leader - Alberta Hotel and Lodging Association

Transcription

Alberta Hotel & Lodging Association
our vision is to be an
industry
leader
and the
trusted
advisor
for hotels & lodging in
Alberta, helping to build
Canada’s tourism and
hospitality industry
ANNUAL REPORT
2014
Our Mission
is to support our members and strengthen
Alberta’s tourism and hospitality industry
Through our programs, services,
and advocacy efforts, we strive to
enhance the economic prosperity
and social fabric of our industry.
We achieve our mission by living
by our 5 Key Values:
Table Of Contents
2014-2015 Board of Directors........................................................................................................................................... 2
2014 Year at a Glance....................................................................................................................................................... 2
Report of the Board Chair and President & CEO................................................................................................................. 4
Strategic Objectives
Objective #1 – Trusted Advisor & Industry Leader...................................................................................................... 8
Objective #2 – Fully Engaged Membership............................................................................................................... 14
Objective #3 – Targeted & Relevant Programs & Services for Members.................................................................... 18
Objective #4 – Effective Solutions to the Human Resource Challenge ...................................................................... 24
Objective #5 – Sound Management & Strong Financial Stewardship......................................................................... 30
2014 Financial Statements............................................................................................................................................... 34
2014 Auditor’s Report...................................................................................................................................................... 35
2014-15 BOARD
OF DIRECTORS
Executive Steven Watters, Chair
Directors North Amr Awad, CHA
Sawridge Inn & Conference Centre, Fort McMurray
Holloway Lodging
Perry Batke, First Vice Chair
Chair, Sound Management & Strong Financial Position
Best Western Denham Inn & Suites, Leduc Leanne Shaw-Brotherston, Vice Chair
Country Inn & Suites by Carlson, Calgary
Tina Tobin, Vice Chair
Chair, Targeted & Meaningful Member Programs
Chateau Nova Yellowhead, Edmonton
Perry Wilford, Past Chair
Chair, Governance
Glenmore Inn & Convention Cenre, Calgary
Dave Kaiser, CHA, President & CEO
George Marine
Radisson Hotel & Suites, Fort McMurray
Peter Parmar, Chair, Effective Solutions to HR Challenges
Nova Hotels & Resorts Directors Central Shazma Charania
Holiday Inn & Suites, Red Deer
Robin Cumine, Chair, Trusted Advisor, Industry Leader
Radisson Hotel Edmonton South
Karen Naylor
Super 8 Edmonton South/Ramada Sherwood Park
Directors South Chris Barr, Chair, Fully Engaged Membership
Banff Aspen Lodge
Cory Haggar
Falcon Crest Lodge, Canmore
Dwayne Stratton
Holiday Inn Lethbridge
2014 AHLA ANNUAL REPORT
2014 YEAR AT A GLANCE
u
3
Report of the Board Chair
and President & CEO
In 2014, Alberta’s hotel and lodging industry
2,300 new rooms in the province, the largest
once again outperformed all other provinces
increase in the past five years.
in Canada. Based on data compiled by
PKF Consulting, Revenue Per Available
We are pleased to report that the Alberta Hotel
Room (RevPAR) improved by 3% to $96.92.
& Lodging Association kept pace with our
Perhaps a sign that tourism is indeed a
industry’s growth, achieving a membership
growing sector of Alberta’s economy, RevPAR
penetration rate of 94.7% of the total guest
growth in the resort areas increased an
rooms in Alberta. We take this measure very
impressive 11.6% to $129.02. These results
seriously as it is a positive indicator that we are
were achieved despite the addition of
relevant to the industry and its legitimate voice.
Report of the Board Chair and President & CEO
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5
2014 – Preparing for a Milestone
To begin the year, the AHLA’s Board of Directors looked to
the horizon and noted the approach of our association’s
100th anniversary just five years away. To prepare for this
milestone and to ensure our continued success, the Board
developed a new strategic plan during a three-day retreat
in Olds. InterVISTAS Consulting facilitated a very thoughtful
and robust planning process. Our board and staff have
been invigorated by the final results, and we are proud to
bring these results to you throughout the pages of our
2014 annual report.
concerns and work on solutions that meet the need of both
government and industry. The AHLA was invited to meet with the
Alberta Caucus of MPs in September, and received subsequent
invitations to meet with key federal ministers, providing us with a
window of opportunity to advance our work on a national hotel and
lodging worker program.
Our bold new vision, “to be an industry leader and the
trusted advisor for hotels and lodging in Alberta, helping to
build Canada’s tourism and hospitality industry,” speaks to
our ongoing commitment to support our members and also
to the leadership the AHLA is taking on important issues
that are national in scope.
Our investment in labour market research, the development and
growth of our Employer of Choice program, and our ramped up
delivery of front-line occupational training this past year
demonstrates our commitment – and our industry’s – to solving
the workforce challenge, without waiting for government to
deliver a solution for us. Investing in the development of
www.TourismWorks.ca, launched in 2015, demonstrates
that our members are doing their due diligence to attract and
recruit Canadians, including under-represented groups, to work in
their hotels.
The work we are doing on the workforce challenges that
afflict our industry exemplifies this leadership. The major
reforms announced for the federal Temporary Worker
Program in 2014 were a serious blow, exacerbating an
already serious problem. Our disciplined approach to
building and maintaining positive and effective relationships
with government, even when we strongly oppose their
positions, gave us the opportunity to voice our members’
Another example of our new vision at work is the Check In Canada
national accommodation directory. Transitioning the AHLA’s legacy
Approved Accommodation Program to the digital age and expanding
it across the country is an ambitious undertaking. We were pleased
with the results of the Alberta Pilot for Check In Canada in 2014,
and appreciate the tremendous backing of our members. We also
appreciate the strong support of Travel Alberta and Alberta Culture and
Tourism’s Tourism Division to further market and develop the program.
AHLA DIRECTORS ATTENDANCE 2014 – 2015
Meeting
Chair Steven
Board Meetings
Watters
Watters
New Board Orientation
5/5
Perry
Batke
5/5
1
Tina
Tobin
Leanne
Shaw-Brotherston
Perry
Wilford
5/5
5/5 5/5
1
Committee Chair Orientation 1
1
Board Retreat
Watters
Governance Committee
Wilford
Sound Management, Strong Financial Stewardship Committee
Trusted Advisor, Industry Leader Committee
2
2
2
Batke
5/5
5/5
Cumine
5/5
5/5
2
1/1
5/5 2
4/5
2/2
Fully Engaged Membership Committee
Barr
3/3
3/3
Targeted & Relevant Programs & Services for Members Committee
Tobin
1/1
1/1
1/1
2/2
1/1 Check In Canada Strategy
Human Resource Challenges Committee
Parmar
3/3
1/1
1/1
3/3
1/1
1/1
Towards the end of the year, we engaged Bruce Okabe,
Travel Alberta’s outgoing CEO, to help us plot the future of
Check In Canada. Bruce’s knowledge and understanding
of the tourism industry, as well as his strong reputation in
Canada’s tourism marketing community, has been invaluable
in helping the board to develop a solid long-term strategy for
the program.
Our confidence in the AHLA’s ability to achieve our new vision
and our strategic objectives is bolstered by our team working
out of the AHLA office. In 2014, a new organizational structure
was implemented that will better leverage the skills and
experience of our team members across all of the association’s
activities and initiatives. We are very pleased with their
outstanding performance and thank them for their efforts.
There’s a lot at stake. If we can truly harness the aggregate
marketing power of Canada’s destination marketing
organizations, which collectively spend over $500 million
a year, we should be able to recover some of the revenue
our industry loses to Online Travel Agencies (OTAs). This
amount is estimated at over $250 million annually in Canada,
and it continues to grow. Even more important, Check In
Canada helps hotels to take back their guests and keeps the
relationship with the customer between the hotel and the
customer, eliminating the unnecessary cost and complexity
of dealing with OTAs.
Our board continues to provide the sound governance and bold
leadership required for our success. Their passion to pursue
our new vision and truly embrace our mission and values is
exemplary. It has been a pleasure and honour to serve with
them. Finally, we express our sincere appreciation to each of
our members for their loyalty and support in 2014.
We look forward to serving you!
Steven Watters
AHLA Board Chair
Alberta’s fast-changing political environment and the sparks
of municipal taxation threatening to become full-blown fires in
2015 - were very much on the AHLA’s radar as we closed out
2014. Executing well on our first strategic objective, “To be a
trusted advisor and industry leader,” will certainly be important
to effectively defend and grow our industry going forward.
Amir
Awad
5/5
1
George
Marine
4/5
Peter
Parmar
3/5
1
Dave Kaiser, CHA
AHLA President & CEO
Shazma
Charania
Robin
Cumine
Karen
Naylor
Chris
Barr
Cory
Haggar
3/3
4/5
4/4
5/5
5/5
4/5
1
1
1
Dwayne
Stratton
111
2
2
2
2
2
2
2
2
4/5
4/5
0/1
4/5
5/5
4/5
3/3
3/5
2/5
1/2
2/3
2/3
3/3
1/1
0/1
1/1
0/1
1/1
1/1
1/1
1/1
1/1
1/1
0/1
1/1
0/1
1/1
1/1
Report of the Board Chair and President & CEO
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STRATEGIC OBJECTIVE 1
To be a Trusted Advisor and
Industry Leader
To be successful over the long-term,
view the AHLA as a credible authority
our members must believe the AHLA
that has their best interests at heart,
is relevant and trustworthy. Only then
we can effectively advocate for them
can we legitimately be considered an
on issues that impact Alberta’s
industry leader by both internal and
tourism & hospitality industry in the
external stakeholders. When members
short- and long-term.
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2014 PROGRESS
Members View the AHLA as a Resource
Keeping Members Informed
A vast amount of information is available to AHLA members
through their membership. We strive to ensure the
information we provide is accurate, current, and easy to
access. To this end, we:
u Increased
our communications capacity by reorganizing
and hiring Lara Courtepatte in the new role of
Communication Specialist.
u Increased our use of social media to:
•Connect with our members, and connect our members
to one another,
•Share information from a variety of sources about issues,
challenges, and opportunities that affect members.
u Increased the frequency of the Innsider, and expanded its
distribution to managers and supervisors.
u Streamlined and updated www.ahla.ca, increasing the
number of articles available without a member log in.
The Voice of Industry
Serving as the voice of industry is a responsibility that requires
the AHLA to balance the needs of a membership that is diverse
in property size, type, market segmentation, ownership, and
geography. It requires our Board of Directors to consider the
short, medium, and long-term implications of their decisions
and agree upon a strategy that maximizes the benefits to
business owners, employees and Albertans. We do this by:
1.Striving to understand members’ interests and concerns by talking with them and through our annual member survey.
2.Building relationships with government representatives
& stakeholders.
3.Providing input to policy makers and influencers,
and helping our members connect with their elected
representatives on issues of critical importance.
Building Relationships
Alberta’s long stable political landscape witnessed
tremendous upheaval in 2014, creating one of the busiest
years in memory for the AHLA in the areas of government
relations and advocacy.
u The
resignation of the Premier in March resulted in a
summer leadership race, during which members of the
AHLA’s Board of Directors met with candidates Thomas
Lukaszuk and Jim Prentice. The Board impressed upon
both candidates:
•The impacts of the workforce challenges facing
our members, and the need for a permanent solution to
Alberta’s labour shortages.
•The importance of the Tourism Levy as a sustainable
means of funding tourism marketing and product
development.
•The AHLA’s strong support for Travel Alberta and the
work it is doing.
u Premier Prentice’s September cabinet shuffle resulted
in new ministers in key portfolios, with the department
of Tourism, Parks and Recreation changing to Culture and
Tourism and seeing its fifth minister in four years.
Representing the Interests of Members to
Government & Other Stakeholders
In addition to monitoring and advocating on liquor and
gaming, tourism, and labour, the AHLA:
u Provided
input to Alberta Finance Tax and Revenue
Administration to clarify how the Tourism Levy should be
applied on complimentary rooms and other items.
u Responded to an inquiry from the Solicitor General
regarding the Innkeepers Act, advising that the AHLA
supports a review and update of this act.
u Supported members in Fox Creek in opposing a
municipal bylaw that would increase their business
licence fees astronomically.
Labour & Immigration
“Hotels and motels need
a labour solution that
addresses regional disparities
and reflects Alberta’s labour
market realities. Without a
long term solution, visitors
to Alberta will experience
reduced service, limited hours
of operation and even closures
for some properties.” – Dave Kaiser, AHLA President & CEO
The AHLA maintains that Alberta’s accommodation industry is
facing a structural labour gap that can only be closed if there are
more people, from Canada or abroad, willing and able to work in
our hotels and motels. The federal government’s 2014 decision
to implement a moratorium and overhaul the Temporary Foreign
Worker Program (TFWP) severely reduced access to muchneeded foreign workers and increased costs for employers.
The provincial government recognized the devastating impacts
this change would have on Alberta’s economy and made
significant efforts to address the issue with their federal
counterparts. Although Conservative Members of Parliament
(MPs) from Alberta recognized the impacts the overhaul
would have on their communities, the federal government
was unmoved. The Hotel Association of Canada and the
AHLA continued to work outside of the media spotlight to
inform federal MPs and bureaucrats about the unintended
consequences of these changes, and to propose the
development of a Hotel & Lodging Worker Program. The AHLA
attended numerous meetings with federal MPs including Hon.
Jason Kenney, Hon. Rona Ambrose, and Blaine Calkins, Chair of
the federal Alberta caucus. Our messages were:
u The
In light of the changes to the TFWP, the AINP made
genuine efforts to accommodate the needs of hotels and
motels, identifying Housekeeping Room Attendant and
Front Desk Agent as occupations under pressure. As a
result, AINP applications for these positions were prioritized
for the remainder of 2014. With over 10,000 AINP
applications waiting to be processed, this was good news
for our industry.
The AHLA also provided input on regulatory proposals to
enhance the TFWP compliance framework. In addition to
reiterating our key messages, we asked that:
u Ottawa permit Alberta to develop its own immigration
program, as has been done in Québec.
u A comprehensive awareness and education campaign be
undertaken about the obligations and rights of employees
and employers before changes to enforcement.
u Penalties be made proportionate to the violation.
An appeal process should be established to ensure that
employers who make genuine efforts to abide by the
rules are not unreasonably penalized for errors made in
good faith.
10% cap on the number of TFWs as a proportion
of the workforce at each property to be phased in by
July 1, 2016 will severely impact hotels, particularly those
in smaller or remote communities.
u The new one-year permit for the TFWP does not allow enough
processing time for an Alberta Immigrant Nominee Program
(AINP) application. Over the past several years, many TFWs
have become Permanent Residents through the AINP. Many of
those remain with the employers who originally hired them as
TFWs, effectively creating a permanent foreign worker solution
for our industry. The AINP is the only program available for the
immigration of low-skilled workers in Alberta.
u A transitional strategy or policy is needed to avoid
inadvertently creating an underground economy.
u The government should consider creating a Hotel and
Lodging Worker Program, a Hotel Association of Canada
initiative that was started well before reforms to the
TFWP were initiated.
Liquor & Gaming
The sale of liquor through hotels in Alberta is part of
the very foundation of the AHLA. The AHLA and our
members have worked hard to demonstrate that we are
willing and trustworthy partners in Alberta’s gaming and
liquor business. The Alberta Gaming & Liquor Commission
(AGLC) has stated that it intends to build positive
and effective relationships with industry and other
stakeholders, and has committed to improve its
communication with industry.
We were pleased that the federal government responded in
early 2015 by providing for work permit extensions for TFWs
nominated for the AINP whose temporary status would end prior
to finalization of their permanent residency applications. The
AHLA is working closely with the Hotel Association of Canada to
advance the idea of a permanent foreign worker solution for the
hotel & lodging industry.
u Raised
Today, 37.3% of our members hold liquor licences and
22.9% of our members operate VLTs, just under 30% of
the VLT network. Liquor and gaming remain important to
our members’ livelihoods. For this reason, the Board of
Directors has appointed a Liquor & Gaming Committee
from our membership to monitor these issues closely.
In 2014, the AHLA:
our members’ concerns about the change in
AGLC’s approach to working with industry. Recent
feedback suggests AGLC is taking a more authoritarian
approach to enforcement. We acknowledge and support
AGLC’s role in enforcing the Liquor and Gaming Act and
Regulation, and agree with its contention that
enforcement must be accompanied by education.
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u Responded
to our members’ concerns about AGLC’s new
due diligence requirements for Gaming Entertainment Centres.
The AHLA and its members consider the extensive personal
information requested of owners, managers, key employees
and even their spouses onerous and unreasonable, particularly
for licensees who have operated VGERs without incident for
many years. We continue to hear frustration from VLT retailers
who have been in the network since it went live in 1991.
u Participated in the Responsible Gambling Advisory
Committee (RGAC) co-chaired by AGLC and Alberta Health
Services. RGAC’s members represent primary healthcare
providers, gaming operators, gambling researchers, and
other gambling stakeholder groups. Past Director Thomas
Barknowitz attended this meeting on behalf of the AHLA.
We will continue to attend these meetings to ensure
industry is well represented at these meetings.
u Attended meetings of the Provincial Impaired Driving
Committee to monitor and provide input on impaired
driving prevention and enforcement initiatives.
u Attended an AGLC focus group to discuss product
promotions as they relate to agencies and licensed
premises, including tasting and sampling policies,
inducements, and Buy/Sell agreements.
u Attended AGLC’s Stakeholder Advisory Committee meeting
and CEO Roundtables to discuss liquor and gaming issues
as well as opportunities for innovation and growth. These
sessions provide insight into AGLC’s strategic directions
and encourage productive dialogue on issues.
Tourism
Alberta’s Tourism Levy is expected to generate $92 million in
2014 – 2015. Our model of funding tourism marketing and
tourism product development is unique in Canada, and is
part of our province’s competitive advantage. Ensuring MLAs
and bureaucrats understand the purpose of the Tourism
Levy and the allocation of these funds is critical to the
sustainability of the Levy and the continued prosperity of the
industry. As collectors of the Tourism Levy, hotels and motels
expect a high level of accountability from both Travel Alberta
and Alberta Culture and Tourism.
Ensuring the Accountability of Tourism Levy Dollars
Alberta Strategic Tourism Council
The Alberta Strategic Tourism Council (ASTC) is the Minister
of Culture and Tourism’s key advisory group, responsible for
providing strategic tourism advice to the Minister and Travel
Alberta. Guided by Alberta’s Tourism Framework, ASTC works
in partnership with Travel Alberta, Alberta Culture and Tourism,
and industry to support tourism marketing and product
development. Three of the council’s 17 members are also
AHLA members. The AHLA attended the council’s first
meeting in 2014.
Overall, how would you
26%
rate the effectiveness
of the AHLA’s advocacy
5%
efforts?
26%
3%
Very Effective
8%
58%Effective
8%
Neither Effective nor Ineffective
3%
Not Effective
5%
No Opinion
58%
Tourism Marketing
Travel Alberta
The March 2014 provincial budget increased Travel Alberta’s
allocation of the Tourism Levy to $56.3 million for 2014 – 15.
This amount is relatively consistent to the 70/30 split of the
levy that was allocated to Travel Alberta in the previous year.
Travel Alberta is recognized as one of Canada’s leading
provincial marketing organizations, with a mission to
grow tourism revenues with compelling invitations to visit
Alberta. The AHLA enjoys an open and highly collaborative
relationship with Travel Alberta. In 2014, the AHLA
represented our members’ interests by:
u Participating
in Travel Alberta’s strategic
planning process.
u Providing input to Travel Alberta’s Board of Directors on
the selection of its new CEO.
u Working with Travel Alberta on the Alberta pilot of
Check In Canada.
Travel Alberta continues to play an important role in the
Housekeeping Awards by recognizing hotels for achieving
the highest standards of cleanliness, maintenance, and
state of repair. These awards are presented annually at the
AHLA’s convention.
Tourism Product Development
Alberta Culture and Tourism
After a wave of departures amongst senior officials in
the department, the AHLA cultivated relationships with
new staff at Alberta Culture and Tourism. In addition to
informing them about current issues and trends, the AHLA
supplied important context and history about the Approved
Accommodation Program, the origins of the Tourism Levy,
and the open and effective relationship we have had with
the department. Alberta Culture and Tourism:
u Engaged
PKF Consulting to conduct the Alberta
Accommodation Outlook, the results of which were shared
at our 2014 convention. This information was also
published in the Summer 2014 issue of Alberta Hospitality.
u Provided financial support to create a new brand and
visual identity for the Housekeeping Awards, as well as
collateral resources to help hotels educate guests and
staff alike and promote their achievement.
u Supported www.CheckInCanada.com and
www.AlbertaCampgroundGuide.ca through Alberta’s
Visitor Information Centres and the Alberta Visitor
Information Provider network.
The AHLA will continue to advocate for accountability for
every dollar generated by the Tourism Levy.
Performance
Measures
2013 Result
2014 Target
2014 Result*
Member Satisfaction with AHLA Government Relations Initiatives
Travel Alberta
Ensuring sustainable funding for tourism
Influencing tourism policy
Destination Marketing Fees
Tourism Levy administration
VLT policy
Minimum wage policy
Liquor policy
Taxation
Foreign Worker Policy (TFW, AINP)
Music tariffs
3.223.04.26
2.90
3.0
4.02
3.02
3.0
4.03
2.99
3.0
3.97
2.94
3.0
3.98
2.913.04.03
2.91
3.0
4.00
2.893.03.94
2.823.03.88
2.74
3.0
3.71
2.40 3.0
3.37
Stakeholders view AHLA as a valued partner:
Tourism Gaming & Liquor
Labour & Immigration
3.753.04.66
N/A
3.0
4.66
N/A
3.0
4.50
*The rating scale was changed in 2014 from a four to a five point system where 1= Very dissatisfied and 5=Very Satisfied.
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Fully Engaged Membership
Our goal is for every member to feel that the
AHLA is their association. The more actively
members participate in our programs,
services, and events, the better value they
receive. Each and every member matters,
and is at the centre of what we do.
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2014 PROGRESS
Attracting, Reaching & Retaining Members
The AHLA has a continuous process for targeting and enrolling
new members – a process that has been highly effective in
driving membership and helping new members get maximum
value. Ensuring that we remain relevant to our members is
critical to our success. To do so, we must deliver on all of the
reasons hotels and motels choose to be part of the AHLA:
u Programs & services to help manage costs;
u Advocacy and government relations;
u Access to human resource tools and consulting;
u Networking opportunities; and
u Information about what is going on in the industry.
The AHLA’s 96.8% retention rate reflects our members’
recognition that we are stronger when we work together.
We are committed to delivering value to our members through
our programs, services, and advocacy efforts.
A Trusted & Reliable Source of Information
Our members expect the AHLA to be alert to issues that may
affect their businesses, and ensure they get the information
they need in a timely and efficient manner. A vast amount
of information is available to members through our
Innsight newsletter, Alberta Hospitality magazine, and on
www.ahla.ca. In 2014, we increased the frequency
of our Innsider email and expanded the distribution beyond
owners and general managers to include senior staff and
supervisors. The Innsider average open rate of 35.3% far
exceeds the industry average of 22.8%, suggesting that we
are supplying content our members want. After hiring Social
Media Specialist Jordan McKay, the AHLA initiated a social
media strategy that resulted in greater engagement of our
members, culminating in the announcement of Housekeeping
Award recipients over Twitter and Facebook in December.
Understanding our members’ concerns and interests helps us
focus the information we provide. Our annual member survey
provides our board and staff with valuable insights on what
matters to our members. In 2014, our members identified the
following as their biggest challenges:
Economic conditions
u
Staff recruitment & retention
u
Online Travel Agency (OTA) fees & commissions
u
Improving occupancy/average daily rate
u
Managing operating costs
In addition to helping us develop programs that meet our
members’ needs, the information we gather through the
survey guides our board’s advocacy efforts.
The Personal Connection
Although we live and work in a digital age, nothing is
more effective at helping us to understand our members
than hearing about their experiences. This appreciation
helps us ensure that the work we are doing truly meets
our members’ needs, and motivates both our board and
staff to serve them.
Annual Convention & Trade Show
The AHLA’s 94th Annual Convention & Trade Show was
held April 24-26 at The Banff Centre, with 25.1% of our
members represented. In addition to the celebrations
associated with the Housekeeping, Gold Key, and
Employer of Choice Awards, the event was also the
official launch of the Alberta pilot of Check In Canada. The
convention also coincided with the federal government’s
decision to place a moratorium on the foodservices
sector’s access to the Temporary Foreign Worker Program.
The long- and short-term impacts of this decision were at
the centre of many discussions throughout the event.
We celebrated the industry’s best at the Housekeeping
Awards Gala, Gold Key Awards, and Employer of Choice
Award presentations.
Regional Meetings
AHLA board members and staff visited 12 communities
across Alberta to connect with members and discuss
the issues, challenges, and opportunities before us. We
received strong support from members for a federal hotel
& lodging worker program, www.TourismWorks.ca, the
AHLA’s online job bank, and www.CheckInCanada.com.
Business Development Manager
In November 2014, Matt Rowlette was hired as Business
Development Manager. In this new role, Matt will help
members connect with the AHLA’s programs and services.
With over 49 years of experience in the hospitality
industry, Matt is highly regarded and understands the
day-to-day realities of operating a hotel.
Performance
Measures
Members
2013 Result
2014 Target
2014 Result*
884878888
Member Retention
95.6%95.0%96.8%
Industry penetration of guest rooms
95.3%
95.0%
94.7%
Member participation in board elections
16.6%
N/A
N/A
Member survey participation
15.8%
20%
8.9%
Member properties represented at convention
24.2%
20%
25.1%
Member satisfaction with convention
3.29/4.0
3.0/4.0
3.32/4.0
Member satisfaction with publications
2.95/4.0
3.0/4.0
*4.12/5.0
Innsider distribution
926
N/A
1,080
Average Innsider open rate
N/A
N/A
35.3%
Unique visits to www.ahla.ca
52,83338,00066,514
*The rating scale was changed in 2014 from a four to a five point system where 1= Very dissatisfied and 5=Very Satisfied.
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To Provide targeted & Relevant Programs
& Services for Members
Like other suppliers to our industry, the
our members. When members purchase
AHLA sells products and services that
supplies and services through the AHLA,
deliver value at a competitive price. Unlike
they receive outstanding value and invest
other suppliers, the AHLA’s chief concern
in an organization whose whole purpose is
is not for our own profitability, but that of
to serve them.
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2014 PROGRESS
The Evolution of a Legacy
The AHLA’s Approved Accommodation and Approved
Campground Programs have been in existence since the
1980s. The information gathered through these programs
was the source of listings in the Official Guides and was the
basis for the Housekeeping Awards. We continue to evolve
these programs through www.CheckInCanada.com and
www.AlbertaCampgroundGuide.ca. In recognition of our
need to manage the AHLA’s digital assets, Obinna Merenu
was hired as Web Programmer/Developer.
Printed Guides
u The AHLA printed the Official 2014 Accommodation and
Campground Guides based on continued demand for
these publications from Travel Alberta’s Call Centre and
Alberta’s Visitor Information Centre network.
u The design, advertising sales, and publishing of the
Official 2015 Guides was outsourced to the LPi Group.
This significantly reduced the cost of producing the
guides while preserving our position as the official source
of accommodation and campground information in Alberta,
and allowed us to focus on data management.
www.AlbertaCampgroundGuide.ca
u The AHLA continues to leverage its database platforms for
both fixed roof accommodation and campground data.
u The AHLA introduced the Alberta Campground Guide
app for iPhone prior to the May long weekend. The
printed guide, app, and website were featured in a story in
the Travel section of the Calgary Herald.
to take advantage of a free system provided by
JackRabbit, which provides the direct booking technology.
u Check In Canada integrates Green Key, Star Quality, and
Housekeeping Award information as well as consumer
reviews through the TrustScore.
u The AHLA worked closely with Travel Alberta and the Visitor
Information Centre network to help them understand the
real cost of OTAs to hotels, the Tourism Levy, and
government revenue. Travel Alberta and Alberta Culture and
Tourism have been strong supporters of the program.
u In November 2014, the AHLA engaged former Travel Alberta
CEO Bruce Okabe to assess the Check In Canada platform
relative to our goal of making it the preferred
accommodation data solution for tourism marketing
organizations across Canada, and to assist with developing
strategic partnerships and business planning.
u With the support of the Hotel Association of Canada,
provincial hotel associations from British Columbia,
Saskatchewan, Manitoba, and Ontario have expressed
interest in participating in Check In Canada. As of
December 31, www.CheckInCanada.com listed 2088
hotels and motels from six provinces.
Performance Measures
Star Quality Participation Star Quality Membership Penetration 2013
2014
197
201
21.9%
22.6%
Alberta properties listed on CheckInCanada.comN/A
599
Check In Canada
The AHLA estimates that Online Travel Agencies (OTAs)
take over $250,000,000 from Canada each year. OTAs are
big, and they’re only getting bigger while siphoning profits
from the hotel industry. They dominate the travel industry,
inserting themselves between consumers and hotels. In
response to our members’ concern about the impact OTAs
have on their relationship with their customers and their
profitability, the AHLA launched Check In Canada.
Campground Guide Distribution 185,000 150,000
u The Alberta
AlbertaCampgroundGuide.ca Unique Visitors 141,530 141,530
AlbertaCampgroundGuide.ca Total Visits 251,657 251,657
pilot of the Check In Canada national
accommodation directory was launched in April 2014. All
properties listed in the Official 2014 Accommodation Guide
were automatically listed on www.CheckInCanada.com.
Properties without an online reservation system were able
CheckInCanada.com Unique Visitors N/A
14,265
CheckInCanada.com Total Visits N/A
19,040
Accommodation Guide Distribution 120,000 90,000
Campgrounds on AlbertaCampgroundGuide.ca560 536
Campground Guide app downloads (iOs only)
N/A
9,040
18 members generated
150,294
$
in revenue to fund on-site and
community initiatives to conserve
energy and lower emissions
thanks to members and their guests, over
3.5 million
hotel night stays have been offset
to date, removing a total of over
103,075 tonnes
of carbon emissions from our global
atmosphere, or the equivalent of
329,300 million km of vehicle travel
u
21
Housekeeping Awards
The Housekeeping Award is unique to Alberta’s lodging
industry and is the only award of its kind in Canada. Highly
coveted by hotels and their heart of house staff, the award
raises the standard of housekeeping practice in properties of
all sizes in communities around Alberta. Created in 1983, the
Housekeeping Awards needed to be refreshed to keep pace
with the expectations of today’s traveller. To this end, the AHLA:
u Updated
the Housekeeping Award selection process
to include:
• Consideration of online reviews;
• Analysis of TrustScore data related only to cleanliness,
maintenance, and state of repair; and
• Unannounced inspections of selected properties.
u Created a new visual identity for the Housekeeping
Awards with the support of Alberta Tourism, Parks
and Recreation. The Housekeeping Award logo and
a variety of resources are available to recipients
at www.HousekeepingAward.ca.
u Announced the names of Housekeeping Award recipients
via Twitter in December.
Delivering Competitive Programs and Services
While regular retailers work for their stakeholders, the AHLA
works for our members. By aggregating the purchasing
power of our members, every property benefits by getting
competitive pricing, receiving added value, and reinvesting
in an organization that serves them. Programs are reviewed
on a regular basis to ensure they are competitive, relevant,
and valuable to our members. In 2014, our partnership with
Johnson Inc was discontinued.
Carbon Offsets
EcoStay™ helps members generate revenue for energy
efficiency projects at their property, while helping them
become carbon neutral. Carbon offsets purchased under the
EcoStay™ program come from projects in Alberta that are
registered on the CSA Group’s GHG CleanProjects Registry.
u 18
members generated $150,294 in revenue to fund
on-site and community initiatives to conserve energy
and lower emissions.
u Over 3.5 million hotel night stays have been offset to date,
removing a total of over 103,075 tonnes of carbon emissions
from our global atmosphere, or the equivalent of 329,300
million km of vehicle travel.
Electrical Energy
The ENMAX Energy Corporation / AHLA Power Program
provides members with the opportunity to lock in their rates*
for electricity at wholesale prices. 80% of participating
members extended their contracts & locked in their
electricity rates* for 2016 and 2017. A total of 40,168 guest
rooms in Alberta are now powered by ENMAX and the AHLA.
*Some conditions, admin, other fees and taxes beyond the electricity
rate also apply.
Natural Gas
Over the past three years, AHLA members have bought their
natural gas through Gas Alberta Energy at an average price
of C$3.27/GJ compared to the C$3.31/GJ Alberta spot price
over the same period. In 2014, the AHLA and Gas Alberta
Energy made changes to our Natural Gas Aggregation
Program to offer members three options designed to meet
varying risk tolerances.
Property Tax Assessment
Altus Group assesses and appeals property taxes for
the hotel industry in Canada. In 2014, Altus Group
represented 10 members in the appeals process in
Edmonton and surrounding area, saving them $31,570
on their property taxes.
Property & Liability Insurance
WFG retained many policies that shopped the competition
this year, as we were able to provide them with comparative
analyses that showed the AHLA’s policy being much superior.
Many competitors offered our members reduced premiums,
however this was usually a result of lower levels of coverage
or deductible increases. The program policy was significantly
enhanced with the following three new coverages:
u Cyber
Liability
Expense
u Critical Illness Business Extension
u Legal
Performance
Measures
EcoStay Carbon Offsets Electrical Energy Mat Services
Natural Gas Office Supplies Property Tax Assessment
Self-Insurance – Lodging Division Self-Insurance – Beverage Division TrustYou Online Reputation Management System
Average Programs per member % of members participating in one or more programs 2013 Penetration
2014 Target
2014 Penetration
2%
54%
4%
19%
9%
0%
33%
5%
N/A
3%
54%
4%
24%
11%
0%
34%
6%
14%
2%
55%
4%
21%
9%
1%
30%
5%
0%
2013 Result
2014 Target
2014 Result
1.24
73.8%
1.36
74.9%
1.27
73.5%
u
23
To Work on Effective Solutions to the
Human Resource Challenge
The robust economy Alberta enjoyed in
As the AHLA worked to inform the
early 2014 meant continued demand for
government about the impacts of this
employees in the 24x7 hotel industry. The
decision and the need for a permanent
federal government’s decision in June to
solution to Alberta’s structural labour gap,
restrict access to foreign workers rocked
the AHLA continued to support our members
employers in Alberta’s hospitality industry.
through our human resource programs.
u
25
2014 PROGRESS
In July, Celia Koehler joined the AHLA team as Manager of
Human Resources. Celia’s prior experience as HR Manager
for a group of AHLA member hotels was invaluable in helping
members navigate the overhauled Temporary Foreign Worker
Program (TFWP), and use the Alberta Immigrant Nominee
Program (AINP) to help foreign workers become Permanent
Residents. In November, Zainub Siddiqui was hired for the
new role of HR Generalist to provide additional resources and
capacity to serve our members.
www.TourismWorks.ca
With the growing need to connect with underrepresented
groups in the labour market, the AHLA wanted to offer
members an affordable way to reach the employees they
need. With the support of Alberta Jobs, Skills, Training and
Labour, we created www.TourismWorks.ca. This new job
board will help our industry to deal with their recruitment
challenges by:
The AHLA has participated in Alberta Jobs, Skills, Training
and Labour’s Workforce Strategy for Alberta’s Tourism
and Hospitality Industry since the initiative began in 2006.
We continue to align our activities with the provincial
government’s strategy. The AHLA’s advocacy efforts related
to labour and immigration are reported under our first
strategic objective.
u Automated
Ensuring an Adequate Workforce for the
Hotel & Lodging Industry in Alberta
In light of the changes to the TFWP, the AHLA expects a
significant increase in job openings over the next few years
as foreign workers return home. Government expects
employers to make every effort to hire Canadians first. The
AHLA is working to help our members do this by reaching out
to groups that serve individuals who are underrepresented in
Alberta’s workforce such as aboriginal employees, individuals
with disabilities, and newcomers to Canada.
Flagship Hospitality Program with Olds College
The AHLA has been challenged to develop a long-term
industry strategy that adequately addresses the existing
structural labour gap and helps to build our industry’s future
workforce. In 2014, we explored a strategic partnership with
Olds College to create a Flagship Hospitality Program that
involves three key areas:
u Educating
frontline staff, a key concern for employers.
dual-credit students around Alberta to increase
awareness and entry into the field of hospitality, as well
as high school completion rates.
u Investing in middle managers, further developing people
who may have advanced in the industry without essential
supervisory training.
u Engaging
The integration of technology with the Olds College Hospitality
program’s curriculum will allow the program to be delivered
anywhere in Alberta. In partnership with Olds College, we
have approached the Government of Alberta and Western
Economic Diversification to provide funding for this initiative.
u Offering
an affordable, industry specific website;
job matching for hospitality positions; and
u Working with high schools, post-secondary institutions,
and underrepresented groups to educate them about
careers in the hospitality industry.
We believe TourismWorks will ease the labour challenge felt
throughout the tourism and hospitality industry.
Seminars & Workshops
Training offered by the AHLA’s Karen Harrison was extremely
popular in 2014. The AHLA offered:
u Housekeeping
Edge
Desk Agents: Making a Difference
u Training & Coaching Skills for Supervisors
u Team Excellence
u Super Service
u Front
The AHLA is the provincial certification organization for
emerit professional training & certification through
the Canadian Tourism Human Resource Council,
handling registration, administration, and marketing of the
program. In Alberta, 311 learners registered with emerit
in 2014.
Educating Members about HR Practices,
Standards and Topics
Handling Inquiries & Providing General Information
The AHLA receives numerous inquiries from hotels
regarding their HR practices. In addition to the HR
Matters column in Alberta Hospitality, the AHLA provides
information about HR topics and practices in all of our
communication vehicles.
71%
OF EMPLOYEES ARE EMPLOYED FULL TIME
19% 10%
OF EMPLOYEES ARE PART TIME
OF EMPLOYEES ARE CASUAL
20% of the surveyed workforce is made up of foreign workers
52% of those are now Permanent Residents through the AINP
48% are working with a positive Labour Market Impact Assessment
27%
hired foreign workers
between 2011 and 2013
turnover for foreign workers
turnover for permanent residents
turnover for for all employees
8%
14%
46%
u
27
Standards of Conduct for Employers of Foreign Workers
These Standards were approved by the AHLA’s Board of
Directors in December 2014 to encourage transparency and
accountability in the employment of foreign workers by AHLA
members. The Standards provide a framework to guide our
members’ conduct in a way that shows:
u Transparency
and accountability to employees, guests,
industry, and government.
u The integrity of individual employers and the industry as
a whole, helping to preserve the privilege of access to
foreign workers.
Average wages for hard to
fill entry-level positions:
The standards require that:
u AHLA members comply with all relevant laws, regulations,
policies, and procedures with respect to employing
foreign workers.
u The actions and decisions of AHLA members are made with
integrity, advancing the long-term interests of our industry.
Employer of Choice Designation
The AHLA’s Employer of Choice (EoC) designation helps
members assess and improve their human resource practices.
To achieve the designation, properties must:
u Complete
an online audit that measures their HR
practices; and
u Have a designated percentage of employees complete the
Employee Opinion Survey.
IN 2013, THE AHLA HELD:
Whether or not they meet the standard to achieve the EoC
designation, each property receives a customized report
identifying their strengths as well as areas for improvement.
Helping hotels and motels improve their HR practices and
recognizing those that have implemented HR best practices
shows employees, guests, and government that the hospitality
industry offers satisfying and meaningful careers.
Collecting Labour Market Information
The AHLA uses its Labour Market Survey to lobby federal and
provincial governments on labour and immigration policies.
The survey collects three categories of data:
u Salary
information;
information; and
u Labour market data.
u Benefits
Information gathered on wages and benefits helps our
members ensure they offer competitive wages and benefits.
FOR
FROM
Performance
Measures
2013 Result
2014 Target
2014 Result
Training Workshops
30
20
35
Employer of Choice Designations
87
75
110
30.3%
33.8%
24.1%
$49,983
$50,000
$35,343
WFG Employee Health Benefits
131 135
129 Manulife Employee RRSP
12 12
12 Job Postings N/A
30
95
Labour Market Survey Participation
Scholarships Awarded
u
29
Sound Management and Strong
Financial Stewardship
In our 95th year, the AHLA is a vibrant and
term sustainability of the association. Key
progressive organization. Practicing sound
to achieving this is having clear direction,
management and demonstrating strong
effective management, and the resources
financial stewardship is vital to the long
needed to implement and execute.
u
31
2014 PROGRESS
Building a Strong & Effective Board
The AHLA has been fortunate to attract talented industry
professionals to our Board of Directors. These individuals bring
the perspective of our members to current issues affecting
the industry. In June the Board of Directors held its annual
retreat in Olds, where directors participated in a strategic
planning process led by InterVISTAS. The result was a five year
strategic plan with a refreshed vision, mission, values, and
strategic objectives developed to better serve our members’
interests. These reinvigorated foundations appear throughout
this annual report.
The AHLA’s Board of Directors has a solid reputation for
being strategic and effective. It has adopted numerous
progressive governance practices, including:
u Comprehensive
orientation for new board members and
committee chairs;
u A deeply held appreciation of the organization’s vision,
mission and values;
u Use of knowledge-based decision-making in
its deliberations;
u Use of a consent agenda to ensure the board has
sufficient time to focus on issues of strategic importance,
and advance materials to ensure directors have the
information they need for sound decision making;
u Annual board evaluation and director self assessment;
and
u Sending the incoming Board Chair and the President
& CEO to the Canadian Society of Association Executives’
Governance Summit.
The AHLA’s Board of Directors meets four times each
year, in additional to time spent preparing for meetings,
in committees, on conference calls and at meetings with
government and industry. The individuals who served on the
2014–2015 Board of Directors put in over 750 hours of effort
on behalf of AHLA members.
“In my opinion, one of
the board’s greatest
accomplishments in 2014 was
taking the time to review,
re-evaluate, and redefine the
AHLA’s vision, mission and
values. In changing times it’s
imperative to ensure that
these still define and align
with what is relevant to our
members in the short and long
term. And if they don’t, then
to change them to reflect
new directions and strategies,
which we did.”
AHLA 2014 Balanced Scorecard Results
– AHLA Director
Strong & Competent Leadership
The AHLA continues to align its internal resources to
serve our members better. In 2014, the AHLA underwent a
significant restructure, adopting a more holistic approach
to how we deliver our programs and services. This
reorganization allowed us to ensure we had the right people
in the right places, capitalizing on existing resources and
skill sets to foster collaboration and innovation. It also
identified gaps, which we addressed by hiring individuals
with the skills and talents we needed. To solidify the new
structure, our internal policies were renewed to strengthen
our organizational culture and build a positive environment
that puts service to our members at the centre of
everything we do.
Meet or exceed budget
Membership penetration of industry
Average Programs per member 20132014
No
Yes
95.3%
94.7%
1.24
1.27
% of members participating
in one or more programs 73.8%73.5%
Member satisfaction
75.5%
88.8%
Clean audit opinion
Yes
Yes
Stakeholders view AHLA
as valued partner
96.2%91.4%
Healthy Financial Position
In keeping with good governance practice, the AHLA
conducted a Request for Proposal for external audit services
in May, culminating in the selection and appointment of MNP
LLP for 2014–2016. The AHLA acknowledges and thanks
PricewaterhouseCoopers LLP for the years of exemplary
service they provided to our members.
Elenita Dizon joined the AHLA in the role of Accounting
Manager in November, significantly increasing our team’s
resources and capacity.
MNP has expressed an unqualified opinion that the AHLA’s
2014 financial statements present fairly, in all material
respects, the financial position of the Alberta Hotel & Lodging
Association. The 2014 Audited Financial Statements are
presented with this Annual Report.
Since the construction of our office in 2009, reducing
the long term debt associated with the AHLA’s land and
building has been a priority. Total associated original costs
were $4,053,815, of which $1,969,758 was financed by
mortgage. In December 2014, AHLA made a prepayment of
$100,000 directly against principal, reducing the balance
owing to $1,000,000 in just five years. The term loan
was renegotiated for a further three-year term at a very
favourable rate. The current assessed value by the City of
Edmonton is $4,791,000.
The AHLA’s annual membership revenue is a barometer
for our relevance. It represents a significant proportion
of the association’s total annual revenues. In addition,
the AHLA offers well designed products and services
which deliver demonstrable value for members, while
ensuring a diversified and sustainable revenue stream
for the organization:
Significant capital investments were
made in 2014 to develop the Check In
Canada and Tourism Works platforms:
2013
CheckInCanada.com$128,026
2014
$66,095
TourismWorks.ca N/A$29,319
Understanding Risk
The board’s regular oversight of the affairs of the association
and the annual external audit provide our members with
assurance that good stewardship is being exercised over the
association’s resources. Management conducts a regular
review of potential risks, which is discussed with the Board
of Directors.
The Alberta Hotel & Lodging Association provides trustee/
accounting services to six Destination Marketing Funds in
Alberta. As part of its due diligence to all members, in 2014
the AHLA initiated a legal review to identify risks associated
with the fulfillment and continuation of its role. This legal
review is ongoing in 2015.
8%
29%
AHLA 2014 Revenue streams
29%
Accommodation Programs
38%
Member Dues and Events
25%
Member Value Programs
8%
HR Products and Training
25%
38%
u
33
FINANCIAL STATEMENTS
u
35
Acheson
Nova Inn
Airdre
Best Western Regency Inn
Comfort Inn & Suites Airdrie
Holiday Inn Express Hotel & Suites
Motel 6
Ramada Hotel & Suites
Super 8
Alix
Alix Hotel
Athabasca
Athabasca Hillside Motel
Athabasca Lodge Motel
Athabasca Open Camp Ltd.
Days Inn
Grand Union Hotel
New Western Athabasca Inn
Super 8
Arrow Motel
Banff
Banff Aspen Lodge
Banff Caribou Lodge & Spa
Banff Inn
Banff International Hostel
Banff International Hotel
Banff Park Lodge Resort Hotel
& Conference Centre
Banff Ptarmigan Inn
Banff Rocky Mountain Resort
Banff Voyager Inn
Best Western PLUS Siding 29 Lodge
Blue Mountain Lodge B&B Inn
Bow View Lodge
Brewster’s Mountain Lodge
Brewster’s Shadow Lake Lodge
Buffalo Mountain Lodge
Bumper’s Inn
Castle Mountain Chalets
Charlton’s Cedar Court
Delta Banff Royal Canadian Lodge
Douglas Fir Resort & Chalets
Driftwood Inn
Fairmont Banff Springs
Hidden Ridge Resort
High Country Inn
Homestead Inn
Inns of Banff
Irwin’s Mountain Inn
Johnston Canyon Resort
King Edward Hotel
Mount Royal Hotel
Red Carpet Inn
Rundle Manor
Rundlestone Lodge
Spruce Grove Inn
The Banff Centre
The Fox Hotel & Suites
The Juniper Hotel & Bistro
The Rimrock Resort Hotel
Tunnel Mountain Resort
Barrhead
Barrhead Neighbourhood Inn
Red Baron Inn
Sunset Cove Motel
The Barrhead Inn & Suites
Bashaw
Bashaw Commercial Hotel
Bassano
Prairie Schooner Motel (2000)
R&R Inn Bassano
Beaverlodge
Beaver Inn
Beaverlodge Hotel
Beaverlodge Motor Inn
Side Trax Inn
Beiseker
Motel 9 LTD
Bellevue
Bedside Manor Bed & Breakfast
Bentley
Bentley Hotel
Big Valley
Big Valley Inn
Black Diamond
Black Diamond Hotel
Blackfalds
Microtel Inn & Suites By Wyndham
Holiday Inn Express
Southview Motel
Western Budget
Bow Island
Silver Sage Motel
Blairmore
The Kanata Blairmore
Boyle
Boyle Hotel
Boyle Motor Inn
Twilight Country Motel
Bluffton
Deer Creek Lodge
Breton
Breton Hotel
Bonnyville
Best Western Inn & Suites
Bonnyville Neighbourhood Inn
Centre Suite Inns
Brooks
Brooks Hotel
Canalta Brooks
Heritage Inn & Suites
Heritage Inn Hotel & Convention Centre
Lakeview Inns & Suites
Newell Hotel
Plains Motel
Ramada Brooks
Tel Star Motor Inn
Travelodge Brooks
Bruderheim
Bruderheim Hotel
Busby
Busby Hotel
Calgary
Acclaim Hotel Calgary Airport
Aloft Calgary University
Ambassador Motor Inn
Best Western Airport Inn
u
37
Statement of Revenue and Expenses
For the year ended December 31, 2014
2014
Tourism Marketing (Schedule 1)
2013
Revenue
Expenses
865,821
724,415
434,061
428,501
Excess of revenue over expenses
141,406
5,559
Revenue
Expenses
735,231
144,003
689,999
144,207
591,228
545,792
223,462
210,969
232,246
261,001
12,493
(28,755)
Member Value Programs (Schedule 1)
Human Resource Development (Schedule 1)
Revenue
Expenses
Excess (deficiency) of revenue over expense
Membership Communications (Schedule 1)
1,122,446
597,563
1,078,675
541,540
524,883
537,135
132,476
24,665
188,836
(132,476)
(164,171)
37,670
52,257
Deficiency of revenue over expenses
(37,670)
(52,257)
Other income (Note 15)
340,069
305,372
Revenue
Expenses
Government and Industry Relations (Schedule 1)
Revenue
Expenses
Scholarship (Schedule 1)
Revenue
Expenses
General expenses (Schedule 1)
Excess of revenue over expenses for the year
Total revenue
Total expenses
Other income (Note 15)
General expenses (Schedule 1)
Excess of revenue over expenses for the year
Days Inn Calgary Northwest
Best Western PLUS Calgary Centre Inn
Days Inn Calgary South
Best Western PLUS Port O’Call Hotel
Deerfoot Inn & Casino
Best Western PLUS Suites Downtown
Delta Bow Valley
Best Western Premier Freeport Inn & Suites
Delta Calgary Airport
Best Western Village Park Inn
Delta Calgary South
Calgary Marriott Downtown Hotel
Econo Lodge Inn & Suites University
Canadas Best Value Inn Calgary
EconoLodge Motel Village
(Royal Wayne)
The accompanying
notes are an integral
part of these
EconoLodge
Southfinancial statements
Carriage
House Inn
ExecSuite Inc.
Centro Motel
2
Executive Royal Hotel
Clarion Hotel & Conference Centre
Executive Suites by Roseman
Coast Plaza Hotel & Conference Centre
Fairmont Palliser
Comfort Inn & Suites Calgary Airport
Four Points by Sheraton Calgary Airport
Comfort Inn & Suites Calgary University
Four Points by Sheraton Calgary West
Comfort Inn & Suites South
Glenmore Inn & Convention Centre
Country Inn & Suites By Carlson
Grey Eagle Resort and Casino
Courtyard by Marriott Calgary Airport
Hampton Inn & Suites Calgary Airport
Days Inn Calgary Airport
(1,372,589)
67,344
16,250
2,946,960
(1,847,096)
340,069
(1,372,589)
67,344
Hampton Inn & Suites Calgary University
Hampton Inn by Hilton
Hilton Garden Inn Calgary Airport
Holiday Inn Calgary Airport
Holiday Inn Calgary MacLeod Trail South
Holiday Inn Express Calgary University
Airport Calgary
Calgary Downtown
Calgary South
Homewood Suites by Hilton Calgary Airport
Hotel Alma
Hotel Arts
Hotel Blackfoot
Hotel Elan
Hyatt Regency
(1,132,427)
2,459,646
(1,616,342)
305,372
(1,132,427)
16,250
International Hotel Suites
Kensington Riverside Inn
Lakeview Signature Inn
Nuvo Hotel Suites
O Hotel Suites
Olympia Lodge
Radisson Hotel & Conference
Centre Calgary Airport East
Ramada Hotel Downtown
Ramada Plaza Calgary Airport Hotel
and Conference Centre
Red Carpet Inn
Regency Suites
Residence Inn by Marriott Calgary Airport
Roadking Inns Calgary
Sandman Hotel & Suites Calgary South
Sandman Hotel & Suites Calgary West
Sandman Hotel Calgary Airport
Statement of Changes in Surplus
Surplus, beginning of year
Surplus, end of year (Note 14)
Camrose
Sandman Hotel Calgary City Centre
Alice Hotel
Service Plus Inns & Suites Calgary
BEST WESTERN PLUS Resort Casino
Sheraton Cavalier Calgary Hotel
Camrose Motel
Sheraton Suites Calgary Eau Claire
Hotel Marada
Staybridge Suites Calgary Airport
Norsemen Inn
Super 8 Shawnessy
R&R Inn & Suites
Super 8 Village
Ramada
The
Airport
Traveller’s Inn notes are an integral
The
accompanying
part of these financial statements
Stardust Motel
The Westin
Super 8
Town & Country Motor Hotel
3
Travellers Inn
Traveller’s Inn
Windsor Hotel
Travelodge Calgary University
Travelodge Hotel Calgary
Canmore
International Airport
Akai Motel
Travelodge Hotel Calgary Macleod Trail
Banff Gate Mountain Resort
Wingate By Wyndham
Best Western PLUS Pocaterra Inn
Wyndham Garden Inn
Blackstone Mountain Lodge
Bow Valley Motel
Canadian Rockies Chalets
Canmore Crossing
Canmore Rocky Mountain Inn
Coast Canmore Hotel & Conference Centre
Creekside Country Inn
EconoLodge Canmore Mountain Lodge
Falcon Crest Lodge
Fire Mountain Lodge
Grande Rockies Resort
Holiday Inn
Mystic Springs Chalets & Hot Pools
Quality Resort Chateau
Ramada Inn & Suites
Rocky Mountain Ski Lodge
Rundle Mountain Lodge
Silver Creek Lodge
Solara Resort & Spa
2014
2013
3,974,515
3,958,265
67,344
16,250
4,041,859
3,974,515
StoneRidge Mountain Resort
The Drake Inn
The Georgetown Inn
The Lady Macdonald Country Inn
The Lodges at Canmore
Windtower Lodge & Suites
Cardston
Cardston Flamingo Motel
South Country Inn
Caroline
Caroline Gateway Motel
Caroline Hotel
Caroline Motel
Carstairs
Golden West Motor Inn
u
39
Statement of Cash Flows
2014
Cash provided by (used for) the following activities
Operating
Amortization of property and equipment, intangible and other assets
Unrealized gain on investments
Changes in working capital accounts
Accounts receivable and prepaids
Inventory
Accounts payable and accruals
Deferred contributions
Receivable/payable from AHSA
2013
67,344
242,985
(21,698)
16,250
185,330
(19,622)
288,631
181,958
(6,183)
548
91,443
38,168
(8,214)
113,514
4,141
(230,299)
407
(106)
404,393
69,615
Financing
Repayment of long-term debt
(236,202)
(133,344)
Investing
Purchases of trading investments
Proceeds on disposal of trading investments
Purchases of property and equipment
Purchases of intangible assets
Deposits received
(57,044)
81,395
(23,439)
(138,189)
-
(21,013)
(7,677)
(189,626)
32,595
(137,277)
(185,721)
30,914
(249,450)
Cash resources, beginning of year
182,956
432,406
Cash resources, end of year
213,870
182,956
Increase (decrease) in cash resources
Chauvin
Chauvin Hotel
Ramada
Super 8
Cold Lake
Best Western Inn
Dockside Inn
El Lobo Motel
Lakeland
Innthese financial statements
Claresholm
The accompanying notes are an integral
part of
Lakeshore Inn
Best Seven Inn
Ramada Inn & Suites
Bluebird Motel
4
Claresholm Inn
Coleman
Lazy J Motel
BCMInns Coleman
Stop Inn Motel
Clearwater County
Grandview Stage Resort
Consort
Prairie Moon Inn & Suites
Cochrane
Sunrise Motel
Days Inn & Suites
Clairmont
Ramada Inn & Travel Centre
Redwood Inn & Suites
Coronation
Bunkhouse RV Park
Cremona
Cremona Hotel
Crossfield
Country Inn
Dalemead
North Bow Lodge
Dapp
Commercial Hotel
Daysland
Dayslander Motel 2010
Deadmans Flats
Big Horn Motel
Copperstone Resort Hotel
Kiska Inn
Debolt
Debolt Hotel
Delburne
Delburne Hotel
Derwent
Derwent Hotel
Devon
Devon Hotel
Key West Inn
Notes to the Financial Statements
1.
Incorporation and nature of the association
Alberta Hotel & Lodging Association (the “Association”) is registered as a not-for-profit organization under the Societies' Act
of Alberta and is exempt from income taxes under Section 149 of the Income Tax Act. These financial statements include
the statements of financial position, revenue and expenses, changes in surplus and cash flows for the Association’s
General Administration Fund.
The Association is a voluntary association, established in 1919, that serves Alberta’s tourism and hospitality industry. With
more than 885 member properties across Alberta, the Association represents hotels, motels, inns, resorts, bed & breakfasts
and lodges.
The Association has some common directors with the Alberta Hotel Safety Association (AHSA). The AHSA is registered as
a not-for-profit organization under the Societies’ Act of Alberta and is exempt from income taxes under Section 149 of the
Income Tax Act. The AHSA was established in 1999 to assist hotels in the implementation of health and safety programs.
The purpose is to reduce injuries and claims by increasing awareness and responsibility of health and safety within the
industry.
The Association has a common director with the Canadian Hotel and Lodging Association Inc. (CHLA). The CHLA is
registered as a not-for-profit organization under the Canada Corporations’ Act – Part II and is exempt from income taxes
under Section 149 of the Income Tax Act. The CHLA was established in 2009, to fund, facilitate, promote and carry out
activities and programs for the advancement of the hospitality industry in Canada.
2.
Significant accounting policies
These financial statements have been prepared in accordance with Canadian Accounting Standards for Not-For-Profit
Organizations in Part III of the CPA Handbook.
Revenue recognition
The Association follows the deferral method of accounting, which results in the following:
Sales are recognized in the accounting period in which the services are rendered, by reference to stage of completion of the
specific transaction assessed on the basis of the actual service provided as a proportion of the total services to be provided.
Rental revenue from leases is recognized on a straight-line basis over the lease term.
Revenue from guide and internet advertising is recognized when the information for publication is available for distribution.
Net investment and other income are recognized in the period in which it was earned.
Advances received for services to be rendered by the Association are deferred and recognized in the statement of revenue
and expenses in the period in which the service is provided.
Government assistance received toward current expenses is recognized in revenue in the current period. Government
assistance received relating to expenses of future accounting periods is deferred and amortized to income as related
expenses are incurred.
Cash and cash equivalents
Cash and cash equivalents include cash on hand, balances with banks and short-term investments with maturities of three
months or less.
Other assets
Other assets consist of lease inducements related to tenant improvements and direct costs associated with the lease
agreement. These costs are amortized on a straight-line basis over five years, which is the term of the lease.
Didsbury
Didsbury Motel
Drayton Valley
Aspen Motor Inn
BCMInns
Coach Motel
Drayton Valley Hotel
Foxwood Inn & Suites
Holiday Inn Express & Suites
Matador Motel
Ramada Drayton Valley
Service Plus Encore
Service Plus Inns & Suites
Super 8
West Country Inn
Westwind Motor Inn
Drumheller
Badlands Motel
Canalta Jurassic
EconoLodge Inn & Suites
Hoo-Doo Motel
Ramada Hotel & Suites
Super 8
Travelodge
Duchess
Duchess Hotel
Edmonton
Aladdin Motel
Alberta Place Suite Hotel
Algonquin Motor Lodge
Argyll Plaza Hotel
Aurora Motel
Best Western Cedar Park Inn
Best Western PLUS City Centre Inn
Best Western PLUS South Edmonton
Inn & Suites
Best Western PLUS Westwood Inn
By The Mall
Campus Tower Suite Hotel
Canterra Suites Hotel
Century Casino & Hotel
5 Chateau Lacombe Hotel
Chateau Louis Hotel & Conference Centre
Chateau Motel
Chateau Nova Hotel and Suites
Chateau Nova Yellowhead
Coast Plaza Hotel
Coliseum Inn
Comfort Inn & Suites Downtown
Comfort Inn West Edmonton
Commercial Hotel / Blues on Whyte
Continental Inn & Suites
Courtyard by Marriott
Courtyard by Marriott Edmonton West
Days Inn & Suites West Edmonton
Days Inn Downtown Edmonton
Days Inn Edmonton South
Delta Edmonton Centre Suite Hotel
Delta Edmonton South Hotel
& Conference Centre
Derrick Motel
DoubleTree by Hilton West Edmonton
Dover Hotel
Drake Hotel
Eastglen Inn
EconoLodge Edmonton South
Edmonton Marriott at River Cree Resort
Executive Royal Inn West Edmonton
u
41
2.
Significant accounting policies (Continued from previous page)
Capital assets
Capital assets are recorded at cost.
Amortization is provided using the straight-line method at rates intended to amortize the cost of assets over their estimated
useful lives.
Buildings
Office furniture and fixtures
Computer equipment
Photocopiers
Telephone system and postage meter
Other office equipment
Method
straight-line
straight-line
straight-line
straight-line
straight-line
straight-line
Rate
40 years
10 years
3 years
5 years
5 years
4 years
Intangible assets
All of the Association's intangible assets have limited useful lives and primarily include capitalized computer software.
Development costs that are directly associated with identifiable and unique software controlled by the Association are
recorded as intangible assets if inflow of incremental economic benefits exceeding costs is probable. Capitalized costs
include staff costs of the software development team, costs incurred on contracts with third party developers and an
appropriate portion of relevant overheads. All other costs associated with computer software, e.g. its maintenance, are
expensed when incurred. Intangible assets are amortized using the straight-line method over their useful lives.
Capitalized internal software development costs, software costs and website costs are amortized on a straight-line basis
over 3 years.
Contributed materials
Contributions of materials are recognized both as contributions and expenses in the statement of revenue and expenses
when a fair value can be reasonably estimated and when the materials are used in the normal course of the Association's
operations and would otherwise have been purchased. No contributed materials (2013 - $nil) were recorded in the year.
Allocation of expenses
The Association records a number of its expenses by pillar, including tourism marketing, member value programs, human
resource development, membership communications, government and industry relations, and scholarships. The costs of
each program include the costs of personnel, premises and other expenses that are directly related to providing these
services. Labour costs are allocated based on actual time spent as reported in approved timesheets.
The Association also incurs a number of general support expenses that are common to the administration of the
Association and each of its pillars. General support expenses, which include Board of Directors, information technology, and
office overhead costs, are included in general expenses.
Financial instruments
All financial instruments are initially recorded at their fair value, excluding certain financial assets and liabilities originated
and issued in a related party transaction measured at their carrying or exchange amount in accordance with Section 3480
Related Party Transactions (refer to Note 17). At initial recognition, the Association may irrevocably elect to subsequently
measure any financial instrument at fair value. The Association has not made such an election during the year.
The Association subsequently measures investments in equity instruments quoted in an active market at fair value. All other
financial assets and liabilities are subsequently measured at amortized cost.
Transaction costs and financing fees directly attributable to financial instruments subsequently measured at fair value are
immediately
recognized
of revenues over expenses Sandman
for the Hotel
current
costs and
financing
fees
Westperiod.
EdmontonTransaction Whitemud
Hotel Selkirk
Inn Edmonton
South
Fantasyland
Hotel at West Edmonton
Mall in excess
are
added to
the carrying
those
financial
instrumentsSandman
subsequently
measured
amortized
cost.
Signature Hotel
& Suites at cost or Wingate
Howardfor
Johnson
Hotel
West Edmonton
By Wyndham
Four Points
by Sheraton
Edmonton
South amount
Jasper Avenue Inn & Suites
Yellowhead Motor Inn
Gateway Motel
Edmonton South
The Association assesses impairment
of all of its financial assets
measured
Jasper Place Hotel
Grand Hotel
Sands Inn
& Suites at cost or amortized cost when there is an
impairment. Any
impairment
which is not considered
temporary
is included
in current Edson
year excess of revenues
Jockey
Motel
Hampton indication
Inn & Suites byofHilton
Sawridge
Inn Edmonton
South
overWest
expenses.
Knights Inn
Best Western High Road Inn
Edmonton
Staybridge Suites West Edmonton
Lister Conference Centre
Black Gold Inn
Hampton Inn by Hilton Edmonton South
Strathcona Hotel
University of Alberta
Comfort Inn & Suites
Hilton Garden Inn West Edmonton
Super 8 Edmonton South
Lodge Motor Inn
EconoLodge
Holiday Inn Conference Centre
Super 8 Motel Edmonton West
Matrix Hotel
Edson Hotel
Edmonton South
The Fairmont Hotel Macdonald
6
Metterra Hotel on Whyte
Guest House Inn & Suites
Holiday Inn Express and Suites
The Sutton Place Hotel Edmonton
Quality Inn West Harvest
Edmonton North
The Westin
Radisson Hotel and Convention Centre
Howard Johnson North Ridge Inn
Holiday Inn Express Edmonton Downtown
Travelodge Edmonton East
Radisson Hotel Edmonton South
Travelodge Edmonton South
Ramada Edmonton South
Edmonton South
Travelodge Edmonton West
Ramada Hotel & Conference Centre
Nova Inn
Union Bank Inn
Rest E-Z Inn
Park “A” Motel
West Edmonton
Varscona Hotel on Whyte
Rosslyn Inn & Suites
Ramada Inn
Holiday Inn Hotel & Suites West Edmonton
West Edmonton Mall Inn
Royal Western Motel
Sundowner Inn
Home2 Suites by Hilton West Edmonton
West Edmonton Motor Inn
include staff costs of the software development team, costs incurred on contracts with third party developers and an
appropriate portion of relevant overheads. All other costs associated with computer software, e.g. its maintenance, are
expensed when incurred. Intangible assets are amortized using the straight-line method over their useful lives.
Capitalized internal software development costs, software costs and website costs are amortized on a straight-line basis
over 3 years.
2.
Contributions of materials are recognized both as contributions and expenses in the statement of revenue and expenses
when a fair value can be reasonably estimated and when the materials are used in the normal course of the Association's
Significantand
accounting
policieshave
(Continued
from previous
page)
operations
would otherwise
been purchased.
No contributed
materials (2013 - $nil) were recorded in the year.
Allocation
of expenses
Capital assets
The
Association
a number
Capital
assets arerecords
recorded
at cost. of its expenses by pillar, including tourism marketing, member value programs, human
each
programis include
costs
personnel,method
premises
and intended
other expenses
that the
arecost
directly
related
to their
providing
these
straight-line
at rates
to amortize
of assets
over
estimated
Amortization
providedthe
using
theof
services.
Labour costs are allocated based on actual time spent as reported in approved timesheets.
useful lives.
Method
Rate
The Association
also incurs a number of general support expenses
that are common 40
to years
the administration of the
Buildings
straight-line
Association and
each
of
its
pillars.
General
support
expenses,
which
include
Board
of
Directors,
technology, and
Office furniture and fixtures
straight-line
10information
years
office overhead
costs, are
included in general expenses.
Computer
equipment
straight-line
3 years
Photocopiers
straight-line
5 years
Telephone system and postage meter
straight-line
5 years
All financial instruments
initially recorded at their fair value, excluding
certain financial assets
and liabilities originated
Other officeare
equipment
straight-line
4 years
Intangible
assets
include staff costs
costs of
thefinancing
softwarefees
development
team, coststoincurred
contracts with
third party measured
developersatand
Transaction
and
directly attributable
financialoninstruments
subsequently
fairan
value are
appropriate portion
of relevant
overheads.
All other
associated
computer
software,
e.g. its
maintenance,
are fees
immediately
recognized
in excess
of revenues
overcosts
expenses
for thewith
current
period.
Transaction
costs
and financing
expensed
Intangible
are amortized
using the
straight-line
method over
their
lives.cost.
are
added when
to the incurred.
carrying amount
forassets
those financial
instruments
subsequently
measured
at cost
or useful
amortized
Capitalized
internal
softwareimpairment
development
software
costs
and measured
website costs
are amortized
on acost
straight-line
basis
The
Association
assesses
of costs,
all of its
financial
assets
at cost
or amortized
when there
is an
over 3 years.
indication
of impairment. Any impairment which is not considered temporary is included in current year excess of revenues
over expenses.
Contributions of materials are recognized both as contributions and expenses in the statement of operations when a fair
value can be reasonably estimated and when the materials are used in the normal course of the Association's operations
and would otherwise have been purchased.
6
Allocation of expenses
The Association records a number of its expenses by pillar, including tourism marketing, member value programs, human
each program include the costs of personnel, premises and other expenses that are directly related to providing these
services. Labour costs are allocated based on actual time spent as reported in approved timesheets.
The Association also incurs a number of general support expenses that are common to the administration of the
Association and each of its pillars. General support expenses, which include Board of Directors, information technology, and
office overhead costs, are included in general expenses.
All financial instruments are initially recorded at their fair value, excluding certain financial assets and liabilities originated
Transaction costs and financing fees directly attributable to financial instruments subsequently measured at fair value are
immediately recognized in excess of revenues over expenses for the current period. Transaction costs and financing fees
forMotor
those
subsequently
measured at cost or Podollan
amortized
cost.
Inns Fort
McMurray
McMurray
Fairview
Inn financial instrumentsFort
Super 8 are added to the carrying amount
Quality Hotel & Conf. Centre Fort McMurray
Ace Inn
Hillview Inn
The Cedars Motel
The Association assesses impairment
of all of its financial assetsBCMInns
measured
at cost or amortized cost
whenHotel
there
is an
Radisson
& Suites
Fort McMurray
New Grand Hotel
Totem Motel
indication of impairment. Any impairment which is not considered
temporary
excess
Ridgewood
Inn of revenues
BCMInns
Rusty’s is included in current year
Sawridge Inn & Conference Centre
Chateau Nova
Falher
Elk Pointover expenses.
Stonebridge
Clearwater Residence Hotel Timberlea
Falher Hotel
Elk Point Motel and RV Park
Super 8
Clearwater Suite Hotel
The Honeycomb Inn
Hilltop Motor Inn
The Bridgeport Inn
Franklin Suite Hotel
Vantage Inn & Suites
McMurray Inn
Forestburg
Elkwater
Merit Hotel & Suites
Battle River Inn & Suites
Elkwater Lake Lodge & Resort
6
Fort Saskatchewan
Nomad Inn
Forestburg Motor Inn
Noralta Lodge Bighorn
Many Horses Saloon/Forestburg Hotel
Entwistle
Fort Motel
Noralta Lodge Firebag
Pembina River Inn Ltd.
Hampton Inn by Hilton
Noralta Lodge Fort McMurray
Fort Macleod
Noralta Lodge Ft. McMurray FM2
Century 2 Motel
Evansburg
Park Avenue Inn
Noralta Lodge Lynx
D.J. Motel
Rustic Ridge Ranch and Lodge
Stars Inn & Suites
Noralta Lodge Wolverine
Fort Motel
Super 8
Platinum Hotels
Red Coat Inn Motel
Fairview
The Kanata
Podollan Inns & Rez-idence
Sunset Motel
Dunvegan Inn & Suites
u
43
2.
Significant accounting policies (Continued from previous page)
Measurement uncertainty (use of estimates)
The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizations
requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and
disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues
and expenses during the reporting period.
Accounts receivable and related party receivables are stated after evaluation as to their collectability and an appropriate
allowance for doubtful accounts is provided where considered necessary. Amortization is based on the estimated useful
lives of capital assets, intangible assets and other assets.
These estimates and assumptions are reviewed periodically and, as adjustments become necessary they are reported in
excess of revenues and expenses in the periods in which they become known.
3.
Cash and cash equivalents
Cash on hand
Bank balances payable on demand - weighted average annual
interest rate of 0.75% (2013 - 0.75%)
Cash balances with investment broker
4.
2014
2013
300
300
190,589
22,981
153,018
29,638
213,870
182,956
Trading investments
2014
Canadian Federal Government bonds
Canadian Provincial Government bonds
Corporate bonds - Canadian issuers
Corporate stock - Canadian companies
Corporate stock - US companies
Corporate stock - Foreign companies
2013
226,653
63,337
295,267
273,772
67,365
-
340,478
301,623
187,687
59,136
40,123
926,394
929,047
None of the trading instruments are pledged as collateral.
Fort Vermilion
Country Gardens Bed and Breakfast
Sheridan Lawrence Inn
Fox Creek
BEST WESTERN PLUS
Devonian Hotel & Suites
Fox Creek Inn
Foxwood Inn & Suites
Grizzly Motor Hotel
Super 8
Timber Ridge Inn & Suites
Gibbons
Gibbons Hotel
Grande Cache
Acorn Motel
Big Horn Motor Inn
Days Hotel & Suites
Grande Cache Hotel
Grande Mountain Lodge
Misty Mountain Inn & Suites
Grande Prairie
7
Best Western Hotel & Suites
Canadian Motor Inn
CSI Inns Brookside
Days Inn Grande Prairie
Holiday Inn & Suites Convention Centre
Holiday Inn Express
Igloo Inn
Motel 6
Paradise Inn & Conference
Centre Grande Prairie Airport
Podollan Inn & Spa
Podollan Rez-idence
Pomeroy Hotel & Conference Centre
Pomeroy Inn & Suites
Sandman Hotel
Service Plus Inns & Suites
Silver Crest Lodge
Stanford Hotels & Resort
Stonebridge Hotel
Super 8
The Lodge Motor Inn
Western Budget Motel (2)
Granum
Longbranch Inn
Grimshaw
Dee-Jay Motel
Grimshaw Hotel
Mile Zero Motor Inn
Hanna
Canada Grey Motor Inn
Canalta Hanna
West View Motel
Hardisty
R&R Inn and Suites Hardisty
Harvie Heights
Banff Boundary Lodge
Alberta Notes
Hotelto
&the
Lodging
Association
Financial
Statements
Alberta Notes
HotelFor
&the
Lodging
Association
to
the
Financial
Statements
year
ended December
31, 2014
Alberta Notes
HotelFor
&the
Lodging
Association
year
ended December
31, 2014
to
the
Financial
Statements
Alberta Notes
HotelFor
&
Lodging
Association
ended December
31, 2014
to the
theyear
Financial
Statements
Accounts receivable and prepaid expenses
Notes For
to the
theyear
Financial
Statements
ended December
31, 2014
2014
2013
2014
2013
2014
2013
Trade receivables
358,012
431,390
Accounts
receivable and prepaid expenses
Trade receivables
358,012
431,390
Prepaid
expenses
101,969
22,408
2014
2013
2014
2013
Prepaid
expenses
101,969
22,408
Allowance
for doubtful accounts
(889)
(889)
Trade receivables
358,012
431,390
Allowance
(889)
(889)
Prepaid
expenses
101,969
22,408
Trade receivables
358,012
431,390
459,092
452,909
Allowance
(889)
(889)
Trade receivables
358,012
431,390
Prepaid
expenses
101,969
22,408
459,092
452,909
Prepaid expenses
101,969
22,408
Allowance
(889)
(889)
459,092
452,909
Allowance for doubtful accounts
(889)
(889)
Included in trade receivables is $58,721 (2013 - nil) owing from Canadian Hotel Lodging Association.
452,909
Included in trade receivables is $58,721 (2013 - nil) owing from Canadian Hotel Lodging Association. 459,092
459,092
452,909
6.
Other
assets
Included
in trade receivables is $58,721 (2013 - nil) owing from Canadian Hotel Lodging Association.
6.
Other
assets
Included
in trade receivables is $58,721 (2013 - nil) owing from Canadian Hotel Lodging Association.
Accumulated
2014
2013
Included
in trade receivables is $58,721 (2013 - nil) owing from Canadian Hotel Lodging
Association.
6.
Other
assets
Accumulated
2014
2013
Cost
amortization
Net
Net
6.
Other assets
Cost
amortization
Net
Net
Accumulated
2014
2013
6.
Other assets
Cost
amortization
Net
Net
Accumulated
2014
2013
Tenant improvements
50,000
40,625
9,375
18,750
Accumulated
2014
2013
Tenant improvements
50,000
40,625
9,375
18,750
Leasing
costs
15,158
12,316
2,842
5,684
Cost
amortization
Net
Net
Cost
amortization
Net
Net
Leasing
costs
15,158
12,316
2,842
5,684
Tenant improvements
50,000
40,625
9,375
18,750
65,158
52,941
12,217
24,434
Leasing
costs
15,158
12,316
2,842
5,684
Tenant improvements
50,000
40,625
9,375
18,750
65,158
52,941
12,217
24,434
Tenant improvements
50,000
40,625
9,375
18,750
Leasing
costs
15,158
12,316
2,842
5,684
65,158
52,941
12,217
24,434
Leasing costs
15,158
12,316
2,842
5,684
In 2014, amortization of $12,217 (2013 - $12,217) was expensed.
65,158
52,941
12,217
24,434
65,158
52,941
12,217
24,434
7.
Capital
In 2014,assets
amortization of $12,217 (2013 - $12,217) was expensed.
7.
Capital
assets
2014
2013
In 2014,assets
amortization of $12,217 (2013 - $12,217) was expensed.
7.
Capital
2014
Accumulated
Net book
Net 2013
book
7.
Capital assets
Net value
book
Net value
book
2014
2013
Cost Accumulated
amortization
7.
Capital assets
Cost Accumulated
amortization
Net value
book
Net value
book
2014
2013
2014
2013
Cost Accumulated
amortization
value
value
Net
book
Net
book
Land
927,021
927,021
927,021
Net
book
Net
book
Land
927,021
927,021
927,021
Buildings
3,126,794
397,352
2,729,442
2,807,612
Cost Accumulated
amortization
value
value
Cost amortization
value
value
Buildings
3,126,794
397,352
2,729,442
2,807,612
Office
211,799
119,478
92,321
108,658
Land furniture and fixtures
927,021
927,021
927,021
Office
furniture
and fixtures
211,799
119,478
92,321
108,658
Computer
equipment
129,695
115,503
14,192
8,784
Buildings
3,126,794
397,352
2,729,442
2,807,612
Land
927,021
927,021
927,021
Computer
equipment
129,695
115,503
14,192
8,784
Photocopiers
40,045
35,105
4,940
10,069
Office
and fixtures
211,799
119,478
92,321
108,658
Land furniture
927,021
927,021
927,021
Buildings
3,126,794
397,352
2,729,442
2,807,612
Photocopiers
40,045
35,105
4,940
10,069
Telephone
system
postage meter
28,502
27,590
912
Computer
equipment
129,695
115,503
14,192
8,784
Buildings
3,126,794
397,352
2,729,442
2,807,612
Office
furniture
andand
fixtures
211,799
119,478
92,321
108,658
Telephone
system
postage meter
28,502
27,590
912
Other
office
equipment
19,756
19,421
335
503
Photocopiers
40,045
35,105
4,940
10,069
Office
furniture
andand
fixtures
211,799
119,478
92,321
108,658
Computer
equipment
129,695
115,503
14,192
8,784
Other
office
equipment
19,756
19,421
335
503
Telephone
system
and postage meter
28,502
27,590
912
Computer
equipment
129,695
115,503
14,192
8,784
Photocopiers
40,045
35,105
4,940
10,069
4,483,612
714,449
3,769,163
3,862,647
Other
officesystem
equipment
19,756
19,421
335
503
Photocopiers
40,045
35,105
4,940
10,069
Telephone
and postage meter
28,502
27,590
912
4,483,612
714,449
3,769,163
3,862,647
Telephone
and postage meter
28,502
27,590
912
Other
officesystem
equipment
19,756
19,421
335
503
4,483,612
714,449
3,769,163
3,862,647
Other office equipment
19,756
19,421
335
503
714,449
3,769,163
3,862,647
In 2014, amortization of $116,922 (2013 - $121,248) was expensed.4,483,612
4,483,612
714,449
3,769,163
3,862,647
8.
Intangible
assets
In 2014, amortization
of $116,922 (2013 - $121,248) was expensed.
8.
Intangible
assets
Accumulated
In 2014, amortization
of $116,922 (2013 - $121,248) was expensed.
8.
Intangible
assets
Cost Accumulated
amortization
2014
2013
8.
Intangible assets
Cost Accumulated
amortization
2014
2013
8.
Intangible assets
Cost Accumulated
amortization
2014
2013
Website
597,816
392,950
204,866
180,393
Website development costs
597,816
392,950
204,866
180,393
Software
220,279
218,572
1,707
387
Cost Accumulated
amortization
2014
2013
development costs
220,279
218,572
1,707
387
Software
43,654
42,444
1,210
2,660
Cost
amortization
2014
2013
Website costs
597,816
392,950
204,866
180,393
Software
43,654
42,444
1,210
2,660
development costs
220,279
218,572
1,707
387
Website costs
597,816
392,950
204,866
180,393
861,749
653,966
207,783
183,440
Software
43,654
42,444
1,210
2,660
Website costs
597,816
392,950
204,866
180,393
Software
development costs
220,279
218,572
1,707
387
861,749
653,966
207,783
183,440
development costs
220,279
218,572
1,707
387
Software costs
43,654
42,444
1,210
2,660
861,749
653,966
207,783
183,440
Software costs
43,654
42,444
1,210
2,660
in 2014, amortization of $113,846 (2013 - $51,865) was expensed.
653,966
207,783
183,440
in 2014, amortization of $113,846 (2013 - $51,865) was expensed. 861,749
861,749
653,966
207,783
183,440
in 2014, amortization of $113,846 (2013 - $51,865) was expensed.
Irma
Old Entrance Bed & Breakfast Cabins
High River
High Level
2014, amortization Heritage
of $113,846
- $51,865)
expensed.
Irma Hotel
Mountain Lodge
Inn Hotel(2013
& Convention
Centre was Overlander
Best Western PLUSinMirage
in 2014, amortization Ramada
of $113,846 (2013 - $51,865) was Pines
expensed.
Motel
Days Inn
5.
5.
5.
5.
5.
Executive House Suites Hotel & Conf.Centre
Flamingo Inn
Four Winds Hotel
Our Place Motel
Quality Inn & Suites
Super 8
High Prairie
Days Inn
Family Inn Motel
Key Inn
Northern Lites Motor Inn
Peavine Inn & Suites
Raven Motor Inn
Super 8
Hinton
Athabasca Valley Inn & Suites
BCMInns and RV Park
Best Western White Wolf Inn
Big Horn Motel
Crestwood Hotel
Days Inn Hinton
Holiday Inn
Lakeview Inn & Suites
Nova Inn
Nova Lodge
Super 8
Timberland Hotel
Twin8Pine Inn & Suites
8
Hythe
8
Hythe Motor Inn
8
8
Innisfail
Best Western Inn
Bluebird Motel
Innisfail Hotel
Super 8
Inuvik
Nova Inn
Jasper
Alpine Village
Astoria Hotel
Athabasca Hotel
Bear Hill Lodge
Becker’s Chalets
Best Western Jasper Inn & Suites
Chateau Jasper
Fairmont Jasper Park Lodge
Filia Inn
Jasper House Bungalows
Lobstick Lodge
Maligne Lodge
Marmot Lodge
Miette Hot Springs Bungalows
u
45
9.
CHLA loan receivable
Included in the loan to the CHLA is $22,500 that was provided as a funding advance. As well, the Association has entered
into an arrangement with CHLA to provide funds for their operating expenses. Total amount funded in 2011 was $158,132
with no further funding being advanced. The receivable is unsecured, non-interest bearing and will be repaid once the CHLA
is fully operational.
10.
Accounts payable and accrued liabilities
Included in accounts payable and accrued liabilities are government remittances (such as goods and services taxes and
payroll withholding taxes) of $15,131 (2013 - $14,131).
11.
Utility Partnership deposits
2014
Utility Partnership deposits
Interest accrued on Utility Partnership deposits
2013
53,207
6,041
53,207
6,041
59,248
59,248
The Utility Partnership deposits were interest-bearing starting from the second year outstanding, provided the member's
account has been in good standing, are demand in nature and repayable four months after the Association's member
leaves the Utility Partnership program. The interest rates payable on these deposits are equal to the rates earned by the
Association on its cash deposit bank accounts. No interest was accrued in 2014 (2013 - $nil) as the Utility Partnership
program with EPCOR concluded as at December 31, 2010 and some member deposits were returned in 2011.
12.
Deferred revenue
2014
Energy efficiency levy
Check In Canada advance received
Celebration Homes lease deposit
Tradeshow 2014
Membership dues 2014
Guide advertising 2014
2013
330,910
73,000
6,532
-
330,910
6,532
21,750
833
12,249
410,442
372,274
Lease deposit related to first and last month's rent held as security deposit. Deferred revenue from energy efficiency levy
relates to revenue collected during the 2006 - 2010 Utility Partnership program with EPCOR and is retained for specific use
in providing environmental stewardship benefits to members.
Mount Robson Inn
Park Place Inn
Patricia Lake Bungalows
Pine Bungalows
Pocahontas Cabins
Pyramid Lake Resort
Sawridge Inn & Conference Centre
Sunwapta Falls Rocky Mountain Lodge
Tekarra Lodge
The Crimson Jasper
Tonquin Inn
Whistler’s Inn
Kananaskis
Delta Lodge
Keg River
Millenium Cabins
Killam
Killam Krossing Hotel
Wagon Wheel Motel
Country Club Inn
Greenway Inn
Lacombe Motor Inn
La Crete
La Crete Motel
Lacorey
Lakeland Country Inn
Lac La Biche
Almac Motor Hotel
BCMInns
Canalta Lac La Biche
Karen’s Katering Ltd.
Lac La Biche Inn
Parkland Motel I
Parkland Motel II
Ramada
Lake Louise
Baker Creek Mountain Resort
Fairmont Chateau Lake Louise
Lake Louise Inn
Mountaineer Lodge
Paradise Lodge and Bungalows
Post Hotel
Simpson’s Num-Ti-Jah Lodge
The Crossing
Lacombe
Aim Motel
9
Lamont
Archie’s Motel
Heartland Hotel
Lamont Hotel
Leduc
Airport Motel
BEST WESTERN PLUS Denham Inn & Suites
Days Inn Edmonton Airport
Executive Hotel Alexandra
Executive Royal Hotel Edmonton Airport
Hilton Garden Inn Edmonton
Ramada Edmonton International Airport
Super 8 Edmonton International Airport
Travelodge Edmonton International Airport
Waldorf Hotel
13.
Long-term debt
2014
Non-revolving term loan, bearing interest at prime plus 0.25% (2013 - prime plus 1.25%),
repayable in monthly principal payments of $11,112. Final balance of principal and accrued
interest then outstanding due December 31, 2017
Less: Current portion
2013
1,000,000
1,236,202
133,344
1,236,202
866,656
-
Principal repayments on long-term debt in each of the next three years are estimated as follows:
2015
2016
2017
133,344
133,344
733,312
1,000,000
The non-revolving term loan is collateralized by a general security agreement providing a charge over all present and future
property of the Association; replacement cost fire insurance coverage; $2,000,000 collateral mortgage with first charge over
land and building; a real property report; and an assignment of all leases and rents.
At December 31, 2014, the Association accrued $1,155 (2013 - $1,307) in interest on long term debt. As at December 31,
2014, the bank's prime rate was 3.00% (2013 - 3.00%).
Long-term debt is subject to certain financial covenants with respect to maintaining an EBITDA to future debt obligation
ratio. As at December 31, 2014, the Association is in compliance with all such covenants.
14.
Restrictions on surplus
The Association's total surplus is comprised of the following:
Surplus invested in capital and intangible assets:
Capital assets
Intangible assets
Long-term debt
Unrestricted surplus
15.
2014
2013
3,769,163
207,783
(1,000,000)
3,862,647
183,440
(1,236,202)
2,976,946
2,809,885
1,064,913
1,164,630
4,041,859
3,974,515
Other income
2014
Trustee fees
Rental income
Interest income
LeslievilleGain on trading investmentsRamada
Sandman Hotel
LeslievilleDividends
Hotel
Lethbridge
Best Western Plus Service Inn & Suites
Canadas Best Value Inn
Chinook Motel
Comfort Inn
Days Inn
EconoLodge and Suites
Hampton Inn & Suites by Hilton
Holiday Inn
Howard Johnson Express Inn
Lethbridge Hotel
Lethbridge Lodge Hotel
& Conference Centre
Premier Inn & Suites
Quality Inn & Suites Lethbridge
Super 8
The Coast Lethbridge Hotel
& Conference Centre
Travelodge
Lloydminster
Best Western Plus Meridian Hotel
Days Hotel & Suites
10
Econo Lodge
Hampton Inn
Holiday Inn Hotel & Suites
Ivanhoe Motel
RAMADA INN
Royal Hotel
Tropical Inn Hotel and Conference Centre
Lodgepole
Lodgepole Pine Inn
95,000
168,274
27,627
41,591
McLennan
Lakeside7,577
Motor Inn
2013
95,000
156,795
27,169
19,622
6,786
Marwayne
Marwayne Hotel
Medicine
Hat
340,069
305,372
Best Western PLUS Sun Country
Clarion Hotel & Conference Centre
Coast Hotel
Corona Hotel
Days Inn
Imperial Inn
Motel 6
Pals Motel
Super 8
Travelodge Hotel
Mayerthorpe
Haven Inn
Milk River
Sandstone Motel
Longview
Blue Sky Motel
Lougheed
Motel Highway
Manning
Grimm’s Motel
Hillcrest Motel
Manning Motor Inn
u
47
1,000,000
property of the Association; replacement cost fire insurance coverage; $2,000,000 collateral mortgage with first charge over
land and building; a real property report; and an assignment of all leases and rents.
At December 31, 2014, the Association accrued $1,155 (2013 - $1,307)
in interest
on long
term debt. As Association
at December 31,
Alberta
Hotel
& Lodging
future
debt obligation
Long-term debt is subject to certain financial covenants with respect to maintaining an
ForEBITDA
the year to
ended
December
31, 2014
14.
13.
Restrictions
on surplus
Long-term debt
Non-revolving term loan, bearing interest at prime plus 0.25% (2013 - prime plus 1.25%),
repayable in monthly principal payments of $11,112. Final balance of principal and accrued
Surplus
invested
in capital
intangible
assets:
interest then
outstanding
due and
December
31, 2017
Capital assets
Less:
Current
portion
Intangible assets
Long-term debt
Principal
repayments
Unrestricted
surpluson long-term debt in each of the next three years are estimated as follows:
2015
2016
2017
15.
133,344
133,344
733,312
Other income
2014
2013
2014
1,000,000
3,769,163
133,344
207,783
(1,000,000)
866,656
2,976,946
2013
1,236,202
3,862,647
1,236,202
183,440
(1,236,202)
2,809,885
1,064,913
1,164,630
4,041,859
3,974,515
1,000,000
2014
2013
Trustee fees
property
of the Association; replacement cost fire insurance coverage; $2,000,000 collateral mortgage 95,000
with first charge 95,000
over
Rental
income
168,274
156,795
land
and
building; a real property report; and an assignment of all leases and rents.
Interest income
27,627
27,169
At
December
31,
2014, the Association accrued $1,155 (2013 - $1,307) in interest on long term debt.41,591
As at December19,622
31,
Gain
on trading
investments
Dividends
7,577
6,786
Long-term debt is subject to certain financial covenants with respect to maintaining an EBITDA to future debt obligation
340,069
305,372
14.
Restrictions on surplus
10
Surplus invested in capital and intangible assets:
Capital assets
Intangible assets
Long-term debt
Unrestricted surplus
15.
2014
2013
3,769,163
207,783
(1,000,000)
3,862,647
183,440
(1,236,202)
2,976,946
2,809,885
1,064,913
1,164,630
4,041,859
3,974,515
Other income
2014
Trustee fees
Rental income
Interest income
Millet Gain on trading investments Nisku Inn & Conference Centre
Edmonton Airport
PipestoneDividends
Motel Millet Campground
Morley
Stoney Nakoda Resort & Casino
Nampa
Big Country Inn
Nanton
Auditorium Hotel
Ranchland Inn
Nisku
Airways Country Inn
Four Points by Sheraton Edmonton
Holiday Inn Express Edmonton
Circle Five Motel
Olds Hotel
Pomeroy Inn & Suites at Olds College
Ramada
Siesta Motel
The Sportsman’s Inn Motel
Nisku Place Motel at Airport
Quality Inn Airport
Renaissance Edmonton Airport Hotel
Nordegg
Aurum Lodge
Nordegg Lodge
North Kananaskis
Nakoda Lakeside Lodge
Okotoks
Okotoks Country Inn
Olds
Best Western
10
Oyen
Antelope Inn
Canalta Oyen
Patricia
Patricia Hotel
Peace River
BCMInns
Nova Inn
Peace Valley Inns Hotel
& Conference Center
2013
95,000
95,000
168,274
156,795
27,627
27,169
41,591
Sawridge
Inn & Conference19,622
Centre
6,786
Super 87,577
Western Budget Motel
340,069
305,372
Pincher Creek
Foothills Motel
King Edward Hotel
Parkway Motel & European Loges
Ramada
Stardust Motel
Super 8
Plamondon
Chez Nous Motel
Pelican Hotel
Ponoka
Canalta Ponoka
16.
Trust accounts
As provided for under the Trust and Governance Agreements the Association has with various destination marketing funds,
the Association receives and disburses funds in trust. These trust funds are accounted for separately and, accordingly, are
not reflected in these financial statements. As at December 31, 2014, the Association held trust funds on deposit in the
amount of $14,706,094 (2013 - $11,239,013).
17.
Related party transactions
Office rent of $66,770 (2013 - $66,675) was received during the year from the Alberta Hotel Safety Association.
Office furniture was purchased from Alberta Hotel Safety Association for $3,500 (2013 - $nil).
This transactions have been measured at the exchange amount, which is the amount of consideration agreed upon by the
parties.
18.
The Association, as part of its operations, carries a number of financial instruments. It is management's opinion that the
Association is not exposed to significant interest, currency, credit, liquidity or other price risks arising from these financial
instruments except as otherwise disclosed.
Interest rate risk
The Association is exposed to interest rate risk arising from fluctuations in interest rates on its cash and trading
investments, as described in Notes 3 and 4 and long-term debt as described in Note 13.
Credit risk
The Association is exposed to credit risk through its cash, marketable securities, accounts receivable and related party
receivables. The maximum amount of credit risk exposure is limited to the carrying value of the balances as disclosed in
these financial statements.
The Association manages its exposure to credit risk on cash and marketable securities by placing these financial
instruments with high-credit quality financial institutions. The investments are managed on the Association's behalf by an
external investment manager. The Board of Directors with the assistance of the investment manager has established
guidelines for the asset mix in accordance with the Association's investment policy.
The Association assesses, on a continuous basis, accounts receivable and related party receivables and provides for any
amounts that are not collectible in the allowance for doubtful accounts.
Market risk
The Association is exposed to market risk through its marketable securities. The risk is minimized by the conservative
composition of investments which is governed by the Association's investment policy.
Liquidity risk
Liquidity risk is the risk that the Association will encounter difficulty in meeting obligations associated with financial liabilities.
The Association enters into transactions to borrow funds from financial institutions for which repayment is required at
various maturity dates.
The Association manages its liquidity risk by monitoring its operating requirements. The Association prepares budgets and
cash forecasts to ensure it has sufficient funds to fulfill its obligations. There has been no change to the risk exposures from
2013.
Leland Hotel
Ponoka Stampeder Inn
Priddis
Azuridge Estate Hotel
Provost
Canalta Provost
Deerhead Inn
Greenhead Motel
Provost Motor Inn
R&R Inn & Suites
Rainbow Lake
Noralta Motor Inn
Rainbow Centre Hotel
Rainbow Inn
Red Deer
Aladdin Motor Inn
Best Western PLUS Inn & Suites
Black Knight Inn
Days Inn Red Deer
Holiday Inn Express
iHotel 67 Street
Motel 6
Quality Inn North Hill
11
RAMADA Hotel & Suites
Red Deer Lodge Hotel & Conference Centre
Sandman Hotel
Sheraton Hotel
Super 8 City Centre
Super 8
TownePlace Suites by Marriott
Travellers Inn
Travelodge Red Deer
Red Deer County
EconoLodge Inn and Suites
Holiday Inn & Suites Red Deer South
Howard Johnson Inn
Noralta Lodge Red Earth Creek
Red Earth
Red Earth Inn
Red Earth Creek
Redcliff Hylton
Redwater
Paradise Inn and Suites Redwater
Red Rest Motel
Rimbey
Best Western Rimstone Ridge Hotel
Canalta Rimbey
Grand Hotel
Parkland Motel
Rimbey Motor Inn
Rocky Mountain House
Alpine Motel
Best Western Rocky Mountain House
Inn & Suites
Canalta Rocky Mountain House
Chinook Inn
Rocky Inn Express
Tamarack Motor Inn
Tay River Motel & RV
The House Motel
Voyageur Motel
Walking Eagle Inn & Lodge
Round Hill
Round Hill Hotel
u
49
Schedule of Revenue and Expenses – Schedule 1
2014
2013
699,493
166,328
216,273
217,788
865,821
434,061
515,149
209,266
164,302
264,199
724,415
428,501
141,406
5,560
494,655
205,961
34,615
445,334
202,516
42,149
735,231
689,999
68,981
4,874
70,148
67,199
5,779
71,229
144,003
144,207
591,228
545,792
Tourism Marketing
Revenue
Accommodation directory, campground directory and Check in Canada
Star Quality Rating Program – Green Key and other
Expenses
Accommodation directory, campground directory and Check in Canada
Star Quality Rating Program – Green Key and other
Member Value Program
Revenue
Electrical energy and natural gas program
Self-insurance program
Other
Expenses
Electrical energy and natural gas program
Self-insurance program
Other
Rycroft
Crossroads Motel
Rycroft Hotel
St. Michaels Inn
Sexsmith
Sexsmith Hotel
Sherwood Park
BEST WESTERN PLUS Sherwood Park
Franklin’s Inn
Holiday Inn Conference Centre
MainStay Suites
Ramada
Super 8
Slave Lake
Highway Motor Inn
St. Albert
BEST WESTERN PLUS The Inn
Horizon Motel
Sleep Inn Motel
St. Albert Inn & Suites
Lakeside Motor Inn
Slave Lake Inn & Conference Centre
Super 8
Travelodge
Smoky Lake
Smoky Lake Inn
Super 8
Spirit River
Spirit River Hotel
Spruce Grove
Grove Motor Inn
Travelodge Inn & Suites
Spruce View Motel
12
St. Paul
Galaxy Motel & Restaurant
St. Paul Lodge
Super 8
The King’s Motel
Woodland Motor Inn
Standard
Standard Hotel/Neighbourhood Grill & Bar
Stettler
Canalta Stettler
Heartland Lodge
Plains Motor Inn
Ramada
Super 8
Stony Plain
Best Western Sunrise Inn & Suites
Motel 6
Ramada Inn & Suites
Travelodge Hotel
Strathmore
Best Western Strathmore Inn
Days Inn & Suites
Howard Johnson Hotel
Leroy’s Motor Inn
Super 8
Travelodge
2014
2013
76,714
59,056
87,692
117,023
34,382
80,841
223,462
232,246
99,852
24,600
43,466
550
42,501
142,186
9,303
46,744
27,961
1,159
33,648
210,969
261,001
12,493
(28,755)
362,937
1,700
757,809
355,593
5,205
717,877
1,122,446
1,078,675
374,428
68,177
154,958
354,145
40,240
147,155
597,563
541,540
524,883
537,135
Human resource development
Revenue
Certifications and training products
Consulting services and seminars
Health plan
Expenses
Certifications and Training Products
Consulting services and seminars
Employer of Choice and Tourism Works
Grants & funding
Health plan
HR indirect expenditures
Excess (deficiency) of revenue over expenses
Membership communications
Revenue
Member events: annual convention & trade show and regional meetings
Membership publications
Membership services
Expenses
Member events: annual convention & trade show and regional meetings
Membership publications
Membership services
Sundre
Best Western PLUS Mountain View
Inn & Suites
Chinook Country Inn
Parkwood Motor Inn
Sun Plaza Motel
Sundre Hotel
Swan Hills
Derrick Motor Inn
Hillcrest Motel
Welcome Inn
Sylvan Lake
Best Western PLUS Chateau Inn
Taber
Palace Hotel
Super 8
Taber Motel
Taber Motor Inn
Torrington
Torrington Hotel
Vegreville
West-View Motel
Turner Valley
Diamond Willow Artisan Retreat
Turner Valley Lodge
Vermilion
Brunswick Motor Inn
Super 8
Thorhild
Corona Hotel
Two Hills
Junction Inn
Viking
Caledonia Motor Inn
Three Hills
Best Western Diamond Inn
Lamplighter Inn
Rest-Easy Motel
Super 8
Tilley
Tilley Hotel
13Valleyview
Hi Valley Motor Inn
Horizon Inn & Steakhouse
Western Valley Inn
Vauxhall
Corona Hotel
Wabamun
Shoreside Inn & Suites
Wabamun Hotel
Wabasca
Luxury First Hotel
Noralta Lodge
Riverside Inn
u
51
2014
2013
-
24,665
11,203
29,371
12,171
79,731
13,454
40,728
4,021
130,633
132,476
188,836
(132,476)
(164,171)
Expenses
Scholarship awards
General
35,343
2,327
49,983
2,274
37,670
52,257
340,069
305,372
125,296
77,892
239,965
567,496
68,319
293,621
98,376
69,615
155,720
481,079
89,661
237,976
1,372,589
1,132,427
Government and industry relations
Revenue
Expenses
Gaming & liquor
Hotel Association of Canada (HAC)
Provincial government lobbying
Government relations – general
Scholarship
Other income
General expenses
Total Board of Directors expenses
Total computer/IT and telecommunications expenses
Total facility and office expenses
Total overhead office payroll
Total marketing and professional fees
Total other expenses
Wainwright
Best Western Inn & Suites
Bio-Vista Motel
Bison Motel
Day’s Motel
Plains West Motor Inn
R&R Inn and Suites
Ramada Wainwright
Springs Motor Inn
The Park Hotel
Bayshore Inn Resort & Spa
Bear Mountain Motel
Crandell Mountain Lodge
Prince of Wales Hotel
The Kilmorey Lodge
Waterton Glacier Suites
Waterton Lakes Resort
Wandering River
Wandering River Motel
Westerose
Village Creek Country Inn
Warner
Warner Hotel
Westlock
Best Western
Ramada Westlock
Southview Motel
Waterton Park
Aspen Village Inn
Wayne
Rosedeer Hotel / Last Chance Saloon
Westlock Hotel
Westlock Inn & Conference Center
The Ritz Cafe & Motor Inn
Whitecourt Inn & Suites
Wetaskiwin
Alberta Inn & Suites
Best Western Wayside Inn
Prairie Breeze Inn RV & Camping
Super 8
Wildwood
Wildwood Hotel
14 Whitecourt
Alaska Highway Motel & RV Park
Days Inn & Suites
Green Gables Inn
Renford Inn
Royal Oak Inn
Super 8
The Kanata
Worsley
Worsley Gateway Inn
Yellowknife
Capital Suites
Youngstown
Windmill Motel
Youngstown Hotel
Zama City
Noralta Inn West
2707 Ellwood Drive
Edmonton, AB
T6X 0P7

leader - Alberta Hotel and Lodging Association

Transcription

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