InnFocus Fall 2023

Train
THE TRAINER
Working With
INDIGENOUS GROUPS
Fall 2023
Emergency
PREPAREDNESS
AI &
Smart Tech
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bchotelassociation
BCHA Team
Ingrid Jarrett
President & CEO
Mike Macleod
Director of Operations
Karissa Bourgeault
Project Manager & Board Liaison
Kelsey Millman
Communications Manager
Samantha Glennie
Member Services Manager
Dylan Tomlin
Energy Specialist
Anu Saini
Member Services Coordinator
2022/2023 Board of Directors
Executive Committee
David McQuinn – Coast Bastion Hotel, Nanaimo (Chair)
Tanya Stroinig – Prestige Hotels & Resorts, Kelowna
(Vice Chair)
Bryan Pilbeam – Delta by Marriott Hotels, Kamloops
(Past Chair & Governance)
David MacKenzie – Pemberton Valley Lodge, Pemberton
(Treasurer)
Angie Eccleston – Crest Hotel, Prince Rupert
(Executive Director)
Jonas Melin – Pinnacle Harbourfront Hotel, Vancouver
(Executive Director)
6
12
20
26
Regulars
AI & Smart Tech
What are the technology trends currently
shaping the hotel industry?
Train the Trainer
Review the core five key steps to training: preparation,
explanation, demonstration, trying, and follow-up.
Working with Indigenous Groups
The tourism and hospitality industry can play an integral
role in lasting, meaningful reconciliation with First Nations.
Emergency Preparedness
A hotel’s core business is to provide people with shelter
when they are away from home, especially in an emergency.
4 BC Hotel Association Report
5 Leader of the Future: Anna McAlary
10 Go Green – Easy-to-implement
Sustainability Tips
18 What’s New?
24 Names in the News
25 Hotelier Feature: Trina White
30 BCHA Member Engagement
Regional
Feature
16 Cranbrook
extras
17 Recruiting from
El Salvador
Directors
Eda Koot, Inn at Laurel Point, Victoria
Erin Cassels, Huntingdon Manor, Victoria
Estreya Gosalbez, Four Seasons Resort, Whistler
Jean-Francois Vary, Fairmont Waterfront Hotel, Vancouver
Jessica Dolan – Ramada Penticton, Penticton
Madone Pelan, Oak Bay Beach Hotel, Victoria
Samantha Hackett – Long Beach Lodge, Tofino
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InnFocus 3

y Ingrid Jarrett, President & CEO
A Record-breaking Summer
The summer season is now behind us,
and over this period, we’ve observed
market strength in urban centres, resort
communities, and well-developed regions
for leisure travel.
Our STR reports have indicated recordbreaking
summers in most destinations
unaffected by fires and evacuations.
Looking ahead, several positive indicators
are worth noting. One such indicator is
the increasing international demand for
the BC experience, accompanied by the
hospitality offered by our industry across
the province. However, measuring against
2019 or 2022 with certainty remains a
challenge, given the evident fact that
nothing remains the same; our new reality
operates at a different pace.
A Challenging Wildfire Season
Although certain areas of the province
experienced a successful summer,
others were once again confronted with
the devastating consequences of our
changing environment and the expanding
wildfire season. Notably, Vancouver
Island—particularly Tofino, Ucluelet, and
Port Alberni—witnessed disappearing
reservations overnight due to the Cameron
Lakes Bluff Wildfire, resulting in $44 million
in lost tourism revenue. Similarly, operators
in the Okanagan and Central Interior
were met with the significant financial
repercussions of an essential-only travel
order, as wildfires swept through the region
and tragically consumed West Kelowna’s
Lake Okanagan Resort. Evidently, natural
disasters such as this bear a devastating
impact on our industry, a threat that
continues to escalate in light of climate
change realities. It becomes increasingly
obvious that our province requires reliable
transportation options and corridors for
these vulnerable destinations to safeguard
their businesses.
Our commitment remains steadfast:
ensuring support for accommodators
and hospitality providers of all sizes
throughout the province, with gratitude
extended to those who provided shelter to
displaced individuals during this summer’s
challenging fire season.
Growth in Groups/Meetings
Looking into the remainder of 2023,
the substantial growth in the groups/
meetings business seen earlier in the year
is expected to continue at a steady pace.
However, there is a degree of hesitancy due
to the reality of interest rates, affordability
concerns, and the looming specter of
recession. Moreover, the escalating costs
of business ownership create a challenging
operating environment.
Focus on Employee Retention
The workforce shortage in some parts
of the province is gradually easing,
prompting most employers to focus on
retention. We are raising wages and
benefits, implementing wellness checks,
and recognizing the significance and
contributions of our hospitality teams.
This is a testament to the fact that we
are fundamentally engaged in the people
business, a principle that will always remain
unchanged.
Advocacy Efforts
Our advocacy efforts are unrelenting.
We’ve commissioned a comprehensive
study on the impact of short-term rentals
on affordability within the province. We
eagerly anticipate sharing these findings
and resources to preserve affordable rental
housing within your community, and to
ensure that municipal policy supports the
livability and affordability of your locality.
Our engagement with multiple ministries
ensures that this research translates into
actionable measures. Additionally, we
persist in our collaborative efforts on the
MRDT ecosystem and FIFA’s large-scale
events with our partners at the Hotel
Association of Vancouver and Destination
Vancouver.
The Tourism Growth Strategy and
supporting the development of hotels and
resort around the province is also a focus
for our work. I am excited about the pipeline
and diverse interest in development
opportunities in all regions of the province.
Upcoming Events
Lastly, we’re thrilled to present several
upcoming events throughout the remainder
of 2023. These include the SPARK Hotel &
Liquor Conference, scheduled for October
16 & 17 at the Anvil Centre. Furthermore,
we’ve expanded our Fast Track Your
Future education series, featuring five sixweek
courses hosted over Zoom. These
sessions offer targeted training on vital
subjects such as financial leadership and
housekeeping best practices. Moreover,
the BCHA has once again been invited
to participate in the exclusive Destination
Canada Mobility Forum, where we aim to
connect international job seekers from
France and Morocco with employers in
BC to address their hiring requirements.
If you are interested in taking advantage
of this unique and LMIA-exempt hiring
opportunity, you are encouraged to
connect with BCHA’s Workforce Strategist
Alison Langford at alison@bcha.com.
4 InnFocus

Leader of
the Future:
Anna McAlary
Spa Treatment Manager, Willow
Stream Spa, Fairmont Pacific Rim
in Vancouver
by Danielle Leroux
Anna McAlary is the Spa Treatment Manager at the Fairmont
Pacific Rim’s Willow Stream Spa and was recently a finalist
for the BC Hotel Association Leader of the Future Award.
McAlary has worked for Fairmont for 13 years in roles that
have brought her around the world from Alberta, to Bermuda,
and now British Columbia. In her current role, she oversees
all the massage therapists, estheticians, and bodyworkers,
helps coordinate treatments being offered, and assists with
other spa operations.
She began her career as an esthetician, later moving into
trainer and supervisory roles and then management while at
the Fairmont Jasper Park Lodge.
“I have always been a fan of makeup and nails,” McAlary
says. “My Grandma sent me for my first manicure and I
naturally had an interest in the industry right off the bat. I
went right into college for esthetics and it came so naturally.”
The wellness industry has evolved into a major market
allowing students to go in multiple directions, but McAlary
didn’t initially imagine herself in the role she is in today. “I
didn’t have a clear goal of moving into management, but I
really had a passion for training and the product lines. I love
creating treatments. Being able to develop staff and see them
become successful is very fulfilling for me.”
A spa director noticed McAlary’s potential and encouraged
her to come back to Canada and start her management
journey. “I have had directors who have been really supportive
and shaped me in different ways,” she explains. “Fairmont has
also provided a lot of incredible development opportunities.
I take several trainings every year, from guest service, to HR,
and more.”
McAlary has looked to these directors for mentorship
when it comes to her own leadership style. “There is always
one thing that stands out from a leader. I take that piece of
knowledge from each of them. It is a big industry but a small
Courtesy of Anna McAlary
world. I am still very interconnected with many colleagues and
we are able to bounce ideas off each other.”
Personally and professionally, McAlary describes herself as
a ‘go-getter’ and wanting to get the job done now. “One of my
former directors would tell me to let it digest,” she says. “In a
fast-paced, guest-facing environment, it feels like you have to
make decisions happen now. But I’ve learned the power of
perspective, sleeping on decisions, and trusting the process.”
This has helped McAlary develop into an intuitive leader
who is connected with her team. “We have little check-ins
to see how people are feeling and the general vibe of the
facility. It is important to build relationships with the team and
maintain professional boundaries but also not be scared to
have open and honest conversations. Communication is the
most important pillar of my own leadership and it is a huge
focus when in such a large operation.”
McAlary’s advice for future leaders is don’t forget about
self-compassion. “You have days when you can be hard on
yourself and want to deliver results, but you also need to be
easy on yourself. You are only human. We all make mistakes
and we all have really great success stories.”
Outside of work, McAlary’s passion for wellness runs strong.
She loves spending time in the outdoors and exploring the
wellness modalities Vancouver has to offer.
As she looks to the future, McAlary wants to move forward
into assistant director and director roles in the spa and is
excited by the opportunity to create wellness or retreat
programs.
InnFocus 5

AI &
Smart Tech
for Hotels
How to Find the
Right Solutions in a
Fast-evolving Field
by Joe Pooley
6 InnFocus
Courtesy of Wyndham Hotels & Resorts

In 1857, a five-story New York City hotel installed the world’s first
passenger elevator. A century later, in 1958, Sheraton introduced
Reservatron, the industry’s first automatic electronic reservation system.
This year, online travel agency Expedia was among the first to integrate
ChatGPT into their system, making booking a trip as easy as typing a
few words.
Travel and hospitality businesses have always been early to the party
with new technology. However, the frenetic pace of change in recent
years has left even the most forward-thinking hoteliers a little unsure of
where to place their bets.
“The tech offerings are growing and sometimes it can be challenging,”
says Luke Ling, General Manager of Hotel Blu in Vancouver, notable as
an early adopter of in-room voice assistants in 2015. “More time goes
to filtering out the solutions and qualifying them so that we can ensure
they’re right for us.”
To help you wade through all the options, here is an overview of the
tech trends currently shaping the hospitality industry.
Keep an Eye on AI (While It Keeps an Eye on You)
AI has elbowed its way to the front of almost every conversation about
tech trends since the launch of ChatGPT in late 2022. Although AI has
quietly been working its way into our daily lives for years, the recent
breakthrough in “generative” AI—the kind that’s capable of having a
conversation with you—has caused a stir because of its potential to
replace uniquely human tasks.
For the average hotel, the uses of generative AI are still in their infancy,
but the possibilities are easy to spot. With Expedia and Booking.
com’s integration of ChatGPT, for example, travellers simply state
their preferences, and an AI assistant does the planning for them,
personalizing itineraries from roughly 1.26 quadrillion variables such as
hotel location, room type, dates, and price. The “virtual agent” is even
there to help work out issues like date changes and cancellations, without
needing to bring another human into the equation.
At the property level, it’s easy to imagine how a guest talking to AI
as he navigates purchases would offer treasure troves of personalized
information that staff could use to further tailor the experience to the
guest’s preferences. Such a world, in which personal AI agents can
simply communicate their clients’ wants and needs to the hotel’s AI
platform—and then, say, adjust in-room climate controls or request extra
amenities—might not be far off.
Naturally, not everyone is a fan of AI encroaching on human territory.
“AI solutions really aren’t on our radar,” says Ling. “Our main focus here
is the boutique experience where we really do want to engage directly
with every guest.”
InnFocus 7

AI as an Analyst
AI tools are also evolving in ways that are less likely to stir
controversy. Machine learning, which allows AI platforms to
comb through vast data sets to automate processes and predict
outcomes, makes it an ideal ally for hotel revenue management,
especially dynamic pricing. AI is capable of analyzing countless
variables (competitor rates,
RevPAR indexes, air travel
patterns, weather data,
and social media, among
others), and is therefore able
to optimize prices for hotels,
restaurants, and meeting
venues in real time.
This technology already drives many of the latest dynamic
pricing tools available to hotels. A wider range of inputs, such as a
consumer’s psychology and perceived value of the purchase are
likely to follow as AI-assisted dynamic pricing evolves.
The related frontier of advertising is also seeing AI-driven
evolution. Earlier this year, Google rolled out “Performance Max for
travel goals,” which uses AI to automate the process of creating
and monitoring online ad campaigns. Simply select your hotel and
the platform does virtually everything else, pre-populating ads with
suggested images and copy, serving the ads across its network
(including Google Maps, Search, and YouTube) and automatically
optimizing your spend and audiences over time.
Get Smart(er)
As AI advances, consumer
demand also drives
AI is capable of analyzing
advancements in more tangible
forms of tech, like smart inroom
devices. Franchesca
countless variables.
Adriano of Axxess Industries,
which specializes in smart
guest room controls, has seen an increase in hoteliers responding
to a desire for a “more intuitive experience for their guests.” Their
electronic do-not-disturb controls, for instance, are a welcome
change from the traditional paper signs, especially for ecoconscious
guests. These controls also allow housekeeping staff
to work more efficiently, as occupancy sensors indicate when
rooms are free to clean.
Expect to see more advancement in the area of smart room
8 InnFocus

Courtesy of Axxess Industries
controls in the near future. “There’s a lot
of room to improve automation and control
and make it even more seamless, more
user-friendly,” says Adriano.
The Tipping Point
Leveraging the technology guests carry in
their pockets, hotel giant Wyndham made
Embrace Experience
As the tech revolution marches on, it’s worth
reflecting on the fact that remarkably little
has changed about the reasons why we
travel in the first place: to have the kinds
of experiences technology cannot as of
yet replace, like the smell of a fresh-baked
baguette from a boulangerie, the sumptuous
The biggest success story is the size of
the average tip, which is just under $10.
waves last year by rolling out a mobile
tipping platform for their US and Canadian
franchisees.
The platform allows guests to scan a QR
code, select a staff member and choose
how much to tip. QR codes are unique
to each staff member and the tips can be
deposited directly to their bank account.
“The biggest success story is the size of
the average tip, which is just under $10,”
says Wyndham CIO Scott Strickland. “That’s
a substantial increase over what would
historically be a tip of $3 to $4 and becomes
all the more important amid the labour
shortages currently impacting our industry.“
fabrics lining a faraway bazaar, or a friendly
handshake from a person whose story
you’ve yet to hear.
Integrating AI and other cutting-edge
solutions into hospitality provides exciting
opportunities, to be sure. But the best tech
is that which helps you deliver memorable
experiences to your guests; it is important
that any advancements in our industry serve
this mission above all others.
Joe Pooley is Account Director at Redshift
Collective, where he helps hotels build their
brand, connect with audiences, and drive
more bookings.
InnFocus 9

GO
Green
10 Easy-to-implement
Sustainability Tips
by Trina White
Shifting any hotel or resort to a sustainably focused property may
seem very daunting at first, but if broken down into smaller steps,
it won’t only be achievable but fiscally beneficial. Here’s a 10-step
quick guide to get you started:
1) Hand-dryers
To make a quick impact on reducing the use of trees and costs,
replace paper hand towels in public washrooms with energyefficient,
non-warming air hand dryers equipped with HEPA filters.
The new hand dryers on the market use very little energy, reduce
waste in landfills, and are easier to tidy up after (no scattered
paper towels).
2) Paper
Hotels use a lot of paper from receipts, statements, sales
contracts, and marketing materials to administrative documents.
Review existing paper processes to identify areas suitable for
automation and elimination. For any paper that is essential, shift
to 100% post-consumer products. Do not forget till paper—many
companies now offer 100% recycled till paper.
3) Recycling Streams
Ensure there are thorough recycling options in the staff room,
change rooms, back offices, commercial kitchens, and garbage
room. These spaces should include an opportunity to dispose of
paper, plastics, tin, glass, paper, cardboard, Styrofoam, bottles,
and compost. A good way to set these up is to make the bins
easy and accessible with clear images of what goes in each. The final
step is to make the garbage can small and move it further away. This
way team members have to walk by all other options before reaching
the garbage can.
4) Maintenance Shop
Regular maintenance on hotels is a big job and so are the daily items
that are used, which can end up in the landfill. Near the maintenance
shop, create multiple bins for recycling batteries, light bulbs, paint,
wood, metal, electronics, and other more focused streams for this
department.
5) Team members
Typically, hotels have more recycling options than what team members
have access to in their community roadside pick-ups and further
recycling is required. Encourage hotel team members to use the hotel’s
recycling streams for their own personal recycling.
6) Bottle Depot
Get creative with how bottle return refunds are used. Think of donating
funds to the housekeeping department, team member social events,
or local charities which the depot usually manages on your behalf.
7) Dispensers:
Mini-bottles and single-use plastics are a thing of the past. Before
signing the next contract with amenity suppliers, check out the market
for products that can go into dispensers. Most companies that sell mini,
10 InnFocus

single-use bottles now have dispenser
options. This way the hotel can stay with
products your guests enjoy.
8) Soap for Hope:
Even if dispensers are used, make sure
a partnership with Soap for Hope or a
like-minded organization is made. Soap
for Hope will remove monthly leftover
hygiene products, old linens, and lost
and found items. It re-purposes these
items for transitional homes, food banks,
senior centres, schools, refugee centres,
and dozens of other facilities.
9) Faucet Aerators:
These are important in saving water and
making the water flow more productive.
Bathroom sinks for face washing and
brushing teeth can be as low as five litres
per minute, whereas in the kitchen you may
want six or seven litres per minute. Attempt
to use aerators with the highest restriction
to minimally affect guests’ experience.
Make sure to also clean these at least
once per year in the deep clean schedule.
10) Pool & Hot Tub Covers:
Even with an indoor pool or hot tub,
covers can help save on energy and
water evaporation as well as help with
indoor air quality. Pools and hot tubs
use less energy when the temperature
is consistent and water levels can be
maintained. Placing a cover on overnight
will help keep the water regulated, saving
on energy. Covering pools can also
help reduce off-gassing of chloramines,
helping to keep the air quality cleaner.
By implementing even just a few of
the above steps, any property will be
well on its way to becoming sustainable.
Leading by example will allow everyone
to see the overall goal that can be
attained together as a team.
Trina White has over 20 years of
experience as a General Manager,
most recently with The Parkside Hotel
& Spa, and is Associate Professor at
Royal Roads University with a focus in
Sustainable Tourism. In 2023, she was
named Hotelier of the Year by The BC
Hotel Association.
InnFocus 11

Train the
Trainer
by Angela Sosnoski
12 InnFocus

Regardless of the size of a hotel, managers cannot be expected
to do it all. The ever-growing list of expectations from guests,
new technology, and increasing regulations demand that
managers must share the burden of training with supervisors and
employees. Many managers could also hone their training skills
to increase the pace of implementation, overcome resistance to
new programs, and enhance workplace morale. Effective new
trainers can be developed with a simple framework.
A wise human resources person once remarked about the
core training steps being: “I will tell you, you will repeat back
to me, then I will show you, and then you will show me.” More
formally, we recommend five key steps: preparation, explanation,
demonstration, trying, and follow-up.
Preparation
This is what you may recall from school to be the curriculum.
Critically, it is about defining what outcomes you want to achieve
at the end of the training and then putting in place the materials
and activities to achieve those outcomes. Often this involves
refreshing your own knowledge about the topic, making sure
that any training materials supplied by a vendor or regulator
are appropriate for your audience (and adjusting as needed),
making sure that you have the training tools available (training
on a new computer system, for example, will almost certainly
require access to a computer), and things as simple as having
sign-in sheets for the training.
Preparation also includes a focus on the learners before and at
the start of the session. Learning or knowing about the training
participants previous experience with the topic, understanding
how they like to learn, and alleviating concerns at the start of
the session will increase the likelihood of achieving the learning
outcomes for everyone. Trainers should be prepared to pivot—
through good preparation—to different types of activities or
materials to match the needs of the learners. Even simple steps
like isolating the best five minutes of a 20-minute video prior
to the training can make a big difference in the success of the
session. Preparation for a trainer can be summarized in a short
sentence: Plan your ideal lesson and plan to adapt that lesson
when the inevitable need for change arises.
Explanation
You should tailor the what, why, how, and when to the learners.
The question “Why?” is often understated and not focused on
something beneficial for the learner. While a new front office
system may make things much easier for the accountant, if you
are training front desk staff, you should think about a compelling
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InnFocus 13

“why” that positively impacts them such as “other hotels that
implemented this system reported that they could check people in
two minutes quicker, and the guest feedback about the check-in
experience increased by 15% after implementation.” Connection
to the “Why?” increases training success.
Explaining skills and tasks to learners is most effective using
easy-to-follow steps, which are clear, concise, and free of jargon.
If the steps are difficult, add more steps to the learning process.
Consider having check sheets or other training tools to supplement
your explanations.
Demonstrate
Demonstrating brings
a visual element to
your training. This is
not the time for the
trainer to show off
how good they are at
something; shortcuts and “pro tips” come later in the learning
process. Trainers should model the best way to perform the
task—safely with a focus on details and accuracy. As a trainer
plotting out how you will demonstrate a new skill or task, you
should question what is going to help the learner best understand
and visualize the task. Think about product sales at a home show
or on late night TV: people are more likely to purchase slicers,
knives, and cleaning products after witnessing the demonstration.
How will your “demo” entice the learner to follow all the steps to
success?
Try Out
Practice and repetition are simple but effective tools if used in
a planful way. Be prepared to safely stop the practice to allow
the learners to discover and correct their own errors. Be careful
to not let learners practice bad techniques. When people are
“getting it”, ask open
ended questions like
Plan your ideal lesson and plan to adapt
that lesson when the inevitable need
for change arises.
“How did you know you
were doing it right?”
or have the learner
train you on the task to
demonstrate that they
truly understand what
they’re doing. Another
effective technique is to have the learner verbally repeat the steps
as they perform them.
Trying out new tasks is most effective when the pressure is off.
For example, practicing checking in a guest for the first time, on
a new system, is much easier in the back office than it is with real
guests lining up in the lobby. Investing in a bit of extra training time
so that your staff have a safe place to learn will pay future dividends.
14 InnFocus

Follow-up
Training is not a one-time event; it is best thought of as a
process or as a journey. What are the one-day, one-week,
and one-month goals? What are the accomplishments along
the way that should be recognized? Are the goals and the
accomplishments to be recognized tied to the bigger picture,
which is why you’re doing this?
Learners should be aware of different options to go for
help if it is needed. Can visual aids be placed where the
task is performed or is there a website or instruction manual
nearby? Finally, during the follow-up phase, continue to
provide specific feedback at both the individual level (you
need to pause after asking the guest how they are going
to pay) and group level (our average check-in time dropped
two minutes last month).
Continuously strive for improvement each time you
conduct training. Have you got feedback loops built into
your training from learners and are you achieving the
outcomes you set out to attain at the start of the training
process? Continual improvement in training can make
your hotel more successful with better engagement,
reduced turnover, and improved productivity.
Angela Sosnoski is a consultant at HR West focused on
workplace investigations and anti-bullying and harassment
training. She can be reached at angela@hrwest.ca.
InnFocus 15

Discover the
Hidden Gem
of the Kootenays:
Cranbrook,
BC
by Diane Selkirk
Encircled by forests and mountains,
Cranbrook has long served as a gateway
to the beautiful Kootenay Rockies, an area
renowned for its breathtaking landscapes
and recreation opportunities. Located
820 km east of Vancouver, and 850 km
west of Calgary, the city of over 20,000 is
also the largest in the region, and functions
as the area’s administrative center. But being
the supply town for the Kootenays has both
positives and negatives, says Kristy Jahn-Smith,
the executive director of Cranbrook Tourism.
“Residents of the surrounding resort towns come
for appointments or meetings, but usually don’t plan
to stay,” she says.
Enticing regional and international guests to see
Cranbrook as more than just a highway pit stop or
service centre has become a passion for Jahn-Smith.
The downtown has been undergoing a multi-phase
revitalization—something that benefits locals and visitors
alike. “Our hope is that people will consider adding a night
or two and start exploring,” she says. With a rich history,
panoramic vistas, and a thriving cultural scene, Jahn-Smith
says Cranbrook shines brightest once people get off the
highway.
Crystal Scott, the General Manager at the Prestige
Rocky Mountain Resort agrees. The full-service hotel has a
swimming pool, spa, and restaurants and is easily walkable to the
downtown core with its museums, galleries, and sports facilities.
Scott says visitors are often charmed by how friendly the town
Courtesy of Elizabeth Lake Lodge
16 InnFocus

feels. “It’s a wonderful surprise for guests to discover that not
only do we have lots to offer, we’ve retained our small-town
warmth.”
With the world-class Canadian Museum of Rail Travel;
where beautifully restored railway cars tell the story of
Canada’s rail heritage and Fort Steele Heritage Town; a
restored 19th-century mining and railway town—visitors
are often surprised by how deeply they can immerse in the
region’s intriguing past. Scott notes history and rail buffs are
also often thrilled to discover one of Prestige’s more unique
offerings. “We brought in a real railcar and transformed it into
two suites for guests to stay overnight in,” she notes.
Leaning into what makes Cranbrook special has also been
a focus for Ian Phyper, general manager of the century-old
Baker Hotel. Phyper hopes the hotel, which is undergoing
an extensive room-by-room renovation, can serve as a
hub for collaborative efforts. “We’re creating packages and
partnerships that benefit locals and travellers,” he says. “The
goal is to support the tourism industry that’s already here.”
Phyper, who moved to Cranbrook because of its livability
and its wide range of local businesses, says it’s a city that’s
easily overlooked: “We have all these options; rafting, biking,
horseback riding, live theatre, and concerts, fly-fishing, and
golfing, and by forming partnerships between all of us we
can encourage people to stay longer.” For the Baker Hotel,
which turns 100 on October 31—getting people to stay longer
is also part of its design goal; each room is decorated with
distinctive antiques that were found throughout the region.
“We want people to come back and stay in a different room
every visit,” Phyper explains.
George Freitag, owner of Elizabeth Lake Lodge, an alpine
hotel bordering the Elizabeth Lake Conservation area, says
because the beauty and opportunities in Cranbrook are
often unexpected, the town now stands out by focusing on
what visitors might discover they want after they arrive. With
beginner-friendly mountain bike trails “that allow you to bike
through the treed trails with relatively few bumps” and some
of the best disc golf courses around, he says his hotel opted
to provide complimentary high-quality bikes as well as discs
for golfing the five local courses. And like the Baker Street
Hotel, partnerships add to the offerings. “We connect visitors
with local businesses so they can do things like explore the
lakes,” he describes.
“The strength of tourism in Cranbrook is its ability to bring
together a diverse range of outdoor activities, natural beauty,
rich history, and new restaurants and festivals,” says Michael
Sprake director of sales and marketing at the luxurious,
Indigenous-owned St. Eugene Golf Resort and Casino. The
resort adds to this strength by including the rich history of
the Ktunaxa First Nation, Indigenous culture, and the history
of the resort itself.
Sprake says that while visitors may not always know to
expect all the opportunities and experiences that greet
them in Cranbrook, once they take the time to immerse
themselves in the region their expectations are exceeded.
After a visit, Cranbrook will feel like a “compelling and wellrounded
destination,” that’s shifted from an unknown to “an
unforgettable Kootenay Rockies experience.”
Courtesy of Prestige Hotels & Resorts
Courtesy of St. Eugene Golf Resort and Casino
Courtesy of The Baker Hotel
InnFocus 17

y Deb Froehlick
ASSA ABLOY Global Solutions is introducing Traka21, a plug-and-play key
management system that provides a streamlined solution for managing keys and ensuring
they are available to authorized personnel by securing and managing each key or key
set, helping hoteliers maintain accountability, preventing disruptions to critical operations.
ASSA ABLOY Global Solutions: +1 800 225 8464
Western Financial Group continues to lead in the hospitality insurance marketplace
by protecting restaurants, hotels, motels, and liquor stores in a unique way. By pooling
you with hundreds of your peers, their new Protect Self-Insurance Structure offers an
insurance program that has the ability to return premiums to you each year. https://
hipinsurance.ca/
NEXT ISSUE:
Reserve Space in the
Winter Issue of InnFocus
Business Outlook
Forecasting into the Future
10 Steps to Hiring International Workers
Creating an Equitable Workspace
BetterTable.ca is launching a card game for hospitality leaders. Challenge your teams
with insightful questions to improve the triple bottom line, from Culinary, Events, Finance,
F&B, Front-of-House, and Human Resources to Sales & Marketing. It also includes
diversity bonus cards. The more you play, the more profitable your operations will be.
Pre-book yours at https://BetterTable.ca/games
Telus Business is launching its new Optik TV® for Business platform. With built-in casting
and Google Play integration, guests can effortlessly stream their favourite content from
popular apps directly to the in-room TV. The new TV solution is Android-based, offering
a familiar and intuitive interface for easy navigation. hospitality@telus.com
Reserve space by October 20th
604-574-4577 • info@emcmarketing.com
18 InnFocus

Recruiting from
El Salvador
by Joyce Hayne
The BC Hotel Association (BCHA) is working to create
partnerships with countries to create a pathway for skilled,
experienced workers to come work in the hospitality industry
in British Columbia. One of those countries is El Salvador, so
we reached out to Cesar Augusto Orellana Murillos, Consulate
General at the El Salvador Consulate to see how the program
is working from his perspective.
How did the partnership between the BCHA and the
Consulate of El Salvador come to be?
Officers of the embassy of El Salvador in Canada, which is
located in Ottawa, had the first approach with the BCHA in
January 2022. Alison Langford, Workforce Strategist from the
association, and Fernando Aguilar from the Embassy of El
Salvador started the conversations.
Why did you choose British Columbia as a partner?
As the Province of British Columbia is part of the jurisdiction
attended by the Consulate General of El Salvador in Vancouver, I
as Consul General took the responsibility to make an agreement
with one of the most important associations in the province, in
an area that is very dynamic, such as hotel and tourism.
What impact does this partnership have on the wellbeing
of El Salvadorians?
It has a positive impact. The life quality of the workers and their
families in El Salvador are benefited through the improvement
of their income and the sending of remittances of money. Also,
it improved the skills of our workers working in the environment
of a developed country.
What are your goals for this partnership?
Our goal is to increase the recruitment of our workforce in more
hotels and restaurants. Also, I would like to get training from
BCHA to our potential candidates in El Salvador to improve their
skills and increase their knowledge. It would be easier to get an
interview and to be accepted in their associated companies.
How can hoteliers participate in the program?
Hoteliers can participate by having confidence in our country,
opening the doors of their hotels to get interviews for our
candidates, and sharing their knowledge and abilities with
our people.
Interested employers are encouraged to reach out to Alison
Langford, BCHA’s Workforce Strategist, for more information.
InnFocus 19

Working with
Indigenous
Groups
How Hotels and Indigenous
Groups Can Work Together
by Danielle Leroux
Courtesy of St. Eugene Golf Resort and Casino
20 InnFocus

Courtesy of Destination Vancouver/Kindred & Scout
British Columbia is home to 204 Indigenous communities and
more than 30 Indigenous languages. By bringing people together
and sharing the true stories of BC, the tourism and hospitality
industry can play an integral role in lasting, meaningful reconciliation
while building stronger connections with Indigenous Peoples,
communities, and culture.
“It is about being respectful of the land we’re on and the history of
Canada. It is also about providing an inclusive experience and being
inclusive in our communities,” says Brian Pilbeam, Chief Operating
Officer of Invictus Properties Inc. whose portfolio includes the Delta
Hotels Kamloops.
Indigenous tourism and cultural experiences are also something
visitors want. Prior to the pandemic, Indigenous tourism was the
fastest-growing sector of the tourism industry and generated $705
million in gross domestic output and created 7,400 full-time jobs.
According to Destination BC, one in four visitors to BC actively seek
authentic Indigenous experiences.
How to Get Started
Get up to speed. Educate yourself on reconciliation and understand
what your work with Indigenous groups may look like. Begin by
familiarizing yourself with important documents that include the
United Nations Declaration on the Rights of Indigenous Peoples
(UNDRIP), National Centre for Truth and Reconciliation Calls to
Action, and BC Declaration on the Rights of Indigenous Peoples Act.
You can also refer to resources from Indigenous Tourism BC
(ITBC) and Destination BC. ITBC is dedicated to raising awareness
of the diverse and enriching Indigenous tourism experiences
available in BC. The non-profit organization communicates directly
with consumers, travel trade, and travel media creating interest in
Indigenous tourism experiences, activities, and products.
Destination BC partners with ITBC and upholds the UNDRIP,
the Truth and Reconciliation Commission, and the Declaration Act
Action Plan.
InnFocus 21

Get Outside Help and Build Relationships
Building and maintaining respectful relationships is at the core of
working with Indigenous groups. “We build relationships before
we build partnerships. Getting to know one another on a personal
level not just professional is huge,” says Frank Antoine, Chief of
Bonaparte First Nations and Co-Founder and CEO of Moccasin
Trails. Present it as a business proposition to First Nations groups.
“This is who we are, we’re in your territory, and we want to work
with you more closely,” adds Antoine.
“You can’t do it on your own,” Pilbeam says. “Reach out to
your local First Nations community and find good partners. Be
open and authentic in
what you’re hoping to
achieve. Think about
the little pieces you can
implement. Don’t sit
there and try to create
a massive ‘Indigenize’
plan. Invite your partners to lunch and have a conversation. Build
authentic partnerships and respect. It becomes much easier to
ask those uncomfortable questions and have dialogue.”
Moccasin Trails
Pilbeam and Antoine first crossed paths over seven years ago
when Antoine was employed at Quaaout Lodge & Spa at Talking
Rock Golf Resort.
Today, Antoine and his co-founder Greg Hopf run Moccasin
Trails, an Indigenous-owned and operated company that guides
guests on sustainable journeys that the Interior Indigenous
Nations have made for generations.
Their canoe, walking journeys, and other cultural experiences
are led by knowledge keepers that share and strengthen their
connection to Indigenous land and culture through songs, stories,
ceremonies, and language.
Build authentic partnerships
and respect.
Beginning this fall, Moccasin Trails will be doing more work
with hotels, helping to ‘Indigenize’ them and better understand
the history, culture, and First Nations people around them. “We
want to help welcome the local people involved in that area. It is
not just another corporation coming in,” Antoine says. “There is
a lack of community spirit and we want to revitalize that.”
Practical Next Steps
Here are some practical next steps hoteliers can take to recognize
and work with Indigenous groups:
1. Language is Important.
It is important to show whose
land you are on by saying it,
writing it, and displaying it.
“Learn the words before you
write them. Oral history is
how we learn our languages,”
Antoine explains.
2. Incorporate Something that is Part of the Land.
From artwork and food to beverages and soap, numerous
opportunities exist to incorporate products connected to the
land. For instance, at the Delta Hotels Kamloops, every room
has dreamcatchers behind the bed, which are made by a local
Indigenous artist. “People love it and talk and ask about it,” says
Pilbeam.
Consider incorporating ethically sourced sage in a cocktail
or hosting a dinner with an Indigenous chef featuring local
Indigenous products. “It is in all the things—the artwork, food
and beverage, the way we communicate and share. We are only
a small step of the way there. It is something that takes time,”
Pilbeam explains.
22 InnFocus

Courtesy of Destination BC/Hubert Kang
3. Educate Staff and Guests.
Engage a company like Moccasin Trails to educate staff at all various
levels. “Everyone has a different role to play but it starts from the
top. The manager needs to be invested; it can’t be done from the
ground up,” says Antoine. “We don’t want our culture systemized.
We don’t have a top to bottom. We work in a circle, everyone is
equal. I am not the only one making a decision. Staff are involved
in the process, too.”
When guests check in, incorporate First Nations language, and
explain why. Instead of a Bible in the bedside table, provide the
history of the local Indigenous community, Antoine suggests. “Let
guests experience culture through the five senses,” he adds.
He also encourages hoteliers to hire staff from a First Nations
perspective and prepare someone for a manager role who is
Indigenous.
4. Be Aware of What’s Happening in Local Indigenous
Communities.
Consider offering special room rates during local Pow Wows and
maintaining ongoing support for Indigenous events. “We want to
see fairness in advertising and support of Indigenous events,” says
Antoine.
5. Be Open to the Process.
“We do a lot of business back and forth with the different First
Nations groups in the area,” notes Pilbeam. “They feel welcomed
and respected. It is not something you can become ‘certified in.’ It
is an ongoing journey and process.”
Be authentic, keep learning, and have an open mind as you begin
or continue to build relationships with local Indigenous groups.
InnFocus 23

NAMES IN THE NEWS
by Deb Froehlick
New Members
The BC Hotel Association is proud to
welcome these new members:
Allied Members:
Foreseeson EVSE Technology Inc.
Hytera Communications Canada
JRoss Hospitality Recruiters Inc.
Snowstorm Technologies (UK) Ltd.
Veritree Technology Inc
Wyrk.io
Accommodation Members:
Microtel Inn & Suites by
Wyndham Fort St John
Pinnacle Hotel at the Pier
Community Members:
Career City College
Destination Vancouver
Indigenous Tourism BC (ITBC)
Northern BC Tourism Association
Pacific Link College
Appointments
The Hotel Association of Canada has
appointed Cara Shulman as its new Vice
President, Programs and Partnerships.
Shulman was previously Mortgage
Professionals Canada’s Vice President,
Membership & Events. Prior to that she
worked at Cottage Life Shows, Habitat
for Humanity Toronto, and Greater Toronto
Home Builders’ Association.
Invictus Properties and Delta Hotels
by Marriott Kamloops are pleased to
announce the
appointment of
Jocelyn Bennett
as General
Manager. Jocelyn
has a strong
track record of
success and vast
experience in
Cara Shulman
the industry and
brings a wealth
of strategic
expertise. When
asked about her
vision for the
hotel, Jocelyn
stated “I am
inspired by the
team and focused
Jocelyn Bennett
on growing new
a n d c u r r e n t
leaders while continuing to strengthen
the culture at Delta Kamloops.”
Lynette Peters has been appointed as
the General Manager of Prestige Beach
House in Kelowna, a testament to her
expertise and dedication to hospitality.
As a flagship property of Prestige Hotels
& Resorts, her leadership will undoubtedly
uphold and elevate the establishment’s
legacy of excellence.
Congratulations
Comfort Inn & Suites in Terrace was
named Hotel of the Year by Choice Hotels
Canada. To qualify, the winning hotel must
have received a 2023 Platinum Guest
Satisfaction Award, which recognizes
properties in the top 3% of Choice Hotels
Canada’s portfolio.
The BCHA proudly celebrates Joanna
Jagger, MA, CPHR, at WORTH Association
for her recognition as one of the 100 Most
Inspirational Leaders in Global Hospitality
and Travel. Featured in the esteemed
Global Hospitality Magazine, Joanna joins
other outstanding award winners in this
prestigious accolade.
Destination Canada has earned global
recognition for sustainability of business
events with the 2023 IMEX-EIC Innovation
in Sustainability Award. It recognizes
Destination Canada’s longstanding
commitment to reducing its environmental
impact. The award pays homage to its
Canadian Business Event Sustainability
Plan, a first-of-its-kind program aimed at
improving the economic, socio-cultural,
and environmental sustainability practices
of business events hosted in Canada.
24 InnFocus

HOTELIER FEATURE:
Trina White
General Manager at The Parkside
Hotel & Spa in Victoria
by Danielle Leroux
Trina White is an active leader in Vancouver Island and BC’s
tourism and hospitality industry: General Manager of The Parkside
Hotel & Spa in Victoria, Associate Professor at Royal Roads
University, and a director on multiple tourism boards. She was
recently awarded the BC Hotel Association Hotelier of the Year.
White got her start in the hospitality industry at the age of 15
working at an A&W on Vancouver Island. “I became Assistant
Manager and would work with customers, do training and
inventory, help do the dishes and cooking, and do some hiring.
I loved the diversity,” she says. “I didn’t realize at the time how
much I enjoyed it.”
Passionate about sustainability, White decided to go into a
Bachelor of Science program with plans to pursue a career in
silviculture. But by third year, she realized, “I was holding my
ground but I wasn’t excelling in the sciences. Things weren’t quite
jiving for me. I decided to look at what I had been doing all along
at work. The business side came very naturally to me.”
White decided to complete a Business Diploma at Camosun
College. During her time there, she completed a tourism elective
and was exposed to a book that would have a lasting impact on
her—The Eye of the Elephant by Mark and Delia Owens. She had
stumbled across the concept of ecotourism. “This book had me
think about tourism in a new way and I could see how tourism
could start to align with my values,” White says.
She got her start in tourism as an adventure tour guide operator.
The job took her to incredible places but it wasn’t ultimately for
her. “I realized that when I got stuck for an extra week and a half
with a group I didn’t like,” she says with a laugh. “After the last
person from the group departed on the plane, I gave my notice,
packed up my belongings, and moved to Calgary.”
With persistence, White landed a job as a sales administrator
for Delta Hotels. In 2002, she moved to Cranbrook to be on the
Courtesy of Trina White
opening team of the Delta Hotel (now the St. Eugene Resort Hotel)
as conference services manager. “Once I got to Cranbrook, I
knew I wanted to eventually be in the GM position,” she says. “I
built my career by working hard, putting in long hours and long
days, and leaving a positive impression.”
In 2003, White moved back to Victoria to work for the Sandman
Hotel Group and was put into the General Manager training
program. “An opportunity became available to be Operations
Manager at Brentwood Bay Resort when I was 27 years old,”
she says. She took the job despite experiencing challenges as
a young female navigating pregnancies and being a mother in a
male-dominated industry.
In 2009, White took on her current role as GM of The Parkside.
She has been there since it opened. “I have my rhythm now. We
have a good building, ownership, and clientele. I am very fortunate
to have a well-seasoned and established management team.”
White is passionate about regenerative travel and loves advising
start-ups that are doing work in the circular economy. “If you asked
me years ago, I would have told you I want to open up a fancy hotel
in California. But today I am completely satisfied with my career. I
want to keep pushing our industry forward over the next 10 years.
However I can lend my expertise, I want to thoughtfully support
the industry in being not just sustainable but regenerative.”
InnFocus 25

Emergency
Preparedness
by Paul Moxness
26 InnFocus

Sometimes we forget that a hotel’s core business is to care for
people by providing them with shelter when they are away from
home. People trust hotels to take care of them and that need for
trust doesn’t diminish during an emergency, it increases.
Thoughts of a full-scale emergency where human lives are at stake
can be a source of sleepless nights for hotel owners and managers.
Imagine a scenario where a hotel is engulfed in flames at 3:00 am
on a frigid December night, following an evening of pre-Christmas
festivities. The world has
one expectation: The
hotel will get everyone out
safely and continue to care
for them, no matter how
heavily they are sleeping
or what state they were
in when they went to bed.
If the hotel evacuation plan ends in a parking lot, sleepy, scantily
clad guests will soon be freezing cold. No matter the cause of
the evacuation, even if the hotel was completely blameless, the
experience will be broadcast to the world via one-star reviews and
media clips.
Evacuation Plans
Where can you quickly move evacuees to keep them sheltered
and feeling cared for? Having an established agreement in place
with other hotels, churches, or spaces that can be accessed 24/7
is crucial.
During my 31-year career as head of safety and security for a
global hotel brand, three things often jumped out at me when I
reviewed hotel emergency preparedness plans:
1. Evacuation plans were based on fire alarms and focused
only on people.
2. Hotels didn’t have plans to support their communities when
they weren’t impacted themselves.
3. Hotels didn’t have plans for sheltering in place.
Evacuation Kits
Once you’ve evacuated,
Hotels have resources that allow
what do you need to
them to fulfill community support roles. continue supporting your
guests, staff, emergency
services, and other support
agencies?
An evacuation kit typically contains:
• Floorplans for emergency responders
• Access control and master keys for emergency responders
• Hi-visibility vests for hotel emergency response team
• Flashcards (if used) for hotel emergency response team
• Loudhailer/bullhorn for communicating with evacuees at
muster points
• Pre-printed evacuee registration forms
• Reciprocal evacuation agreement
• Crisis management plan
InnFocus 27

Depending on the location, hotels should consider:
• Cold climate: foil blankets and hand warmers
• Hot climate: pop-up shelters/canopies
• If you allow animals: leashes, bowls, bottled water
• Coastal properties: pre-printed walking maps to the highest
safe point as identified by your local authority
Community Support
Hotels have resources that allow them to fulfill community support
roles:
• Beds
• 24/7 staffing (trained, often multi-lingual)
• Water, food, power, communications
• Meeting and event space
Consider these scenarios:
a) There’s been a catastrophic event
at a local manufacturer that is also
one of your largest clients. They
want to bring survivors and family
members to your hotel; b) Your
competitor down the road has been
evacuated and needs shelter for their guests and staff. Do your plans
allow you to step up and support your community?
Developing an adaptable template for use by hotels within
a destination offers benefits to both local emergency support
services and the destination as a whole. Hotels should consider
agreements with:
• Sister hotels at your destination or others you can have
reciprocal agreements with
• Airlines that have crew contracts
• Key clients you have corporate agreements with
• Civic emergency services, hospitals, schools, and community
event centers
What plans are in place
for staying put?
Templates for community support should contain:
• How the agreement is activated
» Call to hotel’s contact person with agreed wording
• The first steps the hotel takes, including:
» Notification to management and crisis team
» Notification to owners and corporate
» Prepare set up for arrival of evacuees/company responders/
impacted people (families)
• Agreed use of hotel space
» Separate floors, separate wing, entire hotel?
» Voluntary checkout of non-impacted guests?
» Agreed use of meeting room space?
» Office/workspace?
• Subsistence set-up
• Coffee, tea, snacks, meals, etc.
• Rules of engagement
» Limitations of responsibility
» Access control
• Communication
» Internal information to staff
» Information to existing guests
and guests due for arrival
» External information responsibilities
• Finance and Pricing
» Corporate contracted pricing (avoids allegations of price
gouging)
» Costs of relocating guests and arrivals, cancellation of
reservations, booked and planned events, etc. invoiced to
company being housed or authorities
When developing templates to provide community support, it’s
important they are limited to providing services the hotel normally
provides. Working together with authorities and other hotels to
develop templates ensures alignment and understanding.
28 InnFocus

What Happens When You Can’t Evacuate?
Wildfires, atmospheric rivers, and landslides. In the past few years
alone, BC has experienced a multitude of challenges that have
seen towns or regions become isolated. Other incidents can cause
situations where sheltering in place is the safest way to respond
to an unfolding event.
Many hotels have lockdown procedures but what plans are in
place for staying put, even if you’re isolated for a prolonged period?
Here are some key factors to consider for shelter-in-place plans:
• Communication:
» Clear protocols to inform guests and staff about the
situation
» Reliable channels, such as intercom systems, public
address systems, and mobile messaging apps to contact
those who may be off-site.
• Emergency Procedures:
» An emergency response plan that includes specific
procedures for sheltering in place
» Designated shelter areas within the hotel that provide
protection from external threats, such as severe weather,
chemical spills, or security incidents
• Essential Supplies:
» Supplies of emergency essentials, including nonperishable
food, drinking water, first aid kits, flashlights,
batteries, and communication devices
» Remote hotels and resorts may wish to consider stockpiling
additional supplies for extended periods
• Security Measures:
» Measures to control access to the hotel, including
entrances, exits, and guest rooms
• Guest and Staff Safety:
» Ability to track the location and well-being of guests and
staff members during the shelter-in-place period
• Coordination with Authorities:
» Establish communication protocols with local emergency
management agencies and other relevant authorities
For all emergency preparedness planning, destinations should
consider creating common templates as a joint effort to reduce
duplication of work and ensure alignment between plans.
Available Resources
The BC Government website includes several guides and support
tools to help people and businesses prepare for emergencies.
www2.gov.bc.ca/gov/content/safety/emergency-management/
preparedbc/guides-and-resources
To specifically assist hotels, the BCHA is reviewing available
materials to develop industry-specific guides and templates.
InnFocus 29

y Mike Macleod, Director of Operations
Workforce Initiatives & Sales Representation Services
After a busy summer, we hope that you will be able to catch
your breath and start looking ahead at the coming months, while
addressing training, recruiting, and building your RevPAR. With
that in mind, the BCHA is proud to announce two returning service
programs that touch on our workforce pillar, as well as a new
service designed to help hotels drive more revenue.
First up are two returning Workforce initiatives. “Fast Track Your
Future” is returning for another year. We launched the first Fast
Track training in December of 2020 with the popular Financial
Leadership course. Season two returned in late 2022 and
early 2023 with two tracks including Leadership for Hospitality
Professionals. This season we are expanding to five tracks and
introducing training that focuses on Housekeeping, Human
Resources, and Property Maintenance. The series is built for
accommodation operators and team members interested in
refining and building new hospitality, customer service, and
leadership skills. It features five condensed six-week courses
that provide practical, actionable, and easily digestible guidance
presented by industry’s leading experts and trainers. Register your
team for a specific series, mix and match, or sign up for all five to
unlock exclusive savings. Registration is open on www.bcha.com
under our education page.
On the international recruiting front, the BCHA will once again
attend the Destination Canada Mobility Forum presented by
Immigration, Refugees and Citizenship Canada (IRCC). This
recruiting event is held in France and Morocco in November and
attracts recruits from French-speaking countries utilizing the
Francophone Visa pathway. The BCHA was honoured to be asked
to represent the sector for the second consecutive year. This year,
we are expanding our representation to 30 member hotels, and our
goal is to place three job orders per property, at a minimum. The
BCHA team will conduct hundreds of candidate interviews over
the multi-day, multi-country event, and refer all qualified candidates
back to participating hotels. Further information may be found
on our Workforce Resource pages on www.bcha.com. We also
encourage employers to reach out to our Workforce Strategist,
Alison Langford for more information at Alison@bcha.com.
Finally, we are very pleased to announce a new initiative. As
business recovery plateaus from the post-pandemic rebound
and transient business at many hotels dips, many are turning to
the group market for new sources of business. BCHA gathered
information from members earlier in the year that pointed us in
the direction of providing sales representation services for smaller
properties. We are very pleased to launch a pilot project where we
represent a limited number of hotel and resort properties at four
industry events this fall. BCHA’s expert team will provide co-op
marketing space at these events, offer sales support, follow-up,
and reporting. Should this prove successful, BCHA will evolve and
expand this service as yet another value for membership and one
that provides meaningful returns.
We are very proud to represent our industry, and we are
continually striving to drive value for membership, whether that is
through advocacy wins, savings, and benefit programs, and now
services that help operators recruit, train, or find business in an
efficient and cost-effective manner.
Advertisers
BC Hospitality Foundation 30
Bichin Laundry 11
Canadian Trade House 19
Cloverdale Paint 24
Coldstream 15
CorMac Projects Inc 29
Ecolab 11
Immigrant Services 29
Nationwide Realty 23
Liv Hospitality
IBC
LOC International Inc. BC
Redshift Collective 19
RHB Enterprises 13
Ricky’s Family-Style IBC
Restaurants
Tex-Pro Western Ltd 22
True North Distributors IFC
Western Financial Group 13
WorksafeBC 18
World Web Technology 9
30 InnFocus

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