Social Media - Alberta Hotel and Lodging Association

Transcription

alberta
hospitality
The Official Magazine of the Alberta Hotel and Lodging Association
Social Media
Trends
Summer 2012
With endless ways to stay
connected, what are the
best options for hoteliers?
Maximizing
REVENUE
Commercial Host
LIABILITY
PM40026059
Plus:
RV Industry
Trends
See archives of the magazine
online at ahla.ca
alberta
hospitality
To promote your products or services to
hotels across Alberta call 1-800-667-0955.
alberta
hospitality
this issue
6
SOCIAL MEDIA TRENDS
Technology and traveller behaviour is
evolving at a dizzying speed, and keeping
up with changes can be a distraction
from taking care of guests and generating
revenue.
in every issue
4
Chairman’s Report
5
President & CEO’s Message
9
Travel Alberta
14
HR Matters
15
Alberta’s Treasures
21
Names in the News
21
What’s New?
24
Member Value Program
25Roundtable
10
16
Maximizing Revenue
18
22
Commercial Host Liability
26
27
28
30
Featured Property:
Shaw’s Point Resort
Optimistic Outlook for the
Accommodation Sector
RV Industry Trends
Growing Star Quality
Your Future in Hospitality
2012 AHLA Convention
& Trade Show Recap
CHAIRMAN’S REPORT
alberta
hospitality
Official magazine of
INSPIRING SERVICE, GROWING VALUE
AHLA
2707 Ellwood Drive,
Edmonton AB, T6X 0P7
Toll Free: 1.888.436.6112
www.ahla.ca
CHAIR OF THE BOARD
Perry Wilford
FIRST VICE CHAIR
Steven Watters
VICE CHAIR
Michael Sieger
VICE CHAIR
Tina Tobin
PAST CHAIR
Mike Shymka
PRESIDENT & CEO
Dave Kaiser, CHA
DIRECTORS NORTH
Amr Awad
Mark Perry
Tony Verbisky
DIRECTORS CENTRAL
Perry Batke
Robin Cumine
DIRECTORS SOUTH
Joseph Clohessy
Mark Hope
Marc Rheaume
Leanne Shaw-Brotherston
DIRECTOR, CAMPGROUNDS
Chris Eklof
Alberta Hospitality is published quarterly by:
PUBLICATIONS
by Perry Wilford
“It’s important that everybody takes their
turn.” These were the words of the owner of
my hotel, when I informed him that I was
on the path to becoming Board Chair of the
AHLA. I knew there was going to be a time
commitment and a bit of travel involved, so
I wanted to be sure I had his support for this
endeavour.
He’s a pretty smart guy, Mr. Taylor is. They never
had a hotel before they bought the good ship
Glenmore Inn 14 years ago. Manufacturing
is their core business, but sensing a unique
opportunity to try something different, they
grabbed us, put some great infrastructure
money into the place, and let us run it our
way, with his vision in mind.
In one of the many conversations we had early
on, Mr. Taylor impressed upon me that there
is not a lot of difference between product
and customer. Certainly manufacturing and
hospitality are different in scope, but he firmly
believed that no matter what the product,
the customer had to receive the best product
for dollar spent and exceptional customer
service. To deliver this, we would need a solid
business plan and values to guide us.
This framework stuck with me and dovetailed
nicely with my own business values. As we
grew, we created a culture of respect, fun, and
sense of achievement. I had the freedom to
hire excellent people and give them the tools
to succeed. As our business plans took root,
I had the opportunity to realize a personal
goal, which was to become more involved in
associations.
Enter the AHLA. I had long been a member,
but got more engaged and was impressed
enough with the association that I wanted
to become a part of the board, which I did in
2006. Committee work, governance, and a lot
of industry focus later, I now find myself Chair
of this wonderful organization.
However, it really started with Mr. Taylor’s
words to me. His belief that everyone should
give back to the industry that forms their career
is as refreshing as it is important. Challenging
yourself to be part of something that benefits
the whole industry does everything from
strengthening it to protecting it.
So here I am, surrounded by a team of board
members that offer a variety of perspectives
from across our industry: large urban
properties to independent rural hotels; multiunit representation to a singular campground.
A flagged independent hotel owner sits
beside the manager of a mountain resort.
The cross-section of people representing our
920 members reflects our industry today. And
they are exceptionally talented.
Then there is the AHLA staff. Hard working,
with a keen attention to detail, they work
tirelessly to meet our members’ needs,
spotting trends and ensuring the board has
the most up-to-date information to serve the
members.
I am the smartest guy in the room only
because I recognize that I am nowhere near as
smart as the talent around me. And I couldn’t
be happier.
The AHLA has a strong and respected voice
with government. We offer programs that
deliver exceptional value. We can help you
with human resource training. We have an
excellent model to deliver information to
you, and we have a history of putting ideas
to action. At some point you may wish to get
more involved and I encourage you to do so.
After all, it’s important that everybody takes
their turn!
T 604-574-4577 1-800-667-0955
F 604-574-2196
[email protected]
www.emcmarketing.com
Publisher & Editor - Joyce Hayne
Copy Editor - Debbie Minke
Design & Layout - Krysta Furioso
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UPCOMING ISSUE
Fall 2012
Closes August 24
Publishes October 5
• Optimizing your Website • Changing Landscape of DMFs
• Tech Trends
• Budgeting Best Practices
Call 1-800-667-0955 to reach 2,300 buyers
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PRESIDENT & CEO’S MESSAGE
Help Wanted: A Permanent Foreign Worker Solution
The Alberta Hotel & Lodging Association
(AHLA) and the Hotel Association of Canada
(HAC) met with the Alberta Conservative
Caucus and the All Party Federal Tourism
Caucus on March 28 to discuss the labour
challenge facing the lodging industry
in Alberta. Results from the AHLA’s recent
Labour Market Survey were presented to
support the need for a permanent foreign
worker solution.
HAC President, Tony Pollard, congratulated
the members for the Federal Tourism Strategy
announced in October 2011. One of the four
pillars of the federal strategy is to ensure
the availability of human resources for the
tourism sector. For the past several years in
Alberta, this issue has largely been addressed
through access to the federal Temporary
Foreign Worker (TFW) program.
Some of the key findings from the AHLA’s
Labour Market Survey that were presented
included:
•
•
Foreign workers represent 11% of the total
industry workforce in Alberta
64% of respondents did not employ
foreign workers in the last 2 years, but 46%
of these respondents plan to in the future
• Wages paid to foreign workers are higher
than the industry average
• The Alberta Immigrant Nominee Program
(AINP) works for our industry but the
demand for certificates greatly exceeds
the current allocation provided by the
federal government
These findings, along with other data from the
Labour Market Survey, were used to support
the position that the lodging industry in
Alberta faces a permanent labour gap for
front-line, semi-skilled occupations that is best
addressed by allowing currently employed
TFWs to become permanent residents and
full-time staff through the AINP. To facilitate
a solution, the federal government needs to
make more certificates available for the AINP.
The AHLA proposed a pilot project that
would see more AINP certificates provided to
lodging industry employers who engage with
the AHLA’s Employer of Choice program and
commit to participation in the AHLA’s Labour
Market Survey. These requirements would
ensure employers have solid human resource
management practices in place and allow
industry and government to measure success
and address issues proactively.
by Dave Kaiser
The following “wins” for government and
industry were highlighted as potential
outcomes of the pilot project:
• Reduce dependence on the TFW program
• Address regional employment pressures
• Match immigrants to jobs in communities
outside of Vancouver, Toronto and
Montreal
• Motivate industry to be an Employer of
Choice, enhancing employee recruitment
and retention
• Improve service to guests and employee
retention by having adequate staffing to
meet consumer demand
• Increase industry competitiveness, helping
us to achieve the federal target for tourism
revenue
The response of the MPs to our presentation
was positive, and we remain optimistic that
progress can be made on a permanent
foreign worker solution.
We look forward to serving you!
alberta hospitality | 5
COVER
STORY
Social Media Trends
for Hotels
by Daniel Edward Craig
Social media hit the travel industry
like a noisy tour group babbling in a
bizarre foreign language, and hotels
are still scrambling to accommodate
it. Technology and traveller behaviour
is evolving at a dizzying speed, and
keeping up with changes can be a
distraction from taking care of guests
and generating revenue.
6 | alberta hospitality
Social Media Trends for Hotels
T
o help ensure you allocate time and
resources in all the right places, here’s
a look at five trends that will shape
online travel marketing in 2012 and
beyond:
1. Online Reputation Management
The Internet and social media have
transformed travel by creating platforms
for travellers to exchange information and
advice with the people they trust most: other
travellers. As a hotelier you may feel you’ve
lost control over what is said about your
property online, but you still wield a great
deal of influence - and you have full control
over how you react.
Online reputation management is a critical
new function in the hotel industry that grew
out of the explosive popularity of social
networking. It is the process of tracking,
analyzing, and reacting to reviews and
feedback as well as actively participating in
social networking to build awareness and
shape perceptions of your hotel.
{
2. From Push to Pull
These days, marketing is less about finding
travellers than being found by travellers. The
Internet is the new telephone, and travellers
are calling your destination in search of
inspiration, ideas, and advice. You can let
competitors pick up or you can answer with
helpful information of your own.
Fresh content and social network activity
are two powerful new ingredients in search
rankings. By producing, sourcing, and sharing
relevant content, you’ll increase your hotel’s
visibility online, drive traffic to your website
and social channels, and convert travel
shoppers into guests.
Content comes in many forms: blog posts,
news, articles, stories, reviews, FAQs, photos,
and videos. It can be produced by you or
procured from your guests and third parties
(ask for permission and give credit). Optimize
it with search-friendly tags and titles, and add
share icons to encourage likes, tweets, pluses,
and comments. Organize it onto a social
media hub page on your website, and add
feeds from your social profiles. If your reviews
By producing, sourcing, and sharing relevant content,
you’ll increase your hotel’s visibility online, drive traffic
to your website and social channels, and convert travel
shoppers into guests.
Reputation management isn’t about trying to
pass your property off as something it’s not;
it’s about being authentic and transparent.
Without satisfied guests, it won’t matter how
skillfully you manage the sales, marketing,
and revenue functions; you’ll have a difficult
time attracting new and repeat guests.
Take a systemic approach to reputation
management,
similar
to
revenue
management. Integrate practices into daily
operations and culture. Monitor reviews and
commentary, share feedback with staff, and
use it to guide decisions - from upgrades to
services and amenities, to employee training
and recognition programs, to sales and
marketing messaging.
Don’t forget to respond to feedback to show
you’re listening and you care. Keep it simple:
thank the reviewer, apologize if something
went wrong, provide a brief explanation - no
excuses - and say how you’re following up.
and ratings are consistently strong, consider
adding a TripAdvisor feed to show confidence
in your product.
Equally important is the management of
content on third-party sites, including Online
Travel Agents (OTAs), business directories,
social networks, and review sites like
TripAdvisor and Yelp. Monitor these sites
regularly and update content to ensure it’s
always fresh, appealing, and consistent across
platforms.
3. Social Media as a Guest Service Channel
Social networks have proven disappointing
as a sales channel, so don’t expect that
rush of Facebook bookings in 2012. The
real decisions are being made on review
sites and OTAs. People go to Facebook to
socialize; they go to TripAdvisor and Expedia
to shop. And despite all the chatter on social
networks, your website remains your single
most important tool for marketing your hotel.
Social Media Trends for Hotels
That said, social networks like Facebook and
Twitter have emerged as important customer
service channels, where travellers go to make
inquiries, share experiences and voice likes
and dislikes. They’re doing it before, during,
and after trips - sometimes while on property
- and they’re expecting responses in real time.
At a minimum, set up alerts on Google,
TripAdvisor, Twitter, and Facebook to monitor
and react to commentary. A paid reputation
monitoring tool like Revinate, ReviewPro,
or ReviewAnalyst will help you manage
reviews, analyze feedback, and benchmark
performance against competitors.
While social networks have yet to prove
themselves as sales channels, LinkedIn and
Twitter can be valuable tools for the sales
department for researching, prospecting, and
networking.
4. Google is Going Places
In 2011 Google took the travel industry by
storm, introducing the “+1” social sharing
button, the Google+ social network, and
Hotel Finder. It also added hotel rates and
availability features to Google Maps and
Places listings.
What does this mean for hotels? As search
becomes more social, more mobile, and more
local, it’s time to whip your Google Places
listing into shape and integrate it into routine
online marketing activities.
Do you need a Google+ profile? The network
is fast approaching 100 million active users
(vs. Facebook’s 845 million), and is growing
at an exponential rate. Moreover, activity
and content from Google+ is increasingly
showing up in search. Setting up a profile is
easy; the challenge is maintaining it. If you’re
already scrambling to keep up, I recommend
prioritizing in this order: Facebook page,
Google+ page, Twitter feed. It’s better to
manage one or two profiles well than to do a
mediocre job at several.
5. Mobile: Decisions on the Fly
If the Internet is the new telephone, then
mobile devices are the new desktop computer.
The use of mobile devices is proliferating at a
staggering rate, and travellers are leading the
charge. Increasingly, travellers are using smart
phones to find places to stay, eat, drink, shop,
explore, and relax while on the go. That can
have a significant impact on your same-day
and walk-in business.
You probably don’t need a mobile app, but
a mobile-compatible site will help travellers
find you. At a minimum, ensure that rates,
descriptions, and location information are
easily navigable. Check that your address,
directions, and location pin are accurate
on Google Maps, the backbone of many
location-based applications. Be sure to test
out how your property is displayed on Apple,
Android, and Blackberry devices.
As for mobile social networking applications
like Foursquare and Gowalla, they’re growing
in popularity, but the user base still represents
just a small fraction of travellers and is heavily
weighted toward young urbanites. If this is
your demographic, try offering incentives
to new customers and rewards for loyal
customers. At a minimum, claim your listing
and keep information up to date.
Social media will continue to evolve at a rapid
speed. The key to keeping on top of trends is
to put yourself in the driver’s seat from time
to time. Fortunately, that’s easy, because in
addition to being hoteliers, we’re travellers
too.
Copyright © 2012 Daniel Edward Craig. All
rights reserved.
TRAVEL ALBERTA
The Power of Brand
Alberta’s new tourism brand is proving a powerful expression of what
makes this province unique, for both visitors and residents alike. Since
October 2011, Travel Alberta has incorporated (remember to breathe)
into our marketing efforts both here at home and in our national and
international markets. Already, travellers from all over the world are
feeling that emotional connection to the authentic experiences Alberta’s
breathtaking landscapes have to offer.
Alberta’s first tourism brand is receiving unprecedented attention and
recognition from around the world. To date, Travel Alberta has earned
more than 16 awards recognizing marketing and brand excellence.
In less than six months, the brand videos generated more than one million
views on YouTube with comments that have been overwhelmingly
positive. Travel Alberta’s (remember to breathe) video production was
recognized as the best entry in the annual international film and media
competition at the International Tourism Fair (ITB) in Berlin. This award
is considered to be the “Oscars” of travel by the international travel and
tourism industry. The entry also won a gold award in the “country and
regions” category of that competition.
by Richard Wong
Consumer referrals to industry websites like your own is perhaps the
most important and valuable deliverable of travelAlberta.com. For the
12 months ending March 31, 2012, we provided more than 188,000 leads
to Alberta tourism operators, 251% higher than our scorecard objective.
This summer, we will be continuing our journey to bring our brand to life
for both our customer and our industry. With a series of planned video
and photo shoots scheduled across the province, our goal is to collect a
broader base of experiences to deepen the Alberta connection.
We value our excellent relationship with AHLA, and I am confident that
together, we will continue to drive results. (remember to breathe) is an
expression of the great product experiences our tourism partners have
to offer and Alberta’s hospitality industry is key to fulfilling our brand
promise to the millions of travellers who want to stay in our breathtaking
landscapes.
Richard Wong is Travel Alberta’s Vice President, Industry Relations and is a former
hotelier. He can be reached online at [email protected].
Our visitors are attracted to Alberta, not only because of Alberta’s new
tourism brand, but also because of the great product and experiences
you have to offer.
Travel Alberta launched the winter “Reminder” campaign on November
14, 2011, in Alberta, Saskatchewan, and Ontario. The objective of the
campaign was to increase revenue and visitation to our industry partners
by differentiating Alberta through the new brand. Results revealed that
unaided awareness of Alberta as a travel destination increased in all
regions.
Visitation and revenue trends are looking good and our province is
positioned for success for the 2012-13 fiscal year with the 4% tourism
levy - collected by the Government of Alberta on accommodations in
2011-12 - 12.6% higher than the previous year. Alberta also ranked first
among all provinces in The Conference Board of Canada’s 2011 Full Year
Tourism Sector Performance Monitor, with visitor spending growth at
7.8%. Alberta’s growth doubled the Canadian average of 3.9%.
Of particular interest to Alberta hotel operators who host meetings,
conventions, and incentive programs is that Travel Alberta generated
leads to Alberta meetings partners representing a potential of more
than 122,000 room nights. If all meetings were booked and all potential
room nights were realized, the economic impact would be more than
$31 million.
Travelalberta.com continues to be the principle consumer marketing
channel for Travel Alberta, and since the launch of (remember to
breathe), we’ve directed more than 1,283 leads direct to AHLA’s booking
website and Alberta industry operators who have signed up on the new
Alberta Tourism Information System (ATIS). Remember, travelalberta.
com will continue to promote your property to thousands of qualified
customers at no cost to you.
FEATURE
MAXIMIZING REVENUE
by Tom Walker
The objective of maximizing revenue is one universally shared among
hoteliers. Revenue (or yield) management, once viewed with suspicion as a
black art or predatory practice, has become nearly as standard as soap and
shampoo within the industry.
MAXIMIZING REVENUE
S
ophisticated software packages are now available for this
purpose, and all major chains offer solutions of their own to their
brands’ properties. However, revenue management software is a
tool, whereas revenue management is a way of doing business
that involves cooperation across various departments - operations,
sales and marketing (including Internet marketing), reservations, and, of
course, revenue management.
In his book, Revenue Management: Hardcore Tactics for Market Domination,
Robert Cross defines revenue management as “The application of
disciplined tactics that predict consumer behaviour at the micromarket
level and optimize product availability and price to maximize revenue
growth.” He later summarized it as “selling the right product to the right
customer at the right time and at the right price.” If that catchphrase
rings a bell, it’s because it has been used and reused with modifications
in numerous different contexts.
A couple of elements that Cross’s longer definition articulates bear
closer examination. In fact, hoteliers have always practiced revenue
management, either as an explicit element of their business process or
by default. Whenever a reservation request is received, the decision of
whether to accept or decline is fundamentally a revenue management
decision.
Relentless Discipline is Key
Too often, a focus on revenue management occurs due to specific and
periodic triggers, for example when a large convention books in the
hotel or in the city; the property is in a distressingly oversold condition;
or a major sports event is coming to town. In other words, the practice
of revenue management is often undisciplined. A disciplined revenue
management program is applied rigorously and consistently. Major
{
In revenue management, sustained value
is achieved by capturing the incremental
gains that present themselves over a year’s
routine days, weeks, and months.
MAXIMIZING REVENUE
events, in fact, are least needful of astute revenue management acumen
- they can be seen a mile off and the person who misses them is likely
in the wrong line of work. Rather, think of revenue management as
analogous to the jungle safari maxim: it isn’t the elephants that get you,
it’s the mosquitos. In revenue management, sustained value is achieved
by capturing the incremental gains that present themselves over a year’s
routine days, weeks, and months. Doing so requires a relentless sort
of discipline that includes sensitivity to demand fluctuations, marketrelated data, seasonality and day-of-week factors, and crucially, pricing
adjustments to always correspond with what the market will bear.
A Micromarket Approach
There is also the notion of micromarket sensitivity. Even in comparatively
sophisticated operations it is too common to find promotions that
amount to just throwing something out there to see what works. A
micromarket orientation requires a detailed understanding of segment
behaviour as data permits. The shotgun approach is likely to cannibalize
other business, making an assessment of incremental contribution
problematic. Ideally, a micromarket approach to revenue management
entails understanding what behaviours characterize a property’s
segments and subsegments, together with an understanding of demand
patterns over future dates, so that marketing efforts are designed to
complement demand trends in predictable and productive ways. Any
experienced hotel professional can relate tales of promotional woe
- too much was promised over periods that needed no stimulation;
promotional dollars flew into the wind with no discernible demand lift,
etc. These are effects of a failure to understand and manage according to
micromarket considerations.
{
Displacement analysis must account for all
of the revenue elements of the prospective
group…
Coordinate with Sales and Marketing
This leads to another inescapable truism of revenue management: sales
and marketing are essential components of the revenue management
business process. A formal program to coordinate with the sales and
marketing team is essential to revenue maximization efforts. When a
prospective piece of group business is under consideration, the revenue
management team can perform displacement analysis to determine
whether and how much non-group business would have to be foregone
if the group was accepted, and which potential business (group or
non-group) would deliver the greatest revenue benefit. Of course,
displacement analysis must account for all of the revenue elements
of the prospective group, such as the comp ratio, catering package,
meeting room rental, etc. Since these different revenue streams have
unequal profit margins, the analysis must be undertaken on the margin.
Revenue management should also provide input to the group pricing
decision so that quoted rates are consistent with expected market
conditions - neither unprofitably low nor insupportably high.
MAXIMIZING REVENUE
Real problems with meeting planners result when publicly available
room rates are attractively lower than contracted group rates as
attendees are booking. “Booking around the block” has produced
ruinous attrition penalties in some cases, and spawned more than a
few contentious lawsuits. By the same token, a hotel that must keep
publicly available rates higher than the market will bear to protect
a group’s rate and suffer due to artificially depressed conversion.
Pricing
Reservations resources must also be embraced in a revenue
management program. Hotel and brand website rates should be
consistent with rates available via the call center and other online
channels. The point may seem self-evident, but in my experience it
is not uncommon to find Online Travel Agent (OTA) rates positioned
below those available from the hotel directly. During a fairly recent
test call to a client hotel’s reservation line, the reservation agent
helpfully told me I should check Expedia to see if I could get a lower
rate that way. These sorts of events are highly correctible revenue
maximization failures, and the revenue management team ought
to be at the point for correcting and/or preventing them.
At the risk of sounding contradictory, another useful point to
be made is that, in general, pricing too high entails greater
revenue risk than pricing too low. In addition, pricing too high in
hopeful anticipation of strong future demand can create customer
relationship problems. It is likely that everyone in the hotel business
can recall instances in which room rates in the very near term had
to be lowered because demand was weaker than had been hoped.
Two things might happen when people who booked in advance
find that lower rates are now available, and neither of them is
good: 1) the guest cancels the existing reservation and rebooks
at the lower price; or 2) the guest feels that the hotel tried to take
advantage of by charging a higher price than it was willing to
accept.
Pricing over the entire booking horizon must be based on a brutally
objective assessment of expected demand rather than a hoped-for
but questionable “blue sky” scenario. As sauce for that particular
goose, an electronic means to protect guests from overpaying as
prices tumble has recently been developed - a new online booking
engine monitors room rates after a guest books and automatically
rebooks at the lower price if the price drops.
Revenue maximization is a complex function requiring careful
and consistent attention to several factors. Revenue management
software, of which I am an ardent supporter, is a valuable tool
within the process, but the broader revenue maximization program
depends on a variety of interrelated business processes, processes
that may or may not leverage the advantages a sophisticated
software package imparts.
Tom Walker is Director of Sales for The Rainmaker Group, responsible
for delivering products to clients that mesh tightly with their needs,
enabling the achievement of maximum benefit from their practice of
revenue management.
HR MATTERS
A Glimpse into Alberta’s Hospitality Labour Market
In 2011, 17,737 workers were employed by survey participants. Of these, 66%
are full time and 19% are part time employees. Only 15% are casual and
seasonal.
Source: 2011 AHLA Labour Market Survey
Early in 2012, the AHLA and PricewaterhouseCoopers surveyed our
members to get an accurate picture of the labour market for employers
in the accommodation industry. AHLA members spoke loud and clear. The
233 members who responded operate 51% of the guestrooms in Alberta,
and employ 64% of the people working in our industry!
The AHLA has already used the information gathered from this survey to
lobby the federal government for a permanent foreign worker solution.
However, the story behind the survey results can help you find and keep
the employees your hotel or motel needs.
What does Alberta’s accommodation industry’s workforce look like?
•
•
•
•
•
•
71% 25-44 years of age
60% female
17% from a visible minority
11% foreign workers
2% aboriginal
1% have a disability
We clearly attract women who are at an age when they are typically raising
families or caring for aging family members. These women are looking for
by Jill Little and Tracy Douglas-Blowers
employers who offer flexibility, medical and dental benefits, and work/life
balance.
The survey showed how important foreign workers are to our members. Low
unemployment in both the provincial labour force and in accommodation
and food services suggest a tight provincial labour market. Put simply,
employees are scarce! Foreign workers will continue to be an important
source of labour to our hotels and motels.
What occupations are under the greatest pressure?
•
•
•
•
Housekeeping Room Attendants
Food Counter Attendants & Kitchen Helpers
Front Desk Associates
Food & Beverage Servers
Employment growth is expected to exceed 2.7% in the following
occupations:
• Chefs and cooks
• Managers in food service and accommodation
• Food & beverage service
To find the staff they need, AHLA members use these sources of labour:
1. Internal hire or promotion
2. Temporary Foreign Worker Program (TFW)
3. Alberta Immigrant Nominee Program (AINP)
4. Other Alberta accommodation properties
5. Other Canadian provinces or territories
What does this tell you as an employer? Developing good employees who
are already in your organization is the key. You can do this by:
• Identifying employees who show the skills and desire to build a career in
the hospitality industry.
•
Cultivating these employees and showing them that there are good
careers in the accommodation industry. This could mean providing
them with emerit training, helping them access scholarships, connecting
them with a mentor, or providing them with supervisory training so that
they are ready to take on new responsibilities.
• Ensuring that the total compensation you offer is competitive and
reflects the employee’s value to your property.
Survey participants employed 2,034 foreign workers in 2011, but over half
of the hotels and motels that responded said they did not offer employment
orientation to new foreign workers! Employment orientation helps your
employees understand what you expect and gives them the basic tools
they need to do their jobs. Many of the properties that have made the
substantial investment of time and money to access foreign workers help
them get settled in their new job and community by providing:
•
•
•
•
•
•
Employment orientation
Enhanced workplace skills training
Airport pickup
Access to community organizations and community bridging services
Clothing supplies and language services
Assistance with public transportation, housing and meals
Put the AHLA’s Human Resource Development team to work for you! Call
Jill or Karen at 1-888-436-6112 to find out how.
The AHLA thanks our members for responding to the survey, and Alberta
Tourism, Parks & Recreation for their support for this project.
ALBERTA’S TREASURES
Lesser Slave Lake - Adventures Await
Imagine yourself on a pristine white sand
beach, a drink in one hand and a bottle of
sunscreen in the other. Is this some tropical
paradise, many miles and hundreds of dollars
away? The spectacular beaches of Lesser Slave
Lake could also fit the bill (in more ways than
one), with the added bonus of several unique
attractions in the area.
This beautiful region, littered with lakes and
rivers, offers world-class recreational activities,
from boating, waterskiing, windsurfing, and
other watersports to bird watching and firstrate fishing. This year’s 24th annual Golden
Walleye Classic Fishing Tournament and the
Anglers’ Cup Fishing Tournament offer prizes
in excess of $100,000 cash, and attract anglers
from around the world. The long summer
evenings provide extra opportunities to
enjoy everything the area has to offer. Miles
of unspoiled wilderness await those eager to
explore it by foot, ATV, or horseback.
Hilliard’s Bay Provincial Park, on the northwestern shores of Alberta’s largest lake, boasts
world class open water fishing as well as white
sand beaches. It’s a nesting area for great
horned and great grey owls, and bald eagles
are often observed.
Winagami Lake and nearby Kimiwan Lake
are excellent bird watching areas, especially
during spring and fall migrations. Winagami
Lake Provincial Park offers bird watching trails
and a viewing platform equipped with spotting
scopes. More than 200 bird species (both
nesting and migratory) have been observed
in the park, and there are nesting colonies of
grebes, sandpipers, gulls, and ducks. Predatory
species include merlin and northern goshawk,
and bald eagles visit the lakes in the fall.
Kimiwan Lake in McLennan is known as the
“Bird Capital of Canada”, as it is located at the
confluence of three major bird migration paths
- the Mississippi, Pacific, and Central. Located
in this internationally-recognized wetland is
the Kimiwan Birdwalk and Interpretive Centre,
where visitors can learn about this important
nesting and staging habitat.
In Lesser Slave Lake Provincial Park, the Boreal
Centre for Bird Conservation is the only
educational and research facility in the world,
strategically located to study boreal birds
on their breeding grounds. The centre offers
6,000 sq. ft. of indoor and outdoor exhibits,
interpretive programming, and a gift shop. It
also provides research space and computer
work stations for staff, volunteers, and
visiting researchers and educators. A research
by Debbie Minke
laboratory and accommodation at The Nest
are available for researcher use and visitors.
The annual Songbird Festival celebrates spring
migration with guided tours, bird banding
demonstrations, seminars, a pancake breakfast,
activities for children, and a Trail Fun Run/Walk.
The Town of Slave Lake, known as the “Jewel
of the North”, suffered devastating loss and
damage to about 40% of its buildings in
the wildfires of May 2011. The surprise visit
of newlyweds Prince William and his bride
Catherine, the Duke and Duchess of Cambridge,
offered great encouragement to residents and
rebuilding efforts, and Slave Lake is now bigger
and better than ever. Over 10 km of paved
trails are located throughout the town, and
along Highway 88 out to Devonshire Beach,
part of the Lesser Slave Lake Provincial Park.
Devonshire Beach is also home to the annual
Alberta Open Sand Sculpture Championship
& Beach Volleyball Tournament that attracts
participants from far and wide.
Follow the Whispering Sands Trail to learn
about the ancient beach ridge and sand dunes
that have been shifting for 1,500 years. The
Trans Canada Trail (a.k.a. Freighter Lakeshore
Trail) follows the shoreline for 23 km and offers
inspiring views of the lake and its surrounding
northern boreal forest, and the wildlife that
call it home.
At the northern end of the park, the land
rises abruptly from the lake for 450 metres
to the summit of Marten Mountain. Changes
in moisture, temperature, and drainage
associated with the rise in elevation result in
a diversity of forest habitats. Hike up to the
viewpoint for a spectacular overlook of the
entire lake as you observe the beauty of the
flora and fauna. Go a further 3 km to reach
the secluded Lily Lake, where you can fish for
rainbow trout.
Only accessible by boat, Dog Island was given
its name in the early 1900s when the RCMP
kept their dog sled teams there during the
summer months. Today this island is home to
a pair of bald eagles and a feeding ground for
the endangered white pelican.
One of nature’s most spectacular displays of
magnificence, the Northern Lights (aurora
borealis) will awe and inspire you for years to
come. Dazzling ribbons of green, pink, and
white dance before your eyes in the dark, cold
winter sky. Other winter activities include crosscountry skiing, snowmobiling, snowshoeing,
ice fishing, and winter camping for the brave.
PROFILE
SHAW’S POINT RESORT
Family Hospitality Shines
by Chris McBeath
A
s one of Alberta’s top seasonal destination
campgrounds, Shaw’s Point Resort puts on quite
a show, not only in its recreational activities, but
also for the kind of genuine, familial hospitality that
only comes from a multi-generational operation. In fact, while
other private campgrounds are selling out to condominium
development, Shaw’s Point goes from strength to strength, in
large part because all four generations are still very active in
delivering an ever-evolving holiday experience.
“I’m not sure I can pinpoint any one particular thing we do
that keeps people coming back,” shares Martin Herben, Resort
16
16 |
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alberta hospitality
hospitality
Manager, whose hospitality experience started when he met
his wife, Lynn. “Originally, the resort was a gravel pit which my
in-laws, Carson and Anne, converted into a 30-site camping
destination in 1985.” Today, that modest resort now offers 450
seasonal and 250 overnight sites over 150 acres, with plans to
expand.
“We are a true family enterprise in that each of us has an
area of responsibility,” Martin explains. “Although Carson and
Anne are in their eighties, they are still very involved; Anne
in the restaurant and Carson helping me and my son, Ryan,
with physical site development, equipment maintenance,
and caring for the resort’s overall infrastructure
such as its playgrounds, two marinas, and water
treatment plant. Lynn handles the accounting, and
my grandkids - nine and seven years old - help out
in the store, assisting customers, and pricing candy
selections because they’re the best ones to know
what kids like these days.”
With 20 years’ experience in the travel agency
business, Lynn is savvy as to what people look for
in a vacation. “I love the travel industry and as the
resort got busier, I sold the travel agency to come
onboard full time. I realized I could transfer my
knowledge to add another dimension to what we
offered. Besides, it enabled me to work alongside
my husband,” she smiles. “Working together has
enriched our family in so many ways as well as for
the families we serve.”
Shaw’s Point is located on the northwest end of
Lesser Slave Lake, Alberta’s largest lake at
85 miles long and up to 30 miles wide, with
access to superb fishing. The waters brim
with perch, walleye, and northern pike and
anglers are quick to sink their lures at the
first opportunity. Come July and August,
the resort fills with families. The half-mile of
safe, sandy beach is one draw, but so is the
special programming that Lynn works hard
to promote.
“We’ll try almost anything, and if it works,
we build on it from there,” Lynn enthuses.
“For example, we put on Christmas in July,
Halloween in August, regular pet parades,
and a Hutterite Farmers’ Market every
Saturday.” The resort’s signature event - complete with an impressive fireworks
display - is held over the July long weekend and attracts more than 6,000 overnight
guests and day-trippers. Many visitors
return to explore everything else on
offer: boat rentals, water skiing, hiking
trails (including the Trans Canada),
mini-golf on site as well as more
challenging golf courses within a
30-minute drive.
The multi-faceted family venture
has developed a loyal following of
holidaymakers who have made the
resort an annual vacation tradition
from one generation to the next.
And since camping tends to be
recession resistant, the downturn in
the economy has had little effect.
The Slave Lake fire and flood of 2011
that occurred right at the start, and then midway through the season were a different matter. “I
think last year was our most difficult because the media created a perception that those natural
disasters were more widespread than they were. We’re 100 miles away so in reality, we were
unaffected. But other than posting notices to that effect on our website, and contacting our
customer base, there wasn’t too much we could do. We just had to ride it through.”
This year, the resort is back in stride with its unique brand of family hospitality. “We just live, learn
and constantly strive for improvement,” notes Martin. “I think it’s about the quality of fresh air, the
people, and the feedback that keeps the operation humming,” he continues. “I call it the happiness
factor.”
alberta
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hospitality || 17
17
FEATURE
Commercial Host
Liability
by Leonard Polsky
I ain’t seen my baby since I don’t know when,
I’ve been drinking bourbon, whiskey, scotch and gin.
Gonna get high man I’m gonna get loose,
Need me a triple shot of that juice.
Gonna get drunk don’t you have no fear,
I want one bourbon, one scotch, and one beer.
One bourbon, one scotch, one beer.
~ George Thorogood & The Destroyers
T
he law does not expect bars and restaurants to guarantee their
customers’ safety. With or without a corkscrew, no one can make
a promise like that. At the same time, Canadian courts have little
sympathy for businesses that over-serve alcohol and turn a blind
eye to the consequences. If George plans to hit the road after his “triple
shot of that juice”, the bar had better pay attention.
bothering other customers. The staff knew he was intoxicated and that
he would be walking home on a heavily travelled highway. He was hit by
a car and badly injured.
Thy Brother’s Keeper
Not every bar is found liable, however, even when the resulting traffic
accident is horrific. A case involving Edmonton’s Mayfield Inn is an
example. This time, a patron was served enough alcohol to put his bloodalcohol level at twice the legal limit. He left the hotel’s dinner theater
with his sober wife and sister. They agreed that he would drive. The roads
were icy and he lost control not long after.
In increasing numbers and with increasing frequency, commercial
establishments have been held liable when customers injure themselves
and others as a result of drunk driving. At first blush, this seems to offend
common sense. If a person gets drunk and causes an accident, he and
not his bartender should be responsible for the result. However, the law
doesn’t see it that way.
It was accepted long ago that people should be responsible for the
reasonably foreseeable consequences of their deeds. If you do something
that causes harm to another person, you are accountable. Bars and
restaurants in Canada have been held responsible for the foreseeable
consequences of serving alcohol since the 1970s. Each scenario is
decided by its unique facts, but there is broad recognition that whoever
controls the taps is accountable for the consequences of over-serving.
The watershed case in Canadian law involved the Jordan House Hotel
in Ontario. John Menow was a frequent Jordan House customer who
was known to drink excessively. One particular evening, he appeared at
the hotel and lived up to his reputation. He was ejected when he began
The Supreme Court of Canada ruled that the hotel’s knowledge of his
inclination to act irresponsibly while under the influence “seized them
with a duty to be careful not to serve him with repeated drinks after the
effects of what he had already consumed should have been obvious.”
Despite horrible injuries, the hotel was found not liable in the lawsuit
that followed. Three things saved them: the same waitress had served
the group the entire evening; the driver showed no signs of intoxication
before he left; and he left with two sober companions.
Bar Hopping
What about cases involving bar-hopping customers?
In Dryden v Campbell Estate, Campbell and a friend spent the day
drinking at friends’ houses before finally arriving at a nightclub. It was
a large club, with a 1,000-person capacity. The club claimed its staff had
been properly trained, but there was no wait staff, only bartenders, so
they had no ability to monitor consumption. Despite Campbell being
visibly intoxicated when he arrived, the staff took no action. Nor did they
interfere when he left and got into his vehicle near the club’s entrance.
Had they done any of these things, they may have prevented the horrific
accident that followed. Campbell was killed, two passengers were badly
injured, and the club was found partly liable for allowing it to happen.
In Holton v McKinnon, the driver of a vehicle spent the evening drinking
with a friend at a lounge, followed by a nightclub, followed by Holton’s
residence. While on their way to a house party after that brief stopover,
they were in an accident. Both bars were held partly liable because the
driver had shown signs of intoxication and neither had put him in the
care of a responsible, sober person. The brief stopover at someone’s
home did not insulate them from liability.
Finally, in a case involving a pub in Pincher Creek, Thomas Little Plume
had been drinking for the better part of a day before entering the bar.
He walked in slowly, sat quietly at a booth, and seemed to be dozing off.
After a few minutes, and without being served any drinks, he was asked
to leave. The bar offered to call him a taxi but he declined. He left without
incident but was hit by a car and seriously injured while crossing a road
nearby. The bar was not held liable. A court ruled there was nothing
in the customer’s behaviour warranting intervention even though he
appeared intoxicated.
Is There a Pattern?
Jordan House: Visibly impaired customer ejected after heavy drinking.
Leaves unescorted. Staff knows he is heading into traffic. Liability
imposed.
{
Courts have little sympathy for businesses
that over-serve alcohol and turn a blind eye
to the consequences.
{
The law does not require the wisdom of
Solomon. All it requires is that people act
reasonably.
Mayfield Inn: Customer appears sober. One server throughout. Customer
leaves with sober companions. Not liable.
Dryden: Customer is visibly impaired upon arrival and at the time of
departure. No attempts made to prevent him from leaving by car.
Liability imposed.
Holton: Customer is visibly impaired. No attempts to put him in the care
of a responsible person. Liability imposed.
Big Plume: Customer arrives intoxicated but is not served any alcohol.
Taxi offered but refused. Not liable.
Lessons Learned
To assess blame, courts will ask two questions: “Was an alcohol-related
accident reasonably foreseeable?” and “What efforts were made to steer
the impaired customer away from that very danger?”
To minimize liability and reduce the chances of injury, the following best
practices should be adhered to whenever possible:
• Develop and implement a system to monitor alcohol consumption
among customers.
• Limit sources of alcohol. Use a single server to maintain control.
• Deny entry to already intoxicated persons and troublemakers.
• Watch for patrons and employees bringing alcohol onto the
premises.
• Train serving staff to recognize signs of intoxication.
• Comply with provincial liquor licencing and training requirements.
In Alberta, ProServe Liquor Staff Training is mandatory for all
managers, security staff, and employees handling liquor.
• Maintain sufficient staffing to get patrons into the care of a
responsible party.
• Offer alternatives to alcoholic beverages for at least one member
of each party.
• Provide intoxicated patrons with a way to get home. Offer to call
a taxi. Provide taxi chits. Call someone to retrieve the patron.
• If all else fails, alert the police. Do not forcibly detain the customer
or throw away his car keys.
To avoid liability, operators don’t have to turn off the taps entirely. The
law does not require them to have the wisdom of Solomon. All it requires
is that people act reasonably.
Leonard Polsky is Litigation Counsel with the Calgary office of MacPherson
Leslie & Tyerman LLP, practicing in the areas of commercial litigation and
employment law.
NAMES IN THE NEWS
Summer 2012
Congratulations to the new general managers
in the following properties: Martin Ammar,
The Commodore Hotel, Edson; Chris Barr,
Banff Aspen Lodge, Banff; Catherine Benko,
Holiday Inn Express Hotel & Suites Edson;
Colleen Chalifoux, Pyramid Lake Resort,
Jasper; Jay Chen, Ventura Motel, Vermilion;
Tracy Holstein, Best Western White Wolf Inn,
Hinton; Paul Kavanagh, BCMInns and RV
Park, Hinton; Kantic Kripalani, Podollan Inn
& Spa Grande Prairie; Danny Kwon, Days
Inn Grande Prairie; Meghana Lokhande,
Elkwater Lake Lodge & Resort, Elkwater;
Jason McGrath, Guest House Inn & Suites,
Edson; Andy McKinlay, Western Budget
Motel (1-2), Whitecourt; Rhonda Perepelkin,
Foxwood Inn & Suites, Edson; Carla Poulson,
Douglas Fir Resort & Chalets, Banff; Bill
Rheaume, Mount Royal Hotel, Banff; Tina
Walker, EconoLodge Inn & Suites Hinton;
and Teresa Wilson, Mountview Hotel, Rocky
Mountain House.
The Pyramid Lake Resort in Jasper is no
longer a Coast hotel. The Howard Johnson
Hotel Whitecourt is now the Admiral Inn &
Suites.
Hank Stackhouse has been elected as the
new Chair of the Hotel Association of Canada’s
Board of Directors. Hank is an accomplished
industry veteran with 30 years of experience
in the Canadian hospitality industry. As the
recently retired President and Chief Executive
Officer of Delta Hotels and Resorts, he led a
team of over 8,000 colleagues and oversaw a
portfolio of 46 hotels and resorts with more
than 13,000 guestrooms across Canada.
by Debbie Minke
Six new corporate board members have
also been elected to serve as HAC corporate
officers. They include: Robert Pratt, President,
Coast Hotels & Resorts; Nora Duke, President &
CEO, Fortis Properties; Irwin Prince, President
& COO, Realstar Hospitality; Philippe Gadbois,
Senior VP Sales & Marketing, Atlific Hotels
& Resorts; Satinder Dhillon, Vice President
Operations, Westmount Hospitality Group;
and Vito Curalli, Managing Director of Sales
Canada, Latin America & International Sales,
Hilton Worldwide.
Realstar Hospitality presented its 2011
Awards of Recognition to the top Motel 6
properties in Canada, recognizing excellence
in hospitality. Congratulations to Motel 6
Grande Prairie - Property of the Year; and
Motel 6 Stony Plain - Best Quality Practices,
Western Canada. Motel 6 is celebrating its 50th
anniversary this year with new properties,
featuring new construction prototypes, free
high-speed Internet, flat-screen TVs with AV
connections, new bedding and composite
hardwood floors.
The team at Edmonton’s Quality Inn West
Harvest won a Choice Hotels Canada Gold
Award, one of only 17 properties in Canada to
receive this excellence award.
Pomeroy Lodging has added three new hotel
properties, bringing its portfolio to a total of
1,650 rooms. The new properties include the
Grande Prairie Inn, Grande Prairie Stonebridge
Hotel, and Fort St. John Stonebridge Hotel.
Along with these hotels, they have also
acquired the GP Liquor Store, Fort St. John
Liquor Store and Fort St. John Mackenzie Mall.
SilverBirch Hotels & Resorts awarded Joseph
Dolby, Executive Chef at the Quality Hotel
and Conference Centre in Fort McMurray,
with its Leader of the Year Award. Chef Joseph
received the award for his dedication and
outstanding management of the new Table
63 Restaurant and in-house banquet services,
and was a recent winner of the Silver Knife
Award for Best Sample. The Associate of
the Year was awarded to Edward Shakir,
In-Room Dining Server from the Radisson
Hotel Edmonton South, for his gold standard
in customer service and dedication, loyalty and
teamwork. Other leadership award winners
from Alberta were Sales Team of the Year and
Market Share - Radisson Hotel Calgary Airport,
PR/Marketing Campaign of the Year - Mayfield
Inn and Suites West Edmonton; and Revenue
Maximization Team of the Year - Radisson
Hotel and Conference Centre Canmore.
Atlific Hotels has added the Radisson Hotel
& Suites to its Fort McMurray portfolio, now
offering 767 rooms in the city at six properties.
Construction is underway on a new luxury
boutique hotel in Calgary, designed with the
savvy business traveller in mind. Hotel Elan
is scheduled to open in the fall, offering 62
rooms including one and two bedroom suites,
in-suite meeting rooms, high-speed wireless
Internet, a business centre, private executive
boardrooms, and the latest in essential
business technology - with integrated
smartboards and video conferencing.
If you have any noteworthy community
contributions, please contact Debbie Minke at
[email protected].
WHAT’S NEW?
by Debbie Minke
Room Key is an innovative new hotel search engine that offers consumers
comprehensive information and a simplified search experience. Founded
by six leading hotel companies, Room Key provides consumers with a
breadth of choices while offering flexibility, accuracy, and assurance. A
unique shortlist feature enables consumers to compare properties across
multiple locations, share their top picks, and collaborate with family and
friends via email, Facebook and Twitter. It features integrated consumer
reviews and has launched its own Facebook page.
Mobile DECO Buffet Stations are attractive and easy to move. Featuring
the latest induction cooking technology, each unit has a quartz
composite countertop and a built-in plate shelf for guest convenience.
Warming, carving, food and beverage, and bar stations are also available.
From Enomatic comes a new product called Flute, a sophisticated
dispenser, which serves champagne by the glass. The system controls
temperature, serve volume, and best of all maintains the champagne in
the same state as it was when the bottle was opened.
More than 60% of people exit washrooms using techniques other than
simply putting their hand on the door handle. Rubbermaid Commercial
Products’ Auto Door™ System is an automatic, touch-free door opener
for washrooms, reducing potential cross contamination touch points to
prevent the spread of germs.
FEATURE
Optimistic Outlook for the
Accommodation Sector
by Beth Walters & David Ferguson
“We have an optimistic outlook for the accommodation sector in 2012 for many markets within
Alberta,” noted Beth Walters, Director and David
Ferguson, Senior Consultant from PKF Consulting, as
they once again presented a comprehensive Alberta
Accommodation Outlook session at the AHLA’s 92nd
Annual Convention and Trade Show in Jasper. The
session was made possible by the Alberta Ministry
of Tourism, Parks and Recreation’s Tourism Business
Development, Research, and Investment Branch.
T
he year 2011 saw improvement in occupancy and average daily
room rates in many markets and regions across the province
when compared with 2010 and 2009 results. The 2011 results
reflect that in many markets the volume of overall business
activity led to more demand for commercial accommodation, particularly
from corporate and work crew sources. Oil and oil sands related activity
was once again a major catalyst for increasing business activity as higher
prices and continuing increases in both domestic and global demand
lead many firms to continue with existing drilling and construction
activity or launch new initiatives in locations throughout Alberta. Many
Alberta-based firms are also involved in projects located elsewhere in
Canada or internationally, which in many instances helps their local
economies as well. Such is the case in markets such as Edmonton,
Calgary, and Red Deer.
Resource-Driven Trends
While the fortunes of the oil sector continue to improve within Alberta,
the same cannot be said for the dry natural gas sector. Dry natural gas
was for many years the primary source of resource royalty revenues for
the provincial government, and both work crew and corporate activity
related to the sector played a role in the increase in the inventory of
properties in Alberta. However, in recent years, advancements in drilling
techniques and technology have led to a glut of natural gas supply
being extracted and stored throughout North America. Oil and gas firms
{
The strong growth forecast for year end 2012
is due in part to strong investment in the oil
and gas sectors, plus continued investment
in major infrastructure projects in many
locations.
undertook rapid expansion of natural gas operations in both “traditional”
geographic areas (i.e. Alberta, British Columbia, Texas, Oklahoma and
California) and recently in “non-traditional” areas such as Pennsylvania.
With supply levels greatly outpacing demand and only limited capacity
to export offshore, the price of natural gas has plummeted to levels
that make drilling less economic. Many industry experts do not see
prices returning to levels that would justify further expansion of drilling
operations for at least the next two to three years, which will have an
impact on future accommodation sector performance in markets that
historically had high volumes of dry gas drilling related activity.
The advancements in drilling techniques and technology, however, have
encouraged growth in the exploration and drilling of liquids rich natural
gas, which is a highly-sought commodity widely used in the transport
of raw bitumen as well as for production of other petroleum-related
products. The price paid for a barrel of liquids rich natural gas is currently
comparable to the price of a barrel of oil, leading many firms to intensify
efforts to locate and extract this resource.
Optimistic Outlook for the Accommodation Sector
This, along with the increase in oil/oil sands activity, helped improve
occupancy and average room rates for properties in many areas of the
province in 2011, and will also play a key role in the further strong top
line results for 2012 in these markets.
Several economic forecasts published in March and April 2012 showed
that Alberta’s GDP growth for 2012 will be among the highest of all
provinces. (The strong growth forecast for year end 2012 is due in
part to strong investment in the oil and gas sectors, plus continued
investment in major infrastructure projects in many locations.) The
favourable economic conditions also boost consumer confidence levels,
leading to increased discretionary spending by Albertans, including
travel within the province. Albertans are the predominant source of
overnight travellers within Alberta, and will continue to lead the growth
in accommodation demand in all market segments for 2012 and future
years. This includes both corporate and government sources as well as
leisure and meetings/conference travel.
International Travel
The recent mixed results in overnight travel volumes from international
markets to Alberta poses a challenge to improving accommodation
demand levels. This is felt both within the better known markets including Calgary, Edmonton, and the Alberta Rockies region - and
in other smaller markets that attract demand such as Drumheller,
Lethbridge, or Alaska Highway travellers that pass through the province.
The slow economic recovery in the US, the turmoil in Europe, the strong
Canadian dollar, and fierce competition from other global tourism
destinations are impacting the volumes of room nights generated from
international travellers to Alberta. Marketing efforts at all levels are
helping to increase awareness and there are encouraging signs that
overnight travel is increasing from key emerging markets including
China, India, and Mexico. These volumes, however, are not sufficient yet
to rival travel volumes from traditional international sources such as the
US, the UK, Germany, France, and Japan.
Meetings and Incentive Travel
Two market surveys of meeting planners seem to indicate that there are
signs of improvement from the meetings/conference market segment
for 2012, which bodes well for many Alberta markets. The Meetings
and Incentive Travel (M&IT) Canada 2012 Market Report Survey (a survey
of Canadian-based meeting planners) highlighted that total spending
on meetings grew by 3.8% in 2011, and based on survey responses, is
projected to grow by 3.4% in 2012. Approximately 53% of the respondents
indicated that they would host the same number of meetings in 2012 as
2011, while 29% indicated that the number of meetings that they will
conduct will increase in 2012. The Maxvantage North American Meetings
Market Survey (a survey of North American meeting planners) indicated
that 80% of respondents projected that they will either increase the
number of meetings they will host in 2012 or will reach the same level
as they generated in 2011. Meeting planners indicated that their overall
domestic and international meetings/conferences are still trending
towards being a shorter duration, many are staying in locations closer to
their home base and some groups are avoiding expensive luxury hotels
and/or destination resort locations.
{
80% of respondents projected that they will
either increase the number of meetings they
will host in 2012 or will reach the same level
as they generated in 2011.
New Guestrooms
Over 600 new rooms are projected to open within Alberta in 2012, fewer
than in 2010 and 2011. The majority of new rooms are projected to open
in new, branded assets that are located within Calgary and Edmonton.
The lower supply growth reflects that the accommodation sector saw
a downturn in 2009 that also lagged for much of 2010, before showing
the growth experienced in 2011 and 2012. Some developers have turned
their focus to other geographic markets for growth opportunities,
including Saskatchewan and Manitoba, over the past couple of years.
The projected growth in accommodation demand projected in 2012 and
further anticipated improvements in future years are likely to lead to an
increase in new supply in selected markets.
Improvement in Net Operating Income
The improved performance of the Alberta accommodation sector in
2010 and 2011 has allowed many operators to improve upon their net
operating incomes when compared with results for 2009. The downturn
that commenced in the fall of 2008 and ran its course throughout 2009
and into 2010 forced many operators to put tighter controls on operating
expenses. Those operators that managed expenses well will benefit
as top line performance continues to improve in 2012. The increase in
economic activity has a cautionary side, however, as the availability of
labour will continue to be a challenge for accommodation operators in
Alberta.
Hotel Investment
With projected growth in provincial GDP in 2012 and accommodation
demand also improving, conditions are ideal for an increase in
development activity and transaction opportunities. PKF Consulting’s
2011-2012 Hotel Investor and Lender Survey shows that traditional lenders
are coming back to the market. Stronger loan-to-value ratios and longer
amortization periods were also cited in the survey as factors affecting
lending and investment. The results showed that while investors have
expectations that interest rates would be lower, lenders did not share
that sentiment. The results also showed that there is no consensus on
where capitalization rates are headed for 2012.
PKF Consulting provides hospitality business advisory services, appraisals,
market feasibility studies and financial projections for the hotel industry and
forecasts hospitality industry performance. PKF Consulting has a wealth of
project experience throughout Alberta.
Quotation and reproduction of this material is permitted only if credited to
PKF Consulting Inc.
MEMBER VALUE PROGRAM
Partnership Renewal with Staples Advantage, Canada.
On May 1, 2012, the AHLA and Staples
Advantage, Canada renewed their partnership
agreement for another two years. As a result
of this partnership, over 75 AHLA members
have been actively purchasing their office and
facilities supplies through the Staples Advantage
program. This has been a very successful
program, with lots of room for growth.
Joyce Hayne at EMC Publications has taken
advantage of the savings offered as a member
of AHLA and says, “Staples Advantage offers a
wide range of products that we use daily in our
business and we have saved hundreds of dollars
just on toner and exhibit displays.”
Staples Advantage, Canada is the business-tobusiness division of Staples, Canada. Through
multiple warehouse locations across the
province, Staples Advantage provides AHLA
members with next-day delivery and easy
ordering. AHLA members enjoy enormous
pricing benefits such as 65% discount on
regular priced catalogue items, and additional
savings on other categories only available
through the AHLA program. Other program
benefits include:
E-Way.ca Online Ordering
E-Way.ca is user-friendly and makes it simple
to find products online and place orders in
real-time, giving you access to the latest office
supplies. You can also view past purchases,
check the status of your orders, and download
invoice details. E-Way is secure and password
protected for each user, and is provided at no
additional cost.
Orders can also be made by phone or by fax;
however, 84.7% of orders are placed through
E-way.ca.
Commitment to the Environment
Staples Advantage takes its social responsibility
and the environment very seriously.
Unfortunately, order deliveries have a significant
impact on the environment by releasing, among
other toxic chemicals, nitrogen dioxide. Through
Staples Advantage Fifty Green program,
members are encouraged to help reduce their
impact on the environment and reduce the
by Lynn Senetchko
number of deliveries made to their properties by
combining their orders to reach a minimum of
$50. This not only improves Staples Advantage’s
operational efficiency, but also results in better
service and competitive prices for you.
If your order is less than $50, Staples Advantage
will add a $5 charge to your order. Half of this
charge is donated to Tree Canada to help plant
trees in local communities across Canada to
offset the environmental impact. You can have
the knowledge that your property has played
an active role in helping Staples Advantage
reduce not only its operational costs to maintain
competitive pricing, but also reduced the impact
on the environment.
To open an account or find out more
information about the Staples Advantage
Program, contact Tannis Hildebrandt by email
at [email protected], or call her
directly at 1.780.468.8729.
ROUNDTABLE
Summer 2012
Q: Are you concerned about
the volume of international
travel? How do you prepare
your staff for dealing with
international guests?
Bernhard Schneider, General Manager,
Mountain Park Lodges, Jasper
As a sought-after destination like Jasper
National Park, we have seen our international
guests declining since 2005, experiencing the
lowest numbers in 2009 and 2010. This has
especially been noticeable with business out
of the United Kingdom and United States which has yet to see a turnaround. Other longhaul markets though, are slowly rebuilding
as the economy recovers; especially out of
Germany and France. We have seen an increase
in business out of Australia since 2011 - due in
large part to favourable currency fluctuations.
The so-called “emerging markets” - especially
India and China - have been in the forefront
of our sales and marketing at Mountain Park
Lodges. We are seeing strong growth and
are encouraged with the momentum and
forecasts from these emerging markets.
With a smaller world and unlimited access
to information, communication of cultural
habits, needs and wants are widespread.
In our destination, we have had organized
information and training sessions specifically
for hospitality-based businesses via Jasper
Tourism. At Mountain Park Lodges we are
working closely with our tour operators and
partners to assist us in our strategies and
by Debbie Minke
standards to best accommodate our guests
from the emerging markets. We provide
special in-room amenities, ethnic and dietspecific menus as well as a kitchen facility
to accommodate tours with their own chefs.
We further concentrate on hiring employees
with the necessary language skills, or when
possible, from the country of origin i.e. China/
India.
Mark Wilson, General Manager,
Hotel Arts, Calgary
With business booming in the energy sector,
corporate travel has increased significantly
over the last few years. We’re seeing a diverse
array of travellers hailing from Europe, Asia,
and Latin America working in the sector and
conducting business in Alberta. At the same
time that we’re witnessing rising international
corporate travel mid-week, we’re also starting
to see more international leisure stays coming
into the market. Travel Alberta, the Canadian
Tourism Commission, and Tourism Calgary are
all working diligently to attract consumers
from international markets to visit us yearround.
With the anticipation of a changing
marketplace, our staff are becoming
increasingly aware of the cultural diversity of
our evolving international clientele. Members
of our Executive Team have attended numerous
seminars on cultural sensitivity and countryspecific market-readiness, and this information
is shared with our staff. We also have a staff
that hails from all parts of the globe, so their
insights and experiences provide us with an
advantage in understanding the diverse needs
of international travellers. At the end of the
day, we’re in the “people business” and it is
incumbent upon hoteliers to make our visitors
feel welcome and appreciated.
Michelle Devaney, General Manager,
Canalta Jurassic Hotel, Drumheller
Generally, I am not too concerned about
the number of international guests here at
the Canalta Jurassic Hotel. As Drumheller is
a destination town, typically the spring and
summer months tend to bring a larger volume
than the colder winter months. However, it
would be ideal to see a consistent number of
international guests all year long.
Staff preparedness is vital. All returning
and new staff, including housekeepers and
maintenance, are taken on tours of the
surrounding areas of Drumheller and the
Badlands, including the museums, in order to
reciprocate to the international guest exactly
what they have here to enjoy. The staff is
equipped with itemized visitor information
packages for the guests that contain detailed
maps, brochures, and tours. We find that if
guestrooms are equipped with effortless
amenities, this will give international guests a
home away from home that makes their visit
to Drumheller and Canalta Hotels an enjoyable
experience.
ADVERTISERS
Summer 2012
Alberta Hotel & Lodging Association27
Alberta Hotel Safety Association
12
Alberta Laundry Systems
9
American Hotel & Lodging Association
29
Apex Health & Safety
15
Bank of Canada
BC
Coinamatic Commercial Laundry
19
Colliers International Realty Advisors
24
Gordon R. Williams Corp.
IBC
Intirion Corp
7
Image Distributors
5
Jani-King of Southern Alberta
13
Johnson Inc.
25
McCallum Printing Group
25
Northwest Carpets
13
Restwell Sleep Products
IBC
RONA Inc.
14
Sealy Canada, Ltd.
8
Trafco Canada
8
WCB Alberta
20
Western Financial Group Insurance Solutions11
Western Refrigeration & Beverage Equip. 24
FEATURE
RV Industry Trends
T
oday’s record RV ownership levels
reflect the enduring appeal of the
RV lifestyle, despite recent economic
challenges. We expect RV ownership in
Alberta to continue growing as more and more
people learn how RVing is a cost-effective and
fun way to spend time outdoors with family
and friends.
When RV purchase intentions are combined
across current owners, former owners, and
new market entrants, a total of 21% of all
Albertans stated intentions to purchase an RV
at some point in the future. This represents
only a slight decline from the 23% rate in 2005,
and is ahead of the 16% rate in 2001. 70% of
current RV owners plan to purchase another RV
to replace their current unit in the future, and
these current owners have a stronger intention
to purchase a new RV when they do buy again.
Among new market entrants, defined as
households that have never owned an RV in
the past, 14% plan a future purchase with more
than a third intending to purchase a new RV.
Facts about RVers:
• The typical RVer was 48 years old in 2011, one
year younger than the average age of 49 years
recorded in 2005 and 2001.
by Dan Merkowsky
• There are as many as 22,000 new RVs sold in
Alberta each year.
RVers enjoy an array of activities while travelling
in their RVs. Favourites include:
• The median income of RVers is $62,000.
•
•
•
•
•
•
• 39% of RVers had children under 18 living at
home.
• RV owners aged 35 to 54 years posted the
largest gains in ownership rates, rising to
11.2% in 2011 from 9.0% in 2005.
• Ownership also edged higher among those
aged 55 or older, rising to 9.3% from 8.6% in
2005.
Alberta RV owners expect to hit the road in big
numbers this spring and summer, and plan to
adjust to higher fuel prices by enjoying frequent
weekend getaways and staying closer to home.
The top reasons for using their RVs more
include enjoying outdoor activity, taking minivacations, spending quality time with family,
and escaping from the stress and pressure of
everyday life. Almost 800,000 Canadians own
RVs because of the unmatched freedom and
flexibility they provide when travelling.
Approximately 18% of RV owners are engaging
in “seasonal” or “destination” camping.
Destination campers leave their RV parked at
one location for the entire spring/summer (or
longer) and travel back and forth to it using a
family vehicle.
Sightseeing - 77%
Cooking outside - 75%
Visiting friends and family - 58%
Hiking - 57%
Fishing - 50%
Visiting festivals or fairs - 49%
Other popular activities include antiquing,
biking, visiting museums, and attending family
reunions and events.
RV shipments from manufacturers to dealers
rose sharply in February (up 24% from the same
month last year) as the marketplace responds
favourably to the new products offered by RV
manufacturers. As technology has improved
and become more available, RV makers have
been offering innovative new products that
are lighter weight, more aerodynamic, and
more fuel efficient - while still offering a mix
of amenities that appeal to the many different
types of RV buyers.
Campground owners and operators should
consider how to better attract and accommodate
this growing market, taking full advantage of
the surge in interest in the RV lifestyle.
Dan Merkowsky is Executive Vice President of
RVDA of Alberta and can be reached at
888-858-8787.
FEATURE
GROWING STAR QUALITY
Canadian Star Quality Accommodation (Star
Quality), the new national star rating program
for hotels in Canada, is an industry program
owned, developed, and administered by
the four western Canadian provincial hotel
associations. These include the British Columbia Hotel Association, the
Alberta Hotel & Lodging Association (AHLA), the Saskatchewan Hotel &
Hospitality Association, and the Manitoba Hotel Association. The AHLA
was selected to provide the national administration for the program based
on its proven track record in delivering the Approved Accommodation
Program in Alberta over the years.
The goal of Star Quality is to deliver a standards-based rating program that
provides quality assured reservations for travellers and added value for the
accommodation industry in Canada. The Star Quality rating standards were
developed following an extensive review of other accommodations rating
programs, including Canada Select, AAA, CITQ, Europe’s HotelStars, and
New Zealand’s QualMark. Various studies into consumer expectations were
reviewed to ensure the needs/wants of the consumers would be addressed.
Interior designers guided the quality measurements and provided clear,
objective tools for determining quality. An industry advisory committee,
with representatives from the four founding associations, provided input
into the criteria for each star level.
Properties participating in Star Quality are rated by third-party, professional
rating advisors. The rating advisors follow a prescribed protocol and inspect
several different components to determine the level and quality of services,
facilities, and amenities. The rating process encompasses public areas, guest
bedrooms, and guest bathrooms, exterior and interior of the property, and
food & beverage services. All elements are scored and a final star rating
between one and five stars is assigned based on the minimum criteria level
achieved and the average quality score. The “plus” designation indicates
consistent, superior quality, amenities and services while maintaining the
criteria for that particular star level.
by Dave Kaiser
The official website for Star Quality is www.starqualityhotels.ca. Through
an online booking search engine powered by JackRabbit consumers can
find rates and availability for properties and make reservations directly
with the property’s online reservation system. No fees or commissions are
charged to the consumer or the property for using this referral service.
Other features and benefits of the website include Google Maps, a search
function based on property star ratings and amenities, and the ability to
view Trip Advisor consumer-generated reviews.
Since launching in the fall of 2011, participation in Star Quality has grown
to over 470 properties. The western Canadian hotel associations have
positioned Star Quality as the official accommodation rating program with
their respective provincial tourism marketing organizations (PMOs). As a
result, Star Quality ratings for participating properties will be displayed in
provincial accommodation guides and online listings. Links from the PMO
websites will refer qualified consumers to the provincial landing pages for
Star Quality.
Marketing plans for Star Quality in 2012 include developing strategic
partnerships with other hotel and lodging associations in the rest of Canada
as well as marketing Star Quality as an accommodation directory and
booking solution for city and regional destination marketing organizations.
By converging website traffic from multiple sources to a single website, Star
Quality’s search engine rankings will be improved dramatically,
In fact, the potential to leverage the Star Quality database and website is
virtually unlimited. With broad support from Canada’s hotel and lodging
industry, Star Quality could become a credible distribution channel that
effectively competes with the online travel agencies. The economic benefit
of this to the accommodation industry in Canada would certainly be
enormous.
Dave Kaiser is President & CEO of the Alberta Hotel and Lodging Assocation.
YOUR FUTURE IN HOSPITALITY
by Debbie Minke
The hospitality and tourism industry is a
major contributor to Alberta’s economy,
employing more than 128,000 people in
accommodations and foodservice alone,
according to Stats Canada. The industry
is broad with numerous employment
opportunities, and there are courses and
training programs available for a wide
spectrum of hospitality-related jobs.
Following are some options available in
Alberta, to those who want to further their
education and training in the industry:
Full Time Programs
Grande Prairie Regional College
Hospitality & Tourism Management Diploma
www.gprc.ab.ca
This two-year program focuses on the development of
industry-specific knowledge, business foundations,
and leadership skills that will help to open the door to
management level opportunities.
Medicine Hat College
Global Tourism and Marketing Certificate/Diploma
www.mhc.ab.ca
One-year certificate and two-year diploma programs in
Global Tourism and Marketing leading to a variety of
careers in hospitality.
NAIT
School of Hospitality and Culinary Arts
Hospitality Management Certificate, Diploma
www.nait.ca
Full time program with a one-year certificate. The
program provides training in service skills for food and
beverage, catering, and front desk operations. Students
also receive supervisory skill development and training
in: special event activities; tourism; hospitality law;
business communications; accounting; and organizational
behaviour.
Students who complete the Hospitality Management
Certificate and 400 hours of industry experience can
take an additional year of classes to earn the Hospitality
Management Diploma. The curriculum incorporates more
managerial skills as well as courses in marketing and sales,
economics, and food and beverage cost controls.
Red Deer College
Hospitality and Tourism Management Certificate/Diploma
www.rdc.ab.ca
One-year certificate or two-year diploma offered in two
areas of specialization: Accommodation and Marketing
Management, and Food and Beverage Management. The
certificate is designed to give students the basic skills
and knowledge required for entry-level and supervisory
positions. The diploma is designed to prepare students for
management positions.
Reeves College
Hospitality Diploma
www.reevescollege.ca
Full-time, 43-week program in Edmonton. Students
receive travel and tourism training for jobs in hotel and
facilities management, customer service, housekeeping
management, and more. Students will gain hands-on
experience in the tourism industry as part of a practicum
placement in a real-world hospitality workplace. Courses
include food and beverage services, computer systems,
sales and marketing, accounting, supervision, leadership
and management, etc.
Royal Roads University
School of Tourism and Hospitality Management
Master of Arts: Tourism Management
Graduate Certificates: Destination Development,
Hospitality Management, Sustainable Tourism, Tourism
Leadership
Bachelor of Arts: Global Tourism Management,
International Hotel Management
Royal Roads offers many full-time programs. Their online,
leading-edge graduate program is the first of its kind in
Canada’s tourism and hospitality education system. The BA
programs are on campus for those who have completed at
least two years of appropriate post-secondary education
(or equivalent). Students can complete 60 credits in just
12 months in this intensive program that aims to develop
a broad range of leadership, analytical, and interpersonal
skills, and provide a firm grounding in hospitality
management. Students will study relevant course material
on sustainable tourism, international hotel management,
financial strategy, marketing, ethics, entrepreneurship,
and communication in a way that blends academic theory
with industry experiences.
SAIT Polytechnic
School of Hospitality and Tourism
Hospitality Management Diploma
www.sait.ca
Two-year full time diploma program that includes a
professional internship program and e-Learning. Program
highlights include: laptop delivery of program, stateof-the-art software in both the lodging and food and
beverage sectors, hands-on training in SAIT’s Highwood
Dining Room, culinary perspectives training with expert
chefs, mixology and wine appreciation courses, and a
professional paid internship program, between years one
and two, to integrate students into leading hospitality
industry companies. A special events course allows
students to manage and execute an event for industry
members and the public. As part of SAIT’s live classroom
training, courses in Food & Beverage Service and Food
Production Management take place in the evening over a
six-week period.
University of Calgary
Haskayne School of Business
Bachelor of Hotel and Resort Management
www.ucalgary.ca/admissions/ha_bhrm
Applicants with a diploma in Hospitality Management
from an approved institution and a cumulative grade
point average of at least 3.00 may apply for this 2-year
degree program. The intent of the degree is to develop
students with both a skills-based and management theory
education, who have the potential to assume senior
positions in the hospitality industry (specifically in the
accommodation and food and beverage sectors).
Continuing Education/Distance
Learning Programs
AGLC’s Reel Facts Program
aglc.ca/responsiblegambling/VLT/IAT_reelfactsprogram.
asp
This training program helps VLT retailers and their staff
understand how they can provide assistance to customers
who may have a gambling problem. Staff working in
licensed premises, where their duties include working
with the VLTs and patrons, must complete Reel Facts
responsible gambling awareness training within 3 months
of commencing employment. A passing grade of 80% is
required to receive a certificate of completion.
AHLA Workshops & Seminars
www.ahla.ca/four-pillars/human-resource-development/
The AHLA offers their members customized learning,
development, and training programs geared toward the
tourism and hospitality industry with the goal of creating
a service culture. Seminars/workshops include Building
HR for Tomorrow, Housekeeping Edge, Train the Workplace
Trainer, Team Excellence, Leadership Foundations, and a
Leadership Development Series - Establishing Effective
Teams, Delegate and Empower, Leading for Achievement,
and Coaching Towards Excellence. Resources are also
available to members on an individual, as-requested basis.
Alberta Hotel & Safety Association Courses & Seminars
www.ahsa.ca
The AHSA offers a full line-up of courses and seminars
to increase awareness and responsibility of health and
safety. Online courses include Beyond the Basics, Health
& Safety Program Building, and Workplace Hazardous
Materials Information System. Seminars include: Health
& Safety Program Building; Peer Auditor Refresher; Peer
Auditor Training; Incident Investigation; Safety Basics for
Employees; Safety Basics for Managers & Supervisors;
Hazard Identification & Controls; Workplace Inspection;
and Contractor Safety Management. The AHSA works
closely with the Alberta WCB to promote and administer
the Certificate of Recognition (COR) and Partners in Injury
Reduction (PIR) Program.
American Hotel & Lodging Association Educational
Institute
www.ahlei.org
Professional certification from the Educational Institute is
the ultimate distinction of professional excellence for the
hospitality industry. The Educational Institute certifies and
validates competencies in conjunction with academia and
industry experts for over 35 positions in the hospitality
industry; designations from front-line to general manager,
including the prestigious CHA - the Certified Hotel
Administrator.
Canadian Tourism College
Hotel Management Diploma or Hospitality Operations
Certificate
www.tourismcollege.com
This college offers complete online training, submitting
papers electronically, with online assignments, quizzes, and
exams. CTC’s online hotel students have consistent, easily
accessible communication relating to all aspects of the
learning experience. The diploma is 2,000 hours or approx.
21 months long.
emerit Professional Certification & Training
www.emerit.ca
Skills training, upgrading, and certification is available
through the AHLA for the Canadian Tourism Human
Resource Council (CTHRC) Tourism Training brand emerit. All emerit products and programs are based on
industry-defined standards, and are recognized across
Canada. Products include national standards, workbooks
and online occupation-specific training, Trainer’s Guides,
and professional certification - the leading professional
credential recognized by tourism employers across Canada.
Educational Options Abound
NAIT
Continuing Education
Hotel and Restaurant Supervision Certification
www.nait.ca
The online program consists of five core business courses
from the JR Shaw School of Business and up to nine hotel
or restaurant-specific courses. Upon completion, students
have the option to transfer to Year 2 of the NAIT Hospitality
Management Diploma program.
ProServe Liquor Training
www.proserve.aglc.ca
To help licencees meet the social responsibility
requirements set out in legislation, regulation and policy,
the AGLC created ProServe to teach servers and supervisors
how to prevent underage drinking, how to recognize overconsumption, how to deal with troublesome, inebriated
patrons, and much more. An important part of the
training is how to reduce or stop liquor service to someone
who is nearing their limit. The program also deals with
retail liquor sales, including how to refuse service to an
intoxicated person and how to detect shoplifting.
ProTect Security Staff Training
www.protect.aglc.ca
The Government of Alberta requires training for security
staff working in bars, nightclubs, and other licensed
establishments around Alberta. ProTect Security Staff
Training is specifically designed for workers who monitor
and control the door and lineups outside licensed
premises. Individuals who work in a security position or
manage/supervise security staff in bars and nightclubs
must successfully complete the training program. This also
applies to people who own, manage or work for a security
company contracted to provide security in the same type
of licensed premise.
The training is available at no charge and offered through
facilitated seminars at locations around the province.
SAIT Polytechnic
Continuing Education
Hospitality Management Certificate of Achievement
www.sait.ca
These certificates are designed to give students an
introduction to the fundamental elements of the hospitality
industry: marketing strategies, event coordination,
inventory management and more. All courses are offered
online, allowing flexibility for students looking to upgrade
their education and learn current industry standards.
2012 AHLA Convention & Trade Show Recap
Frank O’Dea at the Opening Breakfast
Finding New Products at the Trade Show
AGLC presented new VLTs
Karen Turner presented “Increase Productivity & Reduce Your Stress”
Networking at the Convention
Stuart Ellis-Myers at the Closing Session “Twitch Yourself to Success”
Bruce Okabe, CEO Travel Alberta, facilitated “Hitting Our Stride”
Think ahead.
The new $20 bill is coming this November.
ABM
Vending machine
$$$
Self-serve checkout
Counter
Contact your supplier.
For more information and free training: www.bankofcanada.ca/banknotes • [email protected] • 1 888 513-8212

Social Media - Alberta Hotel and Lodging Association

Transcription

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