Annual Report

2018 Annual Report. COLLABORATE — EDUCATE — ADVOCATE A LETTER FROM THE CHAIRMAN, RICHARD MAIN. By their nature, annual reports are backward-looking. But I’d like to start by casting our Maintaining the management of the Destination Marketing Fund within the CHA. eyes forward. Our industry has much to look forward to in the year ahead. Calgary will After a great deal of coordinated effort from CHA, the Alberta Hotel and Lodging host country music fans from across Canada at Country Music Week and the Association (AHLA) and Edmonton Destination Marketing Hotels (EDMH), the DMF Canadian Country Music Awards in September. CFL football fans will join us for the was kept out of the City Charters. To minimize the risk of losing the DMF, and to 107th Grey Cup in November. And if all goes well, for the first time ever, the X Games increase the overall Fund, we made growing member participation in the DMF a will come to Calgary in early 2020. We’ll be working with Tourism Calgary to leverage priority. We now have the highest participation in the DMF program since inception. these events and engage stakeholders in a new mandate for making Calgary a successful tier one convention city and live up to our name as The Ultimate Host. Advocating for equal treatment between hotels and commercial operators of short term rentals. We owe this positive momentum, and growing industry optimism, to the collective hard work of Calgary Hotel Association (CHA) members, Board, and staff, along with The City has started down the road with developing some regulations - creating a by- industry partners. It’s astonishing to consider how much we have achieved together. law to require operators to register with The City. We entered 2018 with some big challenges: increased room supply, threats by the Focused on coalescing support for capital projects in Calgary. province to move DMF administration to the major municipalities, a growing and Because of the stimulating impact on tourism, we invested a great deal of effort into unregulated commercial short-term rental market, and a struggling economy. We’ve the Olympic Bid. Despite the negative result, the process helped us strengthen responded to each of these challenges, and can report the following milestones for stakeholder relationships. Moving forward, we are focused on coalescing support for 2018: capital projects that will make Calgary a more competitive destination. Those projects Increasing Room Nights Sold. include BMO Centre Expansion, Arts Commons, Field House, Winsport and McMahon Stadium upgrades. Overall, Calgary saw a 3.9 percent increase in Room Nights Sold in 2018. Rooms Sold in December 2018 were up 2.2 percent compared to December 2017 -- the 19th Let’s continue to move forward with optimism as we make the year ahead one of consecutive month of year-over-year improvement in Rooms Sold. While the Average continued collaboration and continued growth. Daily Rate grew by a modest 1.9 percent, the RevPAR was up by a strong 6.1 percent. These results confirm that the destination marketing efforts are working. Growing Meetings, Conventions and Incentive Travel (MC&IT). With a smaller 2018 operating Destination Marketing Fund (DMF), we had to be more strategic with our spending and establish return on investment parameters for Richard Main, Chairman of the Board investments. To that end, we hired a consultant to research competitive Meetings and Calgary Hotel Association Conventions models. Based on those recommendations, we made the strategic decision, in collaboration with the Calgary Telus Convention Centre, to move Meetings + Conventions Calgary (MCC) within Tourism Calgary. This move will help us continue to grow MC&IT, and leverage the marketing, visitor, and event expertise at Tourism Calgary to support the sales efforts of MCC. A LETTER FROM EXECUTIVE DIRECTOR, PEGGY ATHANS. Last year we needed hiking boots to climb over the major challenges facing the industry. As we continue to navigate challenging economic This year, we needed running shoes to keep up with the pace of change. Based on the and political times, our focus is on ensuring that needs and values of our members, our areas of focus have included: our industry is not only sustainable, but robust. ● Providing opportunities for two-way communication and member engagement Through maintaining strong existing relationships, through a balance of educational seminars, networking, and General Managers’ building new partnerships, and making strategic round table events. investments, we are pursuing growth initiatives with vigor as we continue to be the collective voice ● Successful execution of a new membership drive. As of December 31, 2018, the for our industry. CHA represents 78 percent of the hotels in Calgary and has signed five new members to the roster, an additional 727 rooms. 65 percent of the rooms in Calgary participate in the DMF program. ● Creating a professional and polished CHA brand which has enhanced our credibility and influence in the community. The brand message platform has been Peggy Athans, Executive Director consistently integrated into our website, newsletter, annual report, and growing Calgary Hotel Association social media channels. ● Smart management of the DMF that includes developing and executing strategic plans for each District and establishing measures for evaluating the success of the DMF Program. ● Ensuring consistency with the Destination’s brand by shifting District marketing activities to Tourism Calgary. CALGARY HOTEL ASSOCIATION STRATEGIC PLAN. Calgary has the potential to become the world’s Ultimate Host City. For Vision. this to happen there must be a positive business environment for the tourism industry, and there must be a dedicated voice speaking on The CHA is one of the most industry’s behalf and clearing away the legislative and economic hurdles effective and respected that inhibit effective tourism marketing by Tourism Calgary. voices for the hospitality and The Calgary Hotel Association will be the unifying voice tourism industry in Alberta. representing industry and clearing the hurdles industry faces. It will have the relationships and influence with the City of Calgary to be trusted as a hospitality and tourism advisory body, it will be recognized by Tourism Calgary as its bridge to industry and its source for industry expertise, and it will be valued by its stakeholders for the education and Mission. advocacy services it provides. Create an optimal business environment for the tourism industry in Calgary through collaboration, advocacy and education. STRATEGIC PILLARS. Collaborate. Advocate. Identify challenges, risks Successfully advocate on and opportunities facing the issues important for the long- tourism and hospitality term health of tourism in industry in Calgary and Calgary. surrounding region. Educate. Invest. Lead an effective two-way Effectively manage DMF engagement and education funds through long-term process between industry investment and oversight of stakeholders, partners and effective District Strategic all three levels of Plans. government. CHA 2018 MEMBERSHIP. As of December 31, 2018, we’ve CHA DMF welcomed five new DMF members to the # Members # Members CHA family. Downtown Downtown 17 3,850 Rooms 14 3,578 Rooms South South 14 2,198 Rooms 9 1,459 Rooms Northeast Northeast 27 4,587 Rooms 22 3,745 Rooms Northwest Northwest 6 693 Rooms 6 693 Rooms Total Total 97 14,562 64 11,328 Rooms 51 9,475 Rooms 78% of Rooms 65% of Rooms Hotels in Calgary Rooms in Calgary in Calgary in Calgary CHA BRANDING & COMMUNICATIONS. In 2018 we created a focused brand and message platform with a cohesive ● Website; ● Banners; ● Newsletter; ● Annual Report. CHA Social Media Channels Facebook – we have almost doubled our page views, reach and likes since December 31, 2017 Instragram – we created a new account in January 2018 and have 400+ followers Twitter – we continue to share industry related posts, and communicate with industry partners. CHA COLLABORATION & EDUCATION. To ensure ongoing opportunities for networking and professional development, the September: Hotel Financial Leadership CHA hosted multiple member events including educational seminars, General Based on his 30 years in Finance and Hotel Management, David Lund, the Hotel Managers’ round tables, a town hall, and our annual networking event. Community and Financial Coach, taught our members how to create a financially engaged leadership collaboration are the key themes of these events, because they provide a platform for team within a hotel and engage members from across departments such as finance, understanding member priorities and establishing greater coordination of initiatives. sales, and management. This presentation was extremely well received by our Last year’s events were our best attended ever -- and we are optimistic about what members. these new connections and collective developments will mean for the year ahead. “The presentation by David Lund on Hotel Financial Leadership was a great February: Russ Dantu – Create your WOW, Eliminate your OW 1 1/2 hours spent reminding me of the need to teach financial processes and Russ is an experienced employee and customer retention specialist who discussed tools to up and coming leaders, ensuring they are prepared for the future. It how to establish and maintain a strong organizational culture, the value of open is important that our Managers think and act like business partners, and communication, best practices for each department within hotels, and building trust financial

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