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Project Manager & Board Liaison
Member Services Manager
Member Services Coordinator
2021/2022 Board of Directors
Bryan Pilbeam – Delta by Marriott Hotels, Kamloops (Chair)
David McQuinn – Coast Bastion Hotel, Nanaimo (Vice Chair)
John Kearns – Sheraton Vancouver Guildford Hotel, Surrey
(Past Chair & Governance)
Ravinder Dhaliwal – Mundi Hotel Enterprises Inc., Kamloops
David MacKenzie – Pemberton Valley Lodge, Pemberton
Tanya Stroinig – Prestige Hotels & Resorts, Kelowna
Angie Eccleston – Crest Hotel, Prince Rupert
Chris Watson – Best Western Plus Carlton Plaza, Victoria
Christine Louden – Granville Island Hotel, Vancouver
Doug Andrews – The Listel Hotel, Whistler
Eleanor Ryan – Pomeroy Hotel & Conference Center,
Fort St. John
Jessica Dolan – Ramada Penticton, Penticton
Jonas Melin – Pinnacle Harbourfront Hotel, Vancouver
Leo Saad – Best Western Plus Chateau, Fort St. John
Samantha Hackett – Long Beach Lodge, Tofino
Attract the digital nomad, increase your hotel’s energy
efficiency, personalize service, and more.
Retaining your Top Talent
How can you make employees feel needed and
valued in the workplace?
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4 BC Hotel Association Report
5 Leader of the Future:
Wivine Mathias Rukera
9 Names in the News
9 What’s New?
10 Go Green – People, Planet, Prosperity
15 Hotelier Feature: Angie Eccleston
29 BC Hospitality Foundation
30 BCHA Member Engagement
18 The Okanagan
23 Collaboration as a Path to
a Prosperous Workforce
24 Menu Innovation
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y Ingrid Jarrett, President & CEO
At the beginning of Summer, the Federal
Minister of Tourism, Randy Boissonnault,
reached out to our industry leaders and
operators across the country, seeking
feedback to help develop a submission for the
Federal Growth Strategy. We worked with our
partners at the Hotel Association of Canada,
the Tourism Industry Association of Canada,
and members of the Hardest Hit Coalition, to
align our sector and clearly prioritize its needs.
We identified four priority pillars in our
• Attract and retain a sustainable hospitality
and tourism workforce
• Develop and promote hospitality and
• Improve access for visitors to and within
• Build a regenerative and inclusive tourism
This was a significant opportunity to provide
specific asset development recommendations,
to advise on required policy changes in multiple
ministries, and ensure specific immigration
and training is supported across the country.
Additionally, it was important to showcase
our industry as a healthy, stable, and growing
sector with investment recommendations that
are foundational to capturing demand and
cementing our nation’s position as a leading
tourism destination on the global stage.
On a provincial level, I recently presented to
the Standing Committee on Finance, which
was an opportunity to help guide the priorities
of government for Budget 2023. Recognizing
the critical need for the sustainable growth
of tourism, our first recommendation was to
align our industry and our GoGreen program
with the climate action goals of our province.
The second recommendation surrounded
our workforce shortage and our urgent need
to expand immigration eligibility to attract
highly-trained hospitality workers from outside
of Canada. Finally, we also highlighted the
necessity for government to return to prepandemic
meetings and travel.
To expand on our advocacy priorities, we
have also been actively pursuing initiatives in
support of affordable housing, as the lack of
housing for employees is crippling our industry.
Of course, coupled with this, is the work we are
leading on the short-term rental file, which has
negative implications on livability, affordability,
and taxes for our province. We are pleased to
be working with experts and industry partners
across Canada that have been critical to
developing our strategic approach, which we
are confident will result in a positive outcome
for our sector.
Similarly, we have a team addressing the
workforce shortage at the provincial and
federal level. We have signed agreements with
the Consulate of Barbados and the Consulate
of El Salvador to fast track visas, allowing
swifter access to foreign workers. We also
have sought a revision to the PNP program,
to ensure expanded eligibility for hospitality
workers. Additionally, we are aligned with
Tourism HR Canada and the Hotel Association
of Canada on their efforts to have a hospitality
immigration stream to support our industry at
the federal level. As we have begun to witness
our sector bounce back to pre-pandemic
occupancy levels, we know the work around
workforce is essential for our members.
Beyond our workforce crisis, there remain
significant pandemic-related obstacles for
accommodators and travellers alike: airline,
testing and border confusion; the potential
of yet another wave with respiratory season
upon us; inflation; high gas prices; and more.
These challenges are not easy to fix, but with
the strong partners we have both federally and
provincially, we will certainly address each of
the issues to the best of our ability.
On a more promising note, we have been
celebrating the return of large sporting events
in BC, with successful hosting bids for the
upcoming FIFA World Cup, Invictus Games,
and Levar Cup. Additionally, there has been
significant momentum surrounding the
historic Indigenous-led 2030 Olympic Winter
Games bid, which is well on its way from a
planning and partnership perspective. Each
of these large-scale events pose an enormous
opportunity to showcase our province to
the world and grow tourism revenue far into
the future. And after years of witnessing our
events’ sector struggle, we couldn’t be more
elated over these positive developments. As
your industry association, we are committed
to ensuring that there will be more positive
developments to come.
Long Beach Lodge Resort
by Danielle Leroux
Wivine Mathias Rukera is a charismatic and hard-working Room
Attendant at Long Beach Lodge Resort in Tofino.
Rukera moved to Canada in August 2021 and began working
at the resort several months later, after completing a two-month
hospitality management education program at Camosun College.
Rukera was working as a server in Kenya, when she found out
about the Hospitality Industry welcomes Refugee Employmentlinked
Sponsorship (HIRES) project through her sister and a
World University Service of Canada (WUSC) and Camosun
College welcomed refugee youth from Kenya to British Columbia
through the project, a unique employment-linked sponsorship
pathway in collaboration with Tofino’s hospitality sector.
The new initiative, funded by Immigration, Refugees and
Citizenship Canada, builds on WUSC’s long-standing Student
Refugee Program model and looks to further expand access
to economic opportunities for refugee youth and enhance their
economic integration into the Canadian labour market.
Out of 800 people, Rukera was one of nine selected to the
project in 2021. “HIRES is a good program,” adds Rukera. “It
helps so many people to do what they want to do in life and
adjust in their future.”
Long Beach Lodge Resort was one of our four champion
employers in Tofino that welcomed the first nine HIRES
When asked how she got into hospitality, Rukera says: “I love
people and being around people. You meet a lot of different
people from different parts of the world. You get to know their
needs and provide what they need.” She also loves the element
of teamwork, helping each other, and exchanging ideas and
conversation. In her current role, Rukera makes beds and cleans
Courtesy of Camosun College
Before moving, Rukera interviewed with several companies,
but ultimately landed on Long Beach Lodge Resort. “I felt like it
was the one for me,” she says. “I did research online and it is a
beautiful place.” Outside of work, Rukera’s also soaked in some
of the nature Tofino has to offer. “I tried surfing once! And I’ve
also done some hiking.”
But the transition hasn’t been without its challenges. “I had
never done housekeeping before,” says Rukera. “At first, I
thought they were giving me too much information and it was
very challenging. But with time, I got used to everything.” Rukera
also experienced culture shock moving to a new country and
place but has a positive attitude when it comes to the change
and seems incredibly adaptable: “It’s life. We have to explore and
live in new areas,” she says.
Rukera is currently training to be a supervisor and is modest
about her success. But the resort’s General Manager Samantha
Hackett shares, “Wivine has proven in a short time that she is a
hard worker and a skilled leader. Her efficient work and ability
to connect with team members has started her on a great path
in the industry and we have been coaching her to become a
housekeeping supervisor at Long Beach Lodge Resort.”
In the future, she wants to expand her education and learn
more about hospitality and tourism or explore social work. “I am
a person who really likes helping people,” she says. “I want to do
other courses related to that.” Wherever her career path may take
her, it’s clear Rukera wants to be around and helping people.
by Danielle Leroux
The last two years have changed the way
we live, work, and travel. COVID-19 has
dramatically accelerated the adoption of new
technologies, and many of these are here to
stay. Hotels have to adapt and be innovative
if they want to appeal to the changing needs
and wants of tech savvy travellers.
From attracting the digital nomad, to
increasing your hotel’s energy efficiency, and
personalizing service, read on for the latest in
hotel tech innovations.
Have you considered swapping your paper
guest directories for a digital version? The
Crystal Lodge prides themselves on the
new Crystal Lodge app, described by
General Manager Jared Sissons as a ‘pocket
concierge.’ It is a complete guide for everything
to see and do in Whistler. Guests can also
easily contact the hotel through the app via
email, text, or phone.
“It has reduced paper in the guest rooms and
helped reduce COVID touch points,” says
Sissons. “The app is quite extensive in terms
of information, providing a high level of service
for guests. All of the customers using it love it!”
Looking for a way to keep in touch with your
guests during and after their stay and help
personalize their visit?
Bill Lewis, General Manager of the Magnolia
Hotel, says the most significant tech innovation
the hotel has implemented is its guest
relations management system. “It allows us
to communicate with guests via text. It’s an
easy interface for the entire team. We can be
in contact with guests, personalize their stays,
and track their wishes and wants—like when
they arrive or what type of bed they want.”
The hotel can also maintain relationships with
their guests between stays if guests choose
to opt-in to communications.
At the Oswego Hotel, General Manager Sarah
Webb says they use the text messaging
platform Whistle to communicate with guests.
“Within the first year of using it, 30,000 text
messages were sent between guests. It has
improved guest satisfaction and efficiency.”
The platform can also be used to track
maintenance requests, helping the hotel make
better informed decisions about where to put
resources and adjust their budget based off
Technology can also help reduce your energy
bill and environmental impact.
Lewis notes increasing trends around energy
efficiency in hotel rooms, with new hotels being
built with guest room management and climate
control systems—like lights or AC automatically
shutting off in an empty room.
Courtesy of the Crystal Lodge
In September, the Magnolia is upgrading
its building management system to improve
energy efficiency in common areas. “There will
be central control of all the common areas by
a web app,” says Lewis. The technology will
allow for set points to be put for different times
of the day and year, creating a comfortable
temperature and more efficient energy use in
the common areas.
Hotels across the world are adopting mobile
check in. Usually through an app, hotel guests
can use mobile check-in to select their room
and complete the check-in process prior to
arriving at the hotel. Guests can skip any line at
the front desk and check right into their room
upon a contactless arrival, using their mobile
device as the key to their room.
But it may not be the right fit for your
property. The Oswego is holding off for now.
“We are an 80-room property and check-in is
a nice way to get to know guests personally,”
says Webb. “Our customer service is a strong
selling point and having that initial human
contact and personal touch goes a long way.”
Could technology help with your staffing challenges? “With labour
shortages the way they are, we’re looking at ways to augment
our cleaning,” says Sissons. This includes testing a robot vacuum
cleaner that does not require an operator. “If we can take, not
a position away, but a task away that allows us to concentrate
on other areas during staffing, it is something we’re looking at,”
Fitness equipment has become
a lot more interactive and hightech
in the last two years,
with many guests investing in
home gym equipment, and the
Magnolia has taken note. “We
have an interactive treadmill
and will be getting a Peloton
over the summer,” says Lewis.
Top-end technology in the fitness room helps the Magnolia
deliver a luxury experience. “One of the old-fashioned adages of
the hotel business was you hope to see things nicer than your
own home in a luxury hotel,” says Lewis. “That’s what we strive
for, to give guests a little better experience every time.”
Gone are the days where people watch cable. Guests expect
access to Netflix, Amazon Prime, or any other streaming service
they may use at home. Lewis says the Magnolia plans to upgrade
Testing out energy-saving heat
pumps partnered with a userfriendly
climate control pad.
its in-room streaming solutions in the next year, making it easier for
a guest to watch off their own device or use streaming services.
The hotel is also sampling a new interactive phone featuring
wireless charging for devices, a beautiful sleek design, and Bluetooth
The Coast Bastion Hotel is in the midst of renovations and tech
improvements are part of it, says General Manager David McQuinn.
This includes testing out energy-saving heat pumps partnered with
a user-friendly climate control pad and noise cancelling technology
in the guest rooms.
The hotel is also taking into account the changing needs of travellers,
like the rise of digital nomads—
people who live in a nomadic
are not going away.”
way while working remotely. The
Coast is implementing WeWork
style zones, so guest don’t have
to work in their rooms. “As the
market evolves, we want to be
ready,” says McQuinn. “The things
that occurred during the pandemic
What’s the best way to stay current on future trends—like cyber
security, artificial intelligence, facial recognition technology, and
even NFTs in hotels? Look to hotels in other cities and countries,
tradeshows and conventions, and industry newsletters and websites.
Lewis also suggests fostering a culture of innovation and having
your team contribute new ideas. “Technology is very important to
consumers going forward,” says Sissons. The time is now to be
adaptive and innovative.
y Deb Froehlick
NAMES IN THE NEWS
by Deb Froehlick
Genuine Comfort is introducing the
quietest and most efficient 32” PTAC unit
on the market—the Genuine Comfort
GCDM 32” PTAC. It features a universal
fit in all 32” sleeves, decreased noise by
12% vs. industry standard, and increased
efficiency by 18% vs. industry standard.
Blue Mountain Solutions Inc. is launching
their new Online Learning Centre, which
is easy to follow and flexible on time. It is
an efficient way to get your team trained
and onboarded with customer service.
dormakaba Canada Inc. is announcing
BlueSky Access, its cloud-based mobile
access key delivery application that
combines security and convenience.
Create a simplified guest experience,
while streamlining hotel operations. Guests
receive their room key on their smart device
allowing them to bypass the front desk and
go straight to their room, as well as access
authorized areas throughout the hotel
property. Visit dormakaba.us/BCHA and
go2hr has a new HR support initiative:
Regional HR Consultants. Partnering with
the BC Government and the Vancouver,
Coast, and Mountain regions, go2HR
offers complimentary human resource
advisory services for tourism and
hospitality employers through Regional
HR Consultants. Wherever you are in BC,
your Regional HR Consultant can assist
you with recruitment, retention and more.
The BC Hotel Association is proud to
welcome these new members:
Arkitek Creative Inc.
Bell Alliance LLP
Crease Harman LLP
David Roberts Food Corporation
Kasselman Creative Ltd.
New Life Painting and Decorating Ltd
RaDaR Immigration Inc.
Stash Hotel Rewards
Takasa Lifestyle Company
Bedford Regency Hotel
Best Western Pacific Inn & Suites
Best Western Plus Sunrise Inn
Best Western Premier Route 97
Fairfield Inn & Suites Kamloops
Holiday Inn Express & Suites Vernon
Pacific Inn & Suites Kamloops
Vista Inn and Suites
Congratulations to the Summerland
Waterfront Resort and Spa which has been
awarded the 2022 Tripadvisor Travelers
Choice “Best of the Best” Award. This
means the resort is ranked in the top 1%
of properties worldwide based on earning
excellent reviews from travellers. And
to make things sweeter, the resort also
cracked the top 25 resorts in Canada!
The Inn at the Quay also won a Traveler’s
Choice Award which recognizes businesses
that get consistently good reviews.
Congratulations to the following hotels that
were honoured to be on Travel + Leisure’s
annual Reader’s Choice Awards list:
The 10 Best Resort Hotels in Canada
2. Fairmont Chateau Whistler, BC
7. Four Seasons Resort and Residences
9. The Westin Resort & Spa, Whistler, BC
10. The Wickaninnish Inn, Tofino, BC
Graeme Benn has been appointed Dual
General Manager of JW Marriott Parq
Hotel. The industry
veteran has 35+ years
of global hospitality
experience in luxury
Graeme Benn hotels.
Jeneen Sutherland is the new Executive
Director of Wilderness Tourism Association
(WTA). She says, “The WTA is a ‘force for
good’ that aims to preserve remote areas of
BC, and it is our goal to foster responsible and
respectful travel in our beautiful province. We
are one of the many voices advocating for
forests, oceans, communities, and wildlife.
For our members, operating a wilderness
tourism business goes hand in hand with
being stewards of the land and sea.”
RHB Enterprises is excited to welcome Colin
Turley to their team as BC area sales rep.
He’s very personable and has an extensive
background in restaurant management
after working for several establishments in
Vancouver and Toronto.
Former BCHA Board Director, Brian Rohl,
has been appointed as General Manager of
the Georgian Court Hotel.
The 10 Best City Hotels in Canada:
2. Rosewood Hotel Georgia, Vancouver, BC
3. Fairmont Empress, Victoria, BC
4. Magnolia Hotel & Spa, Victoria, BC
6. Fairmont Hotel Vancouver, BC
9. Fairmont Waterfront, Vancouver, BC
The Role of Hotels in Regenerative Tourism
by Elizabeth Smith
The climate, the way people travel,
and what people expect from hotels is
changing. Travellers and prospective
employees are increasingly looking for
hotels that align with their values and are
contributing to a brighter future. A 2021
study of global travellers by Booking.
com found that 76% of respondents
pledged to seek out accommodation
with reputable third-party sustainability
For some, a brighter future means
focusing on people and community.
For others, this means addressing
environmental impacts such as
greenhouse gas emission reduction
and water conservation. For everyone,
it is about ensuring that we have a future
in which we can all thrive. Ensuring all
three areas (people, planet, prosperity)
are covered is called the triple bottom line
Later this year, Green Key Global will
be launching updated and improved
eco-rating criteria for its hotel certification
program. The new triple bottom line
approach will help hotels on their journey
from sustainable to regenerative by
focusing on People, Planet, and Prosperity
in alignment with the UN Sustainable
Development Goals (SDGs). The updated
Green Key Global Eco-Rating program will
continue to be recognized by the Global
Sustainable Tourism Council (GSTC)
and will feature virtual audits to help
hoteliers stand behind their certification
and enhance hotel relationships with
From Sustainable to Regenerative
A regenerative approach means working
to repair and restore systems (ecological
and social) that have been damaged
and ensuring those systems are set up
to thrive in the long term. Economist
John Fullerton describes regenerative
capitalism as “applying the lessons of
living systems to economic systems.”
Living systems are inherently restorative
and almost always in balance.
Place – Culture – Enterprise – Government – Commons
Natural System Design
Conventional Green Sustainable Restorative Regnerative
For hotels, moving beyond sustainable
to regenerative means a stronger focus
on employees and residents and on
ecosystem restoration and conservation,
while remembering that a strong fiscal
performance is necessary to be able to
support these activities.
Green Key Global & the UN
Sustainable Development Goals
For over 20 years, Green Key Global has
been helping properties in North America
and beyond to showcase and improve their
environmental sustainability performance
through its certification programs. This
latest update to the program will see the
hotel-specific assessment criteria as well
as the comprehensive package of tools
and resources go beyond environmental
sustainability by addressing all 17 of the UN
Sustainable Development Goals.
The improved Eco-Rating program will
include additional questions and resources
focused on responsible consumption,
reduced inequality, climate action, good
health and well-being, reconciliation,
accessibility and inclusion, biodiversity,
Take SDG 3 - Good Health and
Wellbeing as an example. New questions
will reward hotels that offer extended health
benefits, wellness programs, Employee
Assistance Programs (EAP), cross-job
training opportunities, and job flexibility.
Focusing on employee wellness is good
business as these programs help attract
and retain top talent.
Virtual Audits & Digital
Organizations now embrace new and
innovative digital processes. Green Key
Global program updates will allow hotels to
book virtual audits and submit supporting
After completing the self-assessment
questionnaire, hotels will be able to choose
to work on improving their score or submit
it for verification. Properties will be provided
with a list of required documentation
(policies, reports, employee handbook,
etc.) which they will be able to submit
through a secure portal.
During the virtual audit, managers will
meet with an auditor to review their selfassessment.
Hoteliers should be prepared
to provide additional supporting evidence
and conduct a virtual tour of the property
for the verifier. These new digital processes
will be more efficient, economical, and
better serve remote properties across
North America while further reducing the
carbon impact of conducting all audits
Green Vendor Directory
Purchasing from responsible vendors is
critical to reducing a hotel’s environmental
impact and maximizing the benefits for
the community and economy. Green
Key Global’s Green Vendor Directory is
designed to connect members with
environmentally and socially responsible
products and services within the hospitality
and meetings and events space.
Hotel-specific suppliers range from
guest amenities to cleaning products to
renewable energy solutions.
Through a new online vendor application
process, Green Key Global aims
to increase transparency and provide
qualified suppliers in every area of their
sustainability journey to hotels.
Join Green Key Global to start your
journey toward regeneration and contribute
to a future where people, planet, and
prosperity are in balance.
by Cindy Conti
With the continuing exit of baby boomers from the workforce and the
competitive labour market, the need to retain top talent in the tourism and
hospitality industry has become more and more critical. The workplace has
changed because of COVID-19, and it continues to evolve as we navigate
this new world of work. Some of the old tactics we used to inspire and
motivate employees in the past now seem outdated. What used to be
impactful pre-pandemic may no longer have the same effect.
So, what can you do to retain your top talent? Start by taking an objective
view of the programs and offerings you already have in place, and ask
yourself, “Will this continue to inspire and motivate our employees to stay?”
If not, make changes to meet the ever-changing needs of our industry, your
business, and your staff.
Your employees may spend as much as one-third of their lives at work. If
they don’t find the experience rewarding, or are not recognized for making
an important and valuable contribution to the company, why would they
stay? Everyone wants to feel needed and valued in the workplace, not just
through wages and benefits but also by having their voices and opinions
heard, being recognized for their efforts, and having opportunities for
growth and development. These factors contribute to a successful retention
strategy that keeps your employees motivated and leads your company to
long-term success. Consider the following methods:
Offer Flexible Work Arrangements or Scheduling
Consider offering a hybrid work model between home and the workplace
for those who work in office settings such sales, finance, and administration.
Show your employees that while the business needs must be met, you also
respect their personal needs. Stress the importance of providing work-life
balance, whenever possible. Consider offering a shorter workweek or
a weekend off once a month for employees who cannot work remotely.
RHB is your
HOTEL • RESTAURANT • OFFICE
1-866-208-7675x2011 • rhbenterprisesinc.com • @rhbenterprises
2022 Inn Focus 1/4.indd 1 2022-08-01 2:49 PM
Workplace expectations have changed
significantly in the past couple of years.
Employees want to know what’s in it for them.
Offer opportunities for training and education,
and a clear path to career advancement.
Promoting from within not only helps
employees feel valued but also allows them
to feel they are contributing to the success of
the business. If the employee isn’t yet ready
for the next step, then set up a plan to help
the person get there.
Review HR Policies
Take time to review your existing
policies and update your
employee handbook. Do your
current policies reflect the new
work world? Consider allowing employees
to take time off work to deal with personal
or family-related issues. Some may still be
struggling to balance home and work-life
responsibilities such as childcare, elder care,
or pet care. Review your travel policy, if you
require your employees to travel. And don’t
forget to review and update any policies that
pertain to your employee’s health and safety.
Compensation & Perks
Review your total compensation plans, not just
the base salary. Look at the whole package.
What types of benefits do you offer and are
they currently being used? Could you consider
eliminating perks that aren’t frequently used
and replace them with something more
meaningful or relevant? Can you personalize
benefit selections by offering financial tools for
retirement, pet insurance, or floating holidays
to accommodate different cultures? Consider
Consider floating holidays to
accommodate different cultures.
partnering with another local business so
you can swap employee discounts or gift
certificates. Review your salary structure and
wages. Are your base salaries and wages
competitive within the industry?
Motivate Your Seasonal Employees
Before the season ends, talk openly with
your departing employees. Schedule a
quick check-in meeting and ask them about
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their experiences and whether they would
consider returning the following season.
Stay connected after they leave. Create an
Instagram or Facebook page, a WhatsApp
group, or another social media page for
employees to stay in touch. The more ways
you can make employees feel like they are
still part of the family, the more inclined they
will be to return.
One of the many advantages of having
employees return to your business is that
it is not necessary to retrain them
each year. Saved training dollars
can be used as incentives. Consider
offering returning staff a higher salary
upon their return or offer a returning
Make Mental Health a Priority in the
If we have learned anything over the past
two years, it’s that the health and wellness of
your employees is vital, especially if you want
them to stick around. From the uncertainty of
job security to the ups and downs of layoffs
and recalls to being on the receiving end
of upset guests, your employees have kept
your business running, and it has taken a
significant toll on their mental and physical
well-being. Start talking about mental health
in the workplace. Understand that employees
may need help if they aren’t feeling like
themselves. You need to notice if they are
struggling to meet the daily demands of their
jobs. Communicate with your employees and
allow their voices to be heard without fear of
reprimand. Ensure they know who they can
safely go to if they have questions or concerns.
Become known for having a workplace culture
that values the well-being of its staff. When
employees feel valued and connect to your
organization, they work with a deeper sense
of meaning and strong motivation.
As the tourism and hospitality industry
continues to recover from the impacts of
the pandemic, inspiring and motivating your
employees to retain them needs to be a
workplace priority. As business leaders, you
are not expected to have all the answers.
There is a wealth of free resources available
and go2HR is here to help. We invite you to
contact us to learn more about how you can
support your employees at hr@go2HR.ca.
Cindy Conti, CPHR, is HR Consultant-
Vancouver, Coast & Mountains with go2HR,
the human resources and health and safety
association for the BC tourism industry.
General Manager of the Crest
Hotel in Prince Rupert
by Danielle Leroux
Angie Eccleston is the General Manager of the Crest Hotel in Prince
Rupert, a role she took on in October 2021 after being with Prestige
Hotels and Resorts for 10 years.
“I wanted to live by the ocean and had been looking at Prince
Rupert for quite a while,” says Eccleston. She had settled into
Smithers, where she was General Manager at the Prestige Hudson
Bay Lodge, and it didn’t seem like an ‘ocean opportunity’ would
come up to move with Prestige.
But then, “I got a LinkedIn message from a managing director
who was looking for someone to run the Crest Hotel. They were
reaching out within their current network and asked me if I knew
anyone who was interested. I said, ‘please consider me first,’ and
it went from there.”
It was hard leaving a company that had been good to her for so
many years, but there was also the draw of something new. “I would
have to learn how to operate under different circumstances,” she
explains. “The Crest Hotel is an independently owned property. You
just have to go through one layer to make changes. But in other
ways it’s hard. I can’t call on a bunch of other general managers
for advice on how they’ve handled a similar situation.” Fortunately,
Eccleston is still able to lean on the support system she built at
Prestige, while building new relationships with other local operators.
Eccleston had her start in the hotel industry as a night auditor 11
years ago. “I left a manufacturing job that I couldn’t get ahead in,”
she says. “I found the work very tedious and boring. I needed to
try something more engaging, and I thought hotels would be such
a different feeling, so I took a chance.” It paid off and Eccleston
immediately found the work rewarding. She worked for three weeks
as a night auditor, before moving onto the day shift.
“That’s where I really fell in love with the hotel industry. There is
such a variety of unique challenges requiring creative solutions.
It also felt like people were being respected in a way that I wanted
them to be,” describes Eccleston.
She worked her way up from front desk to assistant manager
at Prestige Harbourfront Resort in Salmon Arm and later became
General Manager at Prestige Radium Hot Springs Resort before
moving to Smithers.
In her current role, Eccleston is responsible for a team of
‘incredibly competent and skilled’ managers who look after
different departments. “My role is to act as a support system
for them. I assist them with challenges—doing what I can to
make their jobs easier—and also maintain an active role in the
Eccleston continues to find the job very rewarding. “Between
our guests and co-workers, I can help people improve their
day and see that a tough minute is not necessarily a tough day.
I get to bring people out of their shells and have an authentic
experience—it’s not all just work. We can also have a good time.”
Eccleston is also learning how to lead leaders. “You don’t stop
learning,” she says. She wants to foster the same environment
for her staff. “People should have the opportunity to learn, grow,
and make mistakes in a safe space.”
Eccleston credits her mentors, like Heather Bodnarchuk
and Tanya Stroinig, as being instrumental in her growth and
development, and encourages other aspiring leaders to seek out
mentors. Eccleston acknowledges the current labour challenges
but tries to inspire future leaders by operating with integrity—
and is clearly doing so.
Elevates the Guest
To help support the efforts of hotels and deliver value on their
digital investments, Samsung Canada offers an array of digital
display solutions. Such solutions ensure efficient, high-end
connectivity that allow hotels to deliver impeccable service
and communication from check in to check out and beyond,
driving and enhancing guest loyalty. Whether it’s outdoor
digital signage that captures guests’ attention or in-suite
digital tools that keep guests both informed and entertained,
Samsung’s innovative digital solutions support the incredible
guest experiences that hotels strive to provide to their guests.
The world around us is rapidly changing. After a challenging
couple of years, the way people engage and interact with
each other has evolved, which influences their attitudes and
behaviour. As part of this change, today’s guests have increased
expectations, which now include enhanced experiences that are
enabled by seamless digital connectivity.
A personalized hotel experience is important to guests, so
increased pressure is being placed on those working within the
hospitality industry to explore and invest in digital technologies
that will meet guests’ enhanced expectations.
Making a Big Impression with Impactful Digital Signage
It’s no secret that the guest experience begins as soon as
patrons enter the hotel lobby. To help create an immediate
impression that guests will remember, Samsung’s LED displays
are an incredibly powerful visual tool. The Wall, for instance,
allows hotels to showcase welcome messages for event
attendees, or wayfinding information for private functions.
And, when the screen isn’t being used to deliver specific
messaging, it can be leveraged to display captivating scenes
of the city, its landmarks, landscapes, or other local highlights.
Augmented Signage for Additional
Revenue Elevators can also be outfitted
with Samsung digital displays to provide
guests with news, weather, directions to
hotel amenities, or information specific to
the hotel. For example, a digital display can
promote the hotel’s restaurant, café, bar, and
gift shop by displaying timely deals, menu
boards, upsell opportunities, and special
promotional offers, generating additional
revenue for the hotel.
Checking-In Made Easier
A growing trend among some travellers today is their increasing desire for a
discrete and private check-in experience. Samsung enables this experience with
its interactive, self-service Kiosk, which provides guests with the ability to check in
or select upgrades. The Kiosk boasts a compact, space-saving design, advanced
security, and easy management and maintenance for reliable performance.
Delivering a Premium In-Suite Experience
For most travellers, a comfortable and seamless in-suite experience is one of
the most important aspects of their stay. Samsung’s new generation, in-room,
hospitality TVs with QLED display technology for deeper contrast and exceptional
brightness featuring Samsung’s new content management system, LYNK Cloud,
provide a gateway to hotel information, services, and activities. It’s a way for hotels
to provide a new level of interactivity for their guests, which includes opportunities
and access to new experiences in a personalized manner, allowing guests to order
room service, view menus, and check out easily and conveniently.
Digital Concierge Stations
Digital touchscreen displays can also be used to provide guests with real-time
information regarding local restaurants, sporting and entertainment events as well
as airport and airline updates. Serving a similar function as a mobile device, a digital
concierge station helps fulfil guests’ search needs while encouraging essential
personalized engagement with the hotel.
With the latest fully integrated and contained
outdoor signage technology, which can
withstand different weather elements,
hotels can reach potential guests with
messages promoting different services
and offerings like free Wi-Fi, complimentary
breakfast, parking, discounted nightly
rates, or seasonal partnerships with local
restaurants. This provides hotels with yet
another way to increase revenue.
In an ever-changing world and continuously
evolving hospitality landscape,
hotels are always exploring new ways
to “wow” their guests and provide them
with an exceptional experience during
their travels. Through its innovative digital
display technology, Samsung is helping
the industry achieve that goal.
For more information concerning the
ways Samsung Canada’s innovative
digital solutions can help elevate the
experience you provide for your guests,
contact Jared Lay: email@example.com.
Advertising Feature InnFocus 17
BC’s Wine Region
by Carolyn B. Heller
Elizabeth Cucnik has seen lots of changes
in BC’s Okanagan Valley. The general
manager of Penticton Lakeside Resort &
Conference Centre grew up in this sunny,
agricultural region once known for “beaches
and peaches.” Today, she says, with more than
200 wineries and an expanded infrastructure
for active pursuits, the Okanagan is becoming
“a world-class destination.”
An influx of entrepreneurs—opening coffee
shops, breweries, wineries, restaurants, and
more—has brought greater cultural diversity and
sophistication to the Okanagan, which extends
from the US border, along a chain of lakes north to
the cities of Kelowna and Vernon. For visitors, this
mix of urban attractions, outdoor experiences, and
a growing selection of places to eat and drink, offers
plenty to see and do.
Penticton Lakeside Resort & Conference Centre
Opened in the 1980s on Okanagan Lake, the 273-unit
Penticton Lakeside Resort has evolved along with the
region. Family-run RPB Hotels took over the property in
1993, and in 2017, constructed an upscale 70-suite annex.
This newer West Wing is an environmentally friendly all-wood
structure, which Cucnik describes as one of the first of its kind in
Canada. From the spa-like bathrooms to the oversized lakeview
balconies, she says that the West Wing offers “a more elevated
experience,” to couples and business travellers who can afford
a higher price point.
During the summer, Cucnik says, the hotel’s overall demographic
“is typically families that have a healthy disposable income and love
spending time exploring,” enjoying water sports, mountain biking, and
other outdoor activities. The property also draws older independent
travellers, who come for wine touring or sampling the microbreweries.
Courtesy of Penticton Lakeside Resort
The Penticton resort offers more than 32,000 square feet of
conference space as well, and after two challenging years, the
meetings and event business “is coming back in abundance,”
Cucnik notes. The hotel is attracting corporate retreats, by
offering yoga classes and other wellness services onsite, and
partnering with local businesses, such as nearby wineries, to
host private tours or tasting events.
“People now are seeking these niche, unique experiences,”
Cucnik states. “They want something that they can’t get
everywhere. So as a hotel, we’ve really had to think about how
we can stand out.”
Summerland Waterfront Resort & Spa
Many guests at Summerland Waterfront Resort & Spa “just want
to zone out,” says General Manager Tom Matthews. “They want
to get their shoulders down from their ears and unwind.”
At this strata property located lakeside between Penticton
and Kelowna, the 115 studio, one-bedroom, and two-bedroom
suites, all with kitchens and fireplaces, are individually owned.
Families, primarily from the Lower Mainland, make up the resort’s
main summer clientele, while in the off-season, Matthews says,
“We see a lot of couples wanting to escape for a couple of days.”
“We do a huge repeat business,” adds Matthews, who
also owns Tepic Management Group which manages this
Summerland property. “It’s people coming for their annual
Father’s Day trip. It’s the grandparents joining the grandkids for
the 15th summer in a row.”
The growth in the wine industry is the biggest change that
Matthews has seen during the more than two decades he’s
lived in the Okanagan, and the city of Kelowna has developed
exponentially as well. “I remember winter days up there 28
years ago where the tumbleweed would be blowing down
Harvey Avenue,” Matthews quips. Now, he says, “Kelowna has
Hyatt Place Kelowna
Opened by Surrey BC-based West Fraser Developments in
July 2020, Hyatt Place Kelowna is capitalizing on the city’s
expansion, says General Manager Cedric Younge. The 161-
room Hyatt is positioned between limited-service properties
and more expensive waterfront resorts, targeting millennial
business and leisure travellers seeking “a cool vibe and
elevated service at a decent price.”
The Hyatt brand is drawing active travellers, including
Americans who might previously have chosen Whistler or
Banff. The hotel rents e-bikes for cycling the nearby rail trail,
and Younge says, “You can be in the woods hiking in about 10
minutes.” The city’s north end has become a craft beer hub,
and both the culinary scene and the wine industry continue
When he arrived in the Okanagan from Montreal in 2005,
Younge says the lack of diversity surprised him, but these
days, “every single culture is represented.” At the Hyatt Place,
employees come from Russia, Mexico, Chile, and Jamaica, as
well as many Canadian regions.
What makes Kelowna—and the Okanagan—so attractive,
Younge adds, is that from wine, food, and the outdoors to
its increasingly multicultural population, “you’re hitting all the
Photos this page courtesy of Summerland Waterfront Resort & Spa
When It Comes
to Hosting Major
by Tania Moffat
20 InnFocus 2015 FIFA Women’s World Cup - Courtesy of Sport Hosting Vancouver
What do the HSBC World Rugby Sevens
Series, FIFA World Cup, and Invictus Games
all have in common? All three are among
the list of major sporting events scheduled
to be hosted in Vancouver over the next few
years. Secured by Sport Hosting Vancouver,
a partnership between the City of Vancouver,
Destination Vancouver, the Vancouver Hotel
Destination Association (VHDA), and several
competition venues, the group strives to build
upon the city’s reputation as a desirable host
city for sports. Vancouver has an advantage
in attracting this type of tourism, thanks to its
world-class sports facilities, infrastructure, and
desirability as a visitor destination. However,
securing these events and ensuring their
success is a long and arduous process in which
the hotel industry plays a critical role.
Hosting a mega sport, such as the HSBC
Canada Sevens rugby tournament, is both
costly, involving support and financing from
all three levels of government, and lucrative,
providing an economic boost for the community.
According to Sport Tourism Canada, sport
tourism attracted 15.9 million visitors to various
events across Canada in 2019 and generated
$7.4 billion. Visitor spending in BC, the second
highest in Canada, reached approximately
$1.7 billion, with accommodations making up
the majority of spending, followed by food and
Working as a Team
“British Columbia, and Vancouver specifically,
is blessed with its location as a spectacular
and inspiring destination for these types of
events,” says Royce Chwin, CEO and president
of Destination Vancouver. “The city is fortunate
to have an excellent selection of hotels in terms
of brand and quality. Our hotel community
understands, values, and supports our city
hosting major sport events. We could not
do so without them as core partners. Hotel
support played a major role in Vancouver and
Whistler securing the 2010 Winter Olympic and
Paralympic Games. And, as we look ahead
to the FIFA World Cup, the Invictus Games,
and the Laver Cup, Vancouver could not
have bid for and won the right to host these
without the tremendous support from our hotel
Canada Sevens - Courtesy of Sport Hosting Vancouver
Stephen Regan, executive director of the
Vancouver Hotel Destination Association,
agrees, “When it comes to major international
sporting events, hotels are almost as important
as the competition space. Athletes need
comfortable, quality space to sleep and rest
to perform their best. Coaches, managers,
trainers, and other team support staff see hotels
as partners in supporting athletes with private
space to meet, strategize, socialize, and anchor
their whole event experience. Major events
also need to ensure sponsors and media are
treated well, and a big part of their experience
is quality accommodation with responsive and
Sport Hosting Vancouver spearheads
the partnership that actively pursues these
mega-events. “It’s a great partnership that
has allowed us to simultaneously support
the visitor economy, community, hospitality
industry and event destinations,” explains
Michelle Collens, senior manager, Sport
Hosting Vancouver. “We are proactive and look
for events that complement other businesses
and leisure travel that we have coming in. This
helps to maximize our calendar availability
2016 America Masters Games - Courtesy of Sport Hosting Vancouver
both for our venues and our stakeholders in the hospitality industry,
especially our hotels.
“Hotels play a critical role right from the beginning when we’re
attracting large events. Destination Vancouver, our marketing
organization, will forward an RFP to the VHDA to notify them of the
opportunity and what the client is looking for—dates, room blocks,
room needs and any other concessions they may require. The VHDA
then alerts us to their inventory and then prepare a bid which includes
everything the event right holder needs, from competition venue
availability, hotels, transit, and transportation to any other ancillary
features we want to highlight about our city, such as the walkability from
hotels to competition venues. Once the business end is confirmed,
we will assist with spectator planning. Having a single point of contact
makes it easier for organizers and also helps us to present a compelling
bid as to why they should bring their event to Vancouver.”
Securing the Event
When considering events, those that fall outside of peak travel
seasons are preferred as they support the hospitality industry. This
is an issue that has become increasingly important due to the overall
shortage of hotel rooms. “There is a capacity gap that our industry
has been facing in various forms for more than a decade. This is not
news: cities of a comparable profile have been building hotels and
adding rooms. At the same time, Vancouver’s hotel supply has been
contracting; the city is now net negative 1,500 rooms since 2010,” says
Chwin. Unfortunately, when the system is overstressed, it becomes
increasingly difficult for visitors to find and secure an affordable room,
decreasing their satisfaction.
“Although we try to secure major events when hotels have more
capacity as a destination, that is not always possible. When major
events like FIFA land in our high season, it helps if hotels take a slightly
broader, long-term view of the business. Hosting one major event can
lead to hosting another and then another. A sport hosting reputation
is built over time. If hotels are keen partners and provide competitive
room pricing and quality services, it provides the confidence other
destination stakeholders need to be aggressive in seeking sport
business,” says Regan.
Once an event has been secured, Sport Hosting Vancouver begins
working to identify and promote packaging for the leisure traveller.
Packages could be a combined ticket and room rate or securing a
courtesy block of rooms at a set rate. These promotions are shared
with VHDA members, however every hotel should be marketing their
own deals to this demographic. Providing destination packages,
offering tickets to other local events, points of interest, or restaurants
are a great way for them to attract the sport tourist.
Hosting mega events, sport or otherwise relies heavily on the
hospitality industry. Just as the events require facilities, the people
behind and attending them need a comfortable place to rest at
reasonable prices. Hotels are clearly an MVP, given their involvement
from the initial bid to delivering a satisfactory experience to the
organizers, athletes, and fans once the event is underway.
Collaboration as a
Path to a Prosperous
By Alison Langford
It is no secret that our industry’s
workforce crisis is currently the single
greatest barrier to our recovery and
growth following the devastating impacts
of the COVID-19 pandemic. Already
challenged by labour shortages prepandemic,
Canada’s tourism sector lost
1 million workers between March and
May of 2020, and within the tourism
sector, the accommodation industry
was the most severely impacted.
Frequent lockdowns and the instability
of our industry have driven hundreds
of thousands of employees from the
tourism sector to other industries like
retail and health care. With record low
national unemployment rates, the labour
shortage has reached a
crisis point with hotels
capping occupancy to
maintain service levels.
Early in 2022, the
hospitality industry had
the added challenge of
competing with other
sectors such as retail,
health care, and manufacturing whose
restrictions lifted much earlier than travel.
As it stands, there are currently over
27,000 jobs in BC’s tourism industry that
need to be filled for businesses and the
industry to be successful; and according
to the Hotel Association of Canada our
sector will need to increase national
employment from 300,000 to 500,000
by 2030 to meet increased travel
Despite the complexity and scope of
this issue, the British Columbia Hotel
Association (BCHA) has been laserfocused
on expanding our network
to implement our workforce strategy,
aimed at driving recruitment, retention,
and growth—both domestically and
Local Training Programs
As it relates to our domestic strategies,
the BCHA is the lead partner in a Hotel
Operation Service Skills Training Program
with Progressive Intercultural Community
Services (PICS) and Western Community
College (WCC). This program is focused on
growing our workforce through upskilling
and retraining students during a 23-week
hotel services training, which is followed by
four weeks of practicum and employment
support. Recently, the first iteration of
the program finished in Vancouver with
the second program in progress in the
In addition, we continue to focus on
education as a path of entry to our sector
The British Columbia Hotel Association
(BCHA) has been laser-focused on
expanding our network.
and have numerous relationships with
institutions across the province, including
Camosun College through their Hospitality
Management Diploma and Applied Tourism
and Hospitality Management course.
Both programs have co-ops or internships
as part of their program. In addition,
Hospitality Management and Latincouver
Cultural & Business Society are private
training schools that also have an internship
component to their programs.
Providing Support to Students
Supporting students with their coops
and internships is a win-win for the
students and for the hotels that support
them through their work experience.
These are unpaid placements, so an
accommodator has the opportunity to
train a worker who has an intention of
being hired after their internships are
completed. We look to our members
to support these training programs by
taking the time to interview and take
these students “under their wing”. While
it does take time, we believe the benefits
far outweigh the demands.
In terms of our international efforts, the
BCHA is pleased to have created several
key partnerships with the Consulates
of Barbados and El Salvador that have
agreed to work exclusively with the
BCHA. We have signed memorandum
of understandings (MOUs) to create a
pathway for skilled, experienced workers
from each country to come to Canada
and work primarily in the accommodation
and hospitality sectors.
In each country, the Ministry of Labour
will pre-screen, interview, and prepare
resumes for these highly trained workers;
the international job seekers are then able
to connect with members of the BCHA
to be interviewed and hired to work in
As workers from both Barbados
and El Salvador require a LMIA to be
hired, the employer will
have to apply for that. To
support our members with
this process, the BCHA
has signed partnership
agreements with three
Bell Alliance LLP, Radar
Immigration Inc., and
Crease Harman LLP. We encourage
our members to connect with
these companies or reach out to
firstname.lastname@example.org should you have any
These partnerships are vital to our
workforce strategy which is aimed
at successfully rebuilding a thriving
workforce. Whether it be training
programs with practicum components
or new international partnerships, we
are approaching the labour crisis with
many possible solutions. We need to be
far reaching, forward thinking, and as
collaborative as possible; and while we
have made great headway already, we
look forward to keeping you updated on
what else is to come.
Courtesy of Gordon Food Service
Realize better profits with product
cross-utilization and proper pricing
by Gordon Food Service
Amid all the challenges facing restaurant operators, menu innovation
remains a key ingredient to success. It’s a matter of doing more with
For restaurants, a downsized labour force means downsized menus.
Supply-chain struggles have manufacturers in a bind, often unable
to develop new products as they try to keep core products in the
pipeline. Then there’s inflation.
What’s an operator to do? Get back to basics—focus on ingredients
that define the restaurant’s brand. It requires a lens of product crossutilization,
menu smarts, and operational efficiency, according to
Gordon Food Service® experts.
Customers are dining out more and have increasing expectations.
Buying a different cut of beef for each dish is a tall order. With a
smaller kitchen staff and inconsistent product availability, you’re inviting
stress, according to Calgary-based, Culinary Specialist Darren Lexa.
He recommends a hard look at batch cooking and cross-utilization.
Consider the convenience of batch-cooked short ribs. It’s a star
in the centre of the plate, but it’s right at home elsewhere:
• Add seasonings and use it for tacos.
• Shred it into a nacho plate.
• Stir it into a ragout and serve over pasta.
• Cut it into chunks, deep-fry, and create a barbecue burnt ends
• Put it on a biscuit with a fried egg as a brunch item.
“Cooking short ribs in bulk might require three or four hours of
labour when you’re not open, but it will reduce the volume on the
line so you can execute service easier,” Lexa says.
Cover All Bases
Innovative cross-utilization doesn’t stop with proteins. Simple
mixtures can create signature flavours, Customer Marketing
Manager Art Tigera explains. Add blackening spice to ranch
dressing for a blackened ranch condiment. Combine ranch
dressing and hot sauce for a buffalo ranch dip. “These can take
your appetizers up a notch without adding new products.”
Don’t overlook the bar, says Culinary Specialist
Bill Pilgrim. A can of wild cherry topping mixed
with a little bourbon makes a wonderful sauce
for a chocolate torte. Those same cherries can be
used to create a shrub for a non-alcoholic offering
or for your signature Old-Fashioned. Add a bit of
olive oil and vinegar to create a cherry vinaigrette
for a marinade or salad dressing.
Speed scratch cooking, using ready-made
products and adding a few fresh ingredients, is
another popular concept. Pilgrim suggests these
• Signature salsa - Start with fire-roasted salsa
verde, then blend in cilantro, jalapeños, green
onions, and fresh lime juice.
• Trendy elote - Start with frozen corn and
jalapeño blend, combine with mayo, butter, and
top with crema and a sprig of cilantro.
• Seafood sauce - Start with lobster bisque,
add cream and egg yolks, then whip until creamy
and serve as lobster veloute.
Price for Profitability
A big mistake operators make is overlooking how
plate costs affect profits. With rising food and
labour costs, simply increasing menu prices may
not protect profit margins.
“You can’t make money unless you know where
you’re losing money,” Tigera says. “Before you
go through menu innovations, you really have to
understand where your costs are.”
One way to start is by analyzing the 10 or 15
top-selling menu items, Culinary Specialist Adam
Walkover suggests. Price adjustments on those
items will impact the bottom line the fastest. After
the first 15 items, cost out five more each week to
cover the entire menu. Recipe Manager can help
make sense of the numbers.
Innovative dishes run through a pricing formula
alone won’t always deliver the most profit. Pilgrim
recommends putting the dish in front of your team
and asking what they would pay. “They might tell
you it’s a $19 dish in your market, where the foodcost
formula might price it at $11 or $12,” Pilgrim
says. “Using the perceived value can capture more
profit on an item that’s pretty easy to make.”
1 INGREDIENT =
Gordon Choice® Fresh CVP
Hand-bread for a basic appetizer
basket or kids’ meals.
Cut up and bread or batter to toss
in a wing sauce as an alternative to
Shred and use for nachos, quesadillas
and even on-trend birria tacos.
Grill and slice for salad toppers.
Skewer and grill layered with veggies
for a great kebab. (Use your favourite
marinade or seasoning or apply
international flair with Mediterranean
Pound and hand-bread for chicken
parmigiana, marsala or piccata.
This article originally appeared in the Gordon
Food Service Foodscape publication. Reprinted
by Ellen Baragon
Ensure that your property’s equipment functions at an optimum over
the long haul by sticking to the correct use and maintenance guidelines
provided by the manufacturer and the experts who service it.
It’s not rocket science, but it’s safe to say many of us forget, or put off
doing maintenance, until the equipment we rely on to keep our business
running smoothly no longer functions properly or breaks down altogether.
Two essential keys to protecting your equipment and extending its
lifespan are to clean it regularly and pay attention to capacity limits.
Washers and Dryers
One simple way to keep your washing machines functioning efficiently
over time is to ensure that they are used according to their design. For
example, when someone tosses in a few small towels to launder in a
washer designed to handle large loads of sheets and towels, it doesn’t
extract properly, which causes additional wear and tear. That means it
will likely need replacing earlier than a machine used as it was designed.
You will also be wasting chemicals and energy for nothing.
Dryers are indispensable in a hotel but can become fuel for fires if
the lint, dust, and other particulate are not cleared out of the vents and
throughout the ductwork system regularly. Lint is highly combustible,
and if it is close enough to the dryer’s heating element, it can ignite and
start a fire. It also restricts the dryer’s airflow and therefore its efficiency.
If lint builds up in the exhaust vent and moisture gets inside, there is
also the risk of mould. The lint screen should be cleaned every day, and if
it’s torn, it should be replaced. Every three months, any lint accumulation
from the lint chamber thermostats and sensors, as well as from the
motor air vents, should be removed. Every six months lint should be
cleaned from the gas burner area with a dusting brush or vacuum cleaner
attachment. For steam dryers, the coil should be cleaned to prevent lint
buildup between the fins.
Every few months examine the motor and drive belts. Cracked or
frayed belts need to be replaced. Tighten loose V-belts when necessary,
and check belt alignment and safety devices such as door switches,
sail switches, burner, and thermostats.
As noted with other kinds of equipment, a refrigerator needs to be
used according to its design to work properly and last. If it is stuffed
with food items beyond its engineered capacity, it reduces the airflow
which then lowers the cooling capacity. This is especially true for
refrigerators that house a freezer. The cold generated by the freezer
compartment keeps the rest of the unit cold. If the refrigerator becomes
over-full of perishables, the cold gets trapped in the upper level of the
compartment and the lower racks don’t get sufficient levels to keep
A kitchen that is relatively hot with considerable dust and grease
will impact the efficiency and longevity of a refrigerator. For regular
maintenance, the experts say it’s important to clean the refrigerator
condenser of any oil, grease, or dust, every two to three months.
Most commercial kitchens use a gas stove and once again, cleanliness
of the stove is the number one priority for its maintenance, not only to
keep it operating at maximum capacity, but to prevent the risk of gas
leaks, explosions, and fire.
Keeping the gas unit clean and professionally inspected and
maintained will also make for better and time efficient meal preparation.
Even small leaks in the tubing can affect the airflow, and char and
Oxygen levels are another reason to keep a gas stove maintained.
It is not possible to gauge the oxygen levels by the flame. Your gas
unit may be consuming high levels of oxygen in the room without
being noticed by the kitchen staff. Some facilities pump fresh oxygen
into kitchens with a machine, but not all properties are so equipped.
The experts say any gas-powered unit should be inspected
annually by an authorized gas fitter who can discover anything that
compromises the efficient and safe operation of the stove.
Packaged Terminal Air Conditioners (PTACs)
PTAC filters should be rinsed off with soap and water in a sink, at
least every six months. It’s also important to clean the evaporator
coils which can be pulled out of the wall and pressure washed.
These two simple steps can increase the lifespan of the unit up to
20 years and beyond.
Variable Refrigerant Flow (VRF) Systems
In hotels, VRF systems are common today because they offer a
considerable advantage. Where temperature needs vary by time and
location in the same building, and with heavy heating and refrigeration
demands, VRF systems can take advantage of any unused thermal
energy by redistributing it to other parts of the property.
However, a large HVAC system of this type can be a challenge
when there is a failure in one part of the system. There is a long list of
ways that an HVAC system can be maintained by personnel without
any special certification:
• Filters should be checked every month and changed when
• Evaporator and condenser coils should be kept clean and free
of nearby blockages.
• Outdoor units should not have any debris such as leaves, grass,
dirt, sticks, or other material around and inside the vents.
• Blockages to the vents such as furniture, boxes, or other material
that can interfere with proper airflow should be removed.
Developing and maintaining a
maintenance schedule for your
equipment will extend its lifetime.
Following is maintenance for a certified HVAC professional
• System controls checked to ensure they work properly.
• Thermostats and other components adjusted and calibrated.
• Belts, bearings, and other moving parts inspected to improve
• All electrical connections checked, cleaned, and tightened.
• Recharge of the refrigerant fluid and repair of any leaks.
• Inspection of the duct system to ensure all sections are sealed
and fitted tightly together.
• Inspect and clear drain lines to clear any blockages so that water
can flow away easily. Note that an algaecide can prevent organic
Developing and maintaining a maintenance schedule for all your
equipment will extend its lifetime and save you a lot of money in the
y Alana Dickson
Courtesy of BCHF Photo by Geoff Howard Photography
Time flies when you are having fun!
In the last six months, the BC Hospitality Foundation (BCHF) has
supported beneficiaries with over $15,000 in financial assistance
and awarded 48 scholarships to hospitality, food and beverage,
culinary, wine, and spirits professionals.
But that’s not all we’ve been up to! The BCHF hosted the
first annual Okanagan Golf Tournament on May 10th at Harvest
Golf Club in Kelowna and the thirteenth annual Vancouver Golf
Tournament at Coquitlam’s Westwood Plateau Golf & Country Club.
Combined these events netted the BCHF just over $25,000. Funds
from the 8th annual Victoria Golf Tournament at Olympic View Golf
Club in August are still being tallied. Thank you to all golfers, event
sponsors, and silent auction donors.
Throughout these programs, more than 75 industry professionals
donated their time by volunteering to review scholarships, plan
events, manage social media, and recruit participants, sponsors,
and auction items. Our industry professionals never cease to amaze
us, they encompass the true spirit of hospitality at every level.
Sandra started Tinhorn Creek Vineyards with her husband in 1994.
Over the next 20 years as winemaker, she was the first in Canada
to use screw caps and led the way for BC’s first sub-appellation—
the Golden Mile Bench. As CEO, Sandra led Tinhorn to become
Canada’s first carbon-neutral winery and was a recipient of go2HR’s
Canada’s Safest Employers Awards.
In 2017 Sandra began anew, starting Elysian Projects, a beverage
and tourism consulting company. She created the Fortify Conference
in 2018 helping artisan beverage producers better manage their
She is an Executive in Residence at Accelerate Okanagan, a board
member of TIABC and the creator of the weekly #BCWineChat on
Twitter every Wednesday night. Sandra was named one of Canada’s
Top 100 Powerful Women in 2016.
What Other Fundraisers Do We Have Going On?
Poplar Grove Winery is donating $1.50 per bottle sold of the
Lakeview Rosé throughout the summer. Partial proceeds will be
donated to our scholarship program. Don’t miss out! This delicious
rosé sells out fast. Wines can be purchased from the winery tasting
room, restaurant, and online.
We’d like to thank Jeff Guignard, who recently stepped down from
his role as Chair of our Board of Directors. Over the past eight
years, Jeff has given generously of his time and energy, and we are
grateful for the difference he made. Thank you, Jeff!
BCHF’s Executive Board is pleased to announce the appointment
of Sandra Oldfield as the new Chair of the Board of Directors.
y Mike Macleod, Director of Member and Business Development
Many of our members will cite property and liability insurance as the reason
for belonging to the BCHA. Not coincidentally, insurance matters have
played a significant role in the support our organization provides to our
members. Over the years, this has included offering members a variety
of insurance programs that provide the advantage of a group purchase,
as well as policies tailored to the unique needs of our sector. This work
has also been supported by a variety of advocacy efforts that includes
furthering the interests of our members with insurance companies and all
levels of government.
Recently, however, the industry has been faced with the most
adverse insurance market conditions in decades. These conditions
have led to unacceptable insurance premium increases during
the worst economic conditions
brought on by the COVID-19
The industry has been faced with
the most adverse insurance market
conditions in decades.
pandemic. Furthermore, many
properties previously included in
our BCHA Hospitality Insurance
Program (HIP) were not even
offered insurance. It is important
to note that these conditions were
experienced across the country and experienced both inside our program
as well as externally.
Faced with these market conditions, earlier this year, the BCHA, along
with our provincial partners in HIP, commissioned a third-party study into
our program and several months ago they provided their conclusions. The
overarching theme was that BCHA along with its business partners had
several good options to deliver better value within its insurance program.
Not surprisingly, the recommendation outlined that taking better control
over insurance matters and exploring self-directed models was the most
important step. While the independent study may have yielded predictable
results, it only scratched the surface on the work that was ahead of us.
The partner associations in BC, Alberta, Saskatchewan, Manitoba,
and Ontario decided on a five-step course of action in order to facilitate
real change. The first step was to truly understand the needs of the hotel
sector. We did this through a variety of surveys and in-person engagement
sessions. The second step was to inform and educate members on
the root causes of the issue, while outlining initial recommendations for
possible solutions; this was accomplished by delivering the findings of
the research project and gaining the support of plan members and
The next step is to leverage the strength of hundreds of hotels across
Canada. We have engaged businesses of all types and requested
their policy information and support so that we can complete a robust
feasibility study. The final steps are putting forth the best solution for
our members—following the outcomes of our engagement process,
research, and conversations—to support accommodators as a trusted
advisor. After a decision on the best model to move forward with, we
will seek to ensure we move forward with the right level of investment
and map out a long-term strategy to provide a sustainable, predictable,
and affordable insurance program.
We are close to announcing
a final recommendation and
solution. Our members can be
assured that the attentiveness and
due diligence to this issue is in your
best interest and will be beneficial.
All members of the sector will
be eligible to participate in this
plan and may even seek to become business partners. Ultimately,
the reason for this work is in response to what we’ve heard from
members. We recognize the important role insurance plays for each
of you, how crucial it is to have certainty on insurance premiums, and
most importantly, to take back control in the currently unreasonable
BC Hospitality Foundation 29
FRESCo Building Efficiency/
RHB Enterprises 13
Samsung Electronics Canada 16,17
Tex-Pro Western Ltd 4
Western Financial 14
Group Insurance Solutions
World Web Technology 7
Keep guests connected,
from check-in to check-out.
Keep guests coming back with a strong,
reliable connection they can count on. Our
property-wide coverage and 24/7 bilingual
support give you even more confidence in
your level of hospitality. Find out what
Managed Wi-Fi can do for your business.
Created 7-28-2022 6:08 PM
Producer Marietta Mac Artist Matt
4.8125" H x 7.75" W
4.5625" H x 7.5" W
Mech Viewing 4.5625" H x 7.5" W Mech Safety
4.5625" H x 7.5" W
4.8125" H x 7.75" W
4.5625" H x 7.5" W
Final Viewing 4.5625" H x 7.5" W Final Safety
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