Restaurant & Lodging - Autumn 2026

AUT U M N 2026

Tech that Works How hospitality operators are using technology to solve real operational problems

Technology & Employer Risk CHAMPIONS OF HOSPITALITY

Legislative Agenda Strengthening the Workforce Pipeline

Yesinia Hue & Kylie Gladney, Clearwater Restaurant, Newport PHOTO BY: COAST RESTAURANT GROUP

OregonRLA.org 1

, y l l a c o l d e t f a . Cr n o s a e s l l a d crave

Made in Oregon and crafted with care, Oregon cheese brings local flavor and a story worth sharing to every menu. DISCOVER OREGON CHEESE. 2 Oregon Restaurant & Lodging Association | AUTUMN 2026

ABOUT

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.

Clearwater Restaurant, Newport

PUBLISHER JASON BRANDT / PRESIDENT & CEO

PHOTO BY: COAST RESTAURANT GROUP

JBrandt@OregonRLA.org LORI LITTLE / EDITOR

LLittle@OregonRLA.org HEIDI JANKE / DESIGN

HJanke@OregonRLA.org

MEMBERSHIP

To become a member of the Oregon Restaurant & Lodging Association, please contact us at info@OregonRLA.org or 503.682.4422.

ADVERTISING

Please support the advertisers herein; they have made this publication possible. For information on advertising opportunities, please contact Big Red M, serving on behalf of the Oregon Restaurant & Lodging Association (ORLA): Ronnie Jacko, Senior Advertising Account Executive, Big Red M, Ronnie@bigredm.com or 503.445.2234

SUBSCRIPTIONS

To update your digital and print subscriptions to this publication and all ORLA communications visit OregonRLA.org.

2026-27 ORLA BOARD OF DIRECTORS

Liz Dahlager, Chair, Mereté Hotel Management Gordon Feighner, Vice Chair, Jam on Hawthorne Cheri Helt, Treasurer, Zydeco Kitchen & Cocktails Scott Youngblood, Secretary, CASCADA Komal (Tina) Patel, Immediate Past Chair, ALKO Hotels John Barofsky, Beppe & Gianni's Trattoria Terry Bichsel, Rivertide Suites Hotel Ryan Fahey, Spirit Mountain Casino Andrew Fortgang, Le Pigeon Justin Freeman, Bagel Sphere Terry Goldman, The Porter Kurt Huffman, ChefStable Michelle Kaufmann, Stoller Wine Group Conners McMenamin, McMenamins Ally McLain, Miller Nash LLP Alkesh Patel, Evergreen Hospitality Development Group Sapana Patel, AJA Hospitality / Jaiden Investments Taran Patel, A-1 Hospitality Group Zach Poole, Pig 'N Pancake George Schweitzer, West Coast Hospitality LLC Jerry Scott, Elmer's Restaurants Inc. Jim Smith, Mountain Mike's Pizza, Cascades Coffee House Jake Vanderveen, McDonald Wholesale Co. Dhruti Amin, Ex Officio Board Member, ALKO Hotels

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AUTUMN 2026 TECH AT WORK COVER STORY 22 Using Tech To Make More Time For Guests Two Oregon Hospitality Pros Share How Technology Helps Them Reclaim Time to Focus on Guests and Team Members. LEADERSHIP 5 From the CEO A New Chapter of Leadership for Oregon Hospitality ADVOCACY 8 Advocacy Update What ORLA Is Watching, Where We’re Engaging, And How Members Can Strengthen The Industry’s Voice OREGON HOSPITALITY FOUNDATION 16 From the Foundation Creating Stronger Workforce Pipelines for Oregon Hospitality, from the Classroom to the Workplace

AGENCY 26 It’s Your Business: Your Best Safety Tool is Already in Their Pocket 34

OLCC’s Spirited Modernization New Warehouse and Upgraded Distribution Systems to Help Better Serve Hospitality Businesses for Years to Come

CHAMPIONS 36 Champions of Oregon Hospitality Recognizing The People Whose Service, Leadership And Commitment Strengthen Our Industry IN EVERY ISSUE 38 Cost-Saving Programs Member-Exclusive Benefits 40

News Briefs Industry Happenings

SOLUTIONS 20 Technology & Employer Risk What Oregon Employers Should Know Before Adopting Workplace Technology

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New Members Welcome!

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Lodging Performance Report Hotel Performance

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Restaurant Snapshot Job Postings by Experience Level

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Looking Ahead Industry Calendar

Preparedness Pays Off: Building Business Resilience in a Power‑Disrupted World

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Take a

second look.

In the hospitality industry, it’s all too easy to face “death by a thousand cuts” — expenses piling up from every direction.

But you can take control over one of these line items. Your insurance. Are you using these ORLA resources? •

•

Your ORLA membership comes with a complimentary insurance review. You get input on steps you can take to reduce your insurance-related expenses. ORLA also sponsors the Hospitality Insurance Program (HIP). HIP gives you large group purchasing power and coverage specifically tailored for the hospitality industry. Last year, ORLA members trimmed their insurance bills by an average of $3,650 with HIP.

Find out if you have coverage gaps. Schedule your free review today. Rob Hoover 503-820-3415 gethip@risk-strategies.com www.gethip.biz

HP

Risk Strategies | Part of the Brown & Brown Team Property & Casualty | Employee Benefits | Private Client Services | Consulting | Financial & Wealth

4 Oregon Restaurant & Lodging Association | AUTUMN 2026

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FROM THE CEO A New Chapter of Leadership for Oregon Hospitality

Outgoing ORLA Board Chair, Tina Patel Co-Owner of ALKO Hotels ORLA Hospitality Conference, Bend

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s we prepare to begin a new fiscal year at the Oregon Restaurant & Lodging Association, it is an appropriate time to pause and recognize the outstanding industry leaders who have given their time, energy and expertise to serve on ORLA’s Board of Directors.

Beginning October 1, Tina will continue serving ORLA as Immediate Past Chair, providing valuable continuity and leadership to our executive team.

At the same time, we are pleased to welcome Liz Dahlager, Chief Operating Officer of Mereté Hotel Management, as ORLA’s Board Our association is fortunate to have a deep bench of dynamic Chair for the 2026-2027 fiscal year. Liz brings extensive hospitality restaurant and lodging executives who understand that a strong experience and a deep understanding of the opportunities and hospitality industry requires more than running successful challenges facing the industry. We look forward to her leadership businesses. It requires leadership, advocacy and a willingness to step as we continue building an association focused on protecting, forward on behalf of the thousands of businesses and employees who improving and promoting Oregon’s hospitality industry. make Oregon’s hospitality industry such an important part of our state’s economy. Joining Liz and Tina on ORLA’s executive team will be Gordon Feighner, Co-Owner of Jam on Hawthorne; Cheri Helt, Co-Owner This year, we owe a special debt of gratitude to Tina Patel, Coof Zydeco Kitchen & Cocktails and Stacks; and Scott Youngblood, Owner of ALKO Hotels, who has served as ORLA’s Board Chair Managing Director of CASCADA Thermal Springs + Hotel. during the past year. Tina has brought thoughtful leadership, energy and a strong commitment to the industry. Her willingness to Together, these leaders represent the diversity and strength of engage with fellow board members, ORLA’s professional staff and Oregon’s restaurant and lodging industry. They are passionate industry partners has helped move our association forward during an about working alongside ORLA’s professional staff to advance the important year. association’s mission and ensure our members have a strong voice at the local and state levels of government. OregonRLA.org 5

We also want to recognize and thank the board members who are retiring from service: Natalie Sheild of Togather Restaurant Consulting; Patrick Nofield of Escape Lodging Company; Gillian Duff of El Gaucho; Joe Buck of Gubanc’s/Babica Hen/Lola’s Cafe Bar; Marin Arreola III of Advanced Economic Solutions; Joe Lowry, formerly of Bandon Dunes Golf Resort; Katie Poppe of Blue Star Donuts; and Rick Takach of Vesta Hospitality. Their contributions to ORLA cannot be measured simply by the number of meetings attended or hours spent volunteering. Board service represents a commitment to something larger than any individual business. It is a commitment to the future of Oregon hospitality. We are grateful for the perspective, relationships and leadership each of these individuals has provided. We are equally excited to welcome ORLA’s newest board members, who will begin three-year terms on October 1: Ryan Fahey, Director of Guest Services at Spirit Mountain Casino; Andrew Fortgang, Co-Owner of Le Pigeon and Canard; Terry Goldman, General Manager of the Porter Hotel; Michelle Kaufmann, Vice President of Communications at Stoller Wine Group; Conners McMenamin, CoOwner of McMenamins; Ally McLain, Attorney with Miller Nash LLP; Sapana Patel, Owner of AJA Hospitality/Jaiden Investments; and Zach Poole, Co-Owner of Pig ‘N Pancake restaurants. Their leadership comes at an important time. As November elections approach, ORLA will continue working with these new leaders and our broader membership to advocate for fair and equitable tax policies affecting restaurants, lodging businesses and the communities they serve. Current issues include a proposed two percent gross profits tax appearing on the ballot in Eugene, a proposed five percent restaurant tax in Cascade Locks, and a proposal in Gearhart that would more than double the local lodging tax rate. These issues reinforce an important reality: it takes a village to protect Oregon’s hospitality industry. Increasingly, local governments are looking at industry-specific taxes as they seek additional revenue to balance city and county budgets. ORLA believes the conversation must include a broader examination of Oregon tax policy and less targeting of specific business sectors. Our approach is rooted in collaboration. We want to work with local governments to demonstrate the exponential return on investment that comes from keeping existing industry tax dollars focused on tourism promotion, visitor services and facilities that attract new dollars to communities. When visitors come to Oregon, they support restaurants, hotels, attractions, retailers and countless other local businesses. 6 Oregon Restaurant & Lodging Association | AUTUMN 2026

Incoming ORLA Board Chair, Liz Dahlager Chief Operating Officer, Mereté Hotel Management; ORLA Hospitality Conference, Bend

That is why leadership matters. And that is why we are so grateful to those who have served while welcoming those who are stepping forward. Please join us in thanking ORLA’s outgoing board members for their service, celebrating Tina Patel’s year of leadership, welcoming Liz Dahlager as our new Board Chair, and congratulating the entire incoming executive team and Board of Directors. The future of Oregon hospitality depends on strong leaders willing to stand together. We are fortunate to have so many. Learn more about ORLA’s Board of Directors at oregonrla.org, and equip yourself with the latest industry intelligence by following the Government Affairs section of this magazine.  JASON BRANDT, PRESIDENT & CEO, ORLA

GET LISTED!

Update Your Property Info Today for the Official Visitor Guide Your listing helps travelers discover your property. Make sure they find accurate, up-to-date information. Review, update or verify your info by December 1, 2026 for inclusion in the 2027–2028 Printed Travel Oregon Visitor Guide.

Online Directory

ORLA is the official lodging listings provider for the statewide guide. Your updated information will also appear in Travel Oregon’s online directory after the new year.

Official Printed Visitor Guide

NEED HELP? Contact Kira Miles at ORLA 503.682.4422 or Listings@OregonRLA.org

UPDATE YOUR LISTING OregonRLA.org/Lodging-Listings DEADLINE: DECEMBER 1, 2026

Make sure your property information is reviewed, updated and approved by the deadline.

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ADVOCACY UPDATE What ORLA Is Watching, Where We’re Engaging, And How Members Can Help Strengthen The Industry’s Voice

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s we look ahead to the 2027 Legislative Session, ORLA’s advocacy work is already well underway. From shaping our legislative priorities and tracking local tax proposals to meeting with operators around the state and strengthening relationships with elected officials, there is a lot happening that could impact hospitality businesses. Here’s a look at some of the key issues we’re following—and ways members can stay informed and engaged along the way.

Legislative Agenda

In the upcoming Legislative Session starting in January, ORLA will once again be focused on protecting hospitality operators and businesses and advancing solutions to help our industry not just survive but thrive. Below is the Legislative Agenda ORLA will be following this session. Additional issues always emerge before and during a session, but these are the priorities we’ve identified based on what we know currently.

2027 PRIORITIES 1. Reform the Corporate Activity Tax (CAT) Since a repeal is unlikely, ORLA will support reforms that reduce the impact of the CAT on low-margin businesses, including raising the $1 million threshold to $3–5 million and indexing it to inflation or lowering the current tax rate of .57. ORLA expects to work alongside other business organizations pursuing similar reforms. 2. Repeal/Reform of Extended Producer Responsibility (EPR) With legal challenges to Oregon’s EPR law underway, ORLA will pursue opportunities to improve the program and reduce unnecessary burdens on businesses. Potential reforms include: • Targeted packaging exemptions for materials that are difficult to replace or recycle. • Small-producer and compliance reforms addressing mandatory Producer Responsibility Organization (PRO) participation. • Greater transparency and accountability in fees, ensuring rates reflect actual recycling costs and outcomes rather than revenue targets. 3. Defend the Lodging Tax Following significant changes to Oregon’s state and local lodging tax structure in 2026, ORLA will remain vigilant against additional tax increases or changes that redirect lodging tax dollars away from tourism and hospitality purposes.

4. Remove the Business Resiliency Grant Fund The Business Resiliency Fund created through HB 4148 draws from lodging tax dollars designated for tourism promotion, marketing and facilities. Working with Destination Management Organizations, ORLA will seek removal of the fund to help ensure these dollars remain focused on attracting visitors, supporting local economic activity and creating jobs. 5. Preemption of Local Meals Taxes With cities and counties continuing to consider new local taxes, including taxes on meals, ORLA will explore statewide preemption of local meals taxes to protect restaurants from an additional layer of local taxation. OTHER ISSUES ORLA IS MONITORING Culinary Torch Restrictions ORLA is monitoring potential legislation restricting torch lighters, including culinary torches. After ORLA raised concerns about an initial proposal for a broad ban, lawmakers appear to be considering a narrower approach that would avoid unintended impacts on restaurant operations.

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Medicaid Employer Assessment A proposal under consideration could assess employers with more than 100 employees when workers, including part-time employees, qualify for the Oregon Health Plan. ORLA is monitoring discussions and the potential impact on hospitality employers. Oregon Health Authority (OHA) Marker Fees OHA is considering legislation that would allow increases to the benchmark fee counties use to establish local health inspection fees. The proposal could also allow future increases by administrative rule, subject to a 3% cap. ORLA will monitor the proposal for potential cost impacts on restaurants and foodservice operators. Enforcement of Unlicensed Food Carts OHA may pursue legislation strengthening enforcement against unlicensed temporary food vendors, including food carts operating around sporting events and other large gatherings. ORLA supports effective enforcement that creates a level playing field for properly licensed operators, subject to the final legislation. Visit OregonRLA.org/Advocacy for the latest updates.

The agenda has been approved by the ORLA Government Affairs Committee and the ORLA Board of Directors to help guide us through what promises to be another interesting and challenging legislative session.

Local Government Affairs Intelligence Gearhart The city of Gearhart is considering increasing their local transient lodging tax (TLT) from its current seven percent to 15 percent, more than doubling the local lodging tax for operators in the city limits. Combined with the state and county lodging taxes, Gearhart’s total TLT as of January 1, 2027, would be 20.75 percent, the highest in the western United States, topping cities like Portland, Seattle, San Francisco, Denver and Las Vegas. Local operators including hotel and short-term rentals are mobilizing and meeting with city councilors to discuss alternatives.

Cascade Locks The city of Cascade Locks is hoping to pass a five percent sales tax on meals to include prepared food and beverages on the November ballot. Despite pushback from local operators and requests to find a fairer and more equitable funding source, the city decided to move forward on the proposal. ORLA is opposed to the tax and the burden it unfairly places on restaurants, bars, food carts and other eating establishments who will have to explain to customers why their check is more expensive than neighboring communities. The opposition campaign, No Sales Tax on Meals, has more information on the impacts such a tax can have on residents and hospitality businesses. More information can be found at www.nosalestaxonmeals.com.

Eugene Eugene will have a two percent tax on large retailers on the ballot in November for voters to consider. ORLA, along with other business groups, local leaders and residents is opposing the tax. The stated purpose of the tax is to “provide a consistent longterm funding source and oversight structure to invest in climate action projects that support environmental justice and social, economic and environmental benefits for all Eugene residents, including the development of a diverse and well-trained workforce and contractor pool to perform work that reduces or sequesters greenhouse gases.” More information can be found at www.stopthehiddentax.com.

ORLA Regional Roundups

Your association is hitting the road again this fall, coming to a town near you. From September through early November, the ORLA team will be visiting eight locations around the state to meet with operators where they live and work, discuss issues important to businesses. We hope industry members can make the time to meet with us and have a chance to connect with local legislators immediately following the meetings during a hosted social. Some Regional Roundups have already taken place, but we want you to have the full schedule at a glance—and we hope to see you at one of the remaining events. Check out the dates and times below and RSVP today: • September 28, Independence 3:00-5:30pm Independence Hotel • September 30, Coos Bay 3:00-5:30pm 7 Devils Brewing • October 1, Ashland 11:30am-1:00pm Nous Restaurant + Bar • October 13, Redmond 3:00pm-5:30pm SCP Redmond Hotel • October 19, Eugene 3:00pm-5:30pm Hyatt Place Hotel • October 26, Hood River 3:00pm-5:30pm Best Western Plus Hood River Inn • October 27, La Grande 3:00pm-5:30pm Best Western Plus Rama Inn and Suites • November 3, Astoria 3:00pm-5:30pm Fort George Brewery + Public House

Visit OregonRLA.org/events. OregonRLA.org 9

ORLAPAC: Strengthening Hospitality’s Voice

ORLA’s Political Action Committee, ORLAPAC, is our vehicle for supporting candidates and legislators who understand and support the hospitality industry in Oregon. Your contributions ensure we have the resources necessary to make investments in campaigns. Events held earlier this year like One Big Night and the ORLA Open Golf tournament are great ways to not only contribute to the PAC but also interact with your peers and fellow industry members while having a great time. The good news is that if you missed one of those events, you could still contribute. When you pay for your annual ORLA membership, you can also designate a contribution to the PAC as part of your payment. If you’ve already paid your membership for this year, you can also contribute directly to the PAC by visiting Oregonrla.org/support-pac today. Your investment in ORLAPAC gives us the opportunity to positively outcome the races that matter most to our future in Oregon. Thank you for contributing!

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When the future has to be now. Get started at CLAconnect.com. ©2026 CliftonLarsonAllen LLP. CLA (CliftonLarsonAllen LLP) is an independent network member of CLA Global. See CLAglobal.com/disclaimer. Securities and investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC-registered investment advisor, member FINRA/SIPC.

OregonRLA.org 11

Celebrating a century of serving Oregon!

Help guests stay cozy while reducing costs with energy saving upgrades As temperatures drop, now is the time to upgrade to energy-efficient equipment that keeps guests comfortable and lowers energy costs. Whether you’re looking to install heat pumps, smart thermostats or insulation, Energy Trust of Oregon offers cash incentives to help make upgrades more affordable. Discover how you can start saving today at www.energytrust.org/lodging 12 Oregon Restaurant & Lodging Association | AUTUMN 2026

HOW CAN WE SERVE YOU? Reach out to our government affairs team with questions, share the issues impacting your business, and let us know how we can support you. We have your back. ADVOCACY CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@OregonRLA.org GREG ASTLEY Director of Government Affairs 503.851.1330 Astley@OregonRLA.org AIDAN EARLS Executive Coordinator Government Affairs 971.224.1508 AEarls@OregonRLA.org

Get Engaged as an ORLA Oregon Hill Runner

Relationships matter. At ORLA, we have some great relationships with elected officials across the state at every level. Our work in educating and informing our city councilors, county commissioners, legislators, state agencies and members of Congress is ongoing and critical to helping stop bad legislation and protect the interests of our members. But we need your help. With a limited staff and limited time, we can only cover so much ground and have so many meetings. Your involvement in our advocacy efforts through the ORLA Oregon Hill Runner program would make a difference. Our Hill Runner program connects you with your local legislator, helping you to establish and develop a deeper relationship in order to facilitate conversations now and in the future about what’s happening at the Capitol and how it affects you, your employees and your business.

With 90 legislators across Oregon, we need ORLA members to step up and get involved in the Hill Runner program. It’s as easy as inviting your legislator to have a cup of coffee at your restaurant and take a tour of your hotel operation. Have a conversation with him or her about how things are going in your business, introduce them to your team and share the impacts their rules, regulations and laws have on your livelihood. Get to know them and allow them to get to know you and encourage them to reach out and seek your opinion on how prospective legislation might impact you and your employees. Our goal this year is to add ten more Hill Runners to the 35 who are already in place. If you’d like more information on how you can become an ORLA Oregon Hill Runner, contact me at astley@oregonrla.org today and find out how you can be an important part of making a difference.  GREG ASTLEY, DIRECTOR OF GOVERNMENT AFFAIRS, ORLA

CONTRACT LOBBYIST:

ELIZABETH HOWE ORLA Contract Lobbyist, President, Howe Public Affairs 503.910.3270 Elizabeth@HowePA.com GA COMMITTEE CO-CHAIRS:

JIM SMITH Oregon Area Developer, Mountain Mike's Pizza; Founder, Cascades Coffee House MIKE HERRON Corporate Counsel, VIPS Industries Inc

JOIN THE CONVERSATION Share insights on the issues that matter most to your business by joining ORLA’s Government Affairs Zoom Calls. Contact Aidan Earls to learn more. ORLA MAIN OFFICE: ​​

503.682.4422 • info@OregonRLA.org

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O R LA'S

CAPITOL DAY ASSEMBLY

YOUR BUSINESS BELONGS AT THE TABLE. SAVE THE DATE: FEBRUARY 4, 2027 • SALEM

One day. Multiple opportunities to shape the conversation around Oregon hospitality. GET THE INTELLIGENCE Start the day with timely ORLA briefs and direct interaction with legislative leadership. TAKE YOUR VOICE TO THE CAPITOL Make appointments to meet with your legislators and advocate for your business, or connect with fellow industry leaders at the ORLA Board Meeting. BUILD RELATIONSHIPS. SHARE YOUR STORY. Close the day at the Taste Oregon Legislative Reception with policymakers and leaders, and industry peers over good food and drink.

Legislative Reception Presenting Sponsor:

Taste Oregon Legislative Reception

Join us for an evening of great food, meaningful connections, and important conversations with Oregon’s policymakers. Your voice matters. Come help showcase the strength of our industry.

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Capitol Day Assembly

Join fellow restaurant and lodging professionals in Salem for ORLA's Capitol Day and connect directly with state policymakers. Bring your perspective, learn what’s ahead, and make sure the realities facing your business are part of the conversation. And when the work is done, raise a glass at the Taste Oregon Legislative Reception. Good food. Good conversation. A room full of people who understand the business and policymakers ready to hear from you.

SHOW UP. SPEAK UP. BE PART OF WHAT’S NEXT.

Contact us if you are interested in being a Featured Restaurant at the Taste Oregon Legislative Reception, email Lauri at LByerly@OregonRLA.org.

OregonRLA.org 15 OREGONRLA.ORG/ORLA-EVENTS

FROM THE FOUNDATION Creating Stronger Workforce Pipelines for Oregon Hospitality, from the Classroom to the Workplace

ProStart Class at Career Technical Education Center - Salem-Keizer Public Schools

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here’s buzzy energy at the Oregon Hospitality Foundation, and you can feel it in the work we’ve been doing to bring new talent into our industry. Recently, we have revamped and expanded Guest Service Gold, Restaurant Ready, and ProStart, and we’ve built and expanded partnerships with workforce boards across the state, each one creating a different path into hospitality careers.

Sector Partnerships Across Oregon

The Foundation works with Oregon’s workforce boards to make sure that our industry has a seat at the table when regions plan their workforce investments. On the coast, the Oregon Coast Hospitality Network brings together Northwest Oregon Works, Lane Workforce Partnership and hospitality operators up and down the coastline on the last Thursday of every month to network, share their successes

and challenges, and learn about regional resources that can help them run their business. The Willamette Valley sector partnership launched in April, giving operators there a direct connection to their peers and workforce planning teams. Eastern Oregon Workforce Board is recognizing Hospitality & Tourism as a key industry sector in the region, and Lane Workforce Partnership is gearing up to launch another partnership for inland operators this fall. When our workforce boards and the Oregon Employment Department acknowledge that our industry carries real economic weight, our employers have a voice in how training dollars and program are shaped locally, and a place to bring their hiring challenges.

Restaurant Ready

Restaurant Ready is the National Restaurant Association Educational Foundation's

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designation for community based organizations that train people for careers in restaurants and hospitality, and the Foundation is building a network of these partners across Oregon. For the programs, becoming Restaurant Ready means national recognition, access to industry curriculum and credentialing resources, and a direct connection to the Foundation's statewide network of employers. For operators, it means a reliable source of candidates who come in having already trained in a working kitchen, earned industry credentials, and prepared for the realities of the job. Many of these programs serve people who have faced barriers to employment, and the graduates who come through them tend to bring a level of commitment that's hard to find. Stone Soup PDX and Inspire Culinary Academy are the newest Oregon programs to earn the designation, and our goal is a Restaurant Ready partner in every one of

HOW CAN WE SERVE YOU? Oregon's nine workforce regions. If you know of a culinary training program in your area that should be part of this network, or you'd like to start hiring from one, reach out and we'll make the connection.

Guest Service Gold, Redesigned And Now In Person

Guest Service Gold (GSG) has been completely redesigned by the American Hotel & Lodging Educational Institute, in collaboration with industry employers across the country, to teach the service-forward people skills that drive guest satisfaction, loyalty, and positive reviews. The new program distills those skills into five easy to understand elements and equips youth and adult learners with the core employability skills they need to compete and succeed in today's job market–skills that matter in every job, not just service jobs. Until recently, GSG was offered almost exclusively online. The Oregon Hospitality Foundation now has a certified trainer delivering it in person, and the difference is significant. The in-person training is conversational, low pressure, and genuinely inspiring, and participants leave with skills they've actually practiced rather than just read about. It works especially well for people entering the workforce for the first time or returning after a gap or career change, which is why we're delivering it through the Oregon Youth Authority and state correctional facilities. For employers, it's a great way to bring on young people who have the right personality but no experience yet and give them the service skills to match. It's also a powerful way to reenergize frontline staff who are feeling burnt out. Anyone who's worked the front line knows what it's like to finish a shift completely spent with no real chance to recover. A few hours away from guest pressure, talking with peers and other hospitality professionals and remembering why this work matters, can make a real difference in how people show up for their

next shift. If you'd like to bring in-person Guest Service Gold to your team, reach out and we'll help you set it up.

ProStart High School Curriculum

ProStart is a two-year career technical education program that gives Oregon high school students a real foundation in both culinary arts and restaurant management. The curriculum was developed by the National Restaurant Association Educational Foundation with input from industry professionals, and it's competency based, so students aren't just learning recipes. They're learning knife skills and food safety alongside cost control, menu planning, marketing, and leadership, the full picture of what it takes to run a successful operation. Students who complete the program and meet the work experience requirements earn the ProStart National Certificate of Achievement, a credential that's recognized by employers and can earn them credit at participating colleges and culinary schools. Each year roughly 8,100 students in about 54 Oregon high schools take part, and every spring the strongest teams test their skills at the Oregon ProStart Championships. The programs that thrive have one thing in common: local operators who show up. That's why the Foundation has launched Adopt a School, an easy way for employers to partner with a ProStart program in their community. Adopting a school isn’t just making a donation, it can mean mentoring students, guest teaching a lesson, hosting a class at your location, coaching a competition team, donating equipment, or hiring students for their work experience hours. These students are the next generation of cooks, servers, and managers, and the operators who invest in them now will be the first to benefit. If you'd like to adopt a school near you, reach out and we'll make the match.  REBECCA DONLEY, OREGON

The Oregon Hospitality Foundation (OHF) exists to strengthen our industry by focusing on workforce development, education, training, and community support. We are dedicated to helping ensure hospitality businesses have the skilled workforce and resources they need to succeed now and in the future. Reach out with questions or to get involved. We have your back. FOUNDATION CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@OregonRLA.org

REBECCA DONLEY Workforce Strategist Oregon Hospitality Foundation 714.483.6542 RDonley@OregonRLA.org COURTNEY SMITH ProStart Manager Oregon Hospitality Foundation 775.354.9895 CSmith@OregonRLA.org

2025-26 OHF BOARD OF DIRECTORS • Jaime Eder, Chair, Travel Oregon​ • Ryan Fahey, Vice Chair, Spirit Mountain Casino • Allen Pike, Secretary / Treasurer, Mereté Hotel Management • Ken Henson, Immediate Past Chair, Refettorio Consulting

• Jason Bender, Outback Steakhouse, Evergreen Restaurant Group • Jason Brandt, Oregon Restaurant & Lodging Association • Amanda Cavitt, Garibaldi Portside Bistro • Julie Kirksey, Sysco - Pacific Northwest • Ron Moore, Hoagland Properties, Inc. • Brian Olson, Beachcomber Vacation Homes • Joshua Willis, Sunriver Resort

OREGON HOSPITALITY FOUNDATION MAIN OFFICE: ​​503.682.4422

info@OregonRLA.org

HOSPITALITY FOUNDATION

OregonRLA.org 17

Help combat industry labor shortages and ensure a strong pipeline of skilled culinary and management professionals.

Get involved today!

Attend.

Judge.

Volunteer.

Cheer on the next generation of talent as high school students showcase their skills and passion at the annual state championships.

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.

Join the effort and help cultivate our next generation of leaders. 18 Oregon Restaurant & Lodging Association | AUTUMN 2026

MARCH 15 • SALEM

OregonRLA.org/ProStart-Championship

Mentor.

Donate.

Sponsor.

Share your skills with your local high school students and lend a hand in the classroom as they ready for competition.

Financially support the future workforce by donating to the Oregon Hospitality Foundation so programs like the statewide competition can continue.

Sponsor a school program in your area or help send an Oregon delegation to Nationals by sponsoring a student from the winning team.

QUESTIONS?

Contact Courtney Smith at 503.682.4422 or CSmith@OregonRLA.org for more information. OregonRLA.org 19

TECHNOLOGY & EMPLOYER RISK What Oregon Employers Should Know Before Adopting Workplace Technology

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echnology is becoming an increasingly important part of daily operations for Oregon’s restaurant and lodging businesses. From scheduling and payroll systems to digital hiring tools and guest-facing platforms, technology can improve efficiency and consistency. But it can also create legal and operational risk when employers rely on it without appropriate oversight.

Because staffing needs in hospitality can change quickly, employers should maintain meaningful human oversight to ensure schedules are lawful, practical, and applied consistently.

For restaurant and lodging employers, technology often affects the areas of the business that create the greatest day-to-day pressure: staffing, overtime, tip reporting, meal and rest periods, attendance, and turnover. In an industry with tight margins and persistent staffing challenges, automation can be appealing. Technology, however, works best when it supports effective management practices—not when it replaces them.

Technology can also help—or hinder— wage and hour compliance. Timekeeping systems, tip-allocation tools, and payroll platforms are critical for Oregon employers, particularly those with tipped employees, banquet staff, or employees who perform both front-of-house and back-of-house duties. A well-configured system can help reduce errors and support accurate pay practices. A poorly configured system can replicate the same error across an entire workforce before anyone identifies it. Employers should periodically review timekeeping, payroll, and tip-related settings rather than assuming the software is accounting for every legal and operational variable.

Scheduling software is one example. Many restaurants and lodging businesses use systems that forecast staffing needs, assign shifts, and track attendance. These tools can help managers prepare for seasonal demand, special events, and last-minute staffing changes. But problems can arise when systems are configured incorrectly or when managers assume the software’s output is always accurate.

Employee-monitoring tools deserve similar attention. Employers may use technology to track productivity, device use, guest-service metrics, or other operational information. Some monitoring may be appropriate for security, safety, or legitimate business purposes. At the same time, overly intrusive practices can affect morale, trust, and retention. Employers should clearly communicate what information

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20 Oregon Restaurant & Lodging Association | AUTUMN 2026

is being collected, the business purpose for collecting it, and how it may be used. Technology is also changing hiring and training practices. Online applications, automated screening tools, and digital onboarding systems can streamline the hiring process, particularly during busy seasons when restaurants and lodging businesses need to fill positions quickly. But efficiency should not come at the expense of careful, consistent decision-making. Employers should ensure managers understand how to evaluate applicants and use automated tools appropriately, rather than treating those tools as a substitute for informed hiring judgment.

make them faster. The most effective systems help employers maintain accurate records, pay employees correctly, support consistent management practices, and identify concerns before they become larger problems. Employers that periodically review their systems, train managers, and build in appropriate human oversight will be better positioned to manage risk than those that assume software will solve operational challenges on its own. In a fast-moving hospitality environment, that discipline can support both strong service and sound employment practices. ALLY MCLAIN, MILLER NASH LLP

Digital tools can also support workplace complaint reporting and investigations. Systems that track concerns, document follow-up, and preserve records can help employers respond more consistently—particularly in workplaces with frequent management changes or high employee turnover. Still, a digital platform cannot replace a prompt response, a thorough review, sound judgment, or appropriate follow-through. Employers should ensure that managers know how to recognize concerns, elevate them when appropriate, and respond consistently with company policy. For Oregon restaurant and lodging employers, the practical lesson is straightforward: technology should improve operations, not simply

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Ally McLain is an attorney with Miller Nash LLP where she advises Oregon and Washington employers on a broad range of workplace issues. Her practice focuses on wage and hour compliance, leave and accommodation laws, and preventing discrimination, retaliation, and harassment. Ally also regularly conducts independent workplace investigations addressing employee claims of harassment, discrimination, retaliation, leave law violations, and policy breaches. Ally can be reached at ally.mclain@millernash.com or at 503.205.2408.

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USING TECH TO MAKE MORE TIME FOR GUESTS Yesinia Hua and Kylie Gladney, Clearwater Restaurant, Newport Coast Restaurant Group

Two Oregon Hospitality Pros Share How Technology Helps Them Reclaim Time to Focus on Guests and Team Members.

K

ara Alicia has a pet peeve that we can all relate to: When she picks up her phone to call a business, she wants to talk to someone who is physically at that business. If she gets bounced between departments or sent to a call center, it drives her crazy. #relatable "It creates a really bad first impression," says Kara, who spent more than 20 years in hotels before starting her hospitality marketing agency, KCreative. Streamlining workflows is great, she says acknowledging that phone trees and call bots can really help lighten the load for on-site staff, but she emphasizes that if using frustrating tech means that staff are missing the opportunity to personally connect with guests and meet their unique needs, "we can’t say we are truly in the hospitality and people business." Yesinia Hua comes at the same idea from the restaurant side. She has worked in restaurants since she was 16, and in her own words, she's not a “behind-a-desk person."

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"Sitting at a desk for hours and not talking to anybody is not my thing," says Hua, director of operations for Coast Restaurant Group in Newport. That can be a real problem when your job includes creating weekly reports for four locations, running payroll, scheduling staff, managing inventory and handling a long list of other administrative tasks that just keeps growing. So, Coast Restaurant Group set out to find modern tools that could dig their people out from under the mountain of administrative tasks and give them more time for what they love: delivering hospitality. Hua and Kara come from different corners of the industry, but they landed in the same place, and it's a message worth hearing for any Oregon operator: let tech grind out the paperwork so you and your team can get back to the people in front of you. And if managing the tool takes longer than the task it was meant to solve, or prevents you from getting facetime with your people, it's okay to let it go.

BUYING BACK TIME Coast Restaurant Group runs four locations: Clearwater Restaurant, its flagship for 10 years; the Barge Inn Tavern; and two RISE Grab and Go coffee and bakery spots. All four run on the same POS system, which connects to an inventory, recipe and costing platform. The executive chefs use that connection to see whether a menu item is actually making money and to change the ones that aren't.

"We want to utilize AI without taking the human out of everything... We don't want to use it to get

Payroll comes from the same company, so clock-ins and tips flow straight from the POS into payroll, which means nobody has to spend hours retyping time punches into a spreadsheet. A scheduling app handles shifts and staff communication, sending updates directly to employees' phones. "It's not the cheapest company to work with," Hua says of their POS provider, "but man, does it make our lives really easy." The biggest time saver has been AI. Every week Hua builds a report for her management team that pulls numbers from the POS, the inventory platform, the scheduling app and the manager logs. Doing it by hand took her about an hour and a half per location. That’s six hours of her valuable time. Now, an AI assistant can pull that same data, and Hua only needs to spend about 30 minutes checking it for errors before sending it out. Plus, while the AI works in the background, she can build the manager schedule or tackle something else that requires a human touch. "It gives more information in less time," she says. "The more I can multitask, the better." For Hua, what she does with her freed up time is a game changer. "I've started using AI as a tool to help me get some tasks done faster, so that I can spend more time with my team," she says. "So, I can help lead them and direct them and help them grow." The company is careful about how it frames this. "We want to utilize AI without taking the human out of everything," Hua says. "We don't want to use it to get rid of people. We want to enhance jobs, make our teams' lives easier and give our managers the ability to spend more time on the floor instead of in the office." Kara uses AI with the same goal in mind on the lodging and sales side. When her inbox piles up, she asks an AI assistant connected to her email who she needs to get back to today, in order of importance, so the right people hear from her first. Her caution for hotels trying it: only connect a third party tool to your email if you're comfortable with that and never collect guest personal information by email in the first place.

rid of people. We want to enhance jobs, make our teams' lives easier and give our managers the

YESINIA HUA

Director of Operations, Coast Restaurant Group, Newport

ability to spend more time on the floor instead of in the office."

WHEN THE TOOL GETS IN THE WAY Neither of them pretends technology is all upsides. What stood out in both conversations was how clearly they could name the tradeoffs, and how they've adjusted. At Coast, servers at Clearwater and the Barge have used handhelds at the table for four or five years. With allergens and ingredients built into the system, a server can answer, "Is there garlic in this?" on the spot without leaving the guest. But the screen also created a new challenge: keeping eye contact. "There's nothing friendly about a server staring at a screen while you're talking," Hua says. Rather than give up the handhelds, Coast tackles it through how the system is set up and how servers are trained, so a server can find an item and keep the conversation going at the same time. Other times, the fix was letting a tool go. Coast tried pour tracking systems to more closely inventory their liquor, but the system’s data didn't always line up with what bartenders were actually pouring, and managing the software took more time than it saved. The team pulled it and went back to testing pours by hand, which works just fine to keep liquor cost in line, and, more importantly, the bartenders were relieved. "We don't want to be big brother," Hua says. "People work for people."

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the weekly numbers until she knew them cold. With AI handling much of that now, she's noticed she doesn't always hold onto the details the way she used to. "It's so convenient to just ask AI to do a thing," she says, "but I don't learn it." Naming it is what makes it manageable. For any leader using AI, the question becomes which tasks are worth the desk time to really learn, and which can go to the tool so you can be out on the floor with your team. Hua is still working out that balance, and her instinct is a good one: the time AI gives back belongs with her people.

"A lot of organizations are preaching 'streamline your communication process'... But if you're a hotel that

EVERY DOOR OPEN, AND SOMEONE WATCHING IT Kara's approach to lodging technology starts with the guest. Some guests only call. Some only text or email. And couples in their twenties planning a wedding at a property with event space often want to book the whole thing through Instagram direct messages.

does business with every generation, you have to have every platform of communication out there, and it has to be accessible and responded to in a

KARA ALICIA, CHSL Founder & CEO KCreative

timely manner."

Kara sees the same balancing act at hotels, especially on the phone. She knows automated menus and call centers take pressure off a busy front desk. But she'd rather see properties invest in their people. "Hotel owners and hotel leaders sometimes need to take a more old-fashioned approach to training their front desk," she says. She remembers that when she worked the front desk, often taking shifts alone, she was taught to handle the phone and the guest in front of her at the same time. Utilizing phrases like, “Is it okay if I put you on hold?” or “I'm helping a guest right now; can I call you back?” lets the guest who’s calling know that they’re important and even though they have to wait on hold for a moment, that they will be taken care of by someone who can thoroughly understand their predicament. "We need to get back to that kind of customer service," she says. Coast Restaurant Group is taking the same care, keeping their reservations system analog so that their guests feel welcome and special before they even step through the door. The last tradeoff is one Hua is refreshingly honest about. She has always learned by doing the work: researching every bottle on the wine list, typing it up and teaching it to her staff, building

24 Oregon Restaurant & Lodging Association | AUTUMN 2026

"A lot of organizations are preaching 'streamline your communication process,'" she says. "But if you're a hotel that does business with every generation, you have to have every platform of communication out there, and it has to be accessible and responded to in a timely manner." That means front desk agents with round the clock access to the general info email, instead of messages sitting until a manager checks them. It also means tools that pull the channels together. Kara uses a social media management dashboard that brings comments, messages and Google reviews from every platform into one login, so nothing slips through. Her website chat sends messages straight to her email; she replies from her inbox, and the guest sees a chat reply. Inside the building, she recommends a team chat app in place of the old front desk logbook, with a channel for each department plus one for everyone, all on employees' phones. She also draws a line between planning a trip and being on one. Once she's on property, she mostly wants to find what she needs without having to ask. That's why this self-described older millennial still loves a printed guide in the room and a stack of local magazines. "We're on our phones all the time," she says. "I just want to know what there is right there. I don't want to have to scroll and deep dive to find it." And when guests do ask, she wants the team ready. "Our front of house team members need to be the concierge of what there is to do on the property and off the property," she says. "We can't just rely on people to check their social media or Google."

BEING PART OF THE ANSWER Before guests ever walk through the door, though, a screen is exactly where they're looking. And more of them are skipping the search bar and asking an AI tool where to eat, where to stay and what to do. That shift has a name: Generative Engine Optimization, or GEO. Like traditional SEO, it's about making sure a business is easy to find and understand online, but with a growing focus on how AI search tools gather information and decide which places to recommend. "GEO has become a big part of how we think about our digital presence," says Janell Goplen, co-owner of Coast Restaurant Group. "As we've worked to make our websites more relevant and easier for AI-powered search tools to understand, we've seen a significant increase in website visitors and, more importantly, traffic to our restaurants." "People aren't just searching on Google anymore," she adds. "They're asking AI where to eat, what to do and where to go, and we want to make sure our restaurants are part of those answers." For operators, that means keeping websites current, making the important details easy to find and being clear about who you are, what you offer and why a guest should choose you. Then let your team take it from there. Your online presence gets guests to the door. Once they arrive, the experience should give them something they couldn't get from a screen. SOMETIMES OLD SCHOOL WINS Not every operational problem needs more technology. Sometimes the way it has always been done is still the best way to do it. For Coast Restaurant Group, that meant going back to testing liquor pours by hand. Truly accurate liquor tracking is still elusive for much of the industry, but the tried-and-true method keeps their costs in line without frustrating the bartenders or babysitting complicated weighing equipment. For Kara, it often means the lobby. Her favorite advice for hotels who don’t have a restaurant or meeting space is to use the space they already have. At a Hampton Inn where she worked in Southern California, the property poured beer and wine in the lobby three nights a week. "It was a way to connect with our guests," she says. "I got to know them individually. I got to know their families just through conversation."

"No is not the answer," Kara says. "We need to think creatively about creating a guest experience." Her sales career taught her the same thing about local partners. She once had a group client who wanted horseback riding and fly fishing, and while she chased vendors for prices, the client booked with a single company that could handle everything. What would have won that business was relationships: knowing local outfitters well enough to pick up the phone, get an answer right away and send them business in return. That's good for the partners, good for the property, and it tells the guest someone is truly taking care of them. It's the same instinct she had at the Salem Convention Center, where she'd hand clients a list of competitors when their dates were sold out. They remembered that, and they called back for the next event. "A room is a room is a room," Kara says. "You have a bed and you have hot water. What people come back for is how you make them feel." WHERE TO START For an operator still running on paper tickets and a spike in the kitchen window, Hua's advice is to start with a POS system, then add inventory and recipe tracking. She knows it's a real expense, especially once card processing fees come into it. But you can't measure what you don't track. "The small business owner that runs the cafe down the road might think, 'I sell 20 of these lattes every day. This is our most popular,'" she says. "And then you look at the numbers and it's not true." With margins as tight as they are, she adds, a small miss in your assumptions changes what's in your pocket at the end of the month. Start there, and let the tools handle the counting, the sorting and the reporting. Then spend the time you get back where it counts. Because the moments guests remember are human ones: a real person answering when they call to book, a local recommendation from the staff member taking care of them, a magazine they can flip through in their room. Technology should never interrupt those moments. But by all means, use it to make more room for them.  REBECCA DONLEY, OREGON HOSPITALITY FOUNDATION

Some hotels now pour from behind the front desk so the agent never has to step away, and a guest waiting in line can relax with a glass. No budget for the wine? Call a local winery and invite them to pour a weekly tasting and sell their own bottles.

OregonRLA.org 25

IT’S YOUR BUSINESS: Your Best Safety Tool Is Already in Their Pocket

E

very hospitality operator has invested in technology over the last few years.

Online ordering. Mobile payments. Scheduling apps. Digital reservations. Social media. AI-powered marketing tools. Most of those investments were made to attract guests, improve service, and streamline operations. Many have done exactly that. But what if one of the most valuable safety and health tools in your business is already in your employees' pockets? That's an opportunity many operators are just beginning to explore. The hospitality industry has never been short on safety resources. The challenge is access. Procedures, emergency plans, training materials, and health information often exist somewhere within the organization. The question is whether employees can find them when they need them.

Unlike many industries, hospitality work doesn't happen behind a desk. Employees move between kitchens, guest rooms, dining areas, loading docks, event spaces, and outdoor work environments. They spend their day serving guests, solving problems, and keeping operations running. At the same time, people have become accustomed to finding answers instantly. Need directions? Open an app. Need a recipe? Watch a video. Need to learn something new? Search for it online. What if safety and health resources were just as easy to access? Some operators are beginning to connect employee safety and health efforts with the same digital tools they're already using throughout their businesses. The result isn't more technology. It's fewer barriers between employees and the knowledge that helps them work safely, stay healthy, and return home at the end of the day.

26 Oregon Restaurant & Lodging Association | AUTUMN 2026

Small Ideas, Big Impact

Many businesses already have the tools they need. Consider a few possibilities: • QR codes in kitchens, break rooms, service areas, and housekeeping carts that provide instant access to emergency procedures, safe work practices, training videos, or reporting forms. • Digital inspection checklists that make routine safety inspections easier to complete and track. • Mobile-friendly incident and near-miss reporting tools that help identify hazards before someone gets hurt. • Scheduling software that helps managers recognize fatigue risks, excessive overtime, and staffing patterns that may contribute to injuries. • Translation tools that help communicate important safety information across multilingual teams.

• Short training videos that reinforce safe work practices in a format employees can access when and where they need them. • A scheduling app can include seasonal safety reminders.

Smart Resources and AI

Many smartphones can also serve as practical workplace safety tools. Reputable applications are available that can perform basic sound level measurements, estimate heat index conditions, calculate recommended lifting limits using NIOSH lifting principles, provide local air quality information, monitor weather conditions, and deliver emergency alerts. While these tools are not substitutes for professional industrial hygiene equipment when regulatory measurements are required, they can help managers and employees recognize potential hazards and determine when additional evaluation may be needed.

Safety Apps Worth Exploring Hazard/Need

App

Wildfire information

Watch Duty

& evacuations

Air quality & smoke

AirNow

Heat stress

OSHA-NIOSH Heat Safety Tool

Workplace noise

NIOSH

screening

Sound Level Meter

Weather

The Weather

monitoring

Channel

Artificial intelligence is creating opportunities as well. While much of the conversation around AI focuses on customer engagement and marketing, it can also help managers create safety meeting topics, training outlines,

checklists, multilingual communications, and onboarding materials in a fraction of the time. Technology isn't the story; accessibility is. Information is most valuable when employees can easily find it, understand it, and apply it.

Investing in the Future

As hospitality businesses continue investing in technology to improve efficiency and enhance the guest experience, there may be an equally valuable opportunity to ask a different question: How can the technology we're already using help employees learn, engage, stay healthy, and stay safe? Because the same technology helping your guests today may also help protect the people serving them tomorrow. For more safety and health resources, visit www.saif.com/safetyandhealth.  SAIF CORPORATION

OregonRLA.org 27

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PREPAREDNESS PAYS OFF: Building Business Resilience in a Power‑Disrupted World

W

hen the lights go out, the internet drops, or wildfires force sudden evacuations, hotels become frontline hubs for guest safety and business continuity. Hospitality has always been about service, but today it also demands resilience—being ready for times when digital systems fail, guests need clear guidance, and decisions must be made quickly with limited information. The good news: resilience doesn’t have to be complicated. With practical planning and regular practice, hotels can protect guests and restore normal operations faster.

✔ Create Clear Offline Check-In and Payment Procedures

One of the first challenges during a power or internet outage is managing arrivals and departures. Without functioning computers, reservation systems, or credit card readers, the normal workflow grinds to a halt. Hotels in wildfire-prone regions should always be prepared for Public Safety Power Shutoffs, which electric utilities may implement during extreme fire-weather conditions. Preparing simple alternatives ensures business continuity.

Keep paper versions of essential documents.

Hotels should maintain printed copies of reservation templates, incident logs, walk‑in registration forms, credit card imprint slips, and rate sheets. A binder with step‑by‑step instructions can guide staff during stressful moments. These materials should be stored in an accessible, clearly labeled location.

Train staff on manual verification.

During outages, teams may need to verify reservations using printed arrival lists or previously downloaded backups. This list should be printed out or downloaded at the start of each shift to provide the most up-to-date information. Staff should be comfortable checking IDs, manually recording room numbers, and providing receipts by hand.

Practice manual payment acceptance.

Credit card imprint devices are inexpensive and incredibly useful. Ensure staff know how to use them and how to secure physical card data until systems come back online. Hotels should also have a policy for temporarily accepting payments later—clearly documented and communicated to guests with receipts or written acknowledgments. These simple tools make it possible to check people in quickly, keep rooms occupied, and maintain revenue even when systems are offline.

✔ Have Power Backup Options

Backup power doesn’t need to be complicated or costly. Small investments can significantly reduce operational strain during outages. Utility restoration timelines can vary depending on weather, equipment damage, or wildfire-related access restrictions, so backup plans should support multi-hour or multi-day outages.

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Portable battery banks.

High‑capacity battery stations can power radios, flashlights, tablets, and emergency lighting. Keeping several fully charged stations at the front desk and in maintenance areas ensures teams aren’t left in the dark.

Emergency lighting kits.

LED lanterns, glow sticks, and rechargeable flashlights provide inexpensive lighting options for hallways, stairwells, and common areas. These tools help guests feel safer and support staff navigation during low-visibility situations.

Consider investing in a generator.

If feasible, a plug‑and‑play generator can keep critical systems operating—such as emergency lighting, refrigeration, and communication equipment. Even a small generator can maintain essential building operations long enough to coordinate next steps or support evacuation. Hotels should also develop clear procedures for fuel storage, generator operation, communication, and maintenance schedules. There should always be someone on site who knows how to operate the generator, as misuse can be dangerous.

✔ Prepare for Evacuations with Simple, Guest‑Centered Plans

Wildfires, floods, and severe storms may require rapid evacuation. A well-designed plan helps staff keep guests calm and safe. 30 Oregon Restaurant & Lodging Association | AUTUMN 2026

Map evacuation routes and designate assembly areas.

Evacuation routes should be posted at all times with printed copies available for distribution during an event. Staff should know primary and secondary routes and be familiar with assembly locations that are safe, accessible, and large enough to gather guests. Staff should also be trained to avoid downed power lines and to report them immediately to emergency services and the local utility provider.

Create guest information cards.

A simple half‑page handout lists evacuation instructions, meeting points, and emergency contact numbers. During stressful situations, guests often struggle to remember verbal directions—written guidance supports clarity.

Prepare “go kits” for essential departments.

These kits should include flashlights, radios, printed guest rosters, first‑aid supplies, bottled water, and copies of evacuation procedures. Assign responsibility for grabbing each kit to avoid confusion.

Coordinate with local emergency services.

Reach out before disaster season. Fire departments, emergency managers, and utility service providers often offer hotel‑specific guidance that strengthens planning. Hotels should know how to report outages directly to their utility provider and how to access restoration updates. Building these relationships early fosters faster response coordination when incidents occur.

✔ Strengthen Communication Resilience

When digital systems fail, clear communication becomes critical. Build a layered approach so your team can stay connected under any conditions.

Use Reliable No‑Network Tools.

Keep battery‑powered handheld radios available for staff. Even a small set allows maintenance, housekeeping, and front desk teams to coordinate across the property. Pair these with a battery‑operated or hand‑crank NOAA weather radio to receive official alerts.

Create Clear Communication Scripts.

Prepare scripts for various events ahead of time and keep them where staff can find them. They should be simple, consistent messages to give guests during outages or evacuations. Standard scripts reduce confusion, reassure guests, and help employees stay calm under pressure.

Store Key Numbers Offline.

Load emergency contacts—local responders, utility providers, corporate leadership—onto key devices and printouts to ensure they’re accessible without internet connectivity.

Build a PACE Communication Plan.

Prepare a structured backup plan using the PACE model: Primary, Alternate, Contingency, Emergency. This ensures your team has the next communication method ready when one fails. For example: Primary: Standard systems Cell phones Text messaging Hotel group apps Front desk landline (if available) Alternate: Satellite‑enabled cell service Add Starlink or similar satellite service to leadership phones Train staff on satellite messaging apps Keep power banks charged Contingency: Dedicated satellite communicators Provide portable satellite messaging devices for leadership Preload emergency contacts Emergency: No‑network options Handheld two-way radios NOAA weather radio Printed communication scripts Paper copies of staff and vendor contacts

Get Your Guests Involved In your welcome messaging, encourage your guests to Know Before They Go: • Check road conditions at TripCheck.com or by calling 511. • Review and follow all local fire restrictions and closures. • Be aware of air quality conditions that could impact health and visibility. • View real-time hazard updates, maps, and fire information through OEM’s Wildfire Dashboard. • Sign up for emergency alerts at ORAlert.gov and ensure Wireless Emergency Alerts are enabled on your mobile device. OR-Alerts now allows you to sign up for counties you are visiting. You just need the zip code.

OregonRLA.org 31

Assign Clear Roles Before a Disaster

A communication plan only works when responsibilities are defined. Knowing who handles each task ensures fast, coordinated action when stress is high. Document roles for who carries which device, who monitors weather alerts, and who initiates communication changes during an incident. Assign roles such as: • Guest communication lead • Evacuation coordinator • Backup power manager • Safety equipment manager • Manual check‑in supervisor

Maintain Organized Storage

Keep all emergency communication tools and kits together in a clearly marked bin or cabinet. Ensure devices are inspected and tested monthly and stocked with spare batteries and power banks.

✔ Protect Key Records with Offline and Offsite Backups

Important records should never exist in only one place. Maintain physical copies of: • Emergency procedures • Contact lists • Vendor numbers • Insurance documents • Building access information • Floor plans

Practice, Test and Walk Through Your Plans

This may be the most important message of all: planning alone isn’t enough. You must practice. Hotels should run at least two drills per year—one focused on outages and another on evacuation. Drills reveal gaps, outdated assumptions and unknown equipment issues. Rotate scenarios and time of day so staff can practice responding under different conditions. Walk staff through manual check‑ins, evacuation routes, and PACE communication protocols. Test flashlights, radios, generators, and go kits. Encourage staff to give honest feedback on what works and what doesn’t. Plans become powerful only when they’re part of muscle memory.

Preparedness Is a Competitive Advantage

In a world where disruptions are increasingly common, preparedness builds confidence—for guests, staff, and owners alike. When systems fail, hotels become beacons of safety and reliability. By investing in practical tools, simple procedures, and routine practice, hotel leaders can ensure their properties stay welcoming and operational, even during challenging moments.  OREGON DEPARTMENT OF EMERGENCY MANAGEMENT

ABOUT

This article was provided in collaboration with the Oregon Department of Emergency Management, Travel Oregon, and the Oregon Public Utility Commission. More information on how to be more prepared can be found at Oregon.gov/oem/hazardsprep.

Also consider cloud storage with offline access enabled so managers can retrieve files on devices even when the internet is down. 32 Oregon Restaurant & Lodging Association | AUTUMN 2026

CREATE A CULTURE OF FOOD SAFETY Train Your Team with ORLA’s ServSafe® Manager Training • Training to protect against foodborne illness • Covers FDA Food Code / Oregon Food Code • Meets the “Demonstration of Knowledge” requirement • Meets “Person in Charge” requirement • Meets “Food Handler” requirement • Certification is valid for 5 years

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If you have 20 or more employees for the ServSafe course, and you have a classroom setting, we can provide the trainer at no additional cost! Companies may also combine employee groups to meet the 20-person minimum. Contact Paul Folkestad at ORLA for details at 503.753.3696. IN-PERSON COURSES

Join other industry professionals for in-person instruction and testing. Classes are usually held throughout the state on Mondays. Find dates at OregonRLA.org/ServSafe.

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ORLA’S SERVSAFE MANAGER CERTIFICATION COURSE Help your managers protect against foodborne illness outbreaks. OregonRLA.org 33

OLCC’S SPIRITED MODERNIZATION New Warehouse and Upgraded Distribution Systems to Help Better Serve Hospitality Businesses for Years to Come

OLCC Meadowlark Distribution Center

PHOTOS COURTESY OF OREGON LIQUOR & CANNABIS COMMISSION

Rollers for the carton flow racks

Multi-level shelving/racking areas 34 Oregon Restaurant & Lodging Association | AUTUMN 2026

High-density pallet storage

Meadowlark Distribution Center

T

he OLCC continues to modernize the way we serve Oregon — and one of our biggest milestones is now on the horizon. In 2027, we’ll open our new 347,000‑square‑foot liquor warehouse in Canby, a purpose-built facility designed to support the needs of Oregon’s restaurants, lodging, and retail businesses. We named this project after Oregon’s state bird the meadowlark, whose song carries across open fields in eastern Oregon to mark its place and connect with others. Similarly, this warehouse will have its own role, a place built with the purpose of serving and connecting our communities.

High‑volume products will flow through the system more smoothly, and expanded storage will help us keep shelves stocked during busy seasons and statewide demand spikes.

Construction wrapped up this summer, and with occupancy approved, the building is officially ours. But a warehouse, just like a restaurant, is more than just four walls. Every business relies on technology to manage their day-to-day operations. So, before we move in, we’re focused on outfitting the space with the systems and technology that will power a modern, high‑volume distribution center. At the heart of that upgrade is our new Material Handling System (MHS), which is the engine that will move distilled spirits through the facility and out the door to local liquor stores more efficiently than ever.

As with any large-scale operational upgrade, fine‑tuning takes time. So, we plan to continue system testing and iron out kinks into the wintertime. The Milwaukie facility will operate throughout the holiday season, as no one wants to implement a new system during the busiest time of year.

The MHS brings several major components together — from pick modules and high‑density racking to conveyors and elevated platforms. All of it works in unison to help staff pick cases, move pallets, and process orders with far greater speed, accuracy, and storage capacity than our current Milwaukie warehouse.

In order to track those demands and our products, we’re also upgrading the software that will run our systems. That portion of our project is known as the Distilled Spirit Supply Chain (DSSC). This system will track orders from our warehouse to your local liquor store. Oregon’s independent liquor store owners will be able to access the entire catalogue and place orders that meet the needs of the industry.

When the Canby warehouse opens in 2027, it will mark a major step forward for how the OLCC serves communities and businesses across Oregon. Our current facility was built during the Eisenhower administration, and while it has served Oregon well; it’s time to turn the page. This investment ensures we can continue supporting a vibrant hospitality industry for decades to come. Modernizing Oregon’s Way is ultimately about serving people: operators, retailers, and Oregonians statewide. OREGON LIQUOR AND CANNABIS COMMISSION

OregonRLA.org 35

CHAMPIONS OF OREGON HOSPITALITY Recognizing The People Whose Service, Leadership And Commitment Strengthen Our Industry

EMPLOYEE OF THE YEAR Alex Canete, Seven Feathers Casino Resort

O

ne of my favorite parts of working in communications for ORLA is getting to share the stories of the people who make Oregon hospitality what it is. We talk a lot about the challenges facing restaurants and lodging businesses. But it’s just as important that we talk about the people behind these businesses: the employees who make guests feel welcome, the leaders who invest in their teams, and the industry partners who continue to show up and support hospitality in Oregon. Our annual ORLA Hospitality Industry Awards give us a chance to recognize some of those people and share their stories more broadly. This year’s recipients, honored during the ORLA Hospitality Conference in Bend, are a great representation of the talent, commitment and heart we see across our industry every day. Here’s a little more about this year’s recipients: Alex Canete, Employee of the Year, has spent 17 years at Seven Feathers Casino Resort stepping into nearly every role asked of him—from valet and bell service to housekeeping, banquets and bartending. Guests return specifically to see him, and

TEAM LEADER OF THE YEAR Tucker Nadal, Courtyard Portland City Center, Sage Hospitality

his energy and warmth have helped turn the Courtyard Bar into a destination. Just as importantly, Alex brings that same spirit to his coworkers. He is the kind of person who makes people feel welcome, valued and part of something. Tucker Nadal, Team Leader of the Year, Director of Rooms at Courtyard by Marriott Portland City Center, demonstrates how strong leadership shows up when it matters most. Whether responding to a middle-of-the-night hotel emergency or mentoring an emerging leader, Tucker leads with a calm presence and a genuine investment in his team. His philosophy is simple: take care of your employees, and they will take care of your guests. Matthew Miller, Workforce Champion, owner and operator of Miller’s BBQ, is investing in the future of hospitality one young person at a time. He mentors ProStart and CTEC students, visits classrooms, judges competitions and hires students into real hospitality jobs. He is also helping the Oregon Hospitality Foundation develop new pathways into the industry through a new Line Cook Apprenticeship. His work reminds us that workforce development is ultimately about people seeing a future for themselves in our

36 Oregon Restaurant & Lodging Association | AUTUMN 2026

WORKFORCE CHAMPION Matthew Miller, Miller's BBQ & Catering

industry and having someone willing to help them get there. Judi Boyd, Restaurant Operator of the Year, has built an extraordinary 40year career from crew member to COO and franchisee with Weber Enterprises. Along the way, she has helped grow the organization to 47 restaurants and more than 1,600 employees. Yet what stands out most is how personally she approaches leadership: recognizing strengths in people and helping employees see opportunities in themselves they may not have imagined. Jason Coleman, Lodging Operator of the Year, Senior General Manager at The Coho Oceanfront Lodge | VIP, is another example of leadership rooted in trust. His employees describe someone who listens, recognizes their contributions and gives them room to succeed. He has extended that commitment into his community as well, supporting Taft High School’s PACE program and helping connect students with hospitality careers. Our Allied Member of the Year, Stoller Wine Group, demonstrates that strengthening hospitality takes strong partners, too. Through event support, contributions, community engagement and a consistent willingness to show up for restaurants, hotels and industry

RESTAURANT OPERATOR OF THE YEAR Judith Boyd, Weber Enterprises, Inc., Columbia Bells LLC & Weber Coastal Bells LP

LODGING OPERATOR OF THE YEAR Jason Coleman, The Coho Oceanfront Lodge, VIP Hospitality Group

organizations, Stoller has helped reinforce the connection between Oregon wine, food, tourism and hospitality.

those outside our industry don’t always get to see that side of it. These stories help put faces to our industry and show the people, careers and relationships behind the restaurants and lodging businesses that are such an important part of our communities.

And this year we had the opportunity to recognize someone whose influence on Oregon hospitality spans more than three decades. In honor of longtime hospitality industry advocate Bill Perry, ORLA established the Bill Perry Government Advocacy Award. Bill’s legacy is rooted in relationships, perseverance, knowledge, honesty and an ability to take a complicated issue and make it understandable. Perhaps most importantly, he has shown what can happen when advocacy is built on trust, consistency and a willingness to keep showing up.

And hopefully, by sharing them, we encourage more of you to recognize the people doing great work in your own organizations. There are a lot of hospitality champions out there, and their stories deserve to be told.

ALLIED PARTNER OF THE YEAR Stoller Wine Group

Watch their stories: Scan the QR code to see each of this year’s hospitality champions on ORLA’s YouTube channel. Know someone whose story deserves to be shared? Nominate an employee, colleague or industry partner for the 2027 Oregon Hospitality Industry Awards at OregonRLA.org/awards.  LORI LITTLE, ORLA

These hospitality champions show the many different ways people make an impact in our industry. Whether taking care of a guest, supporting a team, mentoring a student, growing a business, giving back to a community or speaking up on behalf of the industry, they’re all outstanding representatives of Oregon hospitality. It is important that we continue to recognize and share these stories. We know there are people doing great work in hospitality businesses all across Oregon, but

BILL PERRY GOVERNMENT ADVOCACY AWARD Bill Perry, Balance Point Strategies Seen with Jason Brandt, Lori Little and Greg Astley

OregonRLA.org 37

HOW CAN WE SERVE YOU?

MEMBER SOLUTIONS

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!

PREFERRED PARTNERS

Explore ORLA's Partnership Programs | OregonRLA.org

HOSPITALITY BUSINESS INSURANCE: HIP ORLA Members receive a free audit of insurance and risk management programs and can save an average of 10-15%.

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.

RESTAURANT & LODGING MEMBERSHIP CONTACT:

STEVEN SCARDINA Membership Manager 503.718.1495 SScardina@OregonRLA.org

ALLIED MEMBERSHIP CONTACT:

MARLA DOUGLAS Director of Business Development 503.428.8694 MDouglas@OregonRLA.org

WORKERS’ COMP INSURANCE ORLA’s group program with SAIF affords members an additional discount if they meet the eligibility requirements.

HOSPITALITY PARTNERS Adesso - ORLA Members can access savings with various tax credit programs and small business lending​ 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 10% off their music licensing fees​ Cody.MD - AI Doctor providing personalized health support, guidance and connection to human doctors

ORLA MEMBER SERVICES BOARD OF DIRECTORS

• Jim Hall, Chair, Independent Restaurant Concepts (IRC) • Doug Bradley, Kensington Investment Group • Jason Brandt, Oregon Restaurant & Lodging Association • Ken Denfeld, Godfather's Pizza • Chris Hein, Old Spaghetti Factory • Allyx O’Connor, Bowline Hotel / Adrift Hospitality • Willy So, A-1 Hospitality Group

Garth T. Rouse & Associates - Comprehensive health insurance services for ORLA members Impact Restaurant Coaching - ORLA members save $2,500 off a 12-month program 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

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

• Shaun Wagner, Escape Lodging OREGON RESTAURANT & LODGING ASSOCIATION MAIN OFFICE: ​​

503.682.4422 • info@OregonRLA.org

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.

38 Oregon Restaurant & Lodging Association | AUTUMN 2026

FIND. CONNECT. DO BUSINESS. WITH ORLA'S MEMBER-TO-MEMBER VENDOR DIRECTORY

Looking for trusted vendors and industry partners? Start with ORLA's Online Vendor Directory. OregonRLA.org/directory

OregonRLA.org 39

NEWS BRIEFS Happenings From Around the Industry

Update Your Lodging Listing by December 1

ORLA partners with Travel Oregon to manage lodging listings featured in the Official Visitor Guide and the online directory at TravelOregon.com. Members are automatically included, but accurate information helps travelers find the right property and ensures your business is represented correctly. Lodging members should log in to the Info Hub at OregonRLA.org/lodginglistings to review and verify their listing by December 1, 2026, for inclusion in the print guide.

Stay Informed with the ORLA Blog

ORLA’s blog brings together timely industry insights, practical guidance, and subject matter expertise from ORLA leaders, industry consultants, hospitality and tourism partners, and allied members. Topics span operations, compliance, workforce, leadership, HR, trends, and other issues affecting hospitality businesses—giving members another way to stay informed and apply useful ideas to their organizations. Subscribe to receive a notification when new posts are published. Visit members.oregonrla.org/blog to subscribe.

Hoops for Hospitality

Join the Oregon Hospitality Foundation on Monday, January 4, 2027, at 7 p.m. for the Portland Trail Blazers vs. New York game. Beyond a fun night out with coworkers, friends or family, the event helps support OHF’s work to strengthen Oregon’s hospitality workforce through education, training, career pathways and industry partnerships. $10 from every ticket purchased benefits the Foundation, helping connect more people to hospitality careers and giving employers access to a stronger, more prepared workforce. Visit BazersGroups.com/ORLA

New Video Highlights Hospitality Career Value

“Where I Started”: Restaurants Build Careers

The National Restaurant Association’s Made in Restaurants campaign is creating a national storytelling platform to showcase how restaurant jobs build skills, careers and opportunity. Hospitality professionals can add their voice by submitting a short story, photo or video about what they learned or where their restaurant experience led them – visit madeinrestaurants.com. Submissions may be featured in the national campaign. Members can also join the conversation on social media using #MadeInRestaurants. 40 Oregon Restaurant & Lodging Association | AUTUMN 2026

Travel Oregon has developed a new workforce video highlighting tourism and hospitality jobs as both an important part of Oregon’s economy and a pathway to long-term careers. Featuring industry employment and earnings data, transferable skills and career pathways, the resource is designed to help job seekers and workforce partners better understand the value and opportunity within the industry. OHF will help extend its reach through targeted outreach to workforce boards, schools, colleges, RDMOs and community partners statewide.

NEW MEMBERS ORLA Would Like To Welcome The Following New Members From June 2026 - August, 2026 • Adobe Resort and Restaurant, Yachats

• Coffee Rush, Beaverton

• New System Linen Service, Portland

• Bargeway Pub and Catering, The Dalles

• Coffee Rush, Portland

• Portland City Grill, Portland

• Cafe Yumm, Portland, Portland

• Courtyard Cafe, Portland

• TownePlace Suites by Marriott, Medford

• Cafe Yumm!, Clackamas

• English 2 Spanish, Bend

• VensureHR, Duluth GA

• Cafe Yumm!, Bend

• Fairfield by Marriott Inn & Suites, Newberg

• Vera's Restaurant LLC, Salem

• Cafe Yumm! Pearl Street, Eugene

• Grillhouse, Inc, Eugene

• West Coast Renewables, Sumner WA

• Cafe Yumm!, Portland

• Hotel Grand Stark, Portland

• Willamette Workforce Partnership, Salem

• Cafe Yumm! RiverBend, Eugene

• Le Bontemps Cafe & Catering, Portland

• Clark Nuber PS, Bellevue WA

• Locl, White Salmon

LODGING PERFORMANCE Hotel Performance This chart represents hotel performance running 12 months from September 2025 to August 2026 in Oregon, regionally, and compared to the U.S. Source: CoStar Group via partnership with Travel Oregon. RUNNING 12 MONTH REPORTING (R12): SEPTEMBER 2025 - AUGUST 2026 OCCUPANCY %

RevPAR ($)

ROOM RATE ($)

R12

YOY

YTD

YOY

YTD

YOY

United States

62.9%

0.1%

$163.59

2.2%

$102.98

2.3%

Pacific

67.9%

0.9%

$201.65

3.6%

$137.01

4.5%

Oregon Statewide

60.9%

-0.8%

$140.02

-0.3%

$85.26

-1.1%

Central

61.5%

-1.4%

$161.64

0.4%

$99.48

-1%

Coast

60%

0.0%

$164.25

-1.4%

$98.60

-1.3%

Eastern

57.9%

1.7%

$117.56

4.1%

$68.03

5.8%

Mt. Hood / George

61.5%

-2.8%

$154.43

1.9%

$94.99

-0.9%

Portland

61.8%

-0.3%

$133.28

-1.5%

$82.42

-1.8%

Southern

58%

-3.4%

$119.25

0.6%

$69.11

-2.9%

Willamette Valley

60.8%

-1.1%

$143.17

-0.2%

$87.05

-1.2%

RESTAURANT INDUSTRY SNAPSHOT Restaurant Job Postings by Experience Level The following illustrates the share of restaurant job postings by experience level in Oregon as of September 29, 2026. Experience level reflects the amount of prior experience employers seek: Entry Level (little or none), Mid Level (some), and Experienced (more extensive). 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. ONLINE JOB POSTINGS IN OREGON EXPERIENCE NEEDED

# OF POSTINGS

None

398

Entry (1-2 Years)

457

Junior (3-5 Years)

218

Mid (6-9 Years)

21

Experienced (10+ Years)

12

125

250

375

WANT TO SEE MORE?

ORLA members can access insights like this and more in the Member Info Hub at OregonRLA.org.

OregonRLA.org 41

LOOKING AHEAD Visit OregonRLA.org for event details and registration.

Northwest Food Show, Portland Expo Center

NOVEMBER 2026 3

ORLA Regional Roundup, Astoria

11

ServSafe Class, Wilsonville

23

ServSafe Class, Wilsonville

Taste Oregon, Salem

APRIL 2027 18-19 ORLA'S Northwest Food Show, Portland Expo Center 23-25 National ProStart Invitational, Baltimore, MD

FEBRUARY 2027 4

ORLA'S Capitol Day, Salem Convention Center

4

ORLA'S Taste Oregon Legislative Reception, Salem

MARCH 2027 15

Oregon ProStart Championships

29-31 Oregon Governor’s Conference on Tourism 42 Oregon Restaurant & Lodging Association | AUTUMN 2026

MAY 2027 6-7

AHLA's FORWARD Conference, Washington D.C.

22-25 National Restaurant Association Show, Chicago, IL

STAY UP TO DATE ON INDUSTRY EVENTS: Scan QR code to subscribe to ORLA's event emails or visit OregonRLA.org.

Menu O R E G O N R E S TA U R A N T & L O D G I N G A S S O C I AT I O N

C U T O U T T H I S M E N U A N D P O ST W H E R E YO U R T E A M C A N O R D E R U P N E W S K I L L S.

TRAINING

Today's Special: Professional Development Food Handler Certification Course and Test

$8.99

Alcohol Server Training Online Training

$18

®

ServSafe® Manager ORLA Member

$139

NonMember

$169

Retest/Exam-Only Member

$100

Retest/Exam-Only NonMember

$125

Guest Service Gold Online Training For in-person training contact ORLA

Leadership

Oregon Tourism Leadership Academy

$40

$2,950

From food safety to leadership, ORLA training gives you the tools to learn, grow, and advance.

O R L AT R A I N I N G . O R G

OregonRLA.org 43

SAVE THE DATE FOR THE NW'S LARGEST B2B FOODSERVICE TRADESHOW

APRIL 18-19, 2027

Find Foodservice Profit

Join restaurant, foodservice and hospitality industry buyers and sellers this April for the largest business-to-business industry event in the Pacific Northwest!

PLAN TO BRING YOUR TEAM!

As an ORLA Member registration is FREE for you and your team. Gather your managers and leaders for a day focused on professional development, discovery, team connection, and fun.

L E A R N M O R E AT N W F O O D S H O W. C O M PRODUCED BY

44 Oregon Restaurant & Lodging Association | AUTUMN 2026