgary, innovation springs from “constantly questioning, taking feedback, and seeing what we can do differently,” explains General Manager Christopher Vachon. For example, to keep hallways clear, Germain’s housekeepers use small, rolling, luggage-style boxes to ferry cleaning supplies and room amenities. Small enough tofit inside the guestrooms, yet large enough to accommodate the required

I nnovation is one of the hallmarks of leadership. Staff are oftenthe best drivers of new ideas, as their experience in their respective departments means they see what works - and what doesn’t.

Creating an atmosphere where your staff can experiment and look for creative solutions to problems is a direct route to innovation.

At Calgary’s Hotel Arts, experimentation is a big part of Executive Chef Duncan Ly’s work. “We’re always looking to be better and innovation is one thing we breed at this hotel,” explains Ly. In the kitchen, you’ll find Ly experimenting with slow, age-old “sous vide” (under vacuum) cooking techniques, as well as molecular cooking - harnessing the chemical reactions between all-natural products to achieve cool new results, like the tomato foam that Ly uses as a topping for fresh tomato-basil salads. “With cooking, you always have to stay on top of things that are current,” acknowledges Ly. However, he’s careful not to do something just because it’s trendy. “It needs to belong there. At end of the day, it’s about making healthy food taste good and look good. You don’t forget that philosophy. That’s what cooking is.”

Sometimes an entire property is innovative in and of itself. Take, forexample, Hotel Alma, the country’s first ever full-service hotel located in the middle of a university campus. Owned and operated by the University of Calgary, Alma takes its design cues from the European boutique hotel experience. “We’re a small, fun, chic hotel that has a phenomenal European breakfast,” says Ted Gaisford, associate director of Hotel & Conference Services at Hotel Alma. Making Alma stylish

Raw Bar, Hotel Arts


SPARKING INNOVATION

gear to do three or four rooms at a time, the cleaning caddies are an example of Germain’s focus on the “small stuff.” “It is in those small details that our awareness grows and our guest experience continues to be very different,” observes Vachon. “Our properties are small enough that we can look out for any kind of reservation [weddings, anniversaries, birthdays] with the smallest of details. We’re big on surprising and wowing our guests with little gifts or notes that let them know that we know, that we’re committed to an experience at Germain.”

Another example of that focus on the small stuff is in Montreal-based Germain’s commitment to bringing French-language newspapers to its guests. “It was a challenge getting French newspapers from Montreal to Calgary in the morning,” recalls Vachon. So Germain purchased Kindles to loan outto its guests, so they can access the hotel’s subscriptions to a number of global newspapers online. Germain also uses an innovative keycard system that’s currently in only four hotels across the continent. It allows guests to check in using their phone as their keycard. “It’s very popular in Europe, particularly throughout Sweden,”explains Vachon. “It uses infrared technology that allows for us to send an encrypted message toyouremailaddress.ThenthatPDAbecomesyour keycard.”

Germain does big stuff, too, like its geothermal

I provide training directly to every associate in the hotel,” explains Clohessy. As part of a brand-wide engagement program, GMs first train to become trainers, and then fan out to train their staff. Everything from personal finances, fitness, nutrition, and mortgage advice is covered in intimate, regular classes offered to associates throughout the year. “For us, it’s been very successful,” boasts Clohessy.

Giving staff that feeling of connection and validation is important too - especially for that younger, ultra-connected generation, acknowledges Clohessy. The Calgary Marriott participates in the online I Love Rewards program. By partnering with this Toronto-based rewards company, the hotel rewards staffers for helping with community initiatives, showing leadership in their respective departments, or taking a customer’s experience to that next level. Employees accumulate points to use on rewards like Starbucks cards, movie tickets,or even an iPad. This is powerful, positivestroking, indeed.

By making things fresh and interesting - even if it’s just a little thing you do differently than other similar properties - you’ll set yourself apart. Maybe it’s something small, like the way your door card is designed, or maybe it’s something that you’ve invested huge amounts of money in, like footprint-free geothermal heating. Whatever it is that you do differently, it’s good. Do more of it. And tell your guests about it.

heating system - the largest of its kind in Western Canada. With 86 600-ft wells at the base of the building dug deep below the Bow River basin to capture the Earth’s heat, this technology heats the property’s floors, air, and water.

Joseph Clohessy & staff at the Calgary Marriott Hotel cleaning up city blocks

At the Calgary Marriott Hotel - Marriott being one of the top 50 employers in Canada - innovation centres on the people that staff the property. “Our company has had the same cornerstone philosophy for over 80 years,” reveals General Manager Joseph Clohessy. “Take care of your associates, and your associates will take care of the customers.” In recent years, with more Gen Yers coming online, Marriott management has intensified its focus on employee engagement. “As a GM,


It is no secret that Canadian workers are getting older. According to the 2006 census, the median age of the labour force in Canada increased to 41.2 years. It is estimated that by 2031 this will increase to 44 years of age. The aging demographics of Canada’s population, combined with lower birth rates, means a labour shortage for you.

“Freedom 55” isn’t an option or an appealing choice for many people. According to StatsCan, seniors in the lowest income bracket aremostlikely to work full-time, with just over 50% of men and 40% of women remaining fully employed. Those in the upper income brackets are likely to continue working, but on a part time basis. The data suggests that although some seniors stay in the labour market by choice, for many it is a necessity. In an industry that traditionally employs a large number of 16 - 24 year-olds, that necessity and choice can help to reduce worker shortages at your hotel, motel, or campground.

Cathy Fyock, an employment strategist on the issues of an aging and changing workforce, states “as we continue to face the issues of an aging workforce, many employers need to retain valuable older workers beyond ‘normal’ retirement age since they often possess necessary work skills, wisdom, and maturity.” With a little planning, you can make this happen at your property. Fyock also suggests you consider these approaches:

1. Analyze essential job functions and assess the capabilities and limitations of your older employees. Where you can, modify their work areas.

2. Adjust the work schedule. Many older adults find that traditional full-time work no longer meets their needs, but they would enjoy part-time or other flexible work arrangements. Consider part-time assignments, jobsharing,or flexworkweekoptions tohelpmeet theseneeds.Someorganizations offer phased-retirement options.

3. Cross-train your staff so that no employee has to do repetitive tasks, which create a greater risk of work-related injuries like joint deterioration and chronic pain.

Older Workers - A Valuable ResourceHUMAN RESOURCES

4. Develop a mentoring program to give older employees a chance to share their expertise with younger employees. Two-way mentoring enables older adults to learn technical skills from younger workers and pass their knowledge and experience on to their younger counterparts.

5. Consider redeploying staff through promotional, lateral, or even demotional roles. To accomplish this, you will need to eliminate the stigma typically associated with moving people out of more responsible roles and provide opportunities for growth in place.

Other ideas:

• Provide tools and equipment thatwill aidworkerswith their duties.Place fatiguemats at the front desk, and have stools available to offerrelief from standing for long periods.

• Reassess your telephone system. Providing head sets for your frontdesk or reservation team instead of hand sets can help eliminate chronic neck pain and assist with diminished hearing capabilities.

• Considerthesafetyandmobilityof youremployees.Assignanagingroom attendant to the first or second floor instead of the 12th floor in case of fire. Have an ergonomist visit your property to do an assessment. A review of your workplace ergonomics can make both front and back of house safer, more comfortable, and more efficient for all of your staff.

Dedicated older workers produce high quality work, and are detail oriented, focused, and attentive. They make great employees and take pride in a job well done. If you are looking for dependable employees, think about how you can retain your aging workers or recruit older workers.

Jacquelyn Reynolds is a learning and development consultant & quality assurance advisor at AHLA and can be reached at 780.436.6112 ext 248 or [email protected].

by Jacquelyn Reynolds

Approved Destination Status for China Now in Effectby Debbie Minke

The Government of Canada officially opened its doors under the ApprovedDestination Status (ADS) agreement with China on August18. A delegation of several hundred enthusiastic tourists from Beijing, Shanghai, and Guangzhou was greeted at the Vancouver InternationalAirport by the Honourable Stockwell Day, President of the TreasuryBoardandMinisterfortheAsia-PacificGatewayaswellastheHonourableGordonCampbell,BC’sPremier.

“I’m delighted to be here to welcome our guests from China and to mark this important day for the Canadian tourism industry,” said Minister Day. “Now that ApprovedDestination Status between our two countries isfully operational - and with an expected 100 million international travellers from China overall by 2020 - doors are opening to attract even more visitors from China.”

These first tour groups started exploring BC, Alberta, Ontario and Quebec, taking in the best Canada has to offer. An official delegation

of theChinaNationalTourismAdministration(CNTA),headedbyViceChairman Du Jiang, set off on a separate tour to experience Canada.

Canada-China relations continue to strengthen following the official signingof theADSagreementinJune,aresultof yearsof hardworkandPrimeMinisterStephenHarper’ssuccessfulvisittoChinalastDecember.ApprovedDestinationStatuswithChinaallowsthetourismindustrytoactively market Canadian tourism in China, one of the fastest growing outbound markets.

CTCPresidentandCEOMicheleMcKenzienotes that“thegrowth inthe China market over the next two years will indeed be fuelled by leisure group travel, and we’re very excited to see these groups starting to arrive. We also have high expectations and strategies in place for increased business to Canada’s meetings, incentive, and convention sector as well as independent travel. The important thing will be to market collaboratively with our partners in China under a very strong Canada tourism brand in order to have maximum impact - and that’s what we’ll do.”


Michael Sieger, General ManagerExecutive Royal Inn - Calgary

When you start out in the industry you are hands-on, and you immerse yourself in everything around you. Your workplace is new and exciting. Soonopportunitiespresentthemselvesandyouprogressupthecorporateladder. You are now managing your own staff and your work ethic continues to get noticed. Challenges are met head on and directly by you, sometimes out of fear that they will not be handled the right way unless you are on top of it.

There is, however, a time in your career when your true management style is required. You can no longer directly involve yourself in everything operational. Quite simply, there is a time to play the trombone, and there is a time to let go of the instrument and conduct the orchestra. As general manager, I must trust the individual players that I have chosen and let them play. It is truly the only way to fine-tune them. It took me some time to drop my own instrument.

Chris Barr, General Manager Prince of Wales Hotel

I think that the hospitality industry presents us with situations as an opportunity to learn. With thousands of expectations the hotel industry can be a haven for learning things the hard way. Moving from a city hotel to a seasonal historic mountain hotel with both domestic and international staff was definitely an experience learned the hard way.

However, for me it is also why I am in this industry. I learned through perseverance and commitment that the opportunities to contribute to our guests’ experience results in the most gratifying feeling. Watching the growth of the team we assemble to prepare and deliver this experience is a difficult one, but it is also very rewarding when you see the results. I learned that for every difficult situation there are many positive experiences, which reassure you that you are truly making an impact on people’s lives.

Lori Kramb, General ManagerHoliday Inn Express Hotel and Suites Edson

What I had to learn the hard way is the importance of staying myself. I have climbed the corporate ladder over the past 10 years, from housekeeper to management. I have had a glorious and overwhelming journey. It is hard not to get lost in the hustle and bustle of careers, and I myself have been lost many times due to work. However, I can honestly say that in this past year, I have now discovered that I do not have to change who I am as a person just because I wear many coats or have a professional title. At the end of the day, week, month, or year, I am still the same person I started out to be. If I could encourage anyone to do the same, I certainly would - only start 10 years earlier.

Q: What did you have to learn the hard way?

Susan Durk, General Manager (and spouse of Len Durk, Facilities Manager)Prairie Breeze Inn, RV & Camping

If you are going to go into business with your spouse, you will have to learn twice as much in advance, plan three times as much, and work four times as hard.

• Each needs to stay within the boundaries of their managementarea; unwanted intrusions into the other spouse’s field will cause great difficulties, both professionally and personally.

• Planforeveryeventuality,andthenreconsider,andplanagain.Thebestplans in theworldstilldon’tcoverallpossibleevents, (e.g.9/11,SARSepidemic, economic downturns), and the things you can’t control will cause you the greatest frustration and grief.

• Work, work, andmorework - sometimes it seems like you have nopersonal life whatsoever. You don’t see your friends anymore; you haven’t seen a movie together in years. Draw a line between your working lives and your personal lives, and during your personal time, give extra attention to yourmarriage,oritsimplywon’tsurvive.Spendextramoneyonstaffing,if you possibly can, to give yourselves opportunities for togetherness.

When it comes to being in business together, if it doesn’t kill you, it’ll make you stronger.

Join us April 17-19 in Lake Louise for the AHLA’s 91st

Annual Convention & Trade Show

ROUNDTABLE

Lessons Learned


The new intelligent energy management solution, Orion by VingCard Elsafe, allows hotel properties to manage guestroom temperatures remotely from one central location and to automatically control temperature settings as guests travel in and out of guestrooms, reducing energy consumption and supporting green initiatives. The system canworkinconjunctionwithVISIONLINE,integrating locks, safes, and thermostats on the same wireless online platform. Orion by VingCard Elsafe can also operate independently from a property’s locking solution, detecting a guest’s presence through an occupancy motion sensor, which uses the RF-online capabilities to communicate with the room’s thermostat.

Clean The World is a non-profit foundation now partnering with hotels across Canada to recycle discarded soap and shampoo products, which are then sent to impoverished people worldwide. At the new processing centre, a sanitization process kills parasites and bacteria that may be present before redistribution to the needy. Canadian hotels can choose to pay a flat rate of $1.00 per room per month, or a “Nickel-a-Night”rate(thehoteladds$0.05toeach guest’s bill, so the total cost fluctuates with occupancy levels). All pick-up and drop

WHAT’S NEW?

housing servers and data off-site. Attendance on Demand’s Software as a Service(SaaS)canincreaseprofitability,optimizeRevPARratiosand increase customer satisfaction through intelligent use of employee scheduling, advanced time clocks, and attendance solutions.

off of standard recycling bins is provided. Go to www.cleantheworld.org for more details.

OpenWays uses Crypto Acoustic Credential (CAC) and text messaging to assign a unique sound to a guest’s cell phone, which opens the guestroom door. The encrypted signal is sent directly to guests’ cell phones in advance, allowing them to skip the front desk and head straight to their rooms.

No need to pick up the phone for roomservice. With Incentient’s SmartTouch, guests have direct access to all hotel services from the privacy of their rooms. Custom-designed to fit a property’s brand, the in-room touch screen provides instant contact with room service, spa, concierge, bellman, valet, and more.

Mobile smart devices are opening a new avenue for delivering personal guest services efficiently and with ease. Smartstay is a new iPhone/iPod Touch app that serves asa mobile concierge and provides users with a micro, mobile hotel website, real-time news about hotel promotions and local events, an interactive city guide, etc.

Cloud computing has skyrocketed onto the hospitality scene, with properties recognizing the energy and space saving advantages of

by Debbie Minke


FEATURE

Whether it is a function of geography or demographics, or the result of the recent economic climate, Alberta is a province that takes no small pride in its resistance to trends. While the profile and proliferation of local product, ethnic eateries, and value driven comfort foods has been keenly noted by consumers and industry experts alike, no one seems comfortable with the notion of dubbing such evolutions as trends.

by Jason McRobbie

ALBERTACUISINETrendy is a Dirty Word

24 | alberta hospitality Raw Bar, Hotel Arts


ALBERTA CUISINE

“I defy you to come to Calgary and identify a trend other than that we all eat Alberta beef,” challenges Ted Gaisford, the associate director of Hotel &ConferenceServicesatHotelAlma.“We’renotaboutanyonetrend.Being about a trend is about being about now. We’re just more interested in the future and not so caught up in the now.”

Gaisford speaks from a lifetime of experience within the hospitality industry that spans the country. As a regional director of Les Clef d’Ors Canada, he has called both Toronto and Vancouver home, and finds Calgary in a league of its own. “Entrepreneurialism and individuality thrive here, but the restaurant scene is not caught up in itself,” Gaisford explains. “Oil, gas, beef, and wheat are the mainstays: Calgary knows itself.”

The changes that have occurred on the food scene Gaisford attributes to other forces. The strong rural roots of the provincial economy speak to the revival of local product. The influx of immigration has similarly given rise to a wider range of ethnic restaurants. Moreover, the fact that the average age in Calgary is 34 results in an exuberance that puts as much focus on the style of the room as on the substance on the plate.

What about value and true substance? Gaisford argues that they have always been on the menu. “There is a tremendous food culture here. A lot of restaurants use local producers. It is just understood. It is just who we are, and is both expected and accepted.”

Rooted In Rural Resurgence

As a poet, chef, educator, author and award-winning food writer, Dee Hobswbawn-Smithhascommitted27yearstocapturingCalgary’sculinaryidentity.ThroughherstronginvolvementwithSlowFoodCalgary,annualFoodie Toodle tours, and a consuming passion for connecting local producers, consumers, and chefs, she has chronicled and crafted the culinary culture of Alberta’s most vibrant food scene.

“Calgary is a meat and potatoes city just like Edmonton, but the food scene goes well beyond that. We’re a city of immigrants from all over the world and all over Canada, many of us only one generation removed fromthefarm,”Hobsbawn-Smithexplains.“Butitisstillareallybigleap.”

Unsurprisingly, Hobsbawn-Smith is not a fan of the “T” word either.“Trend is a harsh word. I think of short-lived Broadway acts. The whole thing behind local food is something else entirely,” she notes. “This is the food that our parents and grandparents ate. It is something we have come back to after 50 years of the commercialization of food production. It is here to stay.”

While eschewing “trendy” terminologies, Hobsbawn-Smith hasnonetheless noted a refreshed focus on numerous artisan pursuits by restaurateurs, ranging from pickling and preserving in-house canned goodstogoingnose-to-hoof onthecharcuteriefront.Shemakesspecialnoteof Chef LauraKennedy’spickledcabbageattheRawBarandtheShar’cut Roast House’s whole hog take on heritage pig processing assuperb examples.

The Meat of the Matter

“Wearestilltalkingaboutalotof beef.Noquestionaboutit,”observesRalf Wollmann, executive chef of the Rimrock Resort Hotel in Banff NationalPark.“Albertansareveryproudof theirbeef andwegoAAAbecause we respect that and the product itself. What we have seen, though, is a desire for ever greater value and a real interest in ethnic foods. Our pita with souvlaki and butter chicken sell very well and have nothing to do with what you might call traditional Albertan food.”

That said, when Wollmann put a deal-oriented Albertan beef “OMG” Burger on the menu making use of end cuts from the prime beef, even he was surprised by the ensuing stampede. “We paired it with a local beer and it sold so well that we were out within two weeks,” he recounts. “We found ourselves trimming fresh beef just to keep up with the demand, and had to take it off the menu.”

While fine dining has always been a fixture at the Rimrock Resort Hotel, they are now offering three and four course menus to offer better value. “The truth is, people are watching what they spend. The perception of value is key,” Wollmann explains. “We do promote the local ingredients. If it’s out there, we usually take it in, but with the Alberta season, let’s be honest, we rely upon the imports - especially in the mountains where we only have three months of summer.”


Entertaining the Value-Added Experience

As the owner and driving force behind the success of Edmonton’s Hardware Grill, Larry Stewart has enjoyed a healthy relationship withlocal purveyors for the past 14 years. In true Albertan fashion, it is not something he makes much of a fuss about unless guests express a curiosity.

TrendisanegativewordinStewart’slexiconaswell.“The100MileDietthing is trendy. We serve a lot of local, but the information overload on themenuissomethingwetrytoavoid,”Stewartexplains.“Wedealwithour acknowledgement of local suppliers separately, whether that be at the table or through newsletters. The experience is the key, and value-added services are big.”

That has resulted in greater expectations, a challenge that Hardware Grill has risen to with a firm focus on tasting menus and establishing a chef ’s table within the kitchen. Stewart has also added a pair of Enomaticmachines to reduce any waste from opening a full bottle, and increase his by-the-glass wine offerings.

“Wine pairings with tasting menus are big. Eight out of ten who take the tastingmenupickup thepairings,” states Stewart.While the economicturbulence might have put a dent in the number of $250 bottles of wine being sold, he is able to put the same bottles in the Enomatic and run a steady business on wines ranging from $12 to $44 per 5-ounce glass. “I could never offer these types of wine without the machine.”

“The awareness and drive towards local is very much present. The awareness of people about food in general has grown compared to a fewyearsago,”concursStewart.“Morethananythingthough,peoplearelooking for a quality experience and the perception of value.”

ALBERTA CUISINE

Chef Ralf, The Rimrock Resort Hotel


BEST BAR NONE: New Program Raises the Bar on Safety in Licensed Establishments

by Vanda Killeen

Launched this summer by the province, the Cityof Edmonton,andtheEdmontonPoliceService, a new voluntary accreditation andawards program - Best Bar None (BBN) -will raise service and management standards in licensed establishments and help make Edmonton’s bars, pubs, and clubs safer.

The Alberta Gaming and Liquor Commission (AGLC) researched the successful, United Kingdom-based BBN program extensivelybefore deciding that it could be “Albertanized” and piloted in Edmonton, anticipating the same positive effect on violence in and around licensed establishments that BBN proved tohaveintheUK.

“We’re all quite confident that this program will bewell received by licensees,” saidKentVerlik, AGLC’s executive director, social responsibility.“Theeffectof BBNonalcohol-related crime in and around bars, pubs, and

Several city bars, pubs, and clubs did meetthe August 27 deadline for eligibility for the BBN awards (Best Overall, Best, andRunner-Up), and applications continue to be accepted for accreditation. The Edmonton piloting phase of the program culminates in the awards ceremony in the fall or winter, with the expectation that the program will grow and expand into other Albertan cities and communities in the future.

Good for Business

For licensees, the BBN plaque and doorsignage (provided to both award and accreditation recipients) show patrons that the establishment they’re entering is committed to providing them with an entertaining and safe evening out.

Jesse James, owner of Edmonton’s Union Hall bar, said competition for recognition as the city’s safest bar will encourage businesses to make changes. “I like the idea of a reward system, because right now, the safe bars get no recognition, while the places that generate violent incidents tarnish the rest of us.”

James cites the money he spends on extra security and special duty police officers as a good investment that attracts customers who appreciate the safety of his bar. And that’s the appeal of the BBN program; it’s onemore thing James believes patrons will notice, appreciate, and respond to by frequenting accredited businesses.

clubs in the UK is quite significant, withreduced violence resulting from the changed attitudes of patrons regarding alcohol consumption and personal conduct. We looked at that and wanted it for Alberta.”

The City of Edmonton and the Edmonton Police Service make logical partners forthe program, which adds an earned reward element to the existing licensing, regulation, and inspection requirements of the liquor licensee’s world.

Its accreditation checklist includes requirements such as having a written policy regarding weapons found on or removed from patrons, and policies regarding zero tolerance of alcohol service to minors as well as zero tolerance of the sale and/or use of illegal drugs within the facility (by staff and patrons). “This program gives licensed establishments the opportunity to move into the upper levels of ensuring safety for their customers,” observedDeputyPoliceChief NormLipinski.

Mayor Stephen Mandel commented that asafer city nightlife would be noticed and appreciated by tourists as well as city residents. “We look forward to the enhancements the program will bring to our city’s hospitality industry.”

Application and Accreditation

WhilethereispotentialfortheBBNprogramto be developed in a variety of ways, for now the focus is on Edmonton licensees applying and preparing for certification.


Congratulations to the new general managers at the following properties: Taylor Armstrong, Holiday Inn Express Hotel & Suites Strathmore; Amr Awad, BestWesternGrandePrairieHotel&Suites;Wendy Beard, Deer Lodge, Lake Louise; Will Dereski, Alberta Place Suite Hotel,Edmonton; Colette Duperron, PlamondonWhitesands Resort; Gerry & Lottie Galbraith, Claresholm Centennial Park;Lyndsay Horricks, Pomeroy Inn & SuitesHighPrairie;Tom Katsawrs,StarInnMotel,Edmonton; Michelle Kim, Best Western Harvest Country Inn, Cochrane; Mike Kim, Horizon Inn & Steakhouse, Valleyview;Linda Laporte, Best Western Bonnyville Inn & Suites; Sarah Law, Radisson Hotel & Conference Center Canmore; Marc Melanson, Silver Creek Lodge, Calgary;Jenny Pearson, Rainbow Inn, Rainbow Lake; Ashley Pinto, Stonebridge Hotel GrandePrairie; James Rah, R&R Inn & Suites,Camrose; William Rieger, Rockyford Lions

Fall 2010

Campground; Laura Safroniuk, Junction Inn, Two Hills; Veneta Schleuder, Foothills Lions Centennial Park, Black Diamond;Felix Seiler, Holiday Inn Hotel & SuitesGrandePrairie;Andrea Townshend, Ramada Inn & Suites High River, Drumheller; Roy Tucker, Sangudo Riverside Campground;Craig Whitfield, BCMInns High Level; Todd Wyatt,SylvanLakeR.V.Park;Marcel Berube, Radisson Hotel Calgary Airport; and Richard Boustead, Quality Hotel & Conference Centre, Fort McMurray.

Travel Alberta is increasing its marketing investmentsintheAsia/Pacifictourismmarketwith the appointment of its new Vancouver-based market development director Joe Volk as well as Maria Yang, a new China market development director, to be co-located with the Canadian Tourism Commission’s office in Beijing.

Travelodge Canada has named Jorge Mendoza as its new operations and support

NAMES IN THE NEWS

manager. He will provide operations and revenue management support to the 42 Travelodge and Thriftlodge properties in BC and Alberta.

Beth Campbell, owner of the Best Western InninPenticton,BCformorethan30years,has been elected Best Western’s chairwoman, the first female Canadian and the first Canadian-born chair in the company’s 63-year history. Campbell is well-equipped for her new role, having served on the Best Western Board of Governors for 16 years.

Bellstar Hotels & Resorts has acquired the luxurious Solara Resort Spa in Canmore. The property has all of its 214 one, two, and three-bedroom resort suites completed and fully furnished at a five-star level, but the amenities still have to be finished, including a holistic health spa, pools, restaurant, fitness centre, etc. A full service convention and meeting centre will also be completed, featuring a 200-seat theatre.


Alberta Hotel & Lodging Association 30Alberta Hotel Safety Association 28Alberta Laundry Systems 5Best Buy BCCoinamatic Commercial Laundry 23Colliers International Realty Advisors 5Gordon R. Williams Corp. 22Hotel Solutions 13, 15Image Distributors 26Jani-King of Southern Alberta 23Longbow Sales 14Marble Concepts 8Orkin/PCO Services 27Planet Energy Corporation 29Restwell Sleep Products 20RONA Inc. 8Serta 9Sysco Calgary 25Town & Country Uniforms IBCWestern Financial Group Insurance Solutions 12Whiteshell Chairs Ltd. 9

ADVERTISERS Fall 2010Some of Alberta’s largest hotels have signed up for power throughENMAXEnergyandtheAHLA.Youcansecurecompetitivepricingforpower and the flexibility your property needs, but you need to act now.

By purchasing power through the AHLA, hotels, motels, resorts, and campgrounds receive competitive pricing and work with a partner who is committed to supportingAlberta’s tourism industry. The ENMAX/AHLA program gives members price certainty on a major input cost and reduces their exposure to the volatility of Alberta’s power market. What’s more, the program simplifies budgeting and bill reconciliation.

“Over the past 10 years, the AHLA’s power program has saved the Remai Groupof hotelsover$1million,”saidDaveKorpach,directorof hoteloperations for the Remai Group. In the last four years alone, members have saved millions of dollars compared to market prices by purchasing electricity through the AHLA.

The new program gives AHLA members access to:

• Groupwholesalepricing;

• ENMAXEnergy’steamof experiencedaccountmanagers,whowill work with you to ensure that your power needs are met;• Achoiceof planstomeetyourpowerrequirements;• Flexibilitytoaddlocationsasneededatcurrentmarketprices;• Onlinedynamicbillingandreportingsystems;and• Renewable Energy Certificates (RECs) for energy produced by EcoLogoM-certified generation facilities located in the province of Alberta.

More than 400 hotels, motels, and campgrounds have already signed up. To register for this program and leverage the power of your AHLA membership, call the AHLA office at 1-888-436-6112.

MorePowertoAHLAMembers

MEMBER VALUE PROGRAM PROFILE


Fort McMurray’s EcoStay Programby Joyce Hayne

Despite the concern from some Americans over the environmental impact of the oil sands, hotels in Fort McMurray continue to work on environmental policies to reduce their carbon footprint. In the Winter 2010 issue of Alberta Hospitality we described the Fort McMurray Hotel and Lodging Association’s (FMHLA) green initiatives, and now those propertiesareparticipatingintheAHLA’sStayGreenprogram.

The AHLA has partnered with EcoStay to deliver the carbon captureportion of the StayGreen Alberta initiative. StayGreen Alberta wasdeveloped by the AHLA to help hotels, motels, and campgrounds around the province reduce their environmental impact through education, industry best practices, conservation, and offsetting programs. “This partnership between StayGreen Alberta and EcoStay provides ourmembers with an effective, easy way to become eco-friendly corporate citizens,”remarkedDaveKaiser,AHLAPresident&CEO.“Preservingthe environment is everyone’s responsibility, and we’re doing our part.”

“Fort McMurray hotels have been quick to embrace the movement towards green accommodations,” describes Marcel Berube of the FMHLA. The AtlificGroup(Vantage,Clearwater,Merit,Franklin,andNomad)aswellas Fort McMurray’s Radisson, Sawridge Inn and Conference Centre,Super8,andQualityHotelareallnowofficialEcoStayproperties.

OtherparticipatingAHLAmemberEcoStaypropertiesincludetheHighCountry Inn Banff, Best Western Heidelberg Inn Lethbridge, Chinook Motel Lethbridge, and Best Western Calgary Centre.

InApril,allEcoStayparticipatingpropertiesaroundAlbertadoubledthecarbon offsets they bought for each guest’s stay in celebration of Earth Day, which resulted in an estimated environmental impact equivalent to removing 13,000 cars from the road for a day.

Under EcoStay, these hotels’ greenhouse gas emissions will bemeasured annually using an industry specific methodology developed in collaborationwith theCSAStandardsClimateChangedivision.Thecarbon offsets purchased under the program all come from projects locatedwithin the province of Alberta that are registered on theCSAStandardsGHGCleanProjects™RegistryensuringISO14064-2reportingandindependentISO14064-3verification.Hotelsarealsoempoweredtoundertake onsite and community-based initiatives to conserve energy and lower emissions.

“Each year, the average 150-room Alberta hotel emits 440 cars’ worth of greenhouse gasses,” says Christina deVries, Director of EcoStay.“Through the EcoStay program, hotels can actually offset their netemissions to zero.”

To find out how your property can get involved, visit www.ecostay.ca.


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