InnFocus Fall 2022

InnFocus magazine for hoteliers in British Columbia

InnFocus magazine for hoteliers in British Columbia


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Retaining<br />


Hosting<br />


<strong>Fall</strong> <strong>2022</strong><br />

Preventative<br />


Tech<br />

Innovations<br />



19073 63 AVENUE<br />

SURREY BC V3S 8G7<br />


contents<br />

200-948 Howe Street,<br />

Vancouver, BC V6Z 1N9<br />

T 604-681-7164 1-800-663-3153<br />

www.bcha.com<br />

@BCHotelAssociation<br />

@bchotelassoc<br />

@BCHotelAssociation<br />

bchotelassociation<br />

BCHA Team<br />

Ingrid Jarrett<br />

President & CEO<br />

Mike Macleod<br />

Director Member<br />

and Business Development<br />

Karissa Bourgeault<br />

Project Manager & Board Liaison<br />

Kelsey Millman<br />

Communications Manager<br />

Samantha Glennie<br />

Member Services Manager<br />

Dylan Tomlin<br />

Energy Specialist<br />

Vanda Fragoso<br />

Member Services Coordinator<br />

2021/<strong>2022</strong> Board of Directors<br />

Executive Committee<br />

Bryan Pilbeam – Delta by Marriott Hotels, Kamloops (Chair)<br />

David McQuinn – Coast Bastion Hotel, Nanaimo (Vice Chair)<br />

John Kearns – Sheraton Vancouver Guildford Hotel, Surrey<br />

(Past Chair & Governance)<br />

Ravinder Dhaliwal – Mundi Hotel Enterprises Inc., Kamloops<br />

(Treasurer)<br />

David MacKenzie – Pemberton Valley Lodge, Pemberton<br />

(Executive Director)<br />

Tanya Stroinig – Prestige Hotels & Resorts, Kelowna<br />

(Executive Director)<br />

Directors<br />

Angie Eccleston – Crest Hotel, Prince Rupert<br />

Chris Watson – Best Western Plus Carlton Plaza, Victoria<br />

Christine Louden – Granville Island Hotel, Vancouver<br />

Doug Andrews – The Listel Hotel, Whistler<br />

Eleanor Ryan – Pomeroy Hotel & Conference Center,<br />

Fort St. John<br />

Jessica Dolan – Ramada Penticton, Penticton<br />

Jonas Melin – Pinnacle Harbourfront Hotel, Vancouver<br />

Leo Saad – Best Western Plus Chateau, Fort St. John<br />

Samantha Hackett – Long Beach Lodge, Tofino<br />

6<br />

12<br />

20<br />

26<br />

Regulars<br />

Tech Innovations<br />

Attract the digital nomad, increase your hotel’s energy<br />

efficiency, personalize service, and more.<br />

Retaining your Top Talent<br />

How can you make employees feel needed and<br />

valued in the workplace?<br />


NO. 40026059<br />




19073 63 AVENUE<br />

SURREY BC V3S 8G7<br />

email: info@emcmarketing.com<br />

When It Comes to Hosting Major<br />

Sporting Events, Hotels Are the MVPs<br />

Athletes need quality space to perform their best.<br />

Extending the Lifespan of Your Equipment<br />

Preventative maintenance will save you money<br />

over the long term.<br />

4 BC Hotel Association Report<br />

5 Leader of the Future:<br />

Wivine Mathias Rukera<br />

9 Names in the News<br />

9 What’s New?<br />

10 Go Green – People, Planet, Prosperity<br />

15 Hotelier Feature: Angie Eccleston<br />

29 BC Hospitality Foundation<br />

30 BCHA Member Engagement<br />

Regional<br />

Feature<br />

18 The Okanagan<br />

extras<br />

23 Collaboration as a Path to<br />

a Prosperous Workforce<br />

24 Menu Innovation<br />

<strong>InnFocus</strong> is published quarterly<br />

by EMC Publications - a division<br />

of EMC Executive Marketing Consultants Inc.<br />

19073 63 Avenue, Surrey, BC, V3S 8G7<br />

t 604-574-4577 1-800-667-0955<br />

info@emcmarketing.com<br />

www.emcmarketing.com<br />

Publisher & Editor: Joyce Hayne<br />

Design & Layout: Kyla Getty<br />

Sales Manager: Beatriz Friz<br />

<strong>InnFocus</strong> 3

y Ingrid Jarrett, President & CEO<br />

At the beginning of Summer, the Federal<br />

Minister of Tourism, Randy Boissonnault,<br />

reached out to our industry leaders and<br />

operators across the country, seeking<br />

feedback to help develop a submission for the<br />

Federal Growth Strategy. We worked with our<br />

partners at the Hotel Association of Canada,<br />

the Tourism Industry Association of Canada,<br />

and members of the Hardest Hit Coalition, to<br />

align our sector and clearly prioritize its needs.<br />

We identified four priority pillars in our<br />

submission:<br />

• Attract and retain a sustainable hospitality<br />

and tourism workforce<br />

• Develop and promote hospitality and<br />

tourism assets<br />

• Improve access for visitors to and within<br />

Canada<br />

• Build a regenerative and inclusive tourism<br />

industry<br />

This was a significant opportunity to provide<br />

specific asset development recommendations,<br />

to advise on required policy changes in multiple<br />

ministries, and ensure specific immigration<br />

and training is supported across the country.<br />

Additionally, it was important to showcase<br />

our industry as a healthy, stable, and growing<br />

sector with investment recommendations that<br />

are foundational to capturing demand and<br />

cementing our nation’s position as a leading<br />

tourism destination on the global stage.<br />

On a provincial level, I recently presented to<br />

the Standing Committee on Finance, which<br />

was an opportunity to help guide the priorities<br />

of government for Budget 2023. Recognizing<br />

the critical need for the sustainable growth<br />

of tourism, our first recommendation was to<br />

align our industry and our GoGreen program<br />

with the climate action goals of our province.<br />

The second recommendation surrounded<br />

our workforce shortage and our urgent need<br />

to expand immigration eligibility to attract<br />

highly-trained hospitality workers from outside<br />

of Canada. Finally, we also highlighted the<br />

necessity for government to return to prepandemic<br />

meetings and travel.<br />

To expand on our advocacy priorities, we<br />

have also been actively pursuing initiatives in<br />

support of affordable housing, as the lack of<br />

housing for employees is crippling our industry.<br />

Of course, coupled with this, is the work we are<br />

leading on the short-term rental file, which has<br />

negative implications on livability, affordability,<br />

and taxes for our province. We are pleased to<br />

be working with experts and industry partners<br />

across Canada that have been critical to<br />

developing our strategic approach, which we<br />

are confident will result in a positive outcome<br />

for our sector.<br />

Similarly, we have a team addressing the<br />

workforce shortage at the provincial and<br />

federal level. We have signed agreements with<br />

the Consulate of Barbados and the Consulate<br />

of El Salvador to fast track visas, allowing<br />

swifter access to foreign workers. We also<br />

have sought a revision to the PNP program,<br />

to ensure expanded eligibility for hospitality<br />

workers. Additionally, we are aligned with<br />

Tourism HR Canada and the Hotel Association<br />

of Canada on their efforts to have a hospitality<br />

immigration stream to support our industry at<br />

the federal level. As we have begun to witness<br />

our sector bounce back to pre-pandemic<br />

occupancy levels, we know the work around<br />

workforce is essential for our members.<br />

Beyond our workforce crisis, there remain<br />

significant pandemic-related obstacles for<br />

accommodators and travellers alike: airline,<br />

testing and border confusion; the potential<br />

of yet another wave with respiratory season<br />

upon us; inflation; high gas prices; and more.<br />

These challenges are not easy to fix, but with<br />

the strong partners we have both federally and<br />

provincially, we will certainly address each of<br />

the issues to the best of our ability.<br />

On a more promising note, we have been<br />

celebrating the return of large sporting events<br />

in BC, with successful hosting bids for the<br />

upcoming FIFA World Cup, Invictus Games,<br />

and Levar Cup. Additionally, there has been<br />

significant momentum surrounding the<br />

historic Indigenous-led 2030 Olympic Winter<br />

Games bid, which is well on its way from a<br />

planning and partnership perspective. Each<br />

of these large-scale events pose an enormous<br />

opportunity to showcase our province to<br />

the world and grow tourism revenue far into<br />

the future. And after years of witnessing our<br />

events’ sector struggle, we couldn’t be more<br />

elated over these positive developments. As<br />

your industry association, we are committed<br />

to ensuring that there will be more positive<br />

developments to come.<br />

4 <strong>InnFocus</strong>

Leader of<br />

the Future:<br />

Wivine Mathias<br />

Rukera<br />

Room Attendant,<br />

Long Beach Lodge Resort<br />

by Danielle Leroux<br />

Wivine Mathias Rukera is a charismatic and hard-working Room<br />

Attendant at Long Beach Lodge Resort in Tofino.<br />

Rukera moved to Canada in August 2021 and began working<br />

at the resort several months later, after completing a two-month<br />

hospitality management education program at Camosun College.<br />

Rukera was working as a server in Kenya, when she found out<br />

about the Hospitality Industry welcomes Refugee Employmentlinked<br />

Sponsorship (HIRES) project through her sister and a<br />

friend.<br />

World University Service of Canada (WUSC) and Camosun<br />

College welcomed refugee youth from Kenya to British Columbia<br />

through the project, a unique employment-linked sponsorship<br />

pathway in collaboration with Tofino’s hospitality sector.<br />

The new initiative, funded by Immigration, Refugees and<br />

Citizenship Canada, builds on WUSC’s long-standing Student<br />

Refugee Program model and looks to further expand access<br />

to economic opportunities for refugee youth and enhance their<br />

economic integration into the Canadian labour market.<br />

Out of 800 people, Rukera was one of nine selected to the<br />

project in 2021. “HIRES is a good program,” adds Rukera. “It<br />

helps so many people to do what they want to do in life and<br />

adjust in their future.”<br />

Long Beach Lodge Resort was one of our four champion<br />

employers in Tofino that welcomed the first nine HIRES<br />

participants.<br />

When asked how she got into hospitality, Rukera says: “I love<br />

people and being around people. You meet a lot of different<br />

people from different parts of the world. You get to know their<br />

needs and provide what they need.” She also loves the element<br />

of teamwork, helping each other, and exchanging ideas and<br />

conversation. In her current role, Rukera makes beds and cleans<br />

rooms.<br />

Courtesy of Camosun College<br />

Before moving, Rukera interviewed with several companies,<br />

but ultimately landed on Long Beach Lodge Resort. “I felt like it<br />

was the one for me,” she says. “I did research online and it is a<br />

beautiful place.” Outside of work, Rukera’s also soaked in some<br />

of the nature Tofino has to offer. “I tried surfing once! And I’ve<br />

also done some hiking.”<br />

But the transition hasn’t been without its challenges. “I had<br />

never done housekeeping before,” says Rukera. “At first, I<br />

thought they were giving me too much information and it was<br />

very challenging. But with time, I got used to everything.” Rukera<br />

also experienced culture shock moving to a new country and<br />

place but has a positive attitude when it comes to the change<br />

and seems incredibly adaptable: “It’s life. We have to explore and<br />

live in new areas,” she says.<br />

Rukera is currently training to be a supervisor and is modest<br />

about her success. But the resort’s General Manager Samantha<br />

Hackett shares, “Wivine has proven in a short time that she is a<br />

hard worker and a skilled leader. Her efficient work and ability<br />

to connect with team members has started her on a great path<br />

in the industry and we have been coaching her to become a<br />

housekeeping supervisor at Long Beach Lodge Resort.”<br />

In the future, she wants to expand her education and learn<br />

more about hospitality and tourism or explore social work. “I am<br />

a person who really likes helping people,” she says. “I want to do<br />

other courses related to that.” Wherever her career path may take<br />

her, it’s clear Rukera wants to be around and helping people.<br />

<strong>InnFocus</strong> 5

The<br />

Latest in<br />

Hotel Tech<br />

Innovations<br />

by Danielle Leroux<br />

6 <strong>InnFocus</strong>

The last two years have changed the way<br />

we live, work, and travel. COVID-19 has<br />

dramatically accelerated the adoption of new<br />

technologies, and many of these are here to<br />

stay. Hotels have to adapt and be innovative<br />

if they want to appeal to the changing needs<br />

and wants of tech savvy travellers.<br />

From attracting the digital nomad, to<br />

increasing your hotel’s energy efficiency, and<br />

personalizing service, read on for the latest in<br />

hotel tech innovations.<br />

Hotel Apps<br />

Have you considered swapping your paper<br />

guest directories for a digital version? The<br />

Crystal Lodge prides themselves on the<br />

new Crystal Lodge app, described by<br />

General Manager Jared Sissons as a ‘pocket<br />

concierge.’ It is a complete guide for everything<br />

to see and do in Whistler. Guests can also<br />

easily contact the hotel through the app via<br />

email, text, or phone.<br />

“It has reduced paper in the guest rooms and<br />

helped reduce COVID touch points,” says<br />

Sissons. “The app is quite extensive in terms<br />

of information, providing a high level of service<br />

for guests. All of the customers using it love it!”<br />

Messaging Services<br />

Looking for a way to keep in touch with your<br />

guests during and after their stay and help<br />

personalize their visit?<br />

Bill Lewis, General Manager of the Magnolia<br />

Hotel, says the most significant tech innovation<br />

the hotel has implemented is its guest<br />

relations management system. “It allows us<br />

to communicate with guests via text. It’s an<br />

easy interface for the entire team. We can be<br />

in contact with guests, personalize their stays,<br />

and track their wishes and wants—like when<br />

they arrive or what type of bed they want.”<br />

The hotel can also maintain relationships with<br />

their guests between stays if guests choose<br />

to opt-in to communications.<br />

At the Oswego Hotel, General Manager Sarah<br />

Webb says they use the text messaging<br />

platform Whistle to communicate with guests.<br />

“Within the first year of using it, 30,000 text<br />

messages were sent between guests. It has<br />

improved guest satisfaction and efficiency.”<br />

The platform can also be used to track<br />

maintenance requests, helping the hotel make<br />

better informed decisions about where to put<br />

resources and adjust their budget based off<br />

real-time feedback.<br />

Energy-Saving Technology<br />

Technology can also help reduce your energy<br />

bill and environmental impact.<br />

Lewis notes increasing trends around energy<br />

efficiency in hotel rooms, with new hotels being<br />

built with guest room management and climate<br />

control systems—like lights or AC automatically<br />

shutting off in an empty room.<br />

Courtesy of the Crystal Lodge<br />

In September, the Magnolia is upgrading<br />

its building management system to improve<br />

energy efficiency in common areas. “There will<br />

be central control of all the common areas by<br />

a web app,” says Lewis. The technology will<br />

allow for set points to be put for different times<br />

of the day and year, creating a comfortable<br />

temperature and more efficient energy use in<br />

the common areas.<br />

Mobile Check-In<br />

Hotels across the world are adopting mobile<br />

check in. Usually through an app, hotel guests<br />

can use mobile check-in to select their room<br />

and complete the check-in process prior to<br />

arriving at the hotel. Guests can skip any line at<br />

the front desk and check right into their room<br />

upon a contactless arrival, using their mobile<br />

device as the key to their room.<br />

But it may not be the right fit for your<br />

property. The Oswego is holding off for now.<br />

“We are an 80-room property and check-in is<br />

a nice way to get to know guests personally,”<br />

says Webb. “Our customer service is a strong<br />

selling point and having that initial human<br />

contact and personal touch goes a long way.”<br />

<strong>InnFocus</strong> 7

Cleaning Robots<br />

Could technology help with your staffing challenges? “With labour<br />

shortages the way they are, we’re looking at ways to augment<br />

our cleaning,” says Sissons. This includes testing a robot vacuum<br />

cleaner that does not require an operator. “If we can take, not<br />

a position away, but a task away that allows us to concentrate<br />

on other areas during staffing, it is something we’re looking at,”<br />

adds Sissons.<br />

Fitness Tech<br />

Fitness equipment has become<br />

a lot more interactive and hightech<br />

in the last two years,<br />

with many guests investing in<br />

home gym equipment, and the<br />

Magnolia has taken note. “We<br />

have an interactive treadmill<br />

and will be getting a Peloton<br />

over the summer,” says Lewis.<br />

Top-end technology in the fitness room helps the Magnolia<br />

deliver a luxury experience. “One of the old-fashioned adages of<br />

the hotel business was you hope to see things nicer than your<br />

own home in a luxury hotel,” says Lewis. “That’s what we strive<br />

for, to give guests a little better experience every time.”<br />

In-Room Technology<br />

Gone are the days where people watch cable. Guests expect<br />

access to Netflix, Amazon Prime, or any other streaming service<br />

they may use at home. Lewis says the Magnolia plans to upgrade<br />

Testing out energy-saving heat<br />

pumps partnered with a userfriendly<br />

climate control pad.<br />

its in-room streaming solutions in the next year, making it easier for<br />

a guest to watch off their own device or use streaming services.<br />

The hotel is also sampling a new interactive phone featuring<br />

wireless charging for devices, a beautiful sleek design, and Bluetooth<br />

speaker.<br />

The Coast Bastion Hotel is in the midst of renovations and tech<br />

improvements are part of it, says General Manager David McQuinn.<br />

This includes testing out energy-saving heat pumps partnered with<br />

a user-friendly climate control pad and noise cancelling technology<br />

in the guest rooms.<br />

The hotel is also taking into account the changing needs of travellers,<br />

like the rise of digital nomads—<br />

people who live in a nomadic<br />

are not going away.”<br />

way while working remotely. The<br />

Coast is implementing WeWork<br />

style zones, so guest don’t have<br />

to work in their rooms. “As the<br />

market evolves, we want to be<br />

ready,” says McQuinn. “The things<br />

that occurred during the pandemic<br />

Stay Current<br />

What’s the best way to stay current on future trends—like cyber<br />

security, artificial intelligence, facial recognition technology, and<br />

even NFTs in hotels? Look to hotels in other cities and countries,<br />

tradeshows and conventions, and industry newsletters and websites.<br />

Lewis also suggests fostering a culture of innovation and having<br />

your team contribute new ideas. “Technology is very important to<br />

consumers going forward,” says Sissons. The time is now to be<br />

adaptive and innovative.<br />

8 <strong>InnFocus</strong>

y Deb Froehlick<br />


by Deb Froehlick<br />

Genuine Comfort is introducing the<br />

quietest and most efficient 32” PTAC unit<br />

on the market—the Genuine Comfort<br />

GCDM 32” PTAC. It features a universal<br />

fit in all 32” sleeves, decreased noise by<br />

12% vs. industry standard, and increased<br />

efficiency by 18% vs. industry standard.<br />

https://genuinecomfort.com/landing<br />

page-2-2/<br />

Blue Mountain Solutions Inc. is launching<br />

their new Online Learning Centre, which<br />

is easy to follow and flexible on time. It is<br />

an efficient way to get your team trained<br />

and onboarded with customer service.<br />

https://www.bluemountain.solutions/<br />

learning-centre<br />

dormakaba Canada Inc. is announcing<br />

BlueSky Access, its cloud-based mobile<br />

access key delivery application that<br />

combines security and convenience.<br />

Create a simplified guest experience,<br />

while streamlining hotel operations. Guests<br />

receive their room key on their smart device<br />

allowing them to bypass the front desk and<br />

go straight to their room, as well as access<br />

authorized areas throughout the hotel<br />

property. Visit dormakaba.us/BCHA and<br />

https://www.dormakaba.com/us-en/<br />

solutions/products/lodging-systems/<br />

mobile-access-solutions/blueskyaccess-420578<br />

go2hr has a new HR support initiative:<br />

Regional HR Consultants. Partnering with<br />

the BC Government and the Vancouver,<br />

Coast, and Mountain regions, go2HR<br />

offers complimentary human resource<br />

advisory services for tourism and<br />

hospitality employers through Regional<br />

HR Consultants. Wherever you are in BC,<br />

your Regional HR Consultant can assist<br />

you with recruitment, retention and more.<br />

https://go2hr.ca/hr/regional-hr-consultants<br />

New Members<br />

The BC Hotel Association is proud to<br />

welcome these new members:<br />

Associate members:<br />

Arkitek Creative Inc.<br />

Bell Alliance LLP<br />

Crease Harman LLP<br />

David Roberts Food Corporation<br />

Kasselman Creative Ltd.<br />

New Life Painting and Decorating Ltd<br />

Peninsula Canada<br />

RaDaR Immigration Inc.<br />

Stash Hotel Rewards<br />

Takasa Lifestyle Company<br />

Hotel members:<br />

Bedford Regency Hotel<br />

Best Western Pacific Inn & Suites<br />

Best Western Plus Sunrise Inn<br />

Best Western Premier Route 97<br />

Cabins West<br />

Fairfield Inn & Suites Kamloops<br />

Holiday Inn Express & Suites Vernon<br />

Hospitality Inn<br />

Pacific Inn & Suites Kamloops<br />

Vista Inn and Suites<br />

Congratulations<br />

Congratulations to the Summerland<br />

Waterfront Resort and Spa which has been<br />

awarded the <strong>2022</strong> Tripadvisor Travelers<br />

Choice “Best of the Best” Award. This<br />

means the resort is ranked in the top 1%<br />

of properties worldwide based on earning<br />

excellent reviews from travellers. And<br />

to make things sweeter, the resort also<br />

cracked the top 25 resorts in Canada!<br />

The Inn at the Quay also won a Traveler’s<br />

Choice Award which recognizes businesses<br />

that get consistently good reviews.<br />

Congratulations to the following hotels that<br />

were honoured to be on Travel + Leisure’s<br />

annual Reader’s Choice Awards list:<br />

The 10 Best Resort Hotels in Canada<br />

2. Fairmont Chateau Whistler, BC<br />

7. Four Seasons Resort and Residences<br />

Whistler, BC<br />

9. The Westin Resort & Spa, Whistler, BC<br />

10. The Wickaninnish Inn, Tofino, BC<br />

Appointments<br />

Graeme Benn has been appointed Dual<br />

General Manager of JW Marriott Parq<br />

Vancouver and<br />

the DOUGLAS,<br />

Autograph Collection<br />

Hotel. The industry<br />

veteran has 35+ years<br />

of global hospitality<br />

experience in luxury<br />

and full-service<br />

Graeme Benn hotels.<br />

Jeneen Sutherland is the new Executive<br />

Director of Wilderness Tourism Association<br />

(WTA). She says, “The WTA is a ‘force for<br />

good’ that aims to preserve remote areas of<br />

BC, and it is our goal to foster responsible and<br />

respectful travel in our beautiful province. We<br />

are one of the many voices advocating for<br />

forests, oceans, communities, and wildlife.<br />

For our members, operating a wilderness<br />

tourism business goes hand in hand with<br />

being stewards of the land and sea.”<br />

RHB Enterprises is excited to welcome Colin<br />

Turley to their team as BC area sales rep.<br />

He’s very personable and has an extensive<br />

background in restaurant management<br />

after working for several establishments in<br />

Vancouver and Toronto.<br />

Former BCHA Board Director, Brian Rohl,<br />

has been appointed as General Manager of<br />

the Georgian Court Hotel.<br />

The 10 Best City Hotels in Canada:<br />

2. Rosewood Hotel Georgia, Vancouver, BC<br />

3. Fairmont Empress, Victoria, BC<br />

4. Magnolia Hotel & Spa, Victoria, BC<br />

6. Fairmont Hotel Vancouver, BC<br />

9. Fairmont Waterfront, Vancouver, BC<br />

<strong>InnFocus</strong> 9

GO<br />

Green<br />

People, Planet,<br />

Prosperity<br />

The Role of Hotels in Regenerative Tourism<br />

by Elizabeth Smith<br />

The climate, the way people travel,<br />

and what people expect from hotels is<br />

changing. Travellers and prospective<br />

employees are increasingly looking for<br />

hotels that align with their values and are<br />

contributing to a brighter future. A 2021<br />

study of global travellers by Booking.<br />

com found that 76% of respondents<br />

pledged to seek out accommodation<br />

with reputable third-party sustainability<br />

accreditation.<br />

For some, a brighter future means<br />

focusing on people and community.<br />

For others, this means addressing<br />

environmental impacts such as<br />

greenhouse gas emission reduction<br />

and water conservation. For everyone,<br />

it is about ensuring that we have a future<br />

in which we can all thrive. Ensuring all<br />

three areas (people, planet, prosperity)<br />

are covered is called the triple bottom line<br />

approach.<br />

Later this year, Green Key Global will<br />

be launching updated and improved<br />

eco-rating criteria for its hotel certification<br />

program. The new triple bottom line<br />

approach will help hotels on their journey<br />

from sustainable to regenerative by<br />

focusing on People, Planet, and Prosperity<br />

in alignment with the UN Sustainable<br />

Development Goals (SDGs). The updated<br />

Green Key Global Eco-Rating program will<br />

continue to be recognized by the Global<br />

Sustainable Tourism Council (GSTC)<br />

and will feature virtual audits to help<br />

hoteliers stand behind their certification<br />

and enhance hotel relationships with<br />

responsible suppliers.<br />

From Sustainable to Regenerative<br />

A regenerative approach means working<br />

to repair and restore systems (ecological<br />

and social) that have been damaged<br />

and ensuring those systems are set up<br />

to thrive in the long term. Economist<br />

John Fullerton describes regenerative<br />

capitalism as “applying the lessons of<br />

living systems to economic systems.”<br />

Living systems are inherently restorative<br />

and almost always in balance.<br />

An Economy<br />

Place – Culture – Enterprise – Government – Commons<br />

LESS<br />

Energy/Materials<br />

Required<br />

Holistic Thinking<br />

Patterns<br />

Natural System Design<br />


Conventional Green Sustainable Restorative Regnerative<br />


Mechanistic Design<br />

Reductionist<br />

Thinking Parts<br />

MORE<br />

Energy/Materials<br />

Required<br />

10 <strong>InnFocus</strong>

For hotels, moving beyond sustainable<br />

to regenerative means a stronger focus<br />

on employees and residents and on<br />

ecosystem restoration and conservation,<br />

while remembering that a strong fiscal<br />

performance is necessary to be able to<br />

support these activities.<br />

Green Key Global & the UN<br />

Sustainable Development Goals<br />

(SDGs)<br />

For over 20 years, Green Key Global has<br />

been helping properties in North America<br />

and beyond to showcase and improve their<br />

environmental sustainability performance<br />

through its certification programs. This<br />

latest update to the program will see the<br />

hotel-specific assessment criteria as well<br />

as the comprehensive package of tools<br />

and resources go beyond environmental<br />

sustainability by addressing all 17 of the UN<br />

Sustainable Development Goals.<br />

The improved Eco-Rating program will<br />

include additional questions and resources<br />

focused on responsible consumption,<br />

reduced inequality, climate action, good<br />

health and well-being, reconciliation,<br />

accessibility and inclusion, biodiversity,<br />

and more.<br />

Take SDG 3 - Good Health and<br />

Wellbeing as an example. New questions<br />

will reward hotels that offer extended health<br />

benefits, wellness programs, Employee<br />

Assistance Programs (EAP), cross-job<br />

training opportunities, and job flexibility.<br />

Focusing on employee wellness is good<br />

business as these programs help attract<br />

and retain top talent.<br />

Virtual Audits & Digital<br />

Documentation Submission<br />

Organizations now embrace new and<br />

innovative digital processes. Green Key<br />

Global program updates will allow hotels to<br />

book virtual audits and submit supporting<br />

documentation digitally.<br />

After completing the self-assessment<br />

questionnaire, hotels will be able to choose<br />

to work on improving their score or submit<br />

it for verification. Properties will be provided<br />

with a list of required documentation<br />

(policies, reports, employee handbook,<br />

etc.) which they will be able to submit<br />

through a secure portal.<br />

During the virtual audit, managers will<br />

meet with an auditor to review their selfassessment.<br />

Hoteliers should be prepared<br />

to provide additional supporting evidence<br />

and conduct a virtual tour of the property<br />

for the verifier. These new digital processes<br />

will be more efficient, economical, and<br />

better serve remote properties across<br />

North America while further reducing the<br />

carbon impact of conducting all audits<br />

on-site.<br />

Green Vendor Directory<br />

Purchasing from responsible vendors is<br />

critical to reducing a hotel’s environmental<br />

impact and maximizing the benefits for<br />

the community and economy. Green<br />

Key Global’s Green Vendor Directory is<br />

designed to connect members with<br />

environmentally and socially responsible<br />

products and services within the hospitality<br />

and meetings and events space.<br />

Hotel-specific suppliers range from<br />

guest amenities to cleaning products to<br />

renewable energy solutions.<br />

Through a new online vendor application<br />

process, Green Key Global aims<br />

to increase transparency and provide<br />

qualified suppliers in every area of their<br />

sustainability journey to hotels.<br />

Join Green Key Global to start your<br />

journey toward regeneration and contribute<br />

to a future where people, planet, and<br />

prosperity are in balance.<br />

<strong>InnFocus</strong> 11

Retaining<br />

Your Top<br />

Talent -<br />

Inspire and<br />

Motivate<br />

by Cindy Conti<br />

12 <strong>InnFocus</strong>

With the continuing exit of baby boomers from the workforce and the<br />

competitive labour market, the need to retain top talent in the tourism and<br />

hospitality industry has become more and more critical. The workplace has<br />

changed because of COVID-19, and it continues to evolve as we navigate<br />

this new world of work. Some of the old tactics we used to inspire and<br />

motivate employees in the past now seem outdated. What used to be<br />

impactful pre-pandemic may no longer have the same effect.<br />

So, what can you do to retain your top talent? Start by taking an objective<br />

view of the programs and offerings you already have in place, and ask<br />

yourself, “Will this continue to inspire and motivate our employees to stay?”<br />

If not, make changes to meet the ever-changing needs of our industry, your<br />

business, and your staff.<br />

Your employees may spend as much as one-third of their lives at work. If<br />

they don’t find the experience rewarding, or are not recognized for making<br />

an important and valuable contribution to the company, why would they<br />

stay? Everyone wants to feel needed and valued in the workplace, not just<br />

through wages and benefits but also by having their voices and opinions<br />

heard, being recognized for their efforts, and having opportunities for<br />

growth and development. These factors contribute to a successful retention<br />

strategy that keeps your employees motivated and leads your company to<br />

long-term success. Consider the following methods:<br />

Offer Flexible Work Arrangements or Scheduling<br />

Consider offering a hybrid work model between home and the workplace<br />

for those who work in office settings such sales, finance, and administration.<br />

Show your employees that while the business needs must be met, you also<br />

respect their personal needs. Stress the importance of providing work-life<br />

balance, whenever possible. Consider offering a shorter workweek or<br />

a weekend off once a month for employees who cannot work remotely.<br />

RHB is your<br />

seating source<br />











1-866-208-7675x2011 • rhbenterprisesinc.com • @rhbenterprises<br />

<strong>InnFocus</strong> 13<br />

<strong>2022</strong> Inn Focus 1/4.indd 1 <strong>2022</strong>-08-01 2:49 PM

Professional Development<br />

Workplace expectations have changed<br />

significantly in the past couple of years.<br />

Employees want to know what’s in it for them.<br />

Offer opportunities for training and education,<br />

and a clear path to career advancement.<br />

Promoting from within not only helps<br />

employees feel valued but also allows them<br />

to feel they are contributing to the success of<br />

the business. If the employee isn’t yet ready<br />

for the next step, then set up a plan to help<br />

the person get there.<br />

Review HR Policies<br />

Take time to review your existing<br />

policies and update your<br />

employee handbook. Do your<br />

current policies reflect the new<br />

work world? Consider allowing employees<br />

to take time off work to deal with personal<br />

or family-related issues. Some may still be<br />

struggling to balance home and work-life<br />

responsibilities such as childcare, elder care,<br />

or pet care. Review your travel policy, if you<br />

require your employees to travel. And don’t<br />

forget to review and update any policies that<br />

pertain to your employee’s health and safety.<br />

Compensation & Perks<br />

Review your total compensation plans, not just<br />

the base salary. Look at the whole package.<br />

What types of benefits do you offer and are<br />

they currently being used? Could you consider<br />

eliminating perks that aren’t frequently used<br />

and replace them with something more<br />

meaningful or relevant? Can you personalize<br />

benefit selections by offering financial tools for<br />

retirement, pet insurance, or floating holidays<br />

to accommodate different cultures? Consider<br />

Consider floating holidays to<br />

accommodate different cultures.<br />

partnering with another local business so<br />

you can swap employee discounts or gift<br />

certificates. Review your salary structure and<br />

wages. Are your base salaries and wages<br />

competitive within the industry?<br />

Motivate Your Seasonal Employees<br />

to Return<br />

Before the season ends, talk openly with<br />

your departing employees. Schedule a<br />

quick check-in meeting and ask them about<br />



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their experiences and whether they would<br />

consider returning the following season.<br />

Stay connected after they leave. Create an<br />

Instagram or Facebook page, a WhatsApp<br />

group, or another social media page for<br />

employees to stay in touch. The more ways<br />

you can make employees feel like they are<br />

still part of the family, the more inclined they<br />

will be to return.<br />

One of the many advantages of having<br />

employees return to your business is that<br />

it is not necessary to retrain them<br />

each year. Saved training dollars<br />

can be used as incentives. Consider<br />

offering returning staff a higher salary<br />

upon their return or offer a returning<br />

signing bonus.<br />

Make Mental Health a Priority in the<br />

Workplace<br />

If we have learned anything over the past<br />

two years, it’s that the health and wellness of<br />

your employees is vital, especially if you want<br />

them to stick around. From the uncertainty of<br />

job security to the ups and downs of layoffs<br />

and recalls to being on the receiving end<br />

of upset guests, your employees have kept<br />

your business running, and it has taken a<br />

significant toll on their mental and physical<br />

well-being. Start talking about mental health<br />

in the workplace. Understand that employees<br />

may need help if they aren’t feeling like<br />

themselves. You need to notice if they are<br />

struggling to meet the daily demands of their<br />

jobs. Communicate with your employees and<br />

allow their voices to be heard without fear of<br />

reprimand. Ensure they know who they can<br />

safely go to if they have questions or concerns.<br />

Become known for having a workplace culture<br />

that values the well-being of its staff. When<br />

employees feel valued and connect to your<br />

organization, they work with a deeper sense<br />

of meaning and strong motivation.<br />

As the tourism and hospitality industry<br />

continues to recover from the impacts of<br />

the pandemic, inspiring and motivating your<br />

employees to retain them needs to be a<br />

workplace priority. As business leaders, you<br />

are not expected to have all the answers.<br />

There is a wealth of free resources available<br />

and go2HR is here to help. We invite you to<br />

contact us to learn more about how you can<br />

support your employees at hr@go2HR.ca.<br />

Cindy Conti, CPHR, is HR Consultant-<br />

Vancouver, Coast & Mountains with go2HR,<br />

the human resources and health and safety<br />

association for the BC tourism industry.<br />

14 <strong>InnFocus</strong>


Angie<br />

Eccleston<br />

General Manager of the Crest<br />

Hotel in Prince Rupert<br />

by Danielle Leroux<br />

Angie Eccleston is the General Manager of the Crest Hotel in Prince<br />

Rupert, a role she took on in October 2021 after being with Prestige<br />

Hotels and Resorts for 10 years.<br />

“I wanted to live by the ocean and had been looking at Prince<br />

Rupert for quite a while,” says Eccleston. She had settled into<br />

Smithers, where she was General Manager at the Prestige Hudson<br />

Bay Lodge, and it didn’t seem like an ‘ocean opportunity’ would<br />

come up to move with Prestige.<br />

But then, “I got a LinkedIn message from a managing director<br />

who was looking for someone to run the Crest Hotel. They were<br />

reaching out within their current network and asked me if I knew<br />

anyone who was interested. I said, ‘please consider me first,’ and<br />

it went from there.”<br />

It was hard leaving a company that had been good to her for so<br />

many years, but there was also the draw of something new. “I would<br />

have to learn how to operate under different circumstances,” she<br />

explains. “The Crest Hotel is an independently owned property. You<br />

just have to go through one layer to make changes. But in other<br />

ways it’s hard. I can’t call on a bunch of other general managers<br />

for advice on how they’ve handled a similar situation.” Fortunately,<br />

Eccleston is still able to lean on the support system she built at<br />

Prestige, while building new relationships with other local operators.<br />

Eccleston had her start in the hotel industry as a night auditor 11<br />

years ago. “I left a manufacturing job that I couldn’t get ahead in,”<br />

she says. “I found the work very tedious and boring. I needed to<br />

try something more engaging, and I thought hotels would be such<br />

a different feeling, so I took a chance.” It paid off and Eccleston<br />

immediately found the work rewarding. She worked for three weeks<br />

as a night auditor, before moving onto the day shift.<br />

“That’s where I really fell in love with the hotel industry. There is<br />

such a variety of unique challenges requiring creative solutions.<br />

It also felt like people were being respected in a way that I wanted<br />

them to be,” describes Eccleston.<br />

She worked her way up from front desk to assistant manager<br />

at Prestige Harbourfront Resort in Salmon Arm and later became<br />

General Manager at Prestige Radium Hot Springs Resort before<br />

moving to Smithers.<br />

In her current role, Eccleston is responsible for a team of<br />

‘incredibly competent and skilled’ managers who look after<br />

different departments. “My role is to act as a support system<br />

for them. I assist them with challenges—doing what I can to<br />

make their jobs easier—and also maintain an active role in the<br />

day-to-day operations.”<br />

Eccleston continues to find the job very rewarding. “Between<br />

our guests and co-workers, I can help people improve their<br />

day and see that a tough minute is not necessarily a tough day.<br />

I get to bring people out of their shells and have an authentic<br />

experience—it’s not all just work. We can also have a good time.”<br />

Eccleston is also learning how to lead leaders. “You don’t stop<br />

learning,” she says. She wants to foster the same environment<br />

for her staff. “People should have the opportunity to learn, grow,<br />

and make mistakes in a safe space.”<br />

Eccleston credits her mentors, like Heather Bodnarchuk<br />

and Tanya Stroinig, as being instrumental in her growth and<br />

development, and encourages other aspiring leaders to seek out<br />

mentors. Eccleston acknowledges the current labour challenges<br />

but tries to inspire future leaders by operating with integrity—<br />

and is clearly doing so.<br />

<strong>InnFocus</strong> 15

Samsung Canada<br />

Elevates the Guest<br />

Experience with<br />

Digital Innovation<br />

To help support the efforts of hotels and deliver value on their<br />

digital investments, Samsung Canada offers an array of digital<br />

display solutions. Such solutions ensure efficient, high-end<br />

connectivity that allow hotels to deliver impeccable service<br />

and communication from check in to check out and beyond,<br />

driving and enhancing guest loyalty. Whether it’s outdoor<br />

digital signage that captures guests’ attention or in-suite<br />

digital tools that keep guests both informed and entertained,<br />

Samsung’s innovative digital solutions support the incredible<br />

guest experiences that hotels strive to provide to their guests.<br />

The world around us is rapidly changing. After a challenging<br />

couple of years, the way people engage and interact with<br />

each other has evolved, which influences their attitudes and<br />

behaviour. As part of this change, today’s guests have increased<br />

expectations, which now include enhanced experiences that are<br />

enabled by seamless digital connectivity.<br />

A personalized hotel experience is important to guests, so<br />

increased pressure is being placed on those working within the<br />

hospitality industry to explore and invest in digital technologies<br />

that will meet guests’ enhanced expectations.<br />

Making a Big Impression with Impactful Digital Signage<br />

It’s no secret that the guest experience begins as soon as<br />

patrons enter the hotel lobby. To help create an immediate<br />

impression that guests will remember, Samsung’s LED displays<br />

are an incredibly powerful visual tool. The Wall, for instance,<br />

allows hotels to showcase welcome messages for event<br />

attendees, or wayfinding information for private functions.<br />

And, when the screen isn’t being used to deliver specific<br />

messaging, it can be leveraged to display captivating scenes<br />

of the city, its landmarks, landscapes, or other local highlights.<br />

16 <strong>InnFocus</strong><br />

Advertising Feature

Augmented Signage for Additional<br />

Revenue Elevators can also be outfitted<br />

with Samsung digital displays to provide<br />

guests with news, weather, directions to<br />

hotel amenities, or information specific to<br />

the hotel. For example, a digital display can<br />

promote the hotel’s restaurant, café, bar, and<br />

gift shop by displaying timely deals, menu<br />

boards, upsell opportunities, and special<br />

promotional offers, generating additional<br />

revenue for the hotel.<br />

Checking-In Made Easier<br />

A growing trend among some travellers today is their increasing desire for a<br />

discrete and private check-in experience. Samsung enables this experience with<br />

its interactive, self-service Kiosk, which provides guests with the ability to check in<br />

or select upgrades. The Kiosk boasts a compact, space-saving design, advanced<br />

security, and easy management and maintenance for reliable performance.<br />

Delivering a Premium In-Suite Experience<br />

For most travellers, a comfortable and seamless in-suite experience is one of<br />

the most important aspects of their stay. Samsung’s new generation, in-room,<br />

hospitality TVs with QLED display technology for deeper contrast and exceptional<br />

brightness featuring Samsung’s new content management system, LYNK Cloud,<br />

provide a gateway to hotel information, services, and activities. It’s a way for hotels<br />

to provide a new level of interactivity for their guests, which includes opportunities<br />

and access to new experiences in a personalized manner, allowing guests to order<br />

room service, view menus, and check out easily and conveniently.<br />

Digital Concierge Stations<br />

Digital touchscreen displays can also be used to provide guests with real-time<br />

information regarding local restaurants, sporting and entertainment events as well<br />

as airport and airline updates. Serving a similar function as a mobile device, a digital<br />

concierge station helps fulfil guests’ search needs while encouraging essential<br />

personalized engagement with the hotel.<br />

Outdoor Signage<br />

With the latest fully integrated and contained<br />

outdoor signage technology, which can<br />

withstand different weather elements,<br />

hotels can reach potential guests with<br />

messages promoting different services<br />

and offerings like free Wi-Fi, complimentary<br />

breakfast, parking, discounted nightly<br />

rates, or seasonal partnerships with local<br />

restaurants. This provides hotels with yet<br />

another way to increase revenue.<br />

In an ever-changing world and continuously<br />

evolving hospitality landscape,<br />

hotels are always exploring new ways<br />

to “wow” their guests and provide them<br />

with an exceptional experience during<br />

their travels. Through its innovative digital<br />

display technology, Samsung is helping<br />

the industry achieve that goal.<br />

For more information concerning the<br />

ways Samsung Canada’s innovative<br />

digital solutions can help elevate the<br />

experience you provide for your guests,<br />

contact Jared Lay: jared.lay@samsung.com.<br />

Advertising Feature <strong>InnFocus</strong> 17

The<br />

Okanagan<br />

BC’s Wine Region<br />

Grows Up<br />

by Carolyn B. Heller<br />

Elizabeth Cucnik has seen lots of changes<br />

in BC’s Okanagan Valley. The general<br />

manager of Penticton Lakeside Resort &<br />

Conference Centre grew up in this sunny,<br />

agricultural region once known for “beaches<br />

and peaches.” Today, she says, with more than<br />

200 wineries and an expanded infrastructure<br />

for active pursuits, the Okanagan is becoming<br />

“a world-class destination.”<br />

An influx of entrepreneurs—opening coffee<br />

shops, breweries, wineries, restaurants, and<br />

more—has brought greater cultural diversity and<br />

sophistication to the Okanagan, which extends<br />

from the US border, along a chain of lakes north to<br />

the cities of Kelowna and Vernon. For visitors, this<br />

mix of urban attractions, outdoor experiences, and<br />

a growing selection of places to eat and drink, offers<br />

plenty to see and do.<br />

Penticton Lakeside Resort & Conference Centre<br />

Opened in the 1980s on Okanagan Lake, the 273-unit<br />

Penticton Lakeside Resort has evolved along with the<br />

region. Family-run RPB Hotels took over the property in<br />

1993, and in 2017, constructed an upscale 70-suite annex.<br />

This newer West Wing is an environmentally friendly all-wood<br />

structure, which Cucnik describes as one of the first of its kind in<br />

Canada. From the spa-like bathrooms to the oversized lakeview<br />

balconies, she says that the West Wing offers “a more elevated<br />

experience,” to couples and business travellers who can afford<br />

a higher price point.<br />

During the summer, Cucnik says, the hotel’s overall demographic<br />

“is typically families that have a healthy disposable income and love<br />

spending time exploring,” enjoying water sports, mountain biking, and<br />

other outdoor activities. The property also draws older independent<br />

travellers, who come for wine touring or sampling the microbreweries.<br />

Courtesy of Penticton Lakeside Resort<br />

18 <strong>InnFocus</strong>

The Penticton resort offers more than 32,000 square feet of<br />

conference space as well, and after two challenging years, the<br />

meetings and event business “is coming back in abundance,”<br />

Cucnik notes. The hotel is attracting corporate retreats, by<br />

offering yoga classes and other wellness services onsite, and<br />

partnering with local businesses, such as nearby wineries, to<br />

host private tours or tasting events.<br />

“People now are seeking these niche, unique experiences,”<br />

Cucnik states. “They want something that they can’t get<br />

everywhere. So as a hotel, we’ve really had to think about how<br />

we can stand out.”<br />

Summerland Waterfront Resort & Spa<br />

Many guests at Summerland Waterfront Resort & Spa “just want<br />

to zone out,” says General Manager Tom Matthews. “They want<br />

to get their shoulders down from their ears and unwind.”<br />

At this strata property located lakeside between Penticton<br />

and Kelowna, the 115 studio, one-bedroom, and two-bedroom<br />

suites, all with kitchens and fireplaces, are individually owned.<br />

Families, primarily from the Lower Mainland, make up the resort’s<br />

main summer clientele, while in the off-season, Matthews says,<br />

“We see a lot of couples wanting to escape for a couple of days.”<br />

“We do a huge repeat business,” adds Matthews, who<br />

also owns Tepic Management Group which manages this<br />

Summerland property. “It’s people coming for their annual<br />

Father’s Day trip. It’s the grandparents joining the grandkids for<br />

the 15th summer in a row.”<br />

The growth in the wine industry is the biggest change that<br />

Matthews has seen during the more than two decades he’s<br />

lived in the Okanagan, and the city of Kelowna has developed<br />

exponentially as well. “I remember winter days up there 28<br />

years ago where the tumbleweed would be blowing down<br />

Harvey Avenue,” Matthews quips. Now, he says, “Kelowna has<br />

exploded.”<br />

Hyatt Place Kelowna<br />

Opened by Surrey BC-based West Fraser Developments in<br />

July 2020, Hyatt Place Kelowna is capitalizing on the city’s<br />

expansion, says General Manager Cedric Younge. The 161-<br />

room Hyatt is positioned between limited-service properties<br />

and more expensive waterfront resorts, targeting millennial<br />

business and leisure travellers seeking “a cool vibe and<br />

elevated service at a decent price.”<br />

The Hyatt brand is drawing active travellers, including<br />

Americans who might previously have chosen Whistler or<br />

Banff. The hotel rents e-bikes for cycling the nearby rail trail,<br />

and Younge says, “You can be in the woods hiking in about 10<br />

minutes.” The city’s north end has become a craft beer hub,<br />

and both the culinary scene and the wine industry continue<br />

to evolve.<br />

When he arrived in the Okanagan from Montreal in 2005,<br />

Younge says the lack of diversity surprised him, but these<br />

days, “every single culture is represented.” At the Hyatt Place,<br />

employees come from Russia, Mexico, Chile, and Jamaica, as<br />

well as many Canadian regions.<br />

What makes Kelowna—and the Okanagan—so attractive,<br />

Younge adds, is that from wine, food, and the outdoors to<br />

its increasingly multicultural population, “you’re hitting all the<br />

niches.”<br />

Photos this page courtesy of Summerland Waterfront Resort & Spa<br />

<strong>InnFocus</strong> 19

When It Comes<br />

to Hosting Major<br />

Sporting Events,<br />

Hotels Are<br />

the MVPs<br />

by Tania Moffat<br />

20 <strong>InnFocus</strong> 2015 FIFA Women’s World Cup - Courtesy of Sport Hosting Vancouver

What do the HSBC World Rugby Sevens<br />

Series, FIFA World Cup, and Invictus Games<br />

all have in common? All three are among<br />

the list of major sporting events scheduled<br />

to be hosted in Vancouver over the next few<br />

years. Secured by Sport Hosting Vancouver,<br />

a partnership between the City of Vancouver,<br />

Destination Vancouver, the Vancouver Hotel<br />

Destination Association (VHDA), and several<br />

competition venues, the group strives to build<br />

upon the city’s reputation as a desirable host<br />

city for sports. Vancouver has an advantage<br />

in attracting this type of tourism, thanks to its<br />

world-class sports facilities, infrastructure, and<br />

desirability as a visitor destination. However,<br />

securing these events and ensuring their<br />

success is a long and arduous process in which<br />

the hotel industry plays a critical role.<br />

Hosting a mega sport, such as the HSBC<br />

Canada Sevens rugby tournament, is both<br />

costly, involving support and financing from<br />

all three levels of government, and lucrative,<br />

providing an economic boost for the community.<br />

According to Sport Tourism Canada, sport<br />

tourism attracted 15.9 million visitors to various<br />

events across Canada in 2019 and generated<br />

$7.4 billion. Visitor spending in BC, the second<br />

highest in Canada, reached approximately<br />

$1.7 billion, with accommodations making up<br />

the majority of spending, followed by food and<br />

beverage.<br />

Working as a Team<br />

“British Columbia, and Vancouver specifically,<br />

is blessed with its location as a spectacular<br />

and inspiring destination for these types of<br />

events,” says Royce Chwin, CEO and president<br />

of Destination Vancouver. “The city is fortunate<br />

to have an excellent selection of hotels in terms<br />

of brand and quality. Our hotel community<br />

understands, values, and supports our city<br />

hosting major sport events. We could not<br />

do so without them as core partners. Hotel<br />

support played a major role in Vancouver and<br />

Whistler securing the 2010 Winter Olympic and<br />

Paralympic Games. And, as we look ahead<br />

to the FIFA World Cup, the Invictus Games,<br />

and the Laver Cup, Vancouver could not<br />

have bid for and won the right to host these<br />

without the tremendous support from our hotel<br />

community.”<br />

Canada Sevens - Courtesy of Sport Hosting Vancouver<br />

Stephen Regan, executive director of the<br />

Vancouver Hotel Destination Association,<br />

agrees, “When it comes to major international<br />

sporting events, hotels are almost as important<br />

as the competition space. Athletes need<br />

comfortable, quality space to sleep and rest<br />

to perform their best. Coaches, managers,<br />

trainers, and other team support staff see hotels<br />

as partners in supporting athletes with private<br />

space to meet, strategize, socialize, and anchor<br />

their whole event experience. Major events<br />

also need to ensure sponsors and media are<br />

treated well, and a big part of their experience<br />

is quality accommodation with responsive and<br />

helpful staff.”<br />

Sport Hosting Vancouver spearheads<br />

the partnership that actively pursues these<br />

mega-events. “It’s a great partnership that<br />

has allowed us to simultaneously support<br />

the visitor economy, community, hospitality<br />

industry and event destinations,” explains<br />

Michelle Collens, senior manager, Sport<br />

Hosting Vancouver. “We are proactive and look<br />

for events that complement other businesses<br />

and leisure travel that we have coming in. This<br />

helps to maximize our calendar availability<br />

<strong>InnFocus</strong> 21

2016 America Masters Games - Courtesy of Sport Hosting Vancouver<br />

both for our venues and our stakeholders in the hospitality industry,<br />

especially our hotels.<br />

“Hotels play a critical role right from the beginning when we’re<br />

attracting large events. Destination Vancouver, our marketing<br />

organization, will forward an RFP to the VHDA to notify them of the<br />

opportunity and what the client is looking for—dates, room blocks,<br />

room needs and any other concessions they may require. The VHDA<br />

then alerts us to their inventory and then prepare a bid which includes<br />

everything the event right holder needs, from competition venue<br />

availability, hotels, transit, and transportation to any other ancillary<br />

features we want to highlight about our city, such as the walkability from<br />

hotels to competition venues. Once the business end is confirmed,<br />

we will assist with spectator planning. Having a single point of contact<br />

makes it easier for organizers and also helps us to present a compelling<br />

bid as to why they should bring their event to Vancouver.”<br />

Securing the Event<br />

When considering events, those that fall outside of peak travel<br />

seasons are preferred as they support the hospitality industry. This<br />

is an issue that has become increasingly important due to the overall<br />

shortage of hotel rooms. “There is a capacity gap that our industry<br />

has been facing in various forms for more than a decade. This is not<br />

news: cities of a comparable profile have been building hotels and<br />

adding rooms. At the same time, Vancouver’s hotel supply has been<br />

contracting; the city is now net negative 1,500 rooms since 2010,” says<br />

Chwin. Unfortunately, when the system is overstressed, it becomes<br />

increasingly difficult for visitors to find and secure an affordable room,<br />

decreasing their satisfaction.<br />

“Although we try to secure major events when hotels have more<br />

capacity as a destination, that is not always possible. When major<br />

events like FIFA land in our high season, it helps if hotels take a slightly<br />

broader, long-term view of the business. Hosting one major event can<br />

lead to hosting another and then another. A sport hosting reputation<br />

is built over time. If hotels are keen partners and provide competitive<br />

room pricing and quality services, it provides the confidence other<br />

destination stakeholders need to be aggressive in seeking sport<br />

business,” says Regan.<br />

Once an event has been secured, Sport Hosting Vancouver begins<br />

working to identify and promote packaging for the leisure traveller.<br />

Packages could be a combined ticket and room rate or securing a<br />

courtesy block of rooms at a set rate. These promotions are shared<br />

with VHDA members, however every hotel should be marketing their<br />

own deals to this demographic. Providing destination packages,<br />

offering tickets to other local events, points of interest, or restaurants<br />

are a great way for them to attract the sport tourist.<br />

Hosting mega events, sport or otherwise relies heavily on the<br />

hospitality industry. Just as the events require facilities, the people<br />

behind and attending them need a comfortable place to rest at<br />

reasonable prices. Hotels are clearly an MVP, given their involvement<br />

from the initial bid to delivering a satisfactory experience to the<br />

organizers, athletes, and fans once the event is underway.<br />

22 <strong>InnFocus</strong>

Collaboration as a<br />

Path to a Prosperous<br />

Workforce<br />

By Alison Langford<br />

It is no secret that our industry’s<br />

workforce crisis is currently the single<br />

greatest barrier to our recovery and<br />

growth following the devastating impacts<br />

of the COVID-19 pandemic. Already<br />

challenged by labour shortages prepandemic,<br />

Canada’s tourism sector lost<br />

1 million workers between March and<br />

May of 2020, and within the tourism<br />

sector, the accommodation industry<br />

was the most severely impacted.<br />

Frequent lockdowns and the instability<br />

of our industry have driven hundreds<br />

of thousands of employees from the<br />

tourism sector to other industries like<br />

retail and health care. With record low<br />

national unemployment rates, the labour<br />

shortage has reached a<br />

crisis point with hotels<br />

capping occupancy to<br />

maintain service levels.<br />

Early in <strong>2022</strong>, the<br />

hospitality industry had<br />

the added challenge of<br />

competing with other<br />

sectors such as retail,<br />

health care, and manufacturing whose<br />

restrictions lifted much earlier than travel.<br />

As it stands, there are currently over<br />

27,000 jobs in BC’s tourism industry that<br />

need to be filled for businesses and the<br />

industry to be successful; and according<br />

to the Hotel Association of Canada our<br />

sector will need to increase national<br />

employment from 300,000 to 500,000<br />

by 2030 to meet increased travel<br />

demand.<br />

Despite the complexity and scope of<br />

this issue, the British Columbia Hotel<br />

Association (BCHA) has been laserfocused<br />

on expanding our network<br />

to implement our workforce strategy,<br />

aimed at driving recruitment, retention,<br />

and growth—both domestically and<br />

internationally.<br />

Local Training Programs<br />

As it relates to our domestic strategies,<br />

the BCHA is the lead partner in a Hotel<br />

Operation Service Skills Training Program<br />

with Progressive Intercultural Community<br />

Services (PICS) and Western Community<br />

College (WCC). This program is focused on<br />

growing our workforce through upskilling<br />

and retraining students during a 23-week<br />

hotel services training, which is followed by<br />

four weeks of practicum and employment<br />

support. Recently, the first iteration of<br />

the program finished in Vancouver with<br />

the second program in progress in the<br />

Okanagan region.<br />

In addition, we continue to focus on<br />

education as a path of entry to our sector<br />

The British Columbia Hotel Association<br />

(BCHA) has been laser-focused on<br />

expanding our network.<br />

and have numerous relationships with<br />

institutions across the province, including<br />

Camosun College through their Hospitality<br />

Management Diploma and Applied Tourism<br />

and Hospitality Management course.<br />

Both programs have co-ops or internships<br />

as part of their program. In addition,<br />

Hospitality Management and Latincouver<br />

Cultural & Business Society are private<br />

training schools that also have an internship<br />

component to their programs.<br />

Providing Support to Students<br />

Supporting students with their coops<br />

and internships is a win-win for the<br />

students and for the hotels that support<br />

them through their work experience.<br />

These are unpaid placements, so an<br />

accommodator has the opportunity to<br />

train a worker who has an intention of<br />

being hired after their internships are<br />

completed. We look to our members<br />

to support these training programs by<br />

taking the time to interview and take<br />

these students “under their wing”. While<br />

it does take time, we believe the benefits<br />

far outweigh the demands.<br />

International Recruiting<br />

In terms of our international efforts, the<br />

BCHA is pleased to have created several<br />

key partnerships with the Consulates<br />

of Barbados and El Salvador that have<br />

agreed to work exclusively with the<br />

BCHA. We have signed memorandum<br />

of understandings (MOUs) to create a<br />

pathway for skilled, experienced workers<br />

from each country to come to Canada<br />

and work primarily in the accommodation<br />

and hospitality sectors.<br />

In each country, the Ministry of Labour<br />

will pre-screen, interview, and prepare<br />

resumes for these highly trained workers;<br />

the international job seekers are then able<br />

to connect with members of the BCHA<br />

to be interviewed and hired to work in<br />

Canada.<br />

As workers from both Barbados<br />

and El Salvador require a LMIA to be<br />

hired, the employer will<br />

have to apply for that. To<br />

support our members with<br />

this process, the BCHA<br />

has signed partnership<br />

agreements with three<br />

immigration companies—<br />

Bell Alliance LLP, Radar<br />

Immigration Inc., and<br />

Crease Harman LLP. We encourage<br />

our members to connect with<br />

these companies or reach out to<br />

alison@bcha.com should you have any<br />

questions.<br />

These partnerships are vital to our<br />

workforce strategy which is aimed<br />

at successfully rebuilding a thriving<br />

workforce. Whether it be training<br />

programs with practicum components<br />

or new international partnerships, we<br />

are approaching the labour crisis with<br />

many possible solutions. We need to be<br />

far reaching, forward thinking, and as<br />

collaborative as possible; and while we<br />

have made great headway already, we<br />

look forward to keeping you updated on<br />

what else is to come.<br />

<strong>InnFocus</strong> 23

Menu Innovation<br />

Courtesy of Gordon Food Service<br />

Realize better profits with product<br />

cross-utilization and proper pricing<br />

by Gordon Food Service<br />

Amid all the challenges facing restaurant operators, menu innovation<br />

remains a key ingredient to success. It’s a matter of doing more with<br />

less.<br />

For restaurants, a downsized labour force means downsized menus.<br />

Supply-chain struggles have manufacturers in a bind, often unable<br />

to develop new products as they try to keep core products in the<br />

pipeline. Then there’s inflation.<br />

What’s an operator to do? Get back to basics—focus on ingredients<br />

that define the restaurant’s brand. It requires a lens of product crossutilization,<br />

menu smarts, and operational efficiency, according to<br />

Gordon Food Service® experts.<br />

Balancing Innovation<br />

Customers are dining out more and have increasing expectations.<br />

Buying a different cut of beef for each dish is a tall order. With a<br />

smaller kitchen staff and inconsistent product availability, you’re inviting<br />

stress, according to Calgary-based, Culinary Specialist Darren Lexa.<br />

He recommends a hard look at batch cooking and cross-utilization.<br />

Consider the convenience of batch-cooked short ribs. It’s a star<br />

in the centre of the plate, but it’s right at home elsewhere:<br />

• Add seasonings and use it for tacos.<br />

• Shred it into a nacho plate.<br />

• Stir it into a ragout and serve over pasta.<br />

• Cut it into chunks, deep-fry, and create a barbecue burnt ends<br />

appetizer.<br />

• Put it on a biscuit with a fried egg as a brunch item.<br />

“Cooking short ribs in bulk might require three or four hours of<br />

labour when you’re not open, but it will reduce the volume on the<br />

line so you can execute service easier,” Lexa says.<br />

Cover All Bases<br />

Innovative cross-utilization doesn’t stop with proteins. Simple<br />

mixtures can create signature flavours, Customer Marketing<br />

Manager Art Tigera explains. Add blackening spice to ranch<br />

dressing for a blackened ranch condiment. Combine ranch<br />

dressing and hot sauce for a buffalo ranch dip. “These can take<br />

your appetizers up a notch without adding new products.”<br />

24 <strong>InnFocus</strong>

Don’t overlook the bar, says Culinary Specialist<br />

Bill Pilgrim. A can of wild cherry topping mixed<br />

with a little bourbon makes a wonderful sauce<br />

for a chocolate torte. Those same cherries can be<br />

used to create a shrub for a non-alcoholic offering<br />

or for your signature Old-Fashioned. Add a bit of<br />

olive oil and vinegar to create a cherry vinaigrette<br />

for a marinade or salad dressing.<br />

Speed scratch cooking, using ready-made<br />

products and adding a few fresh ingredients, is<br />

another popular concept. Pilgrim suggests these<br />

ideas:<br />

• Signature salsa - Start with fire-roasted salsa<br />

verde, then blend in cilantro, jalapeños, green<br />

onions, and fresh lime juice.<br />

• Trendy elote - Start with frozen corn and<br />

jalapeño blend, combine with mayo, butter, and<br />

top with crema and a sprig of cilantro.<br />

• Seafood sauce - Start with lobster bisque,<br />

add cream and egg yolks, then whip until creamy<br />

and serve as lobster veloute.<br />

Price for Profitability<br />

A big mistake operators make is overlooking how<br />

plate costs affect profits. With rising food and<br />

labour costs, simply increasing menu prices may<br />

not protect profit margins.<br />

“You can’t make money unless you know where<br />

you’re losing money,” Tigera says. “Before you<br />

go through menu innovations, you really have to<br />

understand where your costs are.”<br />

One way to start is by analyzing the 10 or 15<br />

top-selling menu items, Culinary Specialist Adam<br />

Walkover suggests. Price adjustments on those<br />

items will impact the bottom line the fastest. After<br />

the first 15 items, cost out five more each week to<br />

cover the entire menu. Recipe Manager can help<br />

make sense of the numbers.<br />

Innovative dishes run through a pricing formula<br />

alone won’t always deliver the most profit. Pilgrim<br />

recommends putting the dish in front of your team<br />

and asking what they would pay. “They might tell<br />

you it’s a $19 dish in your market, where the foodcost<br />

formula might price it at $11 or $12,” Pilgrim<br />

says. “Using the perceived value can capture more<br />

profit on an item that’s pretty easy to make.”<br />

1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

1 INGREDIENT =<br />



Gordon Choice® Fresh CVP<br />

Chicken Tenders<br />

CREATE<br />

Hand-bread for a basic appetizer<br />

basket or kids’ meals.<br />

Cut up and bread or batter to toss<br />

in a wing sauce as an alternative to<br />

chicken wings.<br />

Shred and use for nachos, quesadillas<br />

and even on-trend birria tacos.<br />

Grill and slice for salad toppers.<br />

Skewer and grill layered with veggies<br />

for a great kebab. (Use your favourite<br />

marinade or seasoning or apply<br />

international flair with Mediterranean<br />

seasoning.)<br />

Pound and hand-bread for chicken<br />

parmigiana, marsala or piccata.<br />

This article originally appeared in the Gordon<br />

Food Service Foodscape publication. Reprinted<br />

with permission.<br />

<strong>InnFocus</strong> 25

Extending<br />

the Lifespan<br />

of Your<br />

Equipment<br />

by Ellen Baragon<br />

26 <strong>InnFocus</strong>

Ensure that your property’s equipment functions at an optimum over<br />

the long haul by sticking to the correct use and maintenance guidelines<br />

provided by the manufacturer and the experts who service it.<br />

It’s not rocket science, but it’s safe to say many of us forget, or put off<br />

doing maintenance, until the equipment we rely on to keep our business<br />

running smoothly no longer functions properly or breaks down altogether.<br />

Two essential keys to protecting your equipment and extending its<br />

lifespan are to clean it regularly and pay attention to capacity limits.<br />

Washers and Dryers<br />

One simple way to keep your washing machines functioning efficiently<br />

over time is to ensure that they are used according to their design. For<br />

example, when someone tosses in a few small towels to launder in a<br />

washer designed to handle large loads of sheets and towels, it doesn’t<br />

extract properly, which causes additional wear and tear. That means it<br />

will likely need replacing earlier than a machine used as it was designed.<br />

You will also be wasting chemicals and energy for nothing.<br />

Dryers are indispensable in a hotel but can become fuel for fires if<br />

the lint, dust, and other particulate are not cleared out of the vents and<br />

throughout the ductwork system regularly. Lint is highly combustible,<br />

and if it is close enough to the dryer’s heating element, it can ignite and<br />

start a fire. It also restricts the dryer’s airflow and therefore its efficiency.<br />

If lint builds up in the exhaust vent and moisture gets inside, there is<br />

also the risk of mould. The lint screen should be cleaned every day, and if<br />

it’s torn, it should be replaced. Every three months, any lint accumulation<br />

from the lint chamber thermostats and sensors, as well as from the<br />

motor air vents, should be removed. Every six months lint should be<br />

cleaned from the gas burner area with a dusting brush or vacuum cleaner<br />

attachment. For steam dryers, the coil should be cleaned to prevent lint<br />

buildup between the fins.<br />

Every few months examine the motor and drive belts. Cracked or<br />

frayed belts need to be replaced. Tighten loose V-belts when necessary,<br />

and check belt alignment and safety devices such as door switches,<br />

sail switches, burner, and thermostats.<br />

Refrigerators<br />

As noted with other kinds of equipment, a refrigerator needs to be<br />

used according to its design to work properly and last. If it is stuffed<br />

with food items beyond its engineered capacity, it reduces the airflow<br />

which then lowers the cooling capacity. This is especially true for<br />

refrigerators that house a freezer. The cold generated by the freezer<br />

compartment keeps the rest of the unit cold. If the refrigerator becomes<br />

over-full of perishables, the cold gets trapped in the upper level of the<br />

compartment and the lower racks don’t get sufficient levels to keep<br />

food fresh.<br />

A kitchen that is relatively hot with considerable dust and grease<br />

will impact the efficiency and longevity of a refrigerator. For regular<br />

maintenance, the experts say it’s important to clean the refrigerator<br />

condenser of any oil, grease, or dust, every two to three months.<br />

Stoves<br />

Most commercial kitchens use a gas stove and once again, cleanliness<br />

of the stove is the number one priority for its maintenance, not only to<br />

keep it operating at maximum capacity, but to prevent the risk of gas<br />

leaks, explosions, and fire.<br />

Keeping the gas unit clean and professionally inspected and<br />

maintained will also make for better and time efficient meal preparation.<br />

Even small leaks in the tubing can affect the airflow, and char and<br />

burn cookware.<br />

Oxygen levels are another reason to keep a gas stove maintained.<br />

It is not possible to gauge the oxygen levels by the flame. Your gas<br />

unit may be consuming high levels of oxygen in the room without<br />

being noticed by the kitchen staff. Some facilities pump fresh oxygen<br />

into kitchens with a machine, but not all properties are so equipped.<br />

The experts say any gas-powered unit should be inspected<br />

annually by an authorized gas fitter who can discover anything that<br />

compromises the efficient and safe operation of the stove.<br />

<strong>InnFocus</strong> 27

Packaged Terminal Air Conditioners (PTACs)<br />

PTAC filters should be rinsed off with soap and water in a sink, at<br />

least every six months. It’s also important to clean the evaporator<br />

coils which can be pulled out of the wall and pressure washed.<br />

These two simple steps can increase the lifespan of the unit up to<br />

20 years and beyond.<br />

Variable Refrigerant Flow (VRF) Systems<br />

In hotels, VRF systems are common today because they offer a<br />

considerable advantage. Where temperature needs vary by time and<br />

location in the same building, and with heavy heating and refrigeration<br />

demands, VRF systems can take advantage of any unused thermal<br />

energy by redistributing it to other parts of the property.<br />

However, a large HVAC system of this type can be a challenge<br />

when there is a failure in one part of the system. There is a long list of<br />

ways that an HVAC system can be maintained by personnel without<br />

any special certification:<br />

• Filters should be checked every month and changed when<br />

soiled.<br />

• Evaporator and condenser coils should be kept clean and free<br />

of nearby blockages.<br />

• Outdoor units should not have any debris such as leaves, grass,<br />

dirt, sticks, or other material around and inside the vents.<br />

• Blockages to the vents such as furniture, boxes, or other material<br />

that can interfere with proper airflow should be removed.<br />

Developing and maintaining a<br />

maintenance schedule for your<br />

equipment will extend its lifetime.<br />

Following is maintenance for a certified HVAC professional<br />

to perform:<br />

• System controls checked to ensure they work properly.<br />

• Thermostats and other components adjusted and calibrated.<br />

• Belts, bearings, and other moving parts inspected to improve<br />

performance.<br />

• All electrical connections checked, cleaned, and tightened.<br />

• Recharge of the refrigerant fluid and repair of any leaks.<br />

• Inspection of the duct system to ensure all sections are sealed<br />

and fitted tightly together.<br />

• Inspect and clear drain lines to clear any blockages so that water<br />

can flow away easily. Note that an algaecide can prevent organic<br />

growth.<br />

Developing and maintaining a maintenance schedule for all your<br />

equipment will extend its lifetime and save you a lot of money in the<br />

long term.<br />

28 <strong>InnFocus</strong>

y Alana Dickson<br />

Courtesy of BCHF Photo by Geoff Howard Photography<br />

Time flies when you are having fun!<br />

In the last six months, the BC Hospitality Foundation (BCHF) has<br />

supported beneficiaries with over $15,000 in financial assistance<br />

and awarded 48 scholarships to hospitality, food and beverage,<br />

culinary, wine, and spirits professionals.<br />

But that’s not all we’ve been up to! The BCHF hosted the<br />

first annual Okanagan Golf Tournament on May 10th at Harvest<br />

Golf Club in Kelowna and the thirteenth annual Vancouver Golf<br />

Tournament at Coquitlam’s Westwood Plateau Golf & Country Club.<br />

Combined these events netted the BCHF just over $25,000. Funds<br />

from the 8th annual Victoria Golf Tournament at Olympic View Golf<br />

Club in August are still being tallied. Thank you to all golfers, event<br />

sponsors, and silent auction donors.<br />

Throughout these programs, more than 75 industry professionals<br />

donated their time by volunteering to review scholarships, plan<br />

events, manage social media, and recruit participants, sponsors,<br />

and auction items. Our industry professionals never cease to amaze<br />

us, they encompass the true spirit of hospitality at every level.<br />

Sandra started Tinhorn Creek Vineyards with her husband in 1994.<br />

Over the next 20 years as winemaker, she was the first in Canada<br />

to use screw caps and led the way for BC’s first sub-appellation—<br />

the Golden Mile Bench. As CEO, Sandra led Tinhorn to become<br />

Canada’s first carbon-neutral winery and was a recipient of go2HR’s<br />

Canada’s Safest Employers Awards.<br />

In 2017 Sandra began anew, starting Elysian Projects, a beverage<br />

and tourism consulting company. She created the Fortify Conference<br />

in 2018 helping artisan beverage producers better manage their<br />

businesses.<br />

She is an Executive in Residence at Accelerate Okanagan, a board<br />

member of TIABC and the creator of the weekly #BCWineChat on<br />

Twitter every Wednesday night. Sandra was named one of Canada’s<br />

Top 100 Powerful Women in 2016.<br />

What Other Fundraisers Do We Have Going On?<br />

Poplar Grove Winery is donating $1.50 per bottle sold of the<br />

Lakeview Rosé throughout the summer. Partial proceeds will be<br />

donated to our scholarship program. Don’t miss out! This delicious<br />

rosé sells out fast. Wines can be purchased from the winery tasting<br />

room, restaurant, and online.<br />

Other News<br />

We’d like to thank Jeff Guignard, who recently stepped down from<br />

his role as Chair of our Board of Directors. Over the past eight<br />

years, Jeff has given generously of his time and energy, and we are<br />

grateful for the difference he made. Thank you, Jeff!<br />

BCHF’s Executive Board is pleased to announce the appointment<br />

of Sandra Oldfield as the new Chair of the Board of Directors.<br />

<strong>InnFocus</strong> 29

y Mike Macleod, Director of Member and Business Development<br />

Many of our members will cite property and liability insurance as the reason<br />

for belonging to the BCHA. Not coincidentally, insurance matters have<br />

played a significant role in the support our organization provides to our<br />

members. Over the years, this has included offering members a variety<br />

of insurance programs that provide the advantage of a group purchase,<br />

as well as policies tailored to the unique needs of our sector. This work<br />

has also been supported by a variety of advocacy efforts that includes<br />

furthering the interests of our members with insurance companies and all<br />

levels of government.<br />

Recently, however, the industry has been faced with the most<br />

adverse insurance market conditions in decades. These conditions<br />

have led to unacceptable insurance premium increases during<br />

the worst economic conditions<br />

brought on by the COVID-19<br />

The industry has been faced with<br />

the most adverse insurance market<br />

conditions in decades.<br />

pandemic. Furthermore, many<br />

properties previously included in<br />

our BCHA Hospitality Insurance<br />

Program (HIP) were not even<br />

offered insurance. It is important<br />

to note that these conditions were<br />

experienced across the country and experienced both inside our program<br />

as well as externally.<br />

Faced with these market conditions, earlier this year, the BCHA, along<br />

with our provincial partners in HIP, commissioned a third-party study into<br />

our program and several months ago they provided their conclusions. The<br />

overarching theme was that BCHA along with its business partners had<br />

several good options to deliver better value within its insurance program.<br />

Not surprisingly, the recommendation outlined that taking better control<br />

over insurance matters and exploring self-directed models was the most<br />

important step. While the independent study may have yielded predictable<br />

results, it only scratched the surface on the work that was ahead of us.<br />

The partner associations in BC, Alberta, Saskatchewan, Manitoba,<br />

and Ontario decided on a five-step course of action in order to facilitate<br />

real change. The first step was to truly understand the needs of the hotel<br />

sector. We did this through a variety of surveys and in-person engagement<br />

sessions. The second step was to inform and educate members on<br />

the root causes of the issue, while outlining initial recommendations for<br />

possible solutions; this was accomplished by delivering the findings of<br />

the research project and gaining the support of plan members and<br />

non-plan members.<br />

The next step is to leverage the strength of hundreds of hotels across<br />

Canada. We have engaged businesses of all types and requested<br />

their policy information and support so that we can complete a robust<br />

feasibility study. The final steps are putting forth the best solution for<br />

our members—following the outcomes of our engagement process,<br />

research, and conversations—to support accommodators as a trusted<br />

advisor. After a decision on the best model to move forward with, we<br />

will seek to ensure we move forward with the right level of investment<br />

and map out a long-term strategy to provide a sustainable, predictable,<br />

and affordable insurance program.<br />

We are close to announcing<br />

a final recommendation and<br />

solution. Our members can be<br />

assured that the attentiveness and<br />

due diligence to this issue is in your<br />

best interest and will be beneficial.<br />

All members of the sector will<br />

be eligible to participate in this<br />

plan and may even seek to become business partners. Ultimately,<br />

the reason for this work is in response to what we’ve heard from<br />

members. We recognize the important role insurance plays for each<br />

of you, how crucial it is to have certainty on insurance premiums, and<br />

most importantly, to take back control in the currently unreasonable<br />

insurance market.<br />

Advertisers<br />

BCHA<br />

IBC<br />

BC Hospitality Foundation 29<br />

Coldstream<br />

FRESCo Building Efficiency/<br />

FortisBC<br />

IFC<br />

BC<br />

RHB Enterprises 13<br />

Samsung Electronics Canada 16,17<br />

Telus<br />

IBC<br />

Tex-Pro Western Ltd 4<br />

Western Financial 14<br />

Group Insurance Solutions<br />

World Web Technology 7<br />

30 <strong>InnFocus</strong>

Keep guests connected,<br />

from check-in to check-out.<br />

Keep guests coming back with a strong,<br />

reliable connection they can count on. Our<br />

property-wide coverage and 24/7 bilingual<br />

support give you even more confidence in<br />

your level of hospitality. Find out what<br />

Managed Wi-Fi can do for your business.<br />

telus.com/Hospitality<br />

Client TELUS<br />

1 TELGH11665_Business_MultiSuite_InFocus_7x4.indd<br />

Created 7-28-<strong>2022</strong> 6:08 PM<br />

Account None<br />

Creative Akshata<br />

Producer Marietta Mac Artist Matt<br />

Mech Bleed<br />

4.8125" H x 7.75" W<br />

Mech Trim<br />

4.5625" H x 7.5" W<br />

Mech Viewing 4.5625" H x 7.5" W Mech Safety<br />

4.5625" H x 7.5" W<br />

Final Bleed<br />

4.8125" H x 7.75" W<br />

Final Trim<br />

4.5625" H x 7.5" W<br />

Final Viewing 4.5625" H x 7.5" W Final Safety<br />

4" H x 7" W<br />

Colours Cyan, Magenta, Yellow, Black<br />

Scale 1" = 1" Printed @ None<br />

Info None<br />

Built @ 100% Final Output @ 100%<br />

All colours are printed as process match unless indicated otherwise. Please check before use. In spite of our careful checking, errors infrequently occur and we request that you check this proof for accuracy. The&Partnership’s liability is limited to<br />

replacing or correcting the disc from which this proof was generated. We cannot be responsible for your time, film, proofs, stock, or printing loss due to error.<br />


Creative Team

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