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Local Ocean Seafoods, Newport PHOTO COURTESY OF LOCAL OCEAN SEAFOODS
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Restaurant & Lodging is published four times a year by Oregon Restaurant & Lodging Association (ORLA), 8565 SW Salish Lane, Suite 120, Wilsonville, Oregon, 97070 503.682.4422
To learn more about ORLA visit us online at OregonRLA.org
PUBLISHER
JASON BRANDT / PRESIDENT & CEO JBrandt@OregonRLA.org
LORI LITTLE / EDITOR LLittle@OregonRLA.org
HEIDI JANKE / DESIGN HJanke@OregonRLA.org
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MARLA McCOLLY
Director of Business Development at 503.428.8694 or MMcColly@OregonRLA.org
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2025-26 ORLA BOARD OF DIRECTORS
Komal (Tina) Patel, Chair, ALKO Hotels
Katie Poppe, Vice Chair, Blue Star Donuts
Liz Dahlager, Treasurer, Mereté Hotel Management
Gordon Feighner, Secretary, Jam on Hawthorne Patrick Nofield, Immediate Past Chair, Escape Lodging
Marin Arreola III, Advanced Economic Solutions (AES) Inc.
Jolee Bancroft, Mo's Restaurants
Terry Bichsel, Rivertide Suites Hotel
Joe Buck, Babica Hen / Lola's / Gubanc's
Gillian Duff, El Gaucho Portland
Justin Freeman, Bagel Sphere
Cheri Helt, Zydeco Kitchen & Cocktails
Kurt Huffman, ChefStable
Joe Lowry, Bandon Dunes Resort
Alkesh Patel, Evergreen Hospitality Development Group
Taran Patel, A-1 Hospitality Group
George Schweitzer, West Coast Hospitality LLC
Jerry Scott, Elmer's Restaurants Inc.
Natalie Sheild, Togather Restaurant Consulting
Jim Smith, Mountain Mike's Pizza, Cascades Coffee House
Rick Takach, Vesta Hospitality
Jake Vanderveen, McDonald Wholesale Co.
Scott Youngblood, CASCADA
Dhruti Amin, Ex Officio Board Member, ALKO Hotels
Local Ocean Seafoods' Fish Market
PHOTO COURTESY OF LOCAL OCEAN SEAFOOD
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FROM THE CEO
A New Fiscal Year, a Renewed Commitment to Oregon’s Hospitality Industry
October 1 marks the start of a new fiscal year for the Oregon Restaurant & Lodging Association (ORLA). This transition offers an opportunity to reflect on the leadership that has carried us forward, as well as the priorities that will shape our work in the year ahead. First, I want to express deep appreciation to Patrick Nofield, owner of Escape Lodging Company, for his outstanding service as Chair of the ORLA Board of Directors over the past year. Patrick’s commitment to our mission and his dedication to the operators we serve has been invaluable. At the same time, we celebrate and welcome Tina Patel, coowner of ALKO Hotels, as she steps into the role of Board Chair for 2025–26. Tina’s vision, energy, and leadership will be critical as we continue advancing the interests of Oregon’s hospitality industry.
Advocacy at the Center of Our Work
This fall and winter, ORLA’s highest priority is clear: government advocacy on behalf of our operators. With the 2026 Legislative Session set to run from February 2 through March 9, our team is laser-focused on direct, inperson engagement with Oregon legislators before session convenes. The past year, we have repeatedly emphasized the importance of protecting industry tax revenues that fuel economic development priorities. That message has not changed. When these resources are diluted, the impact is direct and measurable—fewer visitors in our restaurants, fewer guests in our lodging establishments, and less vitality for our local communities.
To that end, ORLA’s Director of Government Affairs, Greg Astley, will be working closely with our Government Affairs Committee and staff to prioritize face-to-face conversations with lawmakers across the state. Our goal is simple: ensure that every legislator, especially those newer to the Capitol, has a clear understanding of how industry tax laws work. These laws are complex, shaped by grandfathered provisions from 2003 alongside separate rules governing any new or increased taxes enacted after July 2 of that year. While some local governments struggle under the limitations of these frameworks, ORLA is well-prepared. We have the collateral, the messaging, and the contractual partners needed to protect these dollars while acknowledging the unique challenges faced by certain municipalities. This work is not just about defending our industry—it’s about defending Oregon’s economic future.
Oregon’s Economy in Context
The fight to retain economic development funds generated by our industry fits into a larger narrative: Oregon’s economy is showing signs of weakness compared to other states. Without intentional, targeted investment in economic development, these headwinds will only intensify. For a clear picture of where Oregon stands, I encourage you to explore a powerful tool created by our partners at Oregon Business & Industry (OBI). Their recently launched economic scorecard provides a comparison of economic performance and competitiveness. It’s a sobering reminder of why our advocacy matters. You can view the scorecard here: OregonBusinessIndustry.com/OregonScorecard.
Leadership in Action
At ORLA, we often reflect on what true leadership looks like. Leadership, at its core, is a three-step process:
• Identify the problem.
• Identify the solution.
• Implement the action steps necessary to turn the solution into reality.
It is that third step—implementation—that separates good leaders from great ones. As we embark on a new fiscal year, our commitment is not only to identify challenges and propose solutions but to take decisive action that delivers results for Oregon’s restaurants, lodging properties, and the communities they anchor.
Looking Ahead
The months ahead will test our resolve, but they will also reaffirm the importance of collective effort. With strong leadership from Tina Patel as our incoming Board Chair, a dedicated Government Affairs team led by Greg Astley and our Government Affairs Co-Chairs, and the active engagement of our members across the state, I am confident ORLA is well-positioned to protect and strengthen the industry we all depend on. As we turn the page to this new fiscal year, let’s stay focused on the work ahead—advocating for policies that safeguard economic development dollars, ensuring Oregon remains competitive, and demonstrating through action what true leadership means. Together, we can make this a year of impact and progress for Oregon’s hospitality industry.
JASON BRANDT, PRESIDENT & CEO, ORLA
ADVOCACY UPDATE
After A Challenging Session, ORLA Readies For Similar Battles Ahead In 2026
Oregon’s political and regulatory landscape continues to evolve, with recent developments shaping both immediate and long-term priorities for the hospitality industry. In this update, we cover highlights from the 2025 special session, a preview of the 2026 legislative short session, ongoing interim meetings, upcoming rulemaking, and key national issues impacting operators.
STATE & LOCAL ISSUES
Oregon’s (Very) Special Session
The 2025 Special Session became Oregon’s longest in 43 years, and all without a single bill being passed until the very end.
The special legislative session, called by the Governor to address a projected shortfall in the Oregon Department of Transportation (ODOT) budget and avoid layoffs of approximately 500 workers, was initially scheduled to take place over the Labor Day weekend. The Governor had felt confident she had the votes to pass the bill from Democrats, with Republicans, for the most part, opposing the tax and fee increases Oregonians would have to pay with passage of the bill.
On Friday of Labor Day weekend, the House attempted five times to convene but did not have enough members present to begin proceedings until after sunset. Republicans had committed to providing four members to join the Democrats’ 36 to reach quorum, but several Democrats were absent. Additional Republican members were eventually called in later that evening, allowing the
House to formally conclude the day’s session.
The Senate faced similar challenges. Democrats lacked the full 18-member majority required to advance the transportation plan that same day, and one Senator’s complications from back surgery further delayed the vote two weeks until September 29.
The Senate ultimately passed the transportation package bills on Monday, September 29. Even with passage, however, opponents vowed to take the matter to a referendum. Whether they could succeed with this strategy remained uncertain, given the cost and effort required.
The Governor had made it clear that without passage, ODOT would face massive layoffs beginning October 15. Republicans countered that new taxes weren’t necessary, arguing the state could meet the need by reprioritizing existing funds. If the measure were referred, however, implementation would automatically be delayed until voters weighed in.
In cases where a referendum is likely, the Legislature can adopt a companion bill scheduling a special election, ensuring the measure takes effect sooner if upheld. Lawmakers chose not to do so with this transportation package. As a result, any referral would push the question to the November 2026 General Election.
A successful signature-gathering effort would place the Governor in a political bind. Proceeding with layoffs would undermine one of the main purposes of the bill, while finding a year’s worth of funding without new taxes would bolster Republican claims the revenue package was unnecessary.
2026 Legislative Short Session Preview
In spite of a bruising long session earlier this year and having successfully defended any changes to the either the local or statewide transient lodging tax (TLT), ORLA fully expects similar bills to come forward in the 2026 short session.
Next year’s session is scheduled to begin on February 2 and end March 9, for a short, 35-day window. Originally intended for lawmakers to adjust the budget or make corrections to legislation recently passed, short sessions have unfortunately become another opportunity for legislators to pass new legislation–but with a much more compressed timeline for input and consideration.
ORLA anticipates both TLT bills to be presented again. The first, by Rep. Ken Helm (D), will be an increase to the statewide lodging tax of at least one percent, if not more. Rep. Helm’s previous bill included disbursement of the increase to the Oregon Department of Fish and Wildlife for species conservation and then was expanded to pay for additional projects in eight different sub-accounts including Oregon State Police and District Attorneys. The second, by Rep. Cyrus Javadi (D), would change the disbursement of local lodging tax so that 60 percent of any TLT revenue would be unrestricted for municipalities to use however they choose.
Other major issues which may be taken up in the short session include housing, education, homelessness, taxes and of course, whatever steps need to be taken in response to reduced federal funding.
WE O RESH ETTER
If you’d like to participate in the monthly Government Affairs calls where these and other issues are discussed, please reach out to me at Astley@oregonrla.org.
Interim Legislator Meetings Focus on TLT Education
In preparation for the upcoming short session and anticipating another round of bills aimed at targeting changes to the TLT, ORLA staff have been meeting with legislators to ensure they have the necessary information to make informed decisions.
Our top two priorities are dispelling the myth of the 70/30 split being the most prevalent division of dollars for local municipalities and making sure legislators understand the economic impact the TLT can have for their communities–both in terms of job creation and retention, and in terms of economic development for all businesses in a local area.
Meetings are being held from September through January.
Rulemaking Advisory Committee to Weigh In on Adoption of 2022 FDA Food Code
The Oregon Health Authority (OHA) has convened a Rulemaking Advisory Committee (RAC) to help determine what parts of the 2022 FDA Food Code to adopt. Oregon is currently operating under the 2009 Food Code.
The RAC met on September 17, 2025, in the first of three scheduled meetings. An invitation was emailed to all licensed
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establishments statewide, and more than 200 applied to participate in the committee.
ORLA has been actively engaged in these meetings along with representatives from small, medium, and large local health jurisdictions, the Oregon Department of Agriculture (ODA), Conference of Local Environmental Health Supervisors (CLEHS), and a variety of restaurants of different types and sizes from across the state.
In preparation for the meeting, the state reviewed the 2022 FDA Food Code and compared it to the current code to identify changes. The pending update will incorporate the 2024 supplemental changes.
Critical issues under consideration include major allergens, Certified Food Protection Manager rules, and no bare-hand contact rules.
The goal is to roll out the updated code in January 2026, with a one-year education period before enforcement begins in 2027.
Once the RAC finalizes its recommendations, they will be submitted to the State Food Service Advisory Committee and CLEHS on October 24.
Industry members can still stay engaged on this process in the following ways:
• Share Input: Email OHA directly with any questions or comments throughout the RAC process at food.safety@oha.oregon.gov.
• Participate in Public Comment: A formal public comment period will open before the rules are finalized. During that time, both written and verbal testimony can be submitted.
NATIONAL ISSUES
No Taxes on Tips
Our partners at the National Restaurant Association shared the following Public Affairs Update outlining how the No Tax on Tips deduction impacts tipped workers and voluntary gratuity:
The Department of Treasury released guidance that allows certain workers to deduct up to $25,000 in “qualified tips” per year from 2025 through 2028. Restaurant occupations are widely eligible for the tax deduction on tipped income. The Treasury Department also illustrated how service charges are different from a tip, as are service charges being mandatory and a tip (which qualifies for the tax deduction) is given at the voluntary discretion of the customer. This is key for restaurant operators who want to ensure their tipped worker’s income is eligible for the No Tax on Tips deduction when they work a large party – operators may be considering a transition from a traditional large party service fee, which would not be a traditional tip and therefore ineligible for the tax deduction.
What makes a tip different from a service charge (p. 7):
Revenue Ruling 2012-18 provides that the absence of any of the following factors creates a doubt as to whether a payment is a tip and indicates that the payment may be a service charge: (1) the payment must be made free from compulsion, (2) the customer must have the unrestricted right to determine the amount, (3) the payment should not be the subject of negotiation or dictated by employer policy, and (4) generally, the customer has the right to determine who receives the payment.
Example (p. 48):
Example 3. Customer E dines at Restaurant X with a party of eight people. E’s bill for food and beverages for the party of eight includes a “recommended tip” equal to 18% of the price for food and beverages. However, there is a line for the customer to subtract (including to zero) or add to the recommended tip amount before paying the bill. Customer E subtracts 3% from the recommended tip amount resulting in a tip of 15% of the price for food and beverages. Customer E had a right to determine the additional amount, and he was expressly provided the option to disregard or modify the “recommended tip” amount. Under these circumstances, the recommended 18% amount is not a service charge. Rather, the 15% amount that the customer voluntarily paid without compulsion is a qualified tip for purposes of the deduction under section 224.
What's next: The National Restaurant Association will participate in the Treasury’s public hearing on October 23 and plans to comment on the proposal.
American Franchise Act
A bipartisan group of lawmakers introduced the American Franchise Act (AFA), which would codify a “direct and immediate” joint employer standard under the FLSA and NLRA—protecting the franchise business model.
Why it matters for Oregon businesses: For franchised restaurants and lodging operations, the AFA provides long-overdue clarity and stability. It ensures franchisors are only joint employers if they
directly control core employment decisions—such as hiring, firing, wages, and discipline.
By aligning federal statute with longstanding precedent and current NLRB policy, the AFA ends a decade of shifting definitions that created legal risk and uncertainty. It reaffirms that franchisors set brand standards, while franchisees remain independent employers.
Around the Country
The Los Angeles City Clerk announced on September 8 that the referendum to overturn the city’s hotel wage ordinance, backed by the American Hotel & Lodging Association (AHLA), did not qualify for the June 2026 ballot. This ended the temporary stay on the ordinance, which took effect immediately. The ordinance will raise the minimum wage for hotel workers to $30/hour as of July 1, 2028, with incremental increases every year until then.
“Today’s decision denies Angelenos the opportunity to voice their opposition to this flawed proposal,” said AHLA President & CEO
Rosanna Maietta. “It’s clear that the ordinance will jeopardize jobs, push hotels to the brink of closure, severely cut tax revenue the city desperately needs, and leave the city grossly unprepared for the 2028 Olympic Games. The mayor has made a clear commitment to broker a solution that averts these severe consequences. We call on her to proceed quickly.”
AHLA and other business groups are pursuing a ballot initiative that would repeal the city’s gross receipts tax (GRT), an outdated tax on businesses that generates approximately $800 million a year in revenue for the City of Los Angeles.
Stay Informed and Engaged
ORLA encourages industry members to engage on industry issues at the state and local level. If you’re interested in getting more involved, visit OregonRLA.org/advocacy. You can reach out to us anytime at info@oregonrla.org or call 503.682.4422.
GREG ASTLEY, ORLA
BUILDING THE FUTURE OF HOSPITALITY
Oregon Hospitality Foundation Advances Industry Opportunities at Every Level
For too long, “dead-end, high turnover, and low wage” are terms that have been used to describe the career opportunities offered in the hospitality industry. Society often paints a bleak picture of jobs people take when they feel they have no other option. At the Oregon Hospitality Foundation (OHF), we look at our fellow colleagues and see an entirely different story. We see people like our 2025 Lodging Operator of the Year, Jennifer Bernal, the general manager of Surfland Hotel, who got her career start as a laundry attendant. We see our 2025 Employee of the Year, Dulce Mendez, whose dedication to serving excellence has led her to be a shining representative on the service team for Bentley’s Grill. We also see it within ourselves; all of us on the OHF team use our previous careers in restaurant and lodging establishments to advocate for the industry today.
It is clear that there is a disconnect between the hospitality industry and the way it is perceived by others. It is this disconnect that only serves to hold us back from attracting and maintaining new talent. This is why the Foundation remains dialed into the workforce development scene. We are out in the community speaking to job seekers, students, workforce boards, school boards, government agencies, and many others about why it is worth investing in our industry.
One of the tools we created to help illustrate our point is a Sample Hospitality Career Ladder. This graphic shows what a potential
career with upward mobility could look like, starting from various entry-level positions. Listed beside each role is an average wage for the state of Oregon. When we speak to students, for example, we use this graphic to help them with future planning. The hospitality industry values experience above all else. Working in the industry is the most effective way to earn a place in it. Although we still encourage a college education, we also like to show students that they have alternative paths outside of college. A part of that message is showing that the time and dedication invested in this industry will not only be valued but translated into opportunities for advancement and increased wages.
But a simple tool like this one, though effective in demonstrating possible career pathways in hospitality, does not encompass the breadth of opportunities that make up our industry. Nor does it showcase the human spirit, or the personal stories that engage students and allow them to visualize themselves in those shoes. Though facts and figures are important, illuminating a career pathway effectively involves storytelling. This is why we visit classrooms to engage with students, and why we always try to bring industry operators along with us.
One program that is doing an excellent job of creating these opportunities for storytelling is the Hospitality Career Connect program at Nestucca High School. Recently approved for a full three-term school year, a big jump from their one-term launch last
year, this program brings operators directly into the classroom and brings students out to local businesses. In this course, students get the opportunity to learn about the hospitality industry directly from its source while also trying their hands at the very jobs they're learning about. For example, last year at The Schooner Restaurant & Lounge, students shadowed both front-of-house and back-of-house staff during their workday. Though timid at first, by the end of the day, students were maintaining operations and caring for guests with confidence.
Another excellent program that is growing in our state is the Oregon Charter Academy’s ASCEND Hospitality & Tourism Management track. This program allows students to learn about the industry while also acquiring key certifications in Food and Beverage Management as well as Hotel and Tourism Management. The program is offered to students online via the larger Oregon Charter Academy system.
Each of these programs, and many others across our state, is seeking more industry presence to help provide students with real-world perspective and hands-on experience. If you are interested in positively impacting the perception of our industry while inspiring the next generation of hospitality, contact Ella Sturdevant at esturdevant@oregonRLA.org. OREGON HOSPITALITY FOUNDATION
SAMPLE HOSPITALITY CAREER LADDER
Wages shown are the Oregon median average, not including tip wages. Data reported from NRAEF RestaurantsWork site and Lightcast.
/ Banquet Team, Cafeteria Attendant
Help combat industry labor shortages and ensure a strong pipeline of skilled culinary and management professionals. Get involved today!
Attend.
Cheer on the next generation of talent as high school students showcase their skills and passion at the annual state championships.
Judge.
Lend your expertise as a culinary or management judge. Score skills and provide constructive feedback for the future.
Spend a few hours supporting our industry’s stars of tomorrow by serving as a timer and/or other event support.
AN OVERVIEW OF OREGON OSHA
Key Programs and Initiatives Supporting Workplace Safety Across the State
Oregon OSHA (Occupational Safety and Health Administration) plays a vital role in advancing occupational safety and health. The following article outlines several core aspects of our program to provide a comprehensive understanding of our mission and services including:
• Our history, mission, and how we achieve our mission through both enforcement and nonenforcement means;
• Our enforcement program including its prioritization, penalty structure, and how the hospitality industry fits in; and
• Many free and voluntary resources that aid your efforts to improve workplace safety and health
Oregon OSHA’s mission is simple: advancing and improving workplace safety and health for all workers in Oregon. It stems from the July 22, 1973, adoption of the Oregon Safe Employment Act. Adoption of the Oregon law followed the 1970 Occupational Safety and Health Act, which authorized the federal government to set and enforce safety and health requirements across the United States.
The Safe Employment Act authorizes Oregon OSHA to enforce the state’s on-the-job safety and health requirements. It requires employers to know the requirements that apply to their industry. It obligates employers to educate and train their workers. Also, it requires employers to comply with specific rules that apply to their workplace.
Because of the Safe Employment Act, Oregon workplaces are far safer and healthier today than they were decades ago, including much lower incident rates and vastly lower workers’ compensation costs. From 1990 through 2021, for example, injury and illness rates dropped by more than 60 percent and fatality rates fell by more than 50 percent. In June of this year, an analysis showed Oregon’s workers’ compensation rates remain among the lowest in the nation.
The penalties Oregon OSHA issues to employers when inspections identify violations of workplace safety and health rules are a focal point. However, they have never been the only tool we use to help move employers into compliance to achieve a longstanding goal: the protection of workers in Oregon under the state’s Safe Employment Act.
We have always made ample room for nonenforcement resources, too, as referenced later in this article. What is important now is to explain why and how we do our work, and, along the way, remove any potential misconceptions about what we do.
Oregon’s success remains a team effort. It involves hard work and vigilance by government, business, labor, and other stakeholders. What is also true is the need to adapt to changes to the Safe Employment Act. One example is Senate Bill 592, which changed Oregon OSHA’s penalty structure, and established minimum penalties in statute. It was adopted by the Oregon Legislature and signed into law by Governor Tina Kotek in the summer of 2023. In response, Oregon OSHA, after robust engagement with our stakeholders and the public, adopted the rule on November 22, 2023. It became effective January 1, 2024.
The changes include annual penalty adjustments under the Consumer Price Index for All Urban Consumers/West Region. We publish an annual bulletin of the adjustments. The following provides the current civil penalty ranges by type and classification of violation, and summarizes other changes prompted by SB 592. As you review this information, keep in mind that the maximums are rare, cited only under the most extreme circumstances:
• Other-than-serious: minimum of $0, maximum of $16,475 for each violation; applies to hazards that would not typically cause serious physical harm (examples include minor cuts, bruises, recordkeeping failures).
• Serious physical harm or death: minimum of $1,177, maximum of and $16,475 for each violation; applies to hazards that could cause serious physical harm (examples include fractures, amputations, hearing loss) or death (examples include electrocution, asphyxiation, blunt force trauma). A violation can receive a serious rating, regardless of whether a worker suffers a serious work-related injury. It can receive a death rating, regardless of whether a worker dies from a work-related incident.
• Repeat: minimum of $11,769, maximum of $164,759 for each violation. Repeat violations include two or more violations, cited within the past three years, that are substantially similar to the first violation.
• Willful: minimum of $11,769, maximum of $164,759 for each violation. A willful violation occurs when an employer or supervisor intentionally or knowingly disobeys or recklessly disregards requirements.
• Serious violation that caused or contributed to a work-related fatality: minimum of $21,088, maximum of $52,720 for each violation.
• Repeat violation that caused or contributed to a work-related fatality: minimum of $52,720, maximum of $263,599 for each violation.
• Willful violation that caused or contributed to a workRelated fatality: minimum of $52,720, maximum of $263,599 for each violation.
Oregon OSHA is also required to conduct a comprehensive inspection of an employer when certain criteria are met. Those criteria include:
• An inspection of an accident reveals that a violation caused or contributed to a work-related fatality
• When three or more willful violations have occurred at a workplace within a one-year period
• When three or more repeat violations have occurred at a workplace within a one-year period
• When an employer has a history of noncompliance and the administrator deems a comprehensive inspection is necessary for the protection of employees
I encourage you to take a close look at Oregon OSHA’s penalty structure by using our free resources online at https://osha.oregon.gov. These address penalty determinations, penalty adjustments for firstinstance violations (examples: reductions for good faith, employer size, history, and immediate corrections), and more including:
• Tables showing types of violations and situations considered in adjusting a base penalty
• Fact sheet about how penalties are determined
• Fact sheet about understanding rules affecting civil penalties
Our enforcement program is built on prevention and fairness.
We carry out our mission by law, not whim. Workers have a right to a safe and healthy workplace – and to raise concerns without fear of retaliation – and employers have a right to due process, including the right to appeal a citation and to have their concerns heard.
The performance of our safety and health compliance officers –those who conduct our enforcement work – has nothing to do with how often citations are issued or the size of penalties. Their job is to conduct inspections, identify and document hazards that employees are exposed to, and work with employers to correct violations.
Two factors that compliance officers use to determine penalties for violations are the severity of a potential injury or illness and the probability that it could happen.
The only way a citation is issued is if a compliance officer identifies a violation and all legal requirements are satisfied. If no violation is identified, the determination is that the scope of the inspection was “in compliance.” Oregon OSHA cannot issue warnings. We also do not give advance notice of inspections.
The effectiveness of our enforcement program in reducing workplace injuries and illnesses largely depends on the performance of our compliance officers. We regularly train them in our processes, programs, and practices. And annual surveys of employers show our compliance officers receive high ratings for characteristics such as professionalism, respectfulness, responsiveness, and reasonableness.
such concerns as falls in all industries; hospitals, nursing, and residential care facilities; pesticides; heat illness; and struck-by hazards in the logging industry.
One way of understanding where the hospitality industry stands in all of this is to consider workers’ compensation claims data. The hospitality industry is not among the highest sources of claims in Oregon, but it is not among the lowest, either. One of the free resources we offer is a hazard alert for the restaurant industry that addresses common restaurant worker injuries, including burns, trips, and falls. It provides steps to implement safe operating practices, and to train employees to recognize and control hazards.
The hazard alert is just one of many free resources Oregon OSHA offers employers to help them shield their workers from harm and to keep their workers’ compensation costs down.
Our compliance officers, who report to regional field managers, do their jobs based on the following system of priority inspections: imminent danger (first), fatality/accident/catastrophe (second), complaint (third), and referral (fourth). Those categories are what we describe as “unprogrammed” inspections. Then there are “programmed” inspections. These are scheduled/special emphasis and follow-up inspections, fifth and sixth, respectively, on the priority list.
Generally, programmed inspections are based on an employer’s history of workplace injuries and illnesses, previous Oregon OSHA inspections, number of employees, and an overall hazard rating of the employer’s industry.
Worksites are selected according to the criteria in Oregon Administrative Rule 437-001-0057 and program directives A-244 “Inspection Criteria: Scheduling Lists for Safety and Health Inspections,” A-247 “Inspection Criteria: Construction and Logging Safety Inspections,” and A-248 “Inspection Criteria: Criteria for Construction Inspections.” A good resource for understanding what to expect during an Oregon OSHA inspection is this five-minute YouTube video: youtube.com/watch?v=-HIJwhfsXDM.
Oregon OSHA focuses its limited resources on high-hazard industries, such as logging, construction, and agriculture. Our prevention-based emphasis programs reflect this focus. They address
We are always ready to provide our free nonenforcement resources – no fault, no citations, no penalties – to help employers across industries improve their safety and health programs and to better understand Oregon OSHA’s requirements.
They include consultation services (provides free and confidential help with safety and health programs, including how to control and eliminate hazards, and hands-on training); technical guidance on rules; public education and training; regional safety and health conferences; and fact sheets, brochures, guides, and posters. We also recently revamped our Health and Safety Resource Newsletter, offering it as a monthly, web-based e-newsletter. Go online to https://public.govdelivery.com/accounts/ORDCBS/subscriber/new and subscribe for free.
Oregon OSHA believes the best citation is the one that never gets issued because an employer is already complying with workplace safety and health rules. We want employers to be successful. We want workers to be safe and healthy. Whether you serve on a safety committee or supervise workers or lead a safety and health program, all of us play important roles in sending employees home, at the end of their work shift, safe and sound to their families and friends.
Thank you for continuing to make safety and health a top priority in Oregon’s hospitality industry. RENÉE STAPLETON, ADMINISTRATOR, OREGON OSHA
Fresh Approaches to Pay and Staffing That Keep Businesses Running Strong and Adaptable.
Picture a steaming, juicy burger piled high with fresh toppings, a side of golden, crispy fries, and a cold, frothy beer sweating on the table beside it.
Before it even reaches you, a small army of skilled hands has made it happen:
The host who greets you at the door and seats you;
The server who guides you through the menu, making you feel important and cared for;
In the kitchen, a prep cook has sliced the tomato and onion, while a line cook mans the grill through the dinner rush;
An expo inspects the plate, making sure it’s perfect before a runner delivers it piping hot to your table;
When you’re done, a dishwasher scrubs it clean to be used again.
Meanwhile, a manager is behind the scenes ordering ingredients, checking inventory, and balancing schedules. The building’s rent is due, the lights are on, the AC is humming, and the entire operation depends on everyone playing their part.
The stakes are high. Rising wages, volatile food costs, and shifting guest expectations have put immense pressure on restaurants to rethink how they structure pay. The decisions operators make about compensation ripple through every part of the business — affecting culture, retention, and ultimately, the guest experience.
To explore how different models work in practice, we spoke with four restaurant operators who have taken four very different paths:
• Fire & Vine Hospitality, which replaced tips with commissions.
• Local Ocean, an employee-owned coastal restaurant and fish market that uses a shared tip pool approach.
• Kachka, a Portland-based restaurant that eliminated tipping entirely and set a clear wage floor.
Their stories show that there’s no one-size-fits-all answer — but there are lessons to be learned about what it takes to create workplaces where restaurant jobs aren’t just shifts, but sustainable, dignified careers.
Traditional Tipping Done Well
Let’s imagine a high-traffic restaurant in a busy shopping center, where roughly 40 staff members work together to generate about $3 million in annual revenue. Servers are paid the prevailing minimum wage, with the bulk of their income coming from tips left by guests. Other roles, such as bartenders, bussers, and kitchen staff, are paid higher hourly rates based on experience, plus a share of server’s tips.
The tip-out process is clean and simple. At the end of each shift, 96% of a server’s tips stay with the server, while 4% of total sales are pooled and distributed among support staff like bussers and food runners. This split is calculated automatically and included in payroll, so support staff see their tip share on their paychecks. Servers, meanwhile, receive their portion daily through electronic tip cards, giving them immediate access to their earnings.
This model supports a sense of fairness and predictability that many staff value. Experienced servers tend to stay for years, drawn by the immediate reward for their performance and the steady pace of a well-organized operation. Back-of-house retention is also strong, with cooks and dishwashers often remaining for decades because of consistent systems and dependable workloads.
The scalability of this model is part of its appeal: as sales grow, the tip pool grows too, allowing everyone on the team to benefit from collective success. Yet it isn’t without pressure points. Rising wages, benefit costs, and shifting customer expectations continue to force operators to recalibrate margins. Still, for many, this structure endures because it’s predictable for staff, guests, and the business itself. When managed with transparency and consistency, traditional tipping remains an effective way to connect effort and reward in a way that feels immediate and motivating.
FIRE & VINE: Performance Pay Without Departmental Tension
For El Gaucho and its parent company, Fire & Vine Hospitality, the tipping debate wasn’t abstract…it was a direct threat to the business.
Nearly a decade ago, CEO Chad Mackay faced two simultaneous challenges: a tip allocation lawsuit and Seattle’s phased jump to a $15 minimum wage. When Mackay modeled what that wage increase would mean under a traditional tipped system, the results were stark. Servers were the only employees making minimum wage at the time, and raising their base pay would have wiped out nearly a million dollars in profitability across just three restaurants. “That wasn’t sustainable,” Mackay recalls. “We had to rethink everything.”
The breakthrough came in a conversation with labor attorneys: rather than tips, what if servers earned commissions? El Gaucho rolled out a new structure where servers receive a base wage of $1 per hour, plus 15 percent of their individual sales. Support staff, the bussers, food runners, and kitchen team, are paid at declared hourly rates, averaging around $24 an hour. The restaurant adds a service charge, that, unlike a pooled tip, is retained entirely by the company to cover operating costs and benefits. Guests may still leave an
optional tip, which servers keep 100 percent.
The transition was deliberate and collaborative. Mackay and his team held months of meetings and one-on-one sessions to explain the math and hear concerns. The result? Not a single server or bartender quit during the rollout, an extraordinary outcome given how dramatically the system changed.
The model has produced powerful cultural shifts. Servers now earn exceptional money (anywhere from $40 to $110 an hour!) without having to compete with each other or worry about FOH vs. BOH tip pooling disputes. One long-tenured server told Mackay, “I had no idea how much I was prejudging tables before. Now I just practice my craft and get paid.”
By replacing tips with commissions, El Gaucho created a structure that still rewards sales performance and supports flexible, short shifts, while providing the rest of the team with stable, clearly defined and fair wages. The result is a more predictable, transparent pay structure across the board, one that removes nightly volatility and fosters collaboration rather than conflict.
El Gaucho, Portland
PHOTO CREDIT: FIRE & VINE HOSPITALITY
LOCAL OCEAN:
Shared Success in a Seasonal Coastal Market
In Newport, Oregon, Local Ocean Seafoods isn’t just a restaurant. It’s an employee-owned ecosystem. This structure shapes both how decisions are made and how success is shared across the team.
The company operates a dockside restaurant and fish market, a statewide meal kit program, and, most recently, 100% Fish, a new venture that transforms seafood scraps into high-value products for pets, people, and even plant food. Each year, Local Ocean processes roughly 100,000 pounds of seafood, purchased directly from local fishers. At the height of summer, over 100 employees keep the operation running; in the quieter winter months, the team holds steady at around 65.
This diversity of operations gives Local Ocean unusual stability for a coastal business, but it also created complex challenges around pay. By 2020, president and CEO Tony Bixler knew the traditional tipping system wasn’t working.
“We had a lot of veterans on our team,” Tony recalls. “During the pandemic, when we were closed, we held listening sessions. What kept coming up was wage inequality — how hard it was to pay people what they’re worth under the old model.”
The solution was bold: eliminate traditional tipping and replace it with a 20 percent service charge built into every check. Guests may still leave an optional gratuity, but those extra dollars are pooled and shared across the entire shift, front and back of house alike.
The result is a pay structure that smooths out seasonality while rewarding skill and tenure. FOH employees earn $20 to $36 per hour in base wages, plus an additional $7 to $15 per hour from optional gratuities. BOH staff share equally in those gratuities, closing a long-standing gap.
“This model leans into teamwork,” Tony explains. “If your section’s slow, you go help someone else. You’re motivated to work together instead of guarding your own little island.”
As an employee-owned company, Local Ocean takes shared success one step further. In addition to providing 70 percent employerpaid health insurance and a unique sick-time-to-PTO conversion program, they distribute annual profit shares to every team member. Profit is distributed based on hours worked, with a multiplier for tenure that caps at 1.5x after ten years. Even employees who leave mid-year on good terms still receive their share.
The model isn’t perfect. Messaging to guests remains a constant challenge, and ultra-high-earning servers sometimes feel capped by the shared system. But it’s hard to argue with the outcomes: average tenure has climbed to 4.5 years, employees budget with confidence, and the business itself has grown more resilient.
By combining employee ownership with a compensation system that rewards collective effort, Local Ocean demonstrates that restaurants can thrive when everyone truly shares in the work.
Local Ocean Seafoods PHOTO COURTESY OF LOCAL OCEAN SEAFOODS
KACHKA:
Eliminating Tips Through Structured Wages
Israel and Bonnie Morales of Kachka run a full ecosystem: a 120-seat full-service restaurant, a distillery and bar, and a USDA dumpling facility. In total, they employ just under 65 people, many of whom have been with them for years. But like many operators, they struggled with a persistent divide between front-of-house and back-of-house wages.
“In a traditional tipped model,” Isreal explained, “a floor manager can be making less than the people they manage, because tips aren’t shared evenly. It doesn’t make sense.”
In 2022, Kachka overhauled its entire pay structure. They replaced voluntary tipping with a mandatory 22 percent service fee on every check. That revenue goes directly into wages and benefits, creating a stable, transparent system. Every employee now starts at a minimum of $25 an hour, with clear wage bands by role. Servers can reach $32 an hour, bartenders up to $36, and management is salaried above the hourly tiers.
The shift also allowed Kachka to offer benefits more typical of large corporations than restaurants. Healthcare is free for anyone working at least 18 hours per week, with eligibility kicking in after just 30 days. Twice a year, employees share in profit distributions, with a six-month vesting period.
This model didn’t just balance pay…it’s completely changed lives. “I’ve seen back-of-house folks put down payments on cars and houses or get health insurance for the first time ever,” Israel says. “When the gap isn’t so wide, there’s more camaraderie, more teamwork.”
The transition wasn’t without costs. Kachka’s reported payroll skyrocketed, triggering frequent audits and higher workers’ comp rates. “These systems were built for tipped wages,” Israel notes. “When they see payroll like ours, they assume something’s wrong.”
Healthcare premiums also rose steeply, jumping 80 percent in a single year. And because Kachka’s 22 percent fee doesn’t flex the way tipping does, the restaurant has to move faster on pricing than competitors.
Even with those hurdles, Israel is clear about why they stay the course.
“This isn’t the final version. It’s a steppingstone toward a future where guests just pay what it truly costs to run a restaurant.”
For now, Kachka’s experiment proves that when you start with a clear floor and build real ladders, restaurant jobs stop looking like a hustle and start looking like sustainable careers.
Chef Bonnie at Kachka Fabrika Bar
PHOTO CREDIT: KACHKA
$25–32/hr
INTRODUCING CHANGE:
Building the Model With Your Team
Changing a compensation structure is not just a financial decision. It is a cultural one. For staff, pay is not only numbers on a check. It is how they measure value, stability, and trust. Shifts in that system can feel threatening if they come out of nowhere.
As Chad Mackay of Fire & Vine puts it, “You can’t do it to them, you have to do it with them.” That means engaging your team early, listening to their concerns, and giving them a clear line of sight into how the new system works and why it matters.
A powerful way to build that trust is through financial transparency. Share how revenue flows through the business, from sales to payroll to operating costs, so employees understand the reasons behind pay decisions. When staff can see the full picture, it demystifies tough calls like raising menu prices or adjusting wages and turns abstract policies into shared goals.
Start by explaining the problem you are trying to solve, whether that is wage gaps, seasonality, or team tension. Involve staff in shaping the solution by holding small group meetings, walking through real numbers, and inviting honest questions. When employees see their feedback reflected in the final plan, they are far more likely to buy in.
Finally, pace the transition. Consider piloting the new system with a single role, team, or location before expanding across the company. Clear guest communication is equally important. Signage, menus, and staff talking points all help set expectations and prevent awkward moments at the table.
When done well, introducing a new pay model becomes more than a logistical shift. It is a statement of values that shows your team and your community that you are committed to fairness, stability, and shared success.
LOOKING AHEAD:
The Future of Restaurant Compensation
When you sit down at a restaurant, it’s easy to think only about
70% health, PTO conversion
Free health @18 hrs, profit sharing
the food in front of you: a perfect burger, a plate of handmade dumplings, a carefully shaken cocktail. But every dish tells a story. Whether it’s the line cook mastering their charbroiler, the host setting the tone with a warm welcome, the bartender balancing precision and speed, or the dishwasher whose quiet efficiency keeps everything moving.
These jobs require skill, consistency, and pride. Yet for too long, the systems meant to support them have been fragile, reliant on guests to subsidize wages and vulnerable to economic swings that leave workers guessing from week to week what their paycheck might look like.
The restaurants in this article have each asked a hard question: What if we built something better?
For some operators, the answer is sticking with tradition but running it with clarity and consistency. Others, like El Gaucho, are rethinking how individual performance is rewarded. Local Ocean focuses on shared success and stability in a seasonal market, while Kachka offers a full reimagining of restaurant compensation.
There’s no single right model. Geography, concept, and culture all play a role in what works. But across these stories, a common truth emerges: when restaurants are intentional about compensation, they build stronger teams… and stronger businesses.
As the industry faces labor shortages, rising costs, and shifting guest expectations, these experiments are more than just financial strategies. They are acts of leadership, statements about what kind of future we want for hospitality.
For operators, the next step doesn’t have to be an overhaul. It should start with a conversation with your staff, your guests, and your community about what fairness and sustainability look like in your world.
Because when restaurant jobs are treated as careers, everyone wins. The guest experience improves. Retention grows. And the people whose hands make every plate possible finally have the stability and respect they deserve. REBECCA DONLEY, OREGON HOSPITALITY FOUNDATION
CULTURE IS KEY
How Hospitality Businesses Can Attract and Retain Talent Without Breaking the Bank
In Oregon’s hospitality labor market, attracting and keeping talent doesn’t come down to who pays the most. It comes down to who cares the most—about people, about purpose, about creating a place where everyone thrives. The pandemic re-wired the way many employees think about work. Flexibility, purpose, mental wellbeing, social awareness and equality mean more than ever. Teams want to be heard, appreciated and feel as though they’re part of something bigger than the next shift. If you were the best place to work, where your team felt empowered, knowledgeable about their role, had fun and felt as though they belong, you would have people lined up for a job.
Make respect the foundation of your team
Start with simple things that have an impact: Greet every employee by name, ask how they’re doing, genuinely listen, and care about the team. Encourage feedback that works both ways: from management to staff, and from staff to management. Whether it’s daily team huddles, or taking 10 minutes to check in, create channels where your team feels safe to speak. You have expectations of your team, and they should know what they are. But you should know their expectations of you and live up to them.
If you can’t act on a team members’ suggestion, explain why and most importantly always follow up. There is nothing more disheartening than an employee not seeing action and not hearing anything about an issue they have brought forward.
Recognize the work and the effort
Research shows, employees who feel recognized are five times more likely to stay with their employer. In Hospitality, where the work is fast-paced and demanding, it’s easy to overlook the extra effort. That server who stayed late to help the busser? The housekeeper who got a 5-star review? Celebrate them. Publicly thank team members in pre-shift meetings. Write thank-you notes. Spotlight team members in your staff newsletter or on social media. When the team works hard but doesn’t meet the goal? Celebrate the effort that they made. Don’t lose focus on the teamwork and effort that went into the attempt.
Share the vision
People are more motivated when they know they’re part of a mission. What do you stand for? What’s your vision? Why does your business exist in the world? Whether it’s “welcoming every guest like family,” or “being the friendliest motel on I-5,” your team should know your purpose and how they contribute to it.
When you involve employees in that vision, they begin to take ownership. Ask for their input. Let them help shape new policies. When your dishwasher knows how their work affects the guest experience, they become more than just a worker, they become an ambassador for your brand. Make your Core Values and Vision a part of your daily language with the team.
Grow your people
Career development doesn’t have to mean formal training programs. It can be as simple as teaching your line cook to expo or giving your front desk agent the chance to learn about revenue management. Offer mentorship programs with other departments and with leadership teams. Promote from within whenever possible. When people see a future with you, they’re less likely to leave. Even better, give your team permission to grow as people. Encourage curiosity. Ask about their goals and help them get there. And if you’re that kind of leader, you’ll attract more of the right people.
Build belonging
Inclusion isn’t a trend, it’s necessity. People want to feel like they belong, no matter their background, language, age, or gender identity. Building a culture of belonging is more than good ethics, it’s good business. Learn how to pronounce names correctly. Celebrate cultural holidays if your team wants to. Let your workplace reflect the people in it.
Make work enjoyable
You don’t have to throw parties or buy perks to create a positive atmosphere. Fun can be free. Create team rituals: Friday shoutout circle, a playlist everyone contributes to, silly contests, add humor to your pre-shift meetings. We should have fun with work and never allow toxic people into our culture. We work hard, why would we not want work to be fun? A little levity can turn a tough shift into a shared memory.
Lead by example
Your culture starts with you. Are you showing up with integrity, empathy, and enthusiasm? You don’t have to be perfect, but you do have to be present. Walk the floor. Talk to your team. Own your mistakes. Follow through on your promises. Accept responsibility before assigning blame. The team is watching—not just what you say, but how you act. If you treat your team like family and your culture as a priority, they will too. KEN HENSON, REFETTORIO
If you operate a hotel in Oregon, we can recycle your old mattresses through our Commercial Volume Program. Ask us how to receive no-cost recycling and transportation of your collected units.
Joy Broussard • (707) 307-3052 or Email: ORcvp@mrc-us.org
To learn more, visit
Build Your Workplace Safety Community
There is strength in community. Many of us are familiar with safety committees, departments, or task forces. While those are all valuable when it comes to improving the health and safety of employees, a community offers a more inclusive approach. It involves everyone working in the business — even those without formal safety training or experience — to contribute to a strong safety culture.
For a business to thrive, every employee at every level of the organization must feel part of the safety culture and empowered by its goals. Diversity of thought leads to stronger policies and procedures and increases employee buy-in as everyone can see how they impact the whole organization. It can also help identify the gaps in your safety and health program and help you recruit the best team to address safety challenges and opportunities.
Building your safety community
To build a safety community, it’s important to understand the motives, strengths, and challenges of its members. Here are six personas who commonly make up an organization’s safety community:
Change-maker | Motivated by forward progress, the change-maker is always ahead of the curve when it comes to new tools and technologies. With an onward and upward mentality, the changemaker is always discovering techniques and processes to achieve important goals.
Go-getter | The go-getter is driven by the goal of a safe, healthy, and thriving community. They enjoy solving safety and health problems. They are opinionated and compassionate, driven by their vision of a world without injuries or illness.
Enforcer | Known by others in the community to do everything “by the book,” the enforcer wants perfection in compliance, policies, and checklists. Failure
is not an option for the enforcer, and they will do anything it takes to always keep employees safe.
Realist | The realist wants to find practical solutions for all safety issues. They are never afraid to ask “why?” Why do we do it this way? How will this impact the community?
Rookie | The rookie is new to the safety and health arena and has a strong desire to learn as much as possible. What they lack in experience, they make up for with fresh eyes and enthusiasm.
Ally | For the ally, the team’s greater good is the number one priority. They do not usually come up with ideas, but they will adopt a good idea and create excitement around it. They will support and champion the ideas of others to make everyone safer.
Engaging your safety community
After identifying the motivations and strengths of your workplace community's members, it’s important to learn how to engage them. Finding ways to engage these six personas can strengthen safety and health programs and boost employee involvement, leading to a stronger safety culture and improved job satisfaction.
Below are examples of engagement strategies:
• Invite them to participate in a near-miss program
• Assign them to help update policies and procedures
• Ask them to look at the safety and health program for unique insights
• Assign them to create the safety activities and a training calendar
Need more information and ideas? We have resources on saif.com/safetyandhealth to help you build your workplace safety community. Search for Building a Safety Community, Strategies to Engage Personas, and the Ansbro Safety Culture Spectrum. SAIF CORPORATION
MODERNIZING OREGON’S WAY
Oregon Liquor and Cannabis Commission
Whether it’s stocking your walk-in or ordering napkins, the hospitality industry relies upon vendors that can supply them with a click of a button. Bars and restaurants depend upon efficient ordering and procurement supply chains to get their shelves stocked so they can serve their patrons.
Over the past year, the OLCC has been working hard to modernize the way in which we support your businesses. You may recall that last year, we launched the Cannabis and Alcohol Management Program (CAMP) which modernized licensing by enabling licensees to obtain their license and renew online. As the CAMP implementation project moves into refinement and support phases we aren’t laying back; we’re leaning fully into modernizing the way in which distilled spirits are supplied statewide.
This past spring, the OLCC kicked off its Distilled Spirits Supply Chain (DSSC) project. This project is Oregon’s investment in
modernizing the liquor marketplace to better serve Oregonians and the businesses it supports. In fact, the Oregon legislature recognized the need to invest in Oregon’s Way and allocated $87.6 million dollars for this once in a generation modernization project. The modernization will upgrade every facet of Oregon’s Liquor supply chain and includes a new warehouse, a new Point of Sale (POS) system that tracks products statewide, and upgraded accounting/ purchasing software in every liquor store across Oregon.
So, what does this mean for the hospitality industry? Online ordering from your local liquor store! That’s right! Once the system is up and running you will be able to create an account and directly order any product within the system. This means less paperwork and the ability to order products from any liquor store in Oregon.
The upgraded POS system will provide OLCC Warehouse staff with real-time data about what products Oregonians are buying, so that
staff can ensure popular products are restocked in local liquor stores statewide. Another aspect of the modernization is the Enterprise Resource Planning portion of the project. This will ensure Oregon’s distilled spirits supply chain has modern accounting and purchasing software to support the entire liquor supply chain.
These aren’t just digital but also a part of the overall upgrade to Oregon’s Way as the improvements will also be woven into the new liquor warehouse project being built in Canby. While the Milwaukie warehouses have been the backbone of the system, they are outdated and in need of multiple upgrades that are cost prohibitive. The new warehouse will have an advanced material handling system and expanded footprint which will enable the OLCC to better serve Oregon businesses and consumers efficiently. The Milwaukie warehouse often runs at capacity whereas the new warehouse will expand its footprint to 347,000 square-ft. This added space means the OLCC can offer a larger selection of products, including more that are produced right here in Oregon.
Since the kickoff in March, the agency has been proactively working with the implementation vendor (Accenture) and Liquor Store agents to explore capabilities and define the needs of system. This included reviewing what the baseline Microsoft D365 system brings to the table and testing it to see how it needs to be molded to fit into Oregon’s Way of doing business. The implementation team is using a phased approach so that each part of the project is fully mapped out and then executed in a progressively thoughtful manner.
Over the summer, the project team engaged with Liquor Store owners and distributors about what features they are looking for in a statewide system. This has included working with two stores to test pilot the system within a test environment so that normal business operations are not impacted. This has been known as the Design Phase of the project, which was completed in September.
As we are transitioning from summer into fall, the project is progressing into the Testing & Discovery Phase. The goal of this phase is to test the system and find collaborative solutions that meet the needs of the marketplace. Like any project, the team will need to evaluate what system features are built out now before the launch and which will need to be tabled for development later.
Oregon’s investment in upgrading the way we do business reflects our state’s commitment to supporting the hospitality industry. Modernizing Oregon’s Way will enable the OLCC to improve its ability to serve Oregonians by providing businesses with the ability to purchase spirits in an efficient modern manner. Agency staff look forward to moving this project forward and across the finish line.
HOSPITALITY CHAMPIONS
Six Industry Professionals Honored with the 2025 ORLA Hospitality Awards
This past September we had the pleasure of celebrating some of the very best in Oregon’s foodservice and lodging industry during ORLA’s Hospitality Conference in Seaside. Our industry is filled with passionate professionals who pour their hearts into creating unforgettable experiences for their
guests, and this year’s honorees are shining examples of that dedication.
ORLA is proud to recognize four individuals—nominated by their peers—for the lasting impact they’ve made in raising the bar for service and excellence across Oregon. In addition,
we highlight one allied partner and a workforce champion for the exceptional work they do to support the strength and sustainability of this industry. Their commitment, energy, and passion inspire us all, and we couldn’t be more excited to celebrate their achievements.
Employee of the Year
DULCE MENDEZ, Server, Bentley’s Restaurant
What sets a restaurant apart isn’t just the menu or the atmosphere, it’s the service that people remember most. ORLA created this award to help shine a light on the frontline stars whose dedication and service elevate both guests and teams every day. They are the ones with a warm welcome at the door, a helpful hand in a rush, making that extra effort to turn everyday moments into memorable guest experiences. They really are the heartbeat of hospitality. Dulce Mendez is one of those stars. She embodies the spirit of hospitality through her work ethic, adaptability, and commitment. Working her way up from host to a leader within the service team, Dulce has played a key role in training and mentoring other team members. She is recognized an inspiring teammate, a role model for others, and the kind of professional every employer hopes to have on their team. As one colleague describes her, “She has a can-do attitude and does it all with a beaming smile that you can’t help but reflect back at her.”
Team Leader of the Year
BILLIE JO
EDMONDS,
Regional Manager, Mo’s Seafood & Chowder
The Team Leader of the Year Award celebrates the backbone of hospitality— those who guide teams, elevate daily operations, and mentor staff to deliver exceptional service. Billie Jo is a shining example of this kind of leader. She began her career 15 years ago as a host at the Lincoln City restaurant, steadily working her way up by learning every position and mentoring teammates along the way. When COVID hit, Billie Jo stepped up to address the challenges by helping reimagine operations with a focus on employee safety, sustaining morale, and keeping the doors open. She continues to lead with calm, compassion, and integrity, earning the trust of her team and organization. Beyond her role with Mo’s, she gives back by dedicating extra hours to her community’s Food for Kids initiative, inspiring others to lead with the same heart. She exemplifies what it means to be a servant leader as “a steady hand during change, and an unwavering advocate for her team and community.”
Workforce Engagement Champion HEATHER
DeSART, Executive Director, Northwest Oregon Works
The hospitality industry is Oregon’s third largest business sector, providing more than 201,300 jobs and generating over $14 billion in annual sales in 2024. Yet despite its significant impact, hospitality is too often overlooked as a priority in workforce planning. That’s where Heather DeSart comes in. As Executive Director of Northwest Oregon Works, she’s been building partnerships, securing funding, and making sure hospitality has a seat at the table as a key driver of Oregon’s economy. The Workforce Champion Award honors individuals who go above and beyond to strengthen Oregon’s future workforce, and Heather is a perfect example, bringing compassion and a service-oriented approach to her work. Her leadership and advocacy have expanded career-connected learning, inspired students to explore hospitality pathways, and created real opportunities for industry training and growth.
Restaurateur of the Year
ANDY FORTGANG, Co-Owner and Wine Director for Le Pigeon / Canard / Flor Wines
Andy Fortgang has been a steady and influential presence in Portland’s dining scene. As Co-Owner and Wine Director of Le Pigeon and Canard, he has helped guide the city’s restaurant culture while earning recognition well beyond Oregon. Known for pairing strong business leadership with a deep commitment to hospitality, Fortgang has developed beverage programs that enhance the guest experience and reflect his thoughtful approach to wine. His role extends beyond the dining room as an advocate for independent restaurants and a leader who supports his team and community. His passion for genuine hospitality and unwavering loyalty to his guests shine through in every detail of his work. Fortgang reflects the qualities celebrated by the Restaurateur of the Year Award: vision, care, and a lasting dedication to the industry.
Lodging Operator of the Year JENNIFER BERNAL, General Manager, Surfland Hotel
The Lodging Operator of the Year Award honors leaders who set the standard in hospitality, and Jennifer Bernal stands as a clear example of that spirit in action. As GM of the Surfland Hotel in Lincoln City, she has elevated the property through sharp operations, team-focused leadership, and a guest-first approach that consistently raises the bar. Under her guidance, Surfland has earned top rankings and recognition, achievements that reflect both her business acumen and her ability to inspire those around her. She is deeply committed to developing her team and creating opportunities for professional growth. Beyond the hotel, Jennifer’s active engagement with local organizations and her advocacy on important community issues underscore the depth and reach of her leadership, leaving a lasting impact on Oregon’s lodging industry.
Watch each of these hospitality champions’ stories on ORLA’s YouTube channel.
Allied Partner of the Year OREGON DESTINATION ASSOCIATION
The Oregon Destination Association is being honored as Allied Member of the Year for its outstanding leadership in championing and strengthening Oregon’s tourism and hospitality industry. Through a spirit of collaboration and strong statewide advocacy, the association has united members around shared goals that elevate destination marketing and management across the state. From protecting the industry against harmful lodging tax proposals to advancing effective strategies that support communities and businesses alike, the Oregon Destination Association continues to play a vital role in ensuring Oregon’s hospitality sector thrives now and into the future.
You can watch each of these hospitality champions’ stories on ORLA’s YouTube channel (scan QR code). Have an amazing team member to recognize? Submit a nomination for an employee or colleague for the 2026 awards by visiting OregonRLA.org/awards ORLA
EVERGREEN DUAL MEMBERS
Celebrating ORLA’s Loyal National Restaurant Association Members
In this issue, we are proud to recognize our National Restaurant Association dual membership organizations that have remained dedicated partners for 20 years or more. This achievement represents more than the passage of time—it is a testament to a deep and sustained commitment to advancing the hospitality industry, both in Oregon and across the nation. It also reflects the shared values and goals that unite us through our partnership with the National Restaurant Association.
40 + YEARS
• Elmer's, Mall 205 Joined: May 1982
30 + YEARS
• Olive Garden, Gresham Joined: May 1988
• Olive Garden, Eugene Joined: May 1988
• Olive Garden, Clackamas Joined: May 1988
• Red Lobster, Salem Joined: May 1988
These long-standing members have navigated decades of industry evolution, meeting challenges head-on while helping to drive progress. Through their leadership in adopting best practices, advocating for thoughtful policy, and nurturing a culture of innovation and excellence, they have played a critical role in shaping the industry's future. We extend our sincere gratitude to these organizations for their enduring loyalty, visionary leadership, and countless contributions to our hospitality community. OREGON
• Olive Garden, Beaverton Joined: May 1988
• Red Lobster, Gresham Joined: May 1988
• Red Lobster, Medford Joined: May 1988
• Olive Garden, Lake Oswego Joined: May 1988
• Darden Restaurants, Inc. Joined: May 1988
• Olive Garden, Salem Joined: May 1988
• Original Pancake House, Portland Joined: October 1991
20 + YEARS
• McDonald's Corporation Joined: March 1996
• Dutch Bros, LLC Joined: August 1996
• Elmer's Restaurants, Inc. Joined: August 1998
• Elmer's, Gresham Joined: January 2001
NEW MEMBERS
ORLA Would Like To Welcome The Following New Members From June – August, 2025
• Alliance Benefits Solutions LLC, Grants Pass
• The Allred Hotel, Newport
• Astoria Chart Room, Astoria
• Beardman Technology Group, Portland
• Bend Inn & Suites, Bend
• The Bite Tumalo, Bend
• Burch Energy Services Inc., Portland
• Cascade Grill, Albany
• Cloudbeds, San Diego, CA
• DQ Grill & Chill, Seaside
• Flying Arrow Resort, Joseph
• Gluten Free Gem, Portland
• Hilton, West Linn
• Hotel Sylvia, Newport
• LOAM, Dayton
• Melrose Cellars, Roseburg
• Oracle NetSuite, Austin, TX
LODGING PERFORMANCE
Hotel Occupancy
• OSU Professional and Continuing Education, Corvallis
• Outpost Pizza Pub & Grill, John Day
• Portway Tavern, Astoria
• Promenade Inn & Suites, Seaside
• The Ritz-Carlton, Portland
• Terminal Gravity Brewing, Enterprise
• The Wayside Inn, Wilsonville
This chart represents occupancy from hotels in the state of Oregon, year-over-year through August 2025. Source: STR via an agreement with Travel Oregon.
Hotel Occupancy (Year-Over-Year) Percentage Change: August 2025
Oregon Central Oregon Southern Oregon Oregon Coast Mount Hood / Gorge
Valley
Region
Oregon
US (AK, CA, HI, OR, WA)
RESTAURANT INDUSTRY SNAPSHOT
Restaurant Job Market Across Oregon
The following chart illustrates the Monthly Count of Online Job Postings for Oregon. Source: Data and insights for RestaurantsWork are provided by Lightcast, a leading labor market analytics firm, under contract with the National Restaurant Association and its Educational Foundation.
Want to see more?
Want to see more? ORLA members can access insights like this and more in the Member Info Hub at OregonRLA.org.
NEWS BRIEFS
Happenings From Around the Industry
Update Your Lodging Listings
ORLA partners with Travel Oregon to manage the lodging listings featured in the Official Visitor Guide (print) and the Places to Stay (online) directories. Every property that pays the 1.5 percent state lodging tax is eligible for a free basic listing, while ORLA members receive added benefits. To be included, properties must update or verify their information by November 21. Visit OregonRLA.org/lodging-listings or email Listings@oregonrla.org for details.
New Website
ORLA launched its new website on August 26, designed to provide members with a more seamless and user-friendly experience. The fully rebuilt site features improved navigation, refreshed content, and a modernized look, all while integrating directly with our member database for easier access to resources. Explore the updated site and discover the tools and information available to support your business at OregonRLA.org.
Oregon Lottery Updates Winner Rules
Effective September 27, 2025, Oregon Lottery will implement new rules under House Bill 3115 to protect player anonymity and curb ticket discounting. Winners’ names and addresses will remain confidential unless they provide written consent, though the Lottery may still share the city of residence, retailer, game, and prize amount. The law also prohibits the buying and selling of winning tickets, and the Lottery will evaluate prize claims to ensure they comply. These changes mark a significant shift in how winner information is handled and how prize claims are validated.
2025 Restaurant Operations Report
The National Restaurant Association's 2025 Restaurant Operations Data Abstract is now available, offering operators insights to benchmark performance, identify financial risks, and strengthen business strategies. The report highlights median income before taxes of 2.8 percent for full-service restaurants and 4.0 percent for limited-service operations. It also shows prime costs in the limited-service segment averaging 65 cents of every sales dollar, with labor remaining the largest expense for full-service restaurants at 36.5 percent of sales. Visit Restaurant.org for details.
HOW CAN WE SERVE YOU?
Membership in ORLA means being a part of the only organization in the state devoted to protecting and promoting the interests of the entire hospitality industry. Contact us for questions; let us know what issues are affecting your business and how we can help. We have your back!
ORLA Members receive a free audit of insurance and risk management programs and can save an average of 10-15%.
ORLA FINANCE CENTER
ORLA Members access huge savings with various tax credit programs and small business lending.
HOSPITALITY PARTNERS
JASON BRANDT
President & CEO
503.302.5060 JBrandt@OregonRLA.org
GREG ASTLEY
Director of Government Affairs 503.851.1330 Astley@OregonRLA.org
MAKENZIE MARINEAU
GA and Regional Leadership Teams Coordinator 541.404.0033
MMarineau@OregonRLA.org
AIDAN EARLS
Executive Coordinator Government Affairs 971.224.1508 AidanE@OregonRLA.org
OREGON RESTAURANT & LODGING ASSOCIATION MAIN OFFICE: 503.682.4422 • info@OregonRLA.org
POINT OF SALE & PAYMENT PROCESSING
ORLA Members get exclusive pricing models and service discounts including a free 1-on-1 needs assessment and save an average of 25% on processing fees, ranging from $2,400 to $24,000 annually.
WORKERS’ COMP INSURANCE
ORLA’s group program with SAIF affords members an additional discount if they meet the eligibility requirements.
HEALTH & RETIREMENT
Offer health insurance and retirement plans that use tax-free dollars to pay all, or part of an employee's individual premium. Set a defined, tax-free contribution for predictable control over expenses.
AI DOCTOR
Available 24/7 and provides personalized health support and guidance, including diagnosing issues, creating treatment plans, providing talk therapy, and connecting users to a human doctor.
Advance Travel and Tourism - Deep savings on high impact marketing strategies
ASCAP - ORLA Members can save up to 20% off their first-year music license fees
BMI - ORLA Members can save up to 20% off their music licensing fees.
Garth T. Rouse & Associates - Comprehensive health insurance services for ORLA members
Nubi - ORLA Members can save 10% on custom website creation and hosting
Pacific Concepts Group (DIRECTV) - ORLA Members can save 20% or more off retail DIRECTV rates
PenridgeGlobal - Progressive discounts on select custom window treatments for ORLA Members
RestaurantOwner.com - ORLA Members receive 15% off all monthly plans and 30% off all annual plans
RX Music - Members save up to 50% off normal pricing for curated music or music video programs
Stayntouch - ORLA Members save up to $5,000 property management systems and mobility solutions
WhirLocal Media Group - ORLA Members get 25% off the AI Hospitality Employee (save $600/year)
CONSULTING PARTNERS
ORLA’s network of Consulting Partners provide expert guidance and industry-specific support to help members navigate challenges, optimize operations, and grow their businesses.
Baker Tilly - Accounting
Barran Liebman - Employment Law
Jordan Ramis - Business Law
Cascade Employers Association - HR Support
KCreative - Digital Marketing
Refettorio Consulting - Consulting
Beardman Technology Group - Tech Services
ONLINE VENDOR DIRECTORY
ORLA works with close to 200 Allied Members who have joined your association in support of Oregon’s restaurant and lodging operators. To search for Allied Members' products and services visit the online Vendor Directory at OregonRLA.org.
2026
Plan Ahead, Show Up, Stand Out – 2026 Starts Now!
TASTE OREGON LEGISLATIVE RECEPTION
February 10, 2026 | Salem
Meet with some of Oregon’s policymakers for casual conversations, good food and drink, and the chance to share personally the impact our industry has on our state's economy and livability.
OREGON PROSTART CHAMPIONSHIPS
March 2, 2026 | Salem
Today’s ProStart students are tomorrow’s professionals. Support them and help shape a skilled, knowledgeable, and industry-ready workforce. Attend, volunteer or be a judge at the annual state competition.
NORTHWEST FOOD SHOW
April 19-20, 2026 | Portland Expo Center
Don't miss the region’s largest food and beverage show for ideas, information, and new tools for success. Sample the latest in person from hundreds of brands from the Northwest and beyond.
ONE BIG NIGHT - DINNER & AUCTION
June 2, 2026 | The Allison Inn & Spa, Newberg
Enjoy a lavish evening with silent auction followed by dinner and live auction. Your participation will support ORLA’s Political Action Committee and the election of pro-hospitality industry candidates.
ORLA OPEN GOLF TOURNAMENT
July 20, 2026 | Langdon Farms Golf Club, Aurora
This annual golf tournament includes a scramble tournament with carts, lunch, prizes, and awards. Proceeds (including sponsorship revenues) go directly to ORLA’s Political Action Committee.
WOMEN IN TOURISM & HOSPITALITY SYMPOSIUM
September 12, 2026 | Bend
Connect, grow, and lead at our third annual event focused on leadership, branding, and mentorship for women in the industry.
ORLA HOSPITALITY CONFERENCE
September 12-14, 2026 | Bend
Industry leaders, owners and operators gather for this multi-day event of illuminating keynotes, informative seminars and breakout sessions and networking.
