Canadian Lodging News - September 2013 by Ishcom Publications

LodgingNews

September 2013 Vol. 10 No. 7

c a n a d a ’ s

l o d g i n g

b u s i n e s s

$ 5 . 0 0

JOE BATT’S ARM, NL—On Fogo Island, there are seven seasons, says Zita Cobb, visionary behind the Fogo Island Inn, which opened May 15. Summer, which consists of July and August, is in her opinion the least interesting season—it doesn’t have the same drama as the others. September and October are berry season, with 16 kinds of edible berries available on the island. November or fall is the time of the big gales, when the island experiences the full force of the North Atlantic. December, January and February are winter. Cobb’s favourite season is ice season in March, when pack ice comes down from Greenland, and behind it, icebergs which last until June. April and May are spring, when plants come back to life and the snow retreats, and June is known as trap berth month, when locals traditionally drew lots for fishing berths. “It can be like spring or summer—it’s a very dramatic time,” Cobb notes. “The local people think I’m nuts—they say there are way more than seven seasons.”

An Inn for seven seasons

Fogo Island’s seven seasons are the subject of a poem written by Fogo Island Inn visionary and Shorefast foundation president Zita Cobb. They are also commemorated in a detailed hooked rug made locally, which graces the entrance of the new Fogo Island Inn near Joe Batt’s Arm, NL.

Bar at the Inn

n e w s p a p e r

Local crafts in each guestroom

P.3

Is Canada ready for a Euro-style Marriott?

Marriott Canada‘s Michael Beckley says new brand will “blow the competition out of the water.”

Continued on page 8

Canada Post Publications Mail Agreement No. 40010152

Tim Oldfield: The new look of Comfort MISSISSAUGA, ON—It’s an important time for the Comfort brand as Choice Hotels Canada continues to execute its “improve or remove” strategy. Over the next two years, Comfort will undergo a $65-million facelift at 85 properties, and it’s already underway. It’s definitely the largest scale renovation program in the history of Choice Hotels Canada, Tim Oldfield, managing director franchise performance told CLN in an interview last month. “We’re fortunate, owners of Comfort branded assets are engaged and see value in improving the guest experience,” said Oldfield. “Specifically our largest franchisee InnVest, by the end of 2014, expects to renovate

M688_FranchiseDevelopmentAd_CLN.indd 1

61 hotels—approximately 30 in 2013 and the balance in 2014—at a cost of about $45 million.” That means that more than half— 58 per cent—of the 147 Comfort hotels open in Canada will be renovated by the end of 2014. More than $750,000 will be put into each property that is scheduled for upgrades, Oldfield said. These renovations are quite separate from the $40 million in funding Choice Hotels International president and CEO Steve Joyce announced at the brand conference in May. “That was an exciting announcement for U.S. franchisees but we’re starting from a different place in Can-

Tim Oldfield

ada,” said Oldfield. “And while the $40 million investment that Choice Hotels International is putting towards U.S. Comforts is not available to our properties, the investment that we’re talking about will significantly update the Comfort portfolio in Canada.”

By the numbers More than 8,000 rooms will be renovated over the two year period. And while renovations have just started in earnest, the early results from the first few completions are encouraging. “We’re seeing a bump in occupancy and almost 10 per cent lift in rate,” Oldfield said. Continued on page 14

This is Economy Lodging. This is Motel 6.

Delta plans to own the 4-star full-service market

P.6

Ken Greene speaks out on how extensive renovations are revitalizing what used to be a “dusty brand.”

The Annu

2013 TOP 65 CHAINS REPORT

The Annual Report on Leading Hotel Companies

Pull-out guide to Canada’s hotels

P.17

Choice has topped 300 hotels, Best Western opened its 200th property, and Days Inns plans its 100th unit it Calgary.

Motel 6 Canada 416.966.8387 motel6@realstarhospitality.com A division of Realstar Hospitality

1/11/13 4:54:12 PM

BEST BRANDS, BEST SELECTION OF TVs

Technology vital to your business success is advancing daily at a rapid pace. Best Buy for Business is committed to helping you meet your needs by offering you the best TV formats currently available. We carry the finest selection of TVs – including Pro: Idiom for Pay Per View, Commercial Lite, consumer LED, LCD and plasma – from top manufacturers like:

S E P T E M B E R 2 013

Marriott imports European AC brand By Colleen Isherwood, Editor MISSISSAUGA, ON—Marriott International is importing a brand from Europe that will “knock the socks off the competition, if there is any,” according to Michael Beckley, senior VP for Marriott Hotels in Canada. Marriott introduced AC Hotels by Marriott at the NYU International Hospitality Industry Investment Conference last month, and since then the uptake has been enthusiastic. In the first month, eight U.S. locations have been approved in Chicago, Cincinnati, San Diego, Greenville, SC, San Francisco, Tucson, New Orleans and Raleigh, NC. “The level of interest has been phenomenally high,” says Manlio Marescotti, VP Marriott International. Beckley and Marescotti envision a dozen or more AC Hotels, one or more in each of Canada’s nine major urban centres. “It’s a stylish hotel for urban spirits,” says Beckley, adding that it would fit perfectly in Vancouver’s Gastown or Toronto’s entertainment district. “Part of the concept is to have the hotel as a hub. We’re looking at beverage and food, not food and beverage. There’s a social bar

with tapas-type food, rather than a restaurant. The idea is that guests would explore the area, but then come back into the same type of atmosphere that they experienced outside.” Designed to compete in the upper midscale sector occupied by Courtyard by Marriott and SpringHill Suites by Marriott, AC hotels is nevertheless quite different from those brands. “It’s European stylish, focused on gen Y and the millennials. There are a number of companies and a number of independents that have tried to do this, but they don’t have Marriott behind them,” says Beckley. “The interesting thing is that although the design is classic European with simple, clean lines, the operating model is more along the lines of a Courtyard than a fullservice hotel.” Hotels range in size from 80 to 150 keys, at an estimated cost of $114,000-$150,000 per key. Marriott International and AC Hotels formed a joint venture in 2011. Founded in 1998 by Antonio Catalán, AC Hotels has 79 properties located in Spain, Italy, France and Portugal. Over the last two years, Marriott International has developed a more global focus.

John Caneco, general manager of Element Vaughan Southwest, demonstrates how to charge your iPhone while using the stationary bicycle in the hotel’s fitness centre. Right: Element guestroom showing bed and lounge areas.

There’s an electric vehicle charging station, which is available both to guests and non-guests who need to charge their cars. Inside, floor to ceiling windows surround the building, letting in natural light. The lobby is residential in feel, with eating and lounging areas separated only by a low-slung wall. A courtyard with Napoleon barbecues, picnic areas, benches and a garden with grass and flowers are visible through the windows. “When you’re sitting there, you forget where you are,” says general manager John Caneco, of Atlific. He moved across the parking lot to open

NE W S

BR I E FS

Wahlberg brothers bring burger joint to SoHo Metropolitan Hotel

AC Hotel in Porto, Portugal

“There’s a opportunity to double or triple our size on a global basis,” said Beckley, adding that 70 per cent of hotels outside North America are unbranded. And while part of the global mandate is to export Marriott brands from North America to other countries, another part of the initiative is to import brands to North America.

First Starwood Element opens in Canada

VAUGHAN, ON—At Canada’s first Element hotel in Vaughan, ON, you can charge your iPhone by pedalling one of the stationary bikes in the fitness centre. It’s just one of the green features of the 152-suite, extended stay property, the first of this Starwood brand outside of the U.S. Element is the first chain to mandate LEED certification for its hotels. The green focus is evident as you drive through the parking lot, where prime spots are reserved for wheelchairs, but also for lowemission, energy-efficient and carpool vehicles.

| 3

www.canadianlodgingnews.com

the Element Vaughan Southwest, after opening and running the adjacent Holiday Inn Express, another Atlific-managed property for five years. “It’s a retreat area, tranquil and relaxing.” Caneco adds that Element targets the healthconscious extended stay guest, with a target demographic of 28 to 50-year-olds. Extended stay guests consist of people who have relocated not only to Vaughan, but also to surrounding areas. On the weekends, the hotel caters to families visiting nearby attractions such as Canada’s Wonderland and Legoland. “Vaughan is a great city for this hotel, not only because of the businesses at the heart of it, but also because it’s the fastest-growing city in Canada,” says Dan Young, public relations manager for Starwood. Vaughan’s population is more than 280,000. Element Vaughan Southwest is just one of four Starwood openings this summer. Starwood also opened the Four Points by Sheraton Kelowna Airport, the Four Points Edmundston, NB and the Four Points Edmonton Airport. “That brings us to 64 hotels in Canada,” said Young. “It’s a big growth year for us.” The other two hotels slated to open this year are the Aloft Calgary University and Four Points by Sheraton in Waterloo, ON.

TORONTO—A U.S. burger chain launched by the Wahlberg brothers: Mark, Donnie and Paul, has made the move into Canada, starting with Toronto’s SoHo Metropolitan Hotel. Wahlburgers Canada is a collaboration between the founding brothers—Mark and Donnie were members of 90s pop groups Marky Mark and the Funky Bunch and New Kids on the Block—and continued on to acting careers – and Starwood Group president Bruce Greenberg, executive chairman of Difference Capital Michael Wekerle and Henry Wu, president of Metropolitan Hotels. “My brothers and I are thrilled to announce the opening of our Canadian location at the SoHo Metropolitan Hotel,” said Paul Wahlberg, executive chef of Wahlburgers in an Aug. 28 release. “Having spent a lot of time in the city, we have a strong connection to Toronto and appreciate the vibrant food culture. The Toronto Wahlburgers location will help build on that by using local purveyors to bring our menu to life.” Wahlburgers first opened in 2011 in Hingham, MA, offering made-to-order burgers with a focus on local ingredients, which will continue in the Toronto location, according to the release. Similar to the restaurant’s menu in the U.S., specialty orders include a BBQ Bacon Burger, Thanksgiving Burger and Our Burger—a traditional burger topped with the brand’s signature Wahl sauce. The Canadian location, the first expansion in North America, will house a sports bar, dining area and QSR station, within the 92-room luxury hotel in Toronto’s Entertainment District.

CORRECTION The statement “The iPads, from a company called GuestDriven, provide an interactive website,” which appeared in the article about the Grand Winnipeg Airport Hotel in June CLN, is incorrect. Apple owns and manufactures iPads, not Guest Driven. GuestDriven will provide software on the iPads which guests can use to order services and amenities as well as explore the area surrounding the property. These iPads have security features which will prevent guests from taking them off property. CLN regrets the errors.

www.canadianlodgingnews.com

4 | c

CANADIAN LODGING NEWS

LodgingNews www.canadianlodgingnews.com Editor Colleen Isherwood ext. 231 cisherwood@canadianlodgingnews.com Senior Contributing Editor Leslie Wu ext. 227 lwu@canadianrestaurantnews.com Contributing Editors Marni Andrews marni@trolltales.com Larry Mogelonsky larry@lma.ca Elaine Anselmi ext. 226 eanselmi@canadianlodgingnews.com Kristen Smith ext. 238 ksmith@canadianlodgingnews.com Senior Account Manager Debbie McGilvray ext. 233 dmcgilvray@canadianlodgingnews.com Account Manager Kim Kerr ext. 229 kkerr@canadianlodgingnews.com Production Stephanie Giammarco sgiammarco@canadianlodgingnews.com Circulation Manager Don Trimm ext. 228 dtrimm@canadianrestaurantnews.com Controller Tammy Turgeon ext. 237 tammy@canadianlodgingnews.com How to reach us: Tel (905) 206-0150

Com m e n t By Colleen Isherwood, Editor

Staff solution: Train local talent JOE BATT’S ARM, NL—The Fogo Island Inn, which opened May 15, is a 29-room luxe establishment, with room rates starting at $500 per night. It is the brainchild of Zita Cobb, whose idea was to attract wealthy explorer travellers who want a travel experience that is unique and locally authentic (see story page 1). The restaurant must be top notch to appeal to such clientele—and it is. It has made En Route magazine’s shortlist of 35 Top New Restaurants. Over the next few months, that list will be whittled down to 10 and the winners honoured in the November, 2013 issue of the magazine. The Inn is located a six hour drive plus an hour-long ferry trip from St. John’s. Fogo Island Inn could easily have experienced the problem of attracting qualified kitchen staff. So how did they get the cooking brigade that could produce world class fare that is also fresh and local? Step 1: They hired key staff from other world-class establishments. In the case of Fogo Island, both executive chef Murray McDonald and F&B coordinator Jacob Lusik came from the award-winning Fairmont Pacific Rim.

Thanks in part to the buzz surrounding the opening of the Inn, they had no problem attracting and recruiting those two. As a bonus, McDonald is from Deer Lake on the west coast of Newfoundland. After travelling the world, he was ready to come back to his home province. And after supervising a brigade of 72 at the Fairmont Pacific Rim, he was eager to return to hands-on cooking and a manageable staff of 12. “When I was 18, I never wanted to see Newfoundland again,” McDonald said. He went to culinary school in P.E.I., then worked in Ontario at the Stratford Chef School and Vineland Estates Winery. Wanderlust took him to Bermuda, Grand Cayman, Cook Islands, China, New Zealand and Vancouver. His job at Fogo Island was never posted. He talked to another Newfoundlander working in security at the Pacific Rim, heard there was a new, high-end hotel under construction on Fogo Island, applied and got the job four hours later. Step 2: They made sure these key players were onsite long before the place opened. Mc-

Donald started working at the Inn on May 1, 2012 when the dining room was “just dirt”. It wasn’t built until October. Step 3: They hired and trained local talent. This approach fit well with Cobb’s main reason for establishing the Inn—to bring economic prosperity to Fogo Island, which is her home. So they trained their own cooks, using a 23week emerit culinary training program. They started with 10 local residents, who had never worked as cooks before. At the end of the program, they had seven trained cooks. “For most, it was a second career,” McDonald noted. Cooking fresh and indigenous meals is less challenging when you’re hiring people who know the island and its culinary fare. Cobb told CLN that 95 per cent of the Inn’s staff are local. Fogo Island Inn has partnered with Hospitality Newfoundland and Labrador to use emerit training products for their line cooks, housekeeping room attendants, food and beverage servers and front desk agents. It’s an approach that works on Fogo, though it may not work in places like Fort McMurray, where there is strong competition from highpaying industries like oil and gas. Certainly, it’s refreshing to visit the Inn and have someone local fill you in on the correct terminology for meals—supper for the main meal and dinner for the noon meal. Or to point out a whale off in the distance as you sit and dine at the Fogo Island restaurant. Or to explain that winters on Fogo are actually quite mild compared to the rest of the province.

Are You An Ostrich or a Llama?

Publisher Steven Isherwood ext. 236 sisherwood@canadianlodgingnews.com

Volume 10 No. 7 Canadian Lodging News is published 10 times a year by Ishcom Publications Ltd. which also publishes Atlantic Restaurant News, Ontario Restaurant News Pacific/Prairie Restaurant News, and Canadian Chains Directory and Canadian Lodging News Buyers’ Directory Address: 2065 Dundas Street East, Suite 201 Mississauga, Ontario L4X 2W1 Tel: (905) 206-0150 Fax: (905) 206-9972 In Canada (800) 201-8596 Subscriptions: Canada & USA: 1 year $39.57, 2 years $63.43 (PLUS APPLICABLE TAX) Single copy: $5.00 Return undeliverable Canadian addresses to Circulation Department, 2065 Dundas Street East, Suite 201, Mississauga, Ontario L4X 2W1 EDITORIAL ADVISORY BOARD Jason Cheskes, Above The Line Solutions Vito Curalli, Hilton Worldwide Justin Friesen, Western Financial Group Philippe Gadbois, Atlific Hotels & Resorts Mark Hope, Coast Hotels & Resorts Elizabeth Hueston, Sysco Guest Supply Canada Inc. Dave Kaiser, Alberta Hotel & Lodging Association Brian Leon, Choice Hotels Canada Inc. Chris Lund, Deerhurst Resort Dr. David Martin, Ted Rogers School of Hospitality Christine Pella, Serta Mattress Company Tony Pollard, Hotel Association of Canada Sarah Segal, Informa Canada Andrew Chlebus, LG Electronics Publication Mail Agreement No. 40010152 ISSN 1710-145X GST number R102533890

By Larry Mogelonsky, P. Eng. www.lma.ca

Resolved: Your competition is your inspiration Everyone loves New Year’s resolutions. They’re fun and they’re a promise for change (and nowadays they’re almost compulsory). But with summer winding down, perhaps there’s time to holistically reevaluate on a seasonal basis. September is the back to school month. Ergo, autumn resolutions make total sense. After all, real change happens in baby steps and a quarterly refresher can go miles towards maintaining the levity and practicality of the impending New Year’s wish list. This year in particular, I’ve been blessed with the freedom and opportunity to travel all over the world for business, staying in accommodations both noble and no frills. One observation I’ve made is that despite all the resources and online media within arm’s reach, many managers have contracted an acute case of tunnel vision. People know their property or their chain, and that’s about it, something especially true for those curtailing holiday time or consistently vacationing close to home.

Examining the competition Examining how other hotels, including your competitors, work is a vital exercise towards self-improvement and, ultimately, ongoing success. And you can’t do it by just surfing the web and its abundance of multimedia. You have to get on property, view the operations in full and observe any intangibles. Here are a few options: 1. Go by yourself, unannounced. Check-in, eat, relax and be a fly on the wall. Don’t let your insider knowledge get the better of you. Try to think like a consumer, discerning yet hasslefree, and let the experience wash over you. What you’re looking for are all the minor touches that complete the narrative. And those minor touches are everywhere, from the décor and in-room amenities to the staff demeanor and attention to service.

2. Go as a couple. Treat your significant other to a weekend getaway. Do as you would if you were going solo but fill in the itinerary with a few activities. Above all, recognize that each person’s experience will be different and therefore each person’s inspiration will be different. Talk it through to see how your interpretations of events differ and where they coincide. 3. Comp a few other managers. Form a team from across multiple departments that you are confident all have expert and incisive opinions. Your mission, should you choose to accept it, is purely reconnaissance. Send those managers and yourself into a competitor’s lair at various times during the week and see what you can dig up. Then have a meeting to compare and contrast. Again, what you are looking for are the minor touches, not the broad strokes that require a full forearm into the budgetary cookie jar to make feasible. You want details where you can say to yourself, “Why aren’t we doing that? We should be doing that. We can do that!” Here are some inquisitive examples of the playing field we’re dealing with: o How does the hotel staff welcome new guests? How many people are outside and how many are inside? What’s the procession of events? o How are you treated by the front desk clerk? Is there anything specific that he or she mentions or offers? What objects are present on the front desk countertop? o What’s the ambiance in the lobby? What extra décor items do they add to promote this feeling? How’s the general flow of people through the lobby? o What’s your first reaction to the guestroom? Were there any notes or food items personally addressed to you? What features dominate the room?

o How’s the bed? Do you like the pattern on the linens? How many pillows do they provide? Any other comfort accessories? o How’s the washroom? What hygiene products do they provide? Is the shower easy to use? What extra features does the washroom have? o What was your initial impression of the restaurant? How were you greeted and seated? What feeling does the menu exude, both in food offered and in format? Were there any exceptional cuisine items on the menu, ones that you had to try? o Remember to use your smartphone camera. Take photos of everything. Transfer these photos to your tablet or laptop and project them at the next planning committee meeting. Share your insights visually; it’s a lot faster than writing a mega-report. These questions obviously exclude dozens of other facets that go into the making of a successful hotel visit – ones you can only truly feel once you’re there. I stress the old adage that you’ll never know until you try. Get out there, experience your competition and let them inspire you with new ideas that you can act upon and act upon post haste. Make your autumn resolutions all about the smaller adjustments, leaving more wiggle room to accommodate the grander changes you’ll propose come January. Given that it is a budgeting time of year, this approach makes more sense than at any other time during the year. Larry Mogelonsky (larry@lma.net) is the president and founder of LMA Communications Inc. (www.lma.ca), an award-winning, full service communications agency focused on the hospitality industry (est. 1991). Larry’s latest book entitled “Are You an Ostrich or a Llama?” is available at Amazon and Barnes & Noble.

RATHER THAN DEBATE WHETHER OR NOT TIME IS MONEY, WE’LL JUST SAVE YOU BOTH. On-premises laundry has to be done on time and on budget. And nobody saves more time and money than UniMac . Revolutionary UniLinc™ controls monitor your laundry’s performance, allowing you to pinpoint areas where you can increase efficiency and reduce labor, utility and maintenance costs. Unprecedented 400 G-Force extraction and a Spray Rinse with 200% quicker fill time put even more money back in your pocket by further reducing operating expenses and maximizing throughput. Industry-exclusive OPTidry™ over-dry prevention technology introduces cutting-edge sensors that automatically stop the tumbler once the ideal dryness level is reached, saving up to $2,000 in utilities, $6,000 in labor costs and decreasing the need for linen replacement with 31% less fiber loss. These groundbreaking innovations combine with unmatched durability and performance to provide hotels, motels and inns of any size with the absolute lowest cost of ownership in the industry. ®

SpEcIAL FINANcINg AVAILABLE. 4.50% finance rate on UniMac washers and dryers. Limited-time offer. Contact an authorized UniMac distributor today to run a laundry operating analysis and see how you can cut costs and save money. Visit UNIMAc.cOM/TIMEANDMONEY or call 1-800-587-5458.

3920 UMac red Time Money Hosp canadlodg news V3.indd 1

canadian lodging news / september 2013 / 4c tab

Live 10 x 13

Trim 10.75 x 14

Bleed 11 x 14.25

8/6/13 9:39 AM

6 |

www.canadianlodgingnews.com

CANADIAN LODGING NEWS

Delta plans to own the full service four star market By Colleen Isherwood, Editor TORONTO—There are very few opportunities for a brand to dominate a segment of the hotel industry, but Delta Hotels & Resorts has a chance to own the four star, full service market in Canada, according to Ken Greene, company president and CEO. “We have almost 9,000 employees, we’re Canadian owned and funded, and we only have properties in Canada today,” Greene told CLN in a wideranging interview Delta last month. Kingston Waterfront While it might seem daunting to participate in an arena occupied by Sheraton and Marriott, Greene says Delta now has two and a half times as many Canadian properties and many more rooms than those two brands. Right now, Delta has 41 properties, while Sheraton has 18 and Marriott 15. Delta has 10,990 rooms, compared to 7,969 for Sheraton and 5,465 for Marriott. “We could have three to four times more than the competition as we continue to produce quality and solidify our position in the marketplace. We are quite a ways down that path. “In the last decade, Delta was a bit of a dusty brand with inconsistent quality, but in the last few years, we have spent a lot of money on the brand,” Greene said.

DELTA HOTELS & RESORTS FRANCHISING INFORMATION

2300 - 77 King St W, TD North Tower, Toronto, ON M5K 1G8 www.deltahotels.com <http://www.deltahotels.com/> Year Established: 1962 Contact: Scott Richer C: 416-300-8215 T: 416-874-2059 scott.richer@deltahotels.com <http://scott.richer@ deltahotels.com/> Units (Atl): 7 Units (Que): 6 Units (Ont): 9 Units (West): 19 Total Units (Can): 41 Total Rooms (Can): 10,990 Franchise Fee: The greater of $50,000 or $300/door Royalty Fee: 5.00% of Room Revenue Marketing Fee: $45,000 per year plus 1.2% of Room Revenue Expansion Notes: The Unit Count in the West includes two residence properties, one in Sun Peaks, BC and the other in Kelowna, BC. Delta is opening a new 195 room hotel in Waterloo in early 2014 and a 150 room hotel in Thunder Bay in 2015. Set to open in late 2014, Delta Toronto at South Core Financial Center will boast 567 rooms. Delta Hotels & Resorts was erroneously omitted from this year’s Franchise Report, which appeared in the July 2013 issue of the magazine. CLN regrets the error.

He pointed to renovations in Ottawa, Victoria, Kelowna, Quebec City, Montreal and at the Delta Bessborough in Saskatoon. “We will continue to invest along with our third party owners, and we are seeing very positive results,” Greene added. The Delta Prince Edward in Charlottetown has recently completed extensive renovations to its lobby and restaurant. “The Delta Prince Edward represents the renovations we are doing in other parts of the country. To date, close to 50 per cent of our portfolio has been renovated and the rest will be renovated over the next few years. Stay tuned for renovations in every

native use by the new owner. “Delta Hotels and At the Delta Prince Edward, l to r, Zubair Siddiqi, GM, Javier Alarco, executive chef, and Ben Tsang, director of Resorts has food and beverage. Above: Delta Prince Edward lobby bar. been managing the single Delta across Canada.” Delta Centre-Ville hotel since 1999, and has not been involved in the Delta Centre-Ville to close In July, Delta Hotels and Resorts business decision to sell or close the was informed that InnVest REIT, property,” said David Bird, senior vice owner of the Delta Centre-Ville in president, operations for Delta, in a Montreal, had sold the hotel. Delta release. “We empathize with the employwill continue to manage the hotel until October 31, 2013, at which point ees who are affected by this decision, the hotel is expected to be closed and and we will support them through the the property converted to an alter- transition period. They will be offered

career counselling services through global talent mobility firm Lee Hecht Harrison, and we will also look to help with relocations where possible.” Guests with reservations and clients with business booked for the Delta Centre-Ville prior to October 31 will not be affected. For business and rooms booked on and after October 31, Delta will examine the possibilities of transferring business and room reservations to its other property in downtown Montreal, the 456-room Delta Montreal that it has been managing since 1986. The Centre-Ville property is iconic and, with 711 rooms, huge. Its closing will leave a big gap in the Montreal market. “We are excited about the second property we own in Montreal,” said Greene. “Last year, we did a full renovation, and we are planning a little more renovation of the exterior and the lobby. It’s in a fabulous location, and it should do even better next year since it will be the only Delta in Montreal.”

Kingston’s $10 million reno The Delta Kingston Waterfront Hotel opened in July after an extensive $10 million renovation which made it the city’s first four-star upscale, full-service hotel. The Kingston hotel has 126 ModeRoom guest rooms and suites; a completely redesigned lobby and an open space business area featuring a series of interactive, fully connected work hubs and lounge areas; and 5,000 square feet of newly revamped meeting and conference space. The onsite restaurant, AquaTerra by Clark was also fully renovated to include multifunctional and flexible spaces with panoramic waterfront views.

Toronto flagship At press time, the new Toronto Delta had just topped 38 floors, and is on track to open in late 2014. The 46-storey, 567-room property will be a flagship for Delta. “It’s a cut above everything,” said Greene. “We’ve been talking with local business drivers, owners, tourism and convention centre folks, and everybody is excited.”

For more information, please call 1888.824.6211 or visit LGcommercial.ca.

www.canadianlodgingnews.com

81 ||

Community owns the Inn

Survival Cooking

Continued from page 1

The Inn has been creating quite a buzz this summer, partly because of its appearance—a distinctive white frame wooden building that juts out over the rocks overlooking the North Atlantic perched on stilts reminiscent of the platforms the locals use to dry their fish. Another reason for the buzz is the cost of the rooms, from $500 a night for the smallest room during low season, to $3,000 for the largest room in the peak summer season. As Cobb points out, those rates are for two people, and include four meals a day at the Inn or at any restaurant on the island. Weatherwise, it’s been a “magical summer”—the best Cobb has seen since she was eight years old. And the Inn’s occupancy rates have been “quite good,” according to Cobb. “It was always our intention to launch slowly since we have a new industry and new staff. The last thing we wanted was to be open and jam packed, but we’re doing much better than we thought we would be. “We’re growing and finding our legs, and we have reservations into next summer.” Cobb adds that more than half of the summer guests “have left with an absolute passion to come back in winter. We’re sometimes called the Riviera of Newfoundland because we have such sunny winters. And we do offer a significant discount to returning guests who come back within 12 months.”

The Shorefast Foundation Cobb grew up on Fogo Island, did well in business ventures off island and came back with a vision that took the form of the Shorefast Foundation, which she operates along with her

CA AN NA AD D II A AN N LL O OD DG G II N NG G N N EE W W SS C

brother, Anthony (right). Funded by the Cobbs with help from government initiatives, its mission is to provide cultural and economic resilience for Fogo Island and the nearby Change Islands. It’s founded on the belief that geography has inherent value and we as human beings, Canadians and Newfoundlanders, need to maintain close, intimate relationships with the natural world.

Preserving people in their place “Rural people have a particular way of knowing that comes from the natural world, and the only way to preserve it is to preserve the people in their place.” Shorefast’s goals are preservation of history, encouragement of contemporary art, microlending and the Inn. “The most important thing about the Inn is that it is owned by the Foundation, which is a charity, but it belongs to the community. Surpluses from its operations belong to the community. Nobody privately benefits. Certainly, it is Canada’s only community-owned Inn.”

Community relations The three-year, $35 million project was built with these values in mind—even when those values drove costs upward. Millions of dollars were spent to train local people and build up their skill sets. The Inn was built as much as possible with local labour. There is a carpentry shop across from the front entrance to the Inn, where much of the structure and furniture were made.

One of the criteria was, wherever possible, to design and create the Inn using materials produced on Fogo Island, and failing that, Newfoundland, Canada or traditional trading partners. If none of those options were available, the materials must be sourced from countries which have basic labour and environmental protection legislation. Nails were a particular problem—in the end they came from France, which drove up the costs. The Inn is also leading edge when it comes to use of solar heat, rainwater and fresh air. There are wood-burning stoves in each room, along with windows that open. “It sounds simple, but it’s complex to implement,” says Cobb. “Buildings today are designed as closed boxes, where the windows don’t open. We want to give our guests the basic things a caveman had—fresh air, wood-burning radiant heat—something most properties can’t do. The only plastic in the Inn is telephones—everything else is made from natural materials.” Cobb has invited every single household on the island to come to the Inn as a guest, including an overnight stay, supper, breakfast and lunch. “They need to know what it’s all about,” says Cobb, adding that there’s a bonus when islanders connect with guests from away. “These exchanges are where the magic lies,” she says.

JOE BATT’S ARM, NL—Cooking fresh and indigenous meals is a challenge when your locale is a rocky island off the coast of Newfoundland— even for someone who has travelled the world and most recently helped open Murray McDonald the Fairmont Pacific Photo: Alex Fradkin Rim hotel restaurants. Chef Murray McDonald of Fogo Island Inn calls it “survival food.” Diets for the early settlers in Newfoundland consisted of fish, salt fish, salt meat, the garden and the root cellar. If any of these elements were missing, they would starve. “We don’t fly things in from all over the world—we make the menu as local as possible. Every single piece of protein on the menu is from Newfoundland except beef, which is from Prince Edward Island.” Last year, he and his staff put up 900 bottles of preserves; they plan to preserve 1,200 bottles this year. They serve cod tongues, scrunchions, salt cod and lobster. A sample dish might consist of smoked caplin (a local fish), crushed berries and toast. Pease pudding and cod are two traditional Newfoundland dishes. McDonald grew up in Deer Lake on the west coast of Newfoundland, and he hearkens back to his grandfather’s diet as inspiration for authentic Newfoundland food. “My grandfather ate fish and chips on Friday, pea soup on Saturday, and on Sunday it was Jiggs Dinner.” He describes the latter as salt beef, split peas and root vegetables all boiled together in the same pot, similar to a New England Boiled Supper.

CFO Mortgages is a leading provider of Hotel Capital across Canada. A Commercial Brokerage since 2004, we have built a team of former senior bankers with over 30 years of commercial banking experience. CFO’s mission is to provide a “continuous flow” of competitive capital to the hospitality industry. With our in house underwriting team and access to over 75 lenders, we deliver innovative structuring and provide our clients with highly competitive financing options.

Competitive Strategic Capital

Mark Kay: 647.889.4809 BROKER

CFO MORTGAGES “Experience You can Bank on” License 10210

FIRST & SECOND MORTGAGES: ) High Performing Assets ) Transitionary Assets ) Equity Take-out ) Construction

Suite 203, 11 Allstate Parkway, Markham Ontario Tel: 905.477.6542 www.cfogroup.com License 10210

Ask about the new Line 5000 professional washers and dryers! 12% faster drying, 25% less energy, 30% water savings. Easiest to clean lint screen. Extended machine life.

Call to learn more about the full line.

Electrolux smart washers will forever change the way you do laundry. Electrolux washers adjust water and chemicals to correctly match the weight of the load. Examples below using 65 lb. washer. FuLL LoaD

HaLF LoaD

Load 60-65 LBS

Load 30-33 LBS

PLeaSe doSe detergent

Washer Control

Dispenser Control

Laundry Chemicals

Imagine a washer smart enough to weigh the load size and add precisely the correct amount of water. Imagine a laundry chemical controller smart enough to adjust dosing for accurate water ratio each time.

Electrolux Professional washers do all that and more! Introducing AWS & SmartDosing. An estimated 60-70% of washers are underloaded, wasting water, chemicals, and energy. That’s why Electrolux developed AWS, a UNIQUE feature that automatically matches water consumption to load size. Combine that with Smart Dosing which adjusts laundry chemicals to water ratio, and you will see immediate savings and superior wash results – every time, automatically.

Electrolux’s Smart DosingTM controller automatically dispenses the correct amount of chemicals for the weight load.

Experience the Electrolux difference – the #1 selling on-premise laundry brand in the world. Special financing available. Call your authorized Electrolux Professional distributor to learn more:

Alberta Alberta Laundry Systems (403) 273-4040 • (800) 661-1530 www.albertalaundry.com

Ontario Ontario Laundry Systems (905) 673-1308 • (888) 669-4837 www.ontariolaundry.com

British Columbia Coldstream Commercial Sales (604) 940-8668 • (888) 872-0777 www.cold-stream.ca

Quebec & Maritimes Automated Laundry Systems (450) 621-6124 • www.laveuse.com Saskatchewan & Manitoba Stalwart Machinery (204) 786-4879 • (800) 567-2468

To learn more visit www.laundrylux.com

www.canadianlodgingnews.com

10 |

CANADIAN LODGING NEWS

London Four Points hotelier beats those TripAdvisor blues By Lauren Carter

Dream big Really big. Then call on us to help you make it happen. With our renowned industry expertise and considerable purchasing power, we’ll make your vision a reality. We manage over 50 of the country’s most successful hotels, including new brands like Element, an extended-stay concept inspired by Westin. Our Element Vaughan Southwest is Canada’s first Element hotel, and Element Vancouver Metrotown in Burnaby, BC, will open in 2014. Our owners choose us again and again as they continue to succeed, and as we continue to deliver great returns. We are passionate, professional and dedicated. We get it done.

atlific.com

T: 416.646.1081

Element Vaughan Southwest Vaughan, ON

When Victor Hayter acquired London, ON’s Four Points Sheraton in March 2012, it was lagging in the TripAdvisor opinion polls. Since then, the experienced hotelier and his staff have been so successful in improving guest reviews that the property was recognized last May with a 2013 Certificate of Excellence from the influential website. The award is given to hotels that achieve consistent ratings of four out of five for at least a year, putting them in the top performing 10 per cent of businesses worldwide as represented on TripAdvisor. The honour is a fitting tribute to the efforts of Hayter and his company, Sylvanacre Properties, to turn around a tired property with low ratings. “[When we purchased the hotel] we were something like 19 out of 42 London hotels and that wasn’t healthy,” says Hayter, company president. “It was mid-range and I didn’t buy [the property] to run a midrange hotel.” An extensive facelift of the lobby and banquet and meeting rooms was 80 per cent finished upon acquisition and was completed under Hayter’s watch. The renovation expanded the lobby to include a second floor mezzanine. New floor to ceiling windows let in natural light on a common area which features a fireplace and flat

Pacific Rim offers graband-go option VANCOUVER—Giovane café + winebar has launched a grab-and-go gourmet market, which offers house cured meats, cheese, olives and imported olive oils, as well as a variety of prepared meals. Located inside the Fairmont Pacific Rim, the market opened in mid-July. Customers can also eat-in with family-style sharing platters at a communal table. To-go options include a “fake it so you don’t have to make it” dinner party option, a picnic basket, “candy bar”, and “meals on the fly” for airplane travellers.

ing bathrooms, taking out tubs, putting in showers, replacing furniture. Everything is brand new.” While ongoing construction does result in some negative reviews, Hayter strongly believes that the inconvenience to guests represents “shortterm pain for long-term gain” and expects to see TripAdvisor ratings climb further in the long run. Appreciative comments about the renovations and ongoing changes to the property are already appearing in reviews on the site. Currently rated at 14 out of the 42 area hotels, the property’s rank is improving. “We’re making headway,” says Hayter, who clearly recognizes the influence of TripAdvisor on potential and future guests. The site has over 200 million visitors every month, Top: Vic Hayter. Bottom: Renovated lobby according to a TripAdvisor of Four Points By Sheraton London, ON Fact Sheet, and Hayter cites screen TV where guests can gather. an impressive statistic: “75 Four thousand square feet of meeting per cent of travellers make use of a space were also added, including an TripAdvisor endorsement.” entirely new ballroom. The London Four Points has a staff The hotel then turned their refur- person assigned to respond to negative bishing focus to all 181 guest rooms, reviews. Starwood Hotels and Resorts addressing each of the property’s three Worldwide, parent company of Sherablocks of rooms one at a time. Two of ton, insists that comments are tracked, the blocks are expected to be finished says Hayter, and “any complaints must by October 2013, and all of the room be addressed within 24 hours.” renovations should be done by FebruFocusing on what people have ary, according to Hayter, at a final cost to say about the property also makes of nearly $6 million. good business sense. “Once I know, I “These are extensive renovations,” can take action,” says Hayter. “But if no says Hayter, who owns two other ho- one says anything, I can’t do anything tels in Stratford, ON. “We’re lengthen- about it.”

I DE AS

T HAT

W OR K

A chair designed with delegates in mind ST. JOHN’S, NL— When conference attendees sit down for a banquet lunch, they have to find a spot to stow their purses, conference notes and cameras. Those items usually end up stashed helter-skelter under the table. Sheraton Hotel Newfoundland held a contest to design a chair that is delegate-friendly. Their new banquet chairs feature a hook on the back for purses, and a tray underneath the seat for documents.

www.canadianlodgingnews.com

12 |

Tobermory treetop pods

Laurie Adams, at her E’terra property on the shore of Georgian Bay.

By Elaine Anselmi TOBERMORY, ON—In suspending samara-shaped bedroom pods from trees, several factors are taken into consideration: weight—particularly when incorporating a fully functioning washroom, mitigating any impact or harm on the tree; and privacy–since the end of the pod is open, from the foot of the bed on. The latter concern is top-of-mind at E’terra, a luxury ecovilla down an unpaved road outside of Tobermory, ON, the directions to which are not given out until reservations are complete.

CLN toured the Harmony Acres and associated E’terra properties where owner Laurie Adams has designated portions of her land overlooking Lake Huron and a hardwood forest for bedroom pods. An old oak tree will host the treetop café, starting on the ground and

wrapping around the massive trunk with dining pods interwoven with branches. “Each pod will be different because it has to fit into the tree. The café will be completely secured to the ground,” said Adams. For the café, the layers will wrap all the way around. “As you

CANADIAN LODGING NEWS

come up, you’re almost in a spiral around the trees,” she said. “You’ll have sections that are sitting where the tree branches are.” The Harmony Acres site, currently functioning as a 30-site campground, hosts the existing 60-seat restaurant facility that closed in 1999. Adams said it would operate as the production kitchen serving the treetop café, which will be open to the public as well as those staying on the grounds. In her E’terra villa, Adams had professional chefs operate the kitchen beginning in 2007 and experimented with having the public in for dinner service in the 18-seat dining room. She has been in talks with notable Toronto chef Brad Long, of Café Belong at the Evergreen Brickworks, on developing the treetop café concept and she said he will mentor the incoming chef. The existing restaurant has been gutted for the project and Adams said she is aiming for a construction period beginning in 2014, with staggered openings over two years. Since the restaurant is fixed to the ground and presents less design obstacles than the bedrooms, it will most likely be the first to open. Offering appropriate accommodation for the chef brought in to operate the café will be another,

albeit necessary, challenge, she said. For the bedroom pods, Adams is looking at sourcing an ultra lightweight nickel-based metal out of California to build the skeleton, which will be wrapped in a material, possibly made of a gortex-like fabric. “We’re trying to see if we can move into that, to have at least one pod for next summer molded,” she said. Building a lightweight pod that won’t harm the tree is the main challenge, said Adams. She and architect Tye Farrow, have considered cantilevering the pods off of a rocky cliff that lines the property. “I just know the weight is horrendous for what any tree would hold,” said Adams. “I’m a little bit more diligent on that because I grew up with those trees.” Adams is also considering the addition of luxury tents. She said both concepts came largely out of an interest in increasing E’terra’s capacity without significantly increasing its footprint. “There are half a million people in three months, going through Tobermory,” said Adams. “Tobermory’s got lots of motels and the world’s got lots of hotels, but I thought ‘how do we go to the next level of luxury?’”

Ten-metre menu at Delta Beausejour MONCTON—Draw a circle one hundred miles around the Delta Beausejour hotel in Moncton, and it will encompass wine from Jost Vineyards in Malagash, NS, fresh oysters from Maison BeauSoleil in Neguac, NB, sturgeon and caviar from Breviro, Pennfield, NB, and fresh duck and foie gras from La Ferme du Diamant in Cormier Village, NB. Draw a circle just ten metres from the hotel’s Windjammer Restaurant, and it will include herbs and vegetables grown on the roof of the hotel, and honey from the Beausejour’s bees, says Raymond Roberge, hotel general manager. The Windjammer’s 100-mile menu was introduced in

June and will run until the end of September. “Executive chef Stefan Mueller and his culinary team are passionate about working with the freshest products that are caught, raised and farmed close to home, supporting and celebrating our regional fishers, producers and farmers,” notes Roberge. The Windjammer’s menu includes a number of wines from Jost Vineyards. Chris Frey, Jost’s winemaker, has experience in international wineries such as Rupert and Rothschild and Möet & Chandon. Working with grape varietals, Frey aims to produce a crisp, drier style of white wine and a silky, balanced red wine whose flavour profile highlights the fruitiness and structure of the vineyard. He

Maître d’ Frédéric Mazerolle (centre) and executive chef Stefan Mueller serve guests in the Windjammer Restaurant.

Compact Cleaning with Kärcher Scrubbers

BR 30/4 C - Compact Floor Scrubber

BR 40/10 C - Compact Floor Scrubber

Throw away your mop and bucket! Cleaning with the BR 30/4 C scrubber is faster, effective and more hygienic. This scrubber resembles an upright vacuum allowing it to fit into confined spaces.

Results equal to a full size floor scrubber yet manoeuvrable and so versatile it can be used for vacuuming up water, scrubbing, and polishing. The BR 40/10 C plugs into any 120 volt outlet.

Th e c h o i c e o f EXEC UTI VE H O US EK EEPERS a n d h o u s e k e e p i n g s t a f f f r o m N e w f o u n d l a n d t o Va n c o u v e r I s l a n d . Av a i l a b l e a t K ä r c h e r S a l e s d e a l e r s c o a s t t o c o a s t

1.888.705.9444



www.karcher.ca

wants Jost wines to be noticed in the international wine world. Frey says he wants people to say, “This is a good wine,” rather than, “This is a good wine for Nova Scotia.” A winner of the AAA/CAA Four Diamond Award for its 21st consecutive year, the 42-seat Windjammer is a blend of old world service and newer trends such as the 100-mile focus and sensitivity to the food allergies and diets of its diners. Here, maître d’ Frédéric Mazerolle, who has worked at the hotel for 20 years, still prepares caesar salad tableside, and the menu also includes flambéed dishes. The Windjammer Restaurant has changed little since the hotel was built in 1972, says Pat DesBrisay, hotel public relations manager. “We have tried to maintain the integrity of the restaurant to represent a sea captain’s dining room. We’ve changed the carpet, and the colours, but with the rest of it we wanted to keep the ambience and the quality of service.” “That restaurant is beating the odds,” says Roberge. “That kind of service is a dying art, but the restaurant makes money. There are still people interested in that type of dining. It has the type of service you got in the ‘60s and ‘70s, plus menu items with a modern twist.” Food and beverage is crucial to the Beausejour’s operations, accounting for 30 per cent of the hotel’s profit, says Roberge. In addition to the Windjammer, the hotel has Triiio, a restaurant, bar and lounge with 84 seats, and Le Café with 26. At Le Café, guests can order custom salads, pastas and stir-fries online, then pick them up at the café at a pre-arranged time. Catering is also a huge money-maker. “Our biggest catering event was an AC/DC concert in 2009, where we made $980,000 in food and beverage revenue in one afternoon. We were so close to $1 million!” says Roberge.

S E P T E M B E R 2 013

www.canadianlodgingnews.com

Château Montebello and The Ultimate Girls Getaway Nadja Piatka

For the past six years, Fairmont Le Château Montebello has hosted the Ultimate Girls Getaway. Here’s a guest’s-eye view of what was entailed and how this year’s event unfolded. By Donna Messer MONTEBELLO, QC—Have you ever just wanted to get away? To spend time with a bunch of girls and just have fun? Well, I recently had the opportunity to attend what is called The Ultimate Girls Getaway at Château Montebello. The weekend began with the bus trip from Oakville. This was no ordinary bus trip – we were greeted with gift bags, hot towels, chocolate covered strawberries, champagne, and entertainment. I knew that this was going to be a weekend to remember. The Ultimate Girls Getaway is the brainchild of Nadja Piatka, a successful entrepreneur who puts her money where her mouth is when it comes to the value of friendship and balance. Piatka is the owner of Nadja Foods www.nadjafoods.com and is known for her delicious healthy desserts that she supplies internationally to restaurants and grocery stores. Her fat reduced brownies are found at Subway Restaurants throughout Canada and the U.S. Her life story was featured on the Oprah Winfrey Show and The Big Idea with Donny Deutsch. Piatka tours internationally as a motivational speaker and her upcoming biography written by Nan O’Brien will be available soon.

Ultimate Pajama Party Piatka organized her first getaway for women 16 years ago. It was called The Ultimate Pajama Party. After years of gathering feedback from the thousands of happy women who have attended her events, she finally created the Ultimate Girls Getaway. She wanted her friends to discover a bit of paradise, to enjoy a real pajama party one night, and an elegant cocktail dinner party another night. She envisioned fascinating presentations, being entertained by talented artists and enjoying delicious cuisine prepared by world class chefs. She wanted her friends to pamper themselves at a tranquil spa. Knowing the importance of friendship, she planned innovative ways to meet new friends encouraging them to join in on seminars and activities or to simply take time to relax.

Château Montebello partnership After doing her homework, Piatka decided on one of eastern Canada’s leading destinations, Fairmont Le Château Montebello. She began working with Fairmont Le Château Montebello and this year the Ultimate Girls Getaway celebrated the 6th year at this venue. For Piatka and her team, “the Montebello staff is attentive, creative and courteous, they make the event spectacular.” “I have been hosting the Ultimate Girls Getaway weekend since 2008 and it has simply been a pleasure! Working with Nadja and her team of professionals

makes our work at the hotel so easy. Every year we look forward to this special event,” said Nathalie Beauchamp, director of sales and marketing. Anita from Montreal says, “The Ultimate Girls Getaway is a safe haven for women to come together, to share their dreams and help launch each other forward. It’s a wonderful time to recharge, relax and reward ourselves.” “I loved meeting Monty, the hotel’s new Canine Ambassador,” said Tracy Hanes of Oshawa. The next Ultimate Girls Getaway will be held April 4th – 6th http://www.ultimategirlsgetaway.com.

The Little Black Dress Event

| 13

www.canadianlodgingnews.com

Comfort renos Continued from page 1

Deciding which properties should be renovated was a collaborative process and Choice has been talking to its independent owners about their long-range plans. “We used a lot of data to help guide the process but at the core of our business are guests and frankly, their Comfort Properties for Sale Comfort Inn, Burlington, ON o 3290 South Service Rd. o 98 rooms Comfort Inn, Chatham, ON o 1100 Richmond St. o 81 rooms Comfort Inn, Levis, QC o 10 Du Vallon E o 100 rooms Comfort Inn Airport, Sainte-Foy, QC o 7320 boul. Wilfred-Hamel o 78 rooms Comfort Inn, Saint John, NB o 1155 Fairville Blvd. o 59 rooms Comfort Inn, Dartmouth, NS o 456 Windmill Rd. o 80 rooms Comfort Inn, Bridgewater, NS o 49 North St. o 62 rooms

feedback set much of the course,” said Oldfield. “On the public ownership side, InnVest undertook a comprehensive review of its portfolio to identify core long-term holdings in stable markets, which showed favourable growth opportunities from capital investments,” said Oldfield. “They shared their plans with us and with only minor tweaks, we were able to enthusiastically support the plan.” About nine years ago, InnVest took over more than 100 former Journey’s End properties, and they still have almost 80. As part of the Comfort transformation, InnVest is looking to sell 15 or 16 hotels. A partial list of those properties appears at left.

Direction for the brand Development of what Choice calls the Truly Yours Design Package was based on in-depth feedback from more than 1,500 guests and developers. Consumer research already indicated overall intent to stay at Comfort hotels nearly doubles in response to the new look. Research also indicates guests are willing to pay more on average per night compared with the current design, Oldfield noted. Changes to the free Your Morning Breakfast program, which was a major feature of the first phase of the refresh, were made in response to the comments of more than 10,000 respondents. “Guest response has been overwhelmingly favourable of breakfast enhancements that are now available at most hotels, which include the ad-

dition of a flavoured waffle, and the new design concept’s warm and inviting look,” Oldfield said. Types of changes depend on the hotel and at what stage they are at in the lifecycle. For InnVest properties, this is a comprehensive makeover, with new carpeting and underpad, as well as updated wall vinyl and draperies. Old sofas and mattresses will be replaced and beds will be refreshed with Truly Yours bedding, said Oldfield. Lighting and artwork is also set to be updated, case-good hardware is being replaced, and they’re adding clothing wardrobes and new ergonomic chairs. Guest bathrooms will include granite top vanities with new sinks, faucets, mirrors and vanity lights will be installed. “Plus, as you’d expect, we’re addressing wall vinyl, and floor tiles will be replaced, as well as the shower heads and hair dryers,” said Oldfield.

CANADIAN LODGING NEWS

Optional exterior renovation shows Comfort Inn before (right) and after (above).

The breakfast rooms will also benefit COMFORT INN This optional renovation raises BY CHOICE HOTELS CANADA from new flooring, wall vinyl, drapthe porte-cochere by four feet, adds A1 eries and lighting. And guests will be complementary stone cladding and able enjoy the table seating and new brightens the approach with new exLCD TVs. terior lighting. Lobbies will see new flooring, Choice is also suggesting some wall vinyl, drapes, furniture and low-maintenance hardscaping for LCD TVs. Front desks are also be- visual appeal. ing refreshed to help make sure our At a minimum, the InnVest Comguests feel welcome as soon as they forts will see new outdoor lighting, step through the door. parking lot repairs and landscaping Corridors will be updated with upgrades. Some locations will also new carpeting, wall vinyl and light- receive new signage with electronic ing. reader boards. “The renovations are transforSense of arrival Choice has worked with an archi- mational for the brand,” says Oldtect to develop a new sense of arrival field. “We’re seeing some very posifor those Comforts that started life tive early results and guest feedback is phenomenal.” as Journey’s Ends. Chamberlain Architect Services Limited

5096 South Service Road Suite 103 Burlington, Ontario L7L 5H4 CANADA Tel: 905.631.7777 Fax: 905.631.7717

www.chamberlain-online.com

Appealing public areas Oldfield is particularly excited about the addition of breakfast rooms to most hotels. “Typically, what you’ll see is two guest room bays knocked out to create a breakfast room adjacent to the lobby. This will be visually appealing on entry to the lobby, be a great spot for breakfast, but also have the capacity to serve as a lounge area for our guests at other times during their stay.” The Comforts will be outfitted with the right equipment, including a breakfast counter and pantry, to provide guests with the brand’s complimentary Your Morning Breakfast.

ORIGINAL EXTERIOR Project number Date Scale Drawn by

112006 APR 5, 2012 N/A HC

Case study: Newmarket Comfort Inn’s $6 million reno—with more to come

General manager Michelle Weber and Melissa Keillor, front desk. They’re holding cards guests can pick to win prizes. The hotel lobby’s striking rock wall is behind them.

NEWMARKET, ON—Guests who call the Newmarket Comfort Inn get an enthusiastic message welcoming them to the newly-renovated property. When they arrive, they see a freshly-paved parking lot. And inside the front lobby, there’s a striking rock wall with recesses that hold candles and other decorative elements. Tim Oldfield, managing partner at Choice Hotels Canada, sees the Newmarket property, at Highway 404 and David Drive, as a prototype—an example of what Comfort Inns will look like once the Canada-wide renovations are complete. Michelle Weber, general manager, came to the hotel in January, after 20 years at the Comfort Inn Orillia. But

even in the few short months she has been there, the hotel has changed. The renovations to the 100-room property began in July 2011, and included the lobby, breakfast room and hotel exterior—those renovations were done in four weeks. The results—particularly in the lobby— are stunning. The lobby was totally redone with new vinyl, lighting, flooring, furniture, a desk area with granite and the rock wall. Curtains, paint and pictures were all changed. There is now a business area for guests, and a two-sided fireplace for what Weber calls “that warm, cozy stylish feeling.” “Your Morning Breakfast is new. We now have a full hot breakfast for

our guests to enjoy with eggs, bacon, noted. “The entire parking lot was fireplace sure makes it feel warm, cozy sausage, waffles, toast, cereal, tea, cof- ripped apart and repaved. We actually and so inviting.” Weber says the renovations have fee, juices, and a selection of fresh did a section of the parking lot at a time. We are located on a side street, improved the hotel’s market share, fruits daily,” Weber said. In March 2013, they started to which allowed our guests to park and there are other benefits as well. “We have seen a huge increase in renovate the guestrooms, bathrooms curbside adjacent to the hotel. Guests are enjoying the renova- our Choice Privileges loyalty program and corridors. Renovations to date have cost $6 tions, Weber said. As one guest wrote: since we started the renovations. We million, and there are still some items “Wow, I wasn’t expecting a Comfort won $1,000 from Choice Hotels for Inn to look like this. Really love the being a top enroller and we donated it to complete. “We will be building a barbecue feel of the lobby and the two-sided to the Special Olympics,” Weber said. and picnic area, along with a gazeCOMFORT INN BEFORE bo in the next year COMFORT INN AFTER or so,” said Weber. “Some landscaping has started outside to beautify the hotel. We also built a horseshoe pit for our valued guests to enjoy.” The hotel stayed open throughout the renovations. The front desk operations moved to a guest room, and business went on as usual, Weber said. Rooms were taken out of service 20 at a time, and fully renovated before they moved on to another part of the building. The most challenging part of the Renovations at the Newmarket, ON Comfort renovations was the Inn included the breakfast area, guestrooms, parking lot, Weber bathrooms and lobby.

10/25/2011 4:20:59 PM

14 |

S E P T E M B E R 2 013

| 15

www.canadianlodgingnews.com

Gravel family bids adieu after 28 years with OAA By Colleen Isherwood PETERBOROUGH, ON—I posed the question delicately over lunch at a cosy pub in Peterborough earlier this summer. “So what’s next for you two?” Bruce and Frances Gravel were preparing to close up shop as the Ontario Accommodation Association (OAA), which they had run for 28 years, was joining its operations with those of the Ontario Restaurant Hotel and Motel Association. They met with my publisher/husband Steve and I before they left. Bruce gave a hint of a smile as he said, “You mean what are we going to do when we grow up?” “Yes.” He and Frances grinned at each other and said in unison, “We’re not going to grow up!” That answer was totally in character. Over their years with the OAA, the Gravels have brought a distinctive blend of humour, serious knowledge and family values to their management of the association. They have known each other since Frances poked Bruce in the back in Grade 10 in Dorval, QC, and have been married for nearly 40 years. Bruce has been the president, CEO and public face of the OAA, dealing with ministry officials on pressing issues, dispensing professional advice, communicating with the board and individual members, selling the OAA’s various products, organizing conferences, speaking in public and writing prolifically. Frances has worked behind the scenes growing her secretarial and accounting skills into management of projects such as the Traveller’s Companion, a print directory of accommodation listings in the province that ran from 1999 to 2012, and editing the Innkeeper’s Reference Book, which grew from 45 to 477 pages over the years. “Frances is also extremely proud of her almost 28 years as OAA’s bookkeeper: her books were virtually perfect each year, according to our auditors,” Bruce noted. “In fact, they used OAA’s audit to train many new accountants, knowing her books were virtually perfect!” Their son, Scott, has also contributed his computer expertise over the years.

of our industry. “The TFO provided the financial and constitutional foundation for TIAO, the Tourism Industry Association of Ontario, which replaced it as per our industry’s wishes and which has paid staff.”

Boom and bust When Bruce started with the OAA, the organization had 400 members. That number grew to over 1,000—1,200 counting allied, associate and eduction members—at the association’s peak in 2004. Then the industry started to change, as old-time members sold their motels to condo developers. The rise of the hotel brands meant a further decline in membership, as mandatory brand conferences took the place of association conventions, and brands encouraged owners and managers to buy from the brand’s preferred suppliers. The Gravels were always focused on their innkeeper members, and helped OAA weather the financial losses of the past few years. Bruce even took a 20 per cent pay cut two years ago.

Next steps

Left to right, Frances and Bruce Gravel with office manager Sandra Nadeau.

Sixty-four years of history The organization that eventually became known as the OAA was created in 1949, when its members split off from what was then known as the Ontario Hotel Association, which later became the ORHMA. Bruce started his career in Etobicoke, ON running the education program at the Canadian Institute of Plumbing and Heating. The offer from Ontario Accommodation Association meant he would hold the number one position in the organization. Bruce, Frances and Scott, then age two, moved to Peterborough for the job. Six months later, they needed a part-time bookkeeper, and Frances came on board. Looking back, Bruce sees SAXibition (aka,

the Super Accommodation eXhibition) show, as a true team effort and major accomplishment. “I organized and marketed it; Frances and I sold most booth spaces, Frances was floor manager for set-up and tear-down at the show itself, while son Scott was dock marshal outside for move-in and move-out, often in all kinds of bad weather. This went on for almost two decades, as before SAXibition our show was called ACCEX (Accommodation Exhibition). “Another achievement I’m very proud of: serving as volunteer executive director of the Tourism Federation of Ontario (TFO) for 11.5 years, keeping a disparate, highly-independent group of 35 tourism associations together and working on common goals for the betterment

So, seriously, what does the future hold? Both Bruce and Frances say they’re too young to retire. “We’ve got lots of energy. We like to work together, and we’re kicking around the idea of our own business,” said Bruce. “We will not be starting a B&B.” Travelling is a priority. They are planning a trip to Hawaii for their 40th anniversary. Bruce, author of four humourous books, will have lots of time to pursue that passion. One project in the works includes a book set in a hotel with several collaborative authors. “Thank you to everyone who contacted us expressing kind words and best wishes to Frances, Sandra, Scott, and myself. It is much appreciated,” said Bruce in an e-mail to members. “Frances and I feel that it has been an honour and a privilege to have served you for almost 28 years.” Ironically, when Bruce was hired in 1985, the executive committee asked him for a fiveyear commitment. To keep in touch, contact bruce@brucegravel.ca.

Worldhotels sees targeted growth in U.S. and Canada director of sales, overseeing all sales and marketing for five New York City hotels. Prior to that, she was director of sales and marketing at The St. Giles Hotel NY—The Court and The Tuscany. She has also served in that role at The Carlton Hotel and The Bryant Park Hotel.

Vancouver, Toronto, Montreal key

Bonnie Somerstein, senior director, hotel development, Worldhotels—The Americas

Thomas A. Griffiths, vice president, The Americas, Worldhotels

FRANKFURT, GERMANY—Worldhotels one of the leading groups for independent hotels, announced last month that Bonnie Somerstein is joining its New York office as senior director of hotel development for Worldhotels—The Americas. Her responsibilities include growing the company’s portfolio in the

Americas, as well as overseeing work associated with trade shows, promotions, collateral development, contract negotiations and key partner relationships. Somerstein has spent nearly two decades in the hotel industry, most recently with Amsterdam Hospitality Group where she was regional

When they talk about growing in the Americas, that definitely includes Canada, Tom Griffiths, vice president, The Americas told CLN. “We’ve made several changes in our development team, bringing in new blood and fresh faces. We want to grow our North American footprint, specifically in the U.S. and Canada.” Griffiths himself has more than 30 years experience in hospitality sales, marketing, franchise support services and development. From the company’s regional headquarters in New York City, he is responsible for overseeing the management, operations and growth of Worldhotels throughout the U.S., Canada and Latin America. He joined the company in 2002. Under his direction, the Americas region has realized great success, including the addition of more than 100 hotels since 2003.

Worldhotels is a global brand that brings together unique independent hotels. With the tagline “Where Discovery Starts” it targets savvy business and leisure travellers that seek an authentic and local experience when choosing a hotel. Worldhotels now offers 500 hotels in 250 destinations and 65 countries worldwide. Griffiths describes Worldhotels as a soft brand, a membership affiliation rather than a franchise. “We do have long-term contracts, we are performance based, and we produce revenue for our hotels,” he said. “Our members are only paying a percentage on the actual rooms we deliver to their properties. That makes us very motivated to engage hotels and customers.” Worldhotels has more than 500 corporate RFPs, and those companies want to book properties in high-demand locations such as Toronto, Montreal and Vancouver. Right now, Worldhotels has no hotels in these markets. “Bonnie will be targeting and inviting independent hotels in those key markets to join,” Griffiths explained. “That way we can do two things: expand our soft brand into markets where we have no representation, and provide an option to our corporate clients.”

Steeped In HIStory RetuRning to PRime time

p r o u d ly o p e r at e d b y:

Two Corporate Drive • Shelton, CT 06484 • 203-925-8370 • www.newcastlehotels.com

S E P T E M B E R 2 013

| 17

www.canadianlodgingnews.com

2013 TOP 65 CHAINS REPORT

The Annual Report on Leading Hotel Companies Research: Peter Elliott Design & Illustrations: Stephanie Giammarco

TOP 10

or the fifth year in a row, we have expanded our annual report to include the top 35 hotel brands in Canada with information such as gross sales, units by region, and rooms by region. The report also lists the top 20 developer/owners and management companies, providing similar information. New this year, is a breakdown of the top 10 Canadian hotel management firms. Regional breakdowns are tabulated as well. Canadian hotel managers making news include Atlific Hotels, which has grown its management portfolio by a net of eight hotels in the past 12 months, and expects to manage another five hotels in the next year. The current tally for Atlific is 52 properties. SilverBirch is also on the move, opening an Eastern Office in Toronto this year, completing three Marriotts, and having five Hilton hotels in its construction pipeline. InnVest REIT, the largest Canadian developer-owner is renovating 61 Comfort hotels by the end of 2014 at a cost of $45 million. InnVest is also selling some of its Comfort properties (see story on page 1). Temple REIT bough five hotels in 2012 and six more in 2013 to date. Sunray is also in acquisition mode, and has bought four hotels in the last 12 months (Quality Oshawa, Comfort Suites Windsor, Comfort Midland and Days Inn Leamington). Brand news includes the previously mentioned Comfort renovations. Choice Hotels now has more than 300 properties, while Best Western topped 200 hotels with the opening of the Best Western Plus Hotel Levesque in RiviĂ¨re-du-Loup, QC. Days Inn is planning hotel number 100 in Calgary. Holiday Inn Express has 20 hotels in its development pipeline, while Holiday Inn has seven.Four new Hampton Inns by Hilton opened this year, along with four Four Points by Sheraton.

TOP 20

RANK 2013

CANADIAN HOTEL MANAGERS

COMPANY

UNITS (CAN)

ROOMS (CAN)

EXPANSION NOTES

Westmont Hospitality Group

139

17,946

Sixty-one Comfort hotels to be renovated by the end of 2014 at a cost of $45 million.

Atlific Hotels

8,160

Atlific has picked up a net of eight hotels in the last 12 months and is scheduled to manage another five new hotels in the next 12 months.

Pacrim Hospitality Services

3,812

Pacrim has added the Four Points Kelowna and the Holiday Inn Express Deer Lake to its portfolio within the last 12 months.

Lakeview Management

2,610

Lakeview is no longer managing any Travelodges in AB.

SilverBirch Hotels & Resorts

4,386

The Citadel Hotel in Halifax is being replaced by two Hilton hotels scheduled to open in 2014. SilverBirch also picked up the Saskatoon Inn in the last 12 months. SilverBirch is also working on two more Hilton hotels in West Edmonton.

Crescent Hotels & Resorts

2,040

Added Four Points Edmonton Airport in July 2013. Staybridge in West Edmonton is scheduled to open in the spring of 2014.

Concord Hospitality Enterprises Co

1,689

Larco Hospitality

2,424

Bayview Hospitality Group

652

Legacy Hospitality

633

CANADIAN DEVELOPMENT/OWNERSHIP FIRMS

RANK COMPANY 2013

BY UNITS

UNITS (CAN)

ROOMS (CAN)

SALES $MILLIONS (CAN) $617.10

BY UNITS

EXPANSION NOTES

InnVest REIT

134

16,839

InnVest REIT sold the 711-bed Delta Montreal to an investment group in July, 2013. This hotel is going to be converted to an alternative use in October, 2013. InnVest will renovate 61 Comfort hotels by the end of 2014 at a cost of $45 million.

Superior Lodging Corp.

132

8,901

Currently there are 132 Canadian Super 8s from coast to coast along with three Wingate Inns and four Microtels.

Canalta Hotels

2,389

Latest hotel to open is Canalta Assiniboia, which opened July, 2013â&#x20AC;&#x201D;37 properties and growing.

bcIMC

7,259

Lakeview Hotel Management Inc.

1,844

$32.02

Grand Winnipeg Airport Hotel opened in 2013.

Fortis Properties Corporation

4,430

$178.00

Most recent purchase was the 2012 acquisition of Station Park All Suites Hotel in London, ON.

Temple Hotels

3,000

$99.80

Temple bought five hotels in 2012 and another six to date in 2013.

Royal Host

2,607

$76.20

Royal Host converted from a REIT to a Corporation and sold six hotels in 2011.

Silver Hotel Group

2,650

Holloway Lodging

1,684

$58.40

Holloway sold off three properties in 2011 and three in 2012. They bought a 90 per cent interest in the Holiday Inn Express in Stellarton, NS in late 2012.

Easton's Group of Hotels

2,688

Northampton Group Inc.

1,902

Sterling Group Inc

914

Vrancor Hospitality Corp.

1,951

Crescent Hotels & Resorts

2,040

Opening the Staybridge West Edmonton in the spring of 2014.

Mayfair Properties

1,137

Mayfair is working on a Hilton in North Vancouver.

d3h

919

Genesis Hospitality

1,416

Sunray Group of Hotels

979

Sunray has bought four hotels in the last 12 months (Quality Oshawa, Comfort Suites Windsor, Comfort Midland and Days Inn Leamington).

Bellstar Hotels & Resorts

920

Bellstar celebrated its 10th anniversary in 2013.

$29.60 Four hotels added in 2012/2013, two sold.

An 80-room Home Inn & Suites at the Regina Airport is scheduled to open in 2014. Genesis bought four hotels in Ontario from Concord in November, 2011.

www.canadianlodgingnews.com

18 |

CANADIAN LODGING NEWS

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

64 134 7,658 16,839

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

13 13 1,951 1,951

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

90 132 5,813 8,901

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

17 35 1,396 2,923

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

30 132 2,250 8,901

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

10 12 1,799 2,040

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

37 37 2,389 2,389

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

13 17 1,292 1,684

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

14 15 2,377 2,688

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

10 17 1,378 2,650

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

18 134 3,060 16,839

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

12 12 1,137 1,137

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

14 19 2,207 2,607

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

10 10 979 979

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

18 23 2,150 3,000

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

11 11 919 919

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

14 15 1,153 1,951

UNITS (ON): UNITS (CAN): ROOMS (ON): ROOMS (CAN):

10 14 567 914

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

17 29 4,257 7,259

UNITS (WEST): UNITS (CAN): ROOMS (WEST): ROOMS (CAN):

10 10 923 923