Restaurant & Lodging - Winter 2024

WINTER 2024

AI in Hospitality

Challenges and Opportunities

ADVOCACY UPDATE:

Some Wins, Many Challenges Ahead

Volunteer Leaders with a Passion for Hospitality

NRA's What Hot: 2024 Culinary Forecast

Clearwater Restaurant, Newport

PHOTO COURTESY OF CLEARWATER RESTAURANT

OregonRLA.org 1

SAVE THESE DATES

Mark your calendar with the Association Events for the year ahead.

2024

Taste Oregon Legislative Reception February 20, 2024 | Salem Convention Center

Meet several of Oregon’s top policymakers while enjoying food and beverages from member restaurants, wineries and breweries. Free for any industry member.

Oregon ProStart Championships March 18, 2024 | Salem Convention Center

Cheer on high school students exploring careers in culinary arts and food service. ProStart is a workforce development skills-based curriculum, study culminates with this state competition.

Northwest Food Show April 21-22, 2024 | Portland Expo Center

Foodservice industry members flock to the region’s largest foodservice and beverage show for ideas, information and new tools for success. Free for ORLA members.

WOMEN

in Hospitality

Women in Hospitality Spring/Summer 2024

Celebrating women in the industry and the contributions they make. Networking, mentorship and education.

Play it Fore-Ward for Hospitality May 14, 2024 | Topgolf, Hillsboro

Whether you’re an aspiring golf pro or picking up a club for the first time, Topgolf is everyone’s game. Enjoy food, beverage and game play.

One Big Night - Dinner & Auction June 6, 2024 | Sentinel, Portland

Lavish evening with silent auction followed by dinner and live auction. Proceeds go directly to ORLA’s Political Action Committee.

ORLA Open Golf Tournament July 22, 2024 | Langdon Farms, Aurora

Annual golf tournament with lunch, prizes, and awards. Proceeds go directly to ORLA’s Political Action Committee.

ORLA Hospitality Conference September 22-23, 2024 | Riverhouse on the Deschutes, Bend

Join industry leaders, owners and operators for this multi-day event of illuminating keynotes, informative seminars and breakout sessions and networking.

OregonRLA.org/Events Oregon Restaurant & Lodging Association | 2

WINTER 2024

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IBA’s Hospitality Industry Transaction Team is available to support your retirement or exit strategy goals. We have experience successfully selling restaurants, fast food franchises, bakeries, taverns, hotels & wineries, with real estate or in leased facilities. A member of our team will come to you anywhere in Oregon, from Portland to Ashland, from Brookings to Joseph. Our valuations are complimentary and confidential.

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Technology Auto & Transportation Winery & Distilling & MORE!

Contact IBA to Schedule a Meeting With One of Our Professionals.

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On-trend since always.

Find locally-made cheese here Content sponsored by the Oregon Dairy and Nutrition Council 4 Oregon Restaurant & Lodging Association | WINTER 2024

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.

PUBLISHER JASON BRANDT / PRESIDENT & CEO

JBrandt@OregonRLA.org LORI LITTLE / EDITOR

LLittle@OregonRLA.org

22

Clearwater Restaurant, Newport PHOTO COURTESY OF CLEARWATER RESTAURANT

WINTER 2024 Trends

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 ORLA: MARLA McCOLLY

Director of Business Development at 503.428.8694 or MMcColly@OregonRLA.org

SUBSCRIPTIONS

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

2023-24 ORLA BOARD OF DIRECTORS

Shannon McMenamin, Chair, McMenamins Patrick Nofield, Vice Chair, Escape Lodging Komal (Tina) Patel, Treasurer ALKO Hotels Katie Poppe, Secretary, Blue Star Donuts Harish Patel, Immediate Past Chair, Florencein, Inc. Marin Arreola III, Advanced Economic Solutions (AES) Inc. Jolee Bancroft, Mo's Restaurants Terry Bichsel, Rivertide Suites Hotel Joe Buck, Babica Hen / Lola's / Gubanc's Liz Dahlager, Mereté Hotel Management Gillian Duff, El Gaucho Portland Gordon Feighner, Jam on Hawthorne Kevin Filipello, Bandon Dunes Golf Resort Justin Freeman, Bagel Sphere Cheri Helt, Zydeco Kitchen & Cocktails Kurt Huffman, ChefStable Alkesh Patel, Evergreen Hospitality Development Group George Schweitzer, The Benson Hotel Natalie Sheild, Togather Restaurant Consulting Jim Smith, Mountain Mike's Pizza, Cascades Coffee House Rick Takach, Vesta Hospitality Jake Vanderveen, McDonald Wholesale Co. Scott Youngblood, Benchmark / Pyramid Luxury & Lifestyle Dhruti Amin, Ex Officio Board Member, ALKO Hotels

COVER STORY 22 Blessing or Burden?

Challenges and Opportunities for AI in Hospitality

CHAMPIONS 15 Industry Champions Volunteer Leadership Starts with a Passion for Hospitality

SPECIAL SECTION 20 NRA's What's Hot 2024 Culinary Forecast

OREGON HOSPITALITY FOUNDATION 19 Foundation for the Future What We Do Together Can Make a Difference

LEADERSHIP 7 From the CEO ORLA Advocacy Priorities in 2024 ADVOCACY 8 Advocacy Update Some Wins, Many Challenges Ahead 12

A Commitment To Progress Navigating Change in the Post-Pandemic World

SOLUTIONS 26 AI For Hotel Owners The Future of AI For Hotel Owners is Now 29

Insulating Comfort and Costs Lindsay Lodge Upgrades Restaurant to Match Their Foodie Ambitions

31

It’s Your Business: Preventing Employee Exposure to Fentanyl

32

Labor Rules Two More Anti-Employer Actions That Employers are Going to Hate

IN EVERY ISSUE 35 Lodging Performance Report Hotel Benchmark Data 35

Restaurant Industry Snapshot Supply and Demand in Bend

37

News Briefs Industry Happenings

38

What Your Peers Are Saying Meet Some Oregon Restaurant & Lodging Association Team Members

40

Cost-Saving Programs Member-Exclusive Benefits

41

New Members Welcome!

43

Looking Ahead ORLA Three-Month Calendar

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MEET WITH POLICY MAKERS AND SHAPERS

JOIN US!

TUESDAY, FEB 20 • 4:30 PM

Enjoy fine cuisine and beverages from ORLA member restaurants while mingling with lawmakers, agency leaders and hospitality professionals.

Help showcase the impact our industry has on our state's economy and livability.

Salem Convention Center While this event is free to attend, an RSVP is required.

RSVP TODAY

PRESENTED BY

OregonRLA.org/Events or 503.682.4422

Questions: Lauri Byerly: LByerly@OregonRLA.org or 503.682.4422

SPONSORS PRESENTING

SUPPORTING

CO-HOSTS

SUPPORTING

SUPPORTING

BEER & SELTZER

E X P E R I E N C E H O W O R E G O N P R O S TA R T C H A N G E S L I V E S .

OREGON PROSTART CHAMPIONSHIPS March 18, 2024 • Salem Convention Center

Support high school teams from across Oregon as they compete in the state culinary and management competitions!

ATTEND the annual state championships with both

management and culinary competitions and experience students in action!

VOLUNTEER to spend a few hours supporting our industry’s stars of tomorrow.

JUDGE culinary and management skills and provide constructive feedback.

MENTOR your local high school students and lend a hand.

DONATE to the Oregon ProStart program and support our future culinary workforce.

OregonRLA.org/Events

SPONSOR the competition or a school team by contacting Marla McColly at MMcColly@OregonRLA.org

Champion Sponsor:

6 Oregon Restaurant & Lodging Association | WINTER 2024

School Sponsor:

Supporter:

McDonald Wholesale

Dutch Bros Coffee

For more info, contact Courtney Smith,

503.682.4422 | CSmith@OregonRLA.org

FROM THE CEO ORLA Advocacy Priorities in 2024

H

appy New Year to all our hospitality friends across Oregon. We hope the new year brings with it renewed energy and enthusiasm amongst your hospitality teammates for the opportunities ahead. Your friends at ORLA remain focused on some key advocacy objectives we are working to accomplish as part of our current fiscal year which began on October 1. Our hope is the importance of these issues summarized below resonate with you and provide the justification you need to continue supporting ORLA or start supporting us if you are not currently an active member.

Remember ORLA cannot exist without its voluntary membership base. Roughly one in every five restaurant and lodging locations in Oregon choose to be an active member.

Imagine what we could accomplish if two of every five locations were members. We encourage you to spread the word about the importance of an ORLA membership by sharing our “join” webpage at OregonRLA.org/membership.

If you have questions or would like to discuss any of the items summarized below, please reach out to a member of the ORLA professional staff. You can find your government affairs contacts on page 40 within this edition of ORLA’s seasonal magazine.

ORLA Files Lawsuit Against the City of Albany ORLA is convinced the City of Albany has not reinvested lodging tax dollars originally used to pay off remaining debt for the Linn County Fair & Expo Center back into tourism promotions and/ or other tourism-related facilities as required by state law. Oregon Revised Statute (ORS) 320.350 prohibits local governments from decreasing the percentage of Transient Lodging Tax (TLT) revenues spent to fund tourism promotion and tourism-related facilities once tourism-related facility debt is paid off.

ORLA continues to operate as one of the key guardians of Oregon’s lodging tax reforms which took effect on July 2, 2003. Several provisions relating to lodging taxes passed the Oregon State

Legislature at that time. Among those reforms is the requirement local governments either reduce the tax rate they charge lodging operators once tourism facility debt like the Linn County Fair & Expo Center is paid off, or reinvest those dollars in tourism promotion campaigns or facilities – neither of which is currently happening in Albany.

Protection of industry tax dollars is critical as we remain focused on embracing shoulder and off-season promotions to entice visitors to local communities across Oregon year-round.

ORLA Launches Buildout of Oregon Hill Runner Program ORLA is excited to announce the creation of the Oregon Hill Runner Program in preparation for the 2025 Legislative Session one year from now. Our initial objective in building the Oregon Hill Runner Program was to identify ORLA members who currently have working relationships with elected officials at all levels of government. Early 2024 marks the time we will start filling in gaps on the Oregon legislative map where we do not currently have ORLA members in active relationships with their state elected officials. Stronger connections between state lawmakers and ORLA members from their district will result in better policy overall for Oregon’s hospitality industry. If you are interested in being a part of the Oregon Hill Runner program, please reach out via email to JBrandt@OregonRLA.org.

Public Records Requests: ORLA Reviews Local Transient Lodging Tax Spending ORLA’s Board of Directors made a strategic decision in the past year to start regularly reviewing industry tax dollar expenditures at the local level of government. We prioritize local areas where lodging operators either feel out of the loop with their local government or have suspicions funding plans may not comply with state law governing these tax dollars. In the coming year, ORLA will be submitting public records requests in Klamath Falls, Depoe Bay, and Sutherlin to learn more about how industry tax dollars are currently being spent by these local governments.  JASON BRANDT, PRESIDENT & CEO, ORLA

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ADVOCACY UPDATE Some Wins, Many Challenges Ahead

O

RLA scored a pair of wins for the hospitality industry. Two efforts ORLA was involved in recently paid off for the hospitality industry.

Wins The first victory involved a proposed increase in the Health Inspection Fees in Multnomah County. The proposal would have increased fees by 6 percent in 2024 to help recover the costs of administering the program. This would have been the first of four planned annual fee increases with future increases of 8 percent in 2025, 2026 and 2027 for a total increase of 30 percent in four years.

ORLA activated our grassroots network and communicated with operators about the proposed increase with several industry operators testifying in opposition and over 50 letters sent urging opposition to the increase, including one from ORLA in collaboration with the Portland Metro Chamber and other organizations.

Commissioners Brim-Edwards, Meieran, and Stegman voted to oppose the fee increase after hearing from operators and

raising concerns about the minimal amount of outreach to restaurants on this issue.

Chair Vega-Pederson and Commissioner Jayapal voted in favor of the proposed fee increase.

The County will support the health inspection fee program with general fund dollars but the conversation of fee increases will likely occur again soon.

The second victory was in Salem and was related to the payroll tax the Salem City Council passed. Mayor Hoy along with Councilors Stapleton, Nishioka, Phillips and Varney voted in favor of the payroll tax back in July.

Working with the state chamber–Oregon Business and Industry (OBI), the Salem Area Chamber of Commerce, and other groups, ORLA helped successfully gather enough signatures to place a referendum on the ballot and campaign against the tax.

A confusing tax with little oversight on spending and no cap on future increases, even Governor Kotek publicly stated she

expected to vote against the tax on the ballot.

Ultimately, 84 percent of voters rejected the payroll tax at the ballot.

The City of Salem will now look at alternate revenue sources as well as cuts to the city budget.

Meals Taxes Offered as Potential Revenue Sources for Cities Several cities have indicated a meals tax might be on the list of potential new revenue sources for upcoming budgets.

Just like private businesses, cities are facing increased costs in wages, materials and contracted labor. Oftentimes, instead of making cuts to programs or departments, cities will look for increased revenue sources to help pay for new or ongoing programs.

Cities like Eugene and Bend have indicated a meals tax may be a possibility for future revenue. The Hood River Parks and Recreation District recently floated the idea of a meals tax to help pay for upkeep on parks and a community pool. That idea was tabled after restaurant operators showed up

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to share their stories and relate how the tax would impact their employees and their restaurants.

counties to clarify spending of TLT dollars and reach a better understanding of how those dollars should be spent.

As a statewide association, ORLA covers a lot of territory, and we need help from owners and operators to keep us informed if a meals tax is being talked about in your area. If you hear about a proposed meals tax or even the possibility of a meals tax in your city or county, please reach out to Greg Astley, ORLA’s Director of Government Affairs at astley@OregonRLA.org.

If you have concerns about TLT spending in your city or county, please reach out to Greg Astley, ORLA’s Director of Government Affairs at astley@OregonRLA.org.

Transient Lodging Tax Public Records Requests ORLA will be regularly submitting Public Records Requests (PRR) of cities and counties to determine how they are spending their Transient Lodging Tax (TLT) dollars and ensure they are in compliance with state law.

Cities and counties will be chosen at random or if ORLA hears concerns from members about a particular municipality, we will make a request for records. In the past, such requests have helped ORLA and cities and

ORLA Submitted Comments on Proposed Federal Overtime Rule Comments were due November 7 on the U.S. Department of Labor’s (USDOL) proposed overtime rule. The proposed rule increases the minimum salary threshold for an individual to be eligible for overtime pay to $55,068, up from the current $35,568 – a nearly 55 percent increase. The proposal also implements automatic increases to the threshold every three years.

ORLA submitted a letter in opposition to the proposed rule due to the negative impacts such a rule would have on restaurants and lodging properties.

This increase and the automatic increases every three years will impact restaurants and

lodging properties in the following ways: • Increasing the threshold for overtime eligibility can place a significant financial burden on small businesses. Compliance costs, such as increased wages and administrative expenses, may lead to job cuts or reduced work hours.

• Rigid overtime rules could limit flexibility in work arrangements, such as flexible schedules, telecommuting, or compressed workweeks. This could be detrimental to employees who value these options.

• A one-size-fits-all approach will not account for regional economic differences.

What's considered a reasonable salary in a high-cost urban area might not be the same in a rural or low-cost region, potentially leading to unfair outcomes.

• Expanding overtime eligibility will increase administrative complexity for businesses, making it more challenging to track and manage employees' work hours, which can be costly and burdensome.

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• The increased labor costs associated with the new proposal could lead to job loss or reduced hiring as businesses have to continue to find ways to cut increasing costs.

Additionally, according to USDOL’s own estimates, the cost to comply with this rule in the first year is $9,000 in direct and payroll costs, not including training and other administrative work for the hospitality industry.

Look for updates as ORLA will continue to work with our national partners to amend or dismiss the final rule.

Federal Trade Commission Proposed Rule on “Junk Fees” Will Hurt Lodging Properties, Restaurants Operators have until Sunday, January 7, to submit comments on the federal ban for commonly used restaurant fees. Last fall, the Federal Trade Commission (FTC) outlined a plan to eliminate restaurant service fees and credit card surcharges as a part of a wideranging “junk fee” proposed rule.

The FTC’s proposed rule contains severe

flaws such as recommending a sweeping menu price increase and mandating credit card fees must be hidden, which are currently being scrutinized. More resources and an educational webinar will be available in coming weeks.

FTC Timeline • November 9, 2023: Proposed Rule Published • January 7, 2024: Comments Due • November 2024: Final Rule Published (Projected)* • January 2025: Federal Rule Takes Effect (Projected)* *Projections are based on the shortest likely timetable (10 months to process comments and produce a final rule plus 60 days for a final rule to be effective) and do not include potential legal actions.

Look for updates as ORLA will continue to work with our national partners on talking points, education and outreach.

10 Oregon Restaurant & Lodging Association | WINTER 2024

2024 Election Year Means ORLAPAC Needs Your Support In 2024, all 60 seats in the Oregon House and 15 of the 30 seats in the Oregon Senate will be up for election. In addition, the Attorney General, Secretary of State and State Treasurer positions are all open and will have new people. Locally, County Commissioner and City Councilor races will play a huge role in determining Oregon’s future, especially in places like Multnomah County and the City of Portland.

As challenging as operating a restaurant or lodging property is right now, sadly, it could get more difficult. Your support of ORLAPAC is critical as we head into the 2024 elections.

We have to build on recent successes at the ballot and keep working to elect businessfriendly candidates and bring balance and common sense back to the Capitol.

Your contribution to ORLAPAC is an investment in those efforts and in your future as an owner or operator. Even if you’ve already contributed, you can make

another donation to help our ongoing efforts to elect business-friendly candidates.

Please send your contribution to: ORLAPAC 8565 SW Salish Ln., Suite 120 Wilsonville, OR 97070 By supporting ORLAPAC, you’re joining hundreds of others in the hospitality industry to amplify your voice with our legislators here in Oregon.

WAYS TO ENGAGE AND BE HEARD ORLA Regional Meetings: We Need You At The Table!

Join your peers and engage in discussions on issues impacting your business. We need to make sure our elected officials understand our industry issues and can be partners with us in improving the climate for small businesses in Oregon.

ORLA members are encouraged to attend one of the 10 regional meetings (two will be virtual) taking place across the state between

503.589.1700 Book your space

meet greet wine dine

March and May, 2024. These meetings, hosted by ORLA, are free for members to attend. Watch for more details to come.

Meeting agendas to include: • Introduction of and open discussion with elected officials • Government affairs updates including local and regional issues • Discussion and updates on the 2024 Legislative Session RSVPs are required. For questions, please reach out to your Regional Representative or Greg Astley, ORLA’s Director of Government Affairs. Find thier contact info on page 40.

Regional Meeting Schedule for Spring 2024: • March 19 – Albany • April 2 – Grants Pass • April 8 – Seaside • April 9 – Newport • April 23 – Portland • Apr 30 – Hood River • May 7 – Baker City • May 21 – Redmond or Bend

Taste Oregon Legislative Reception

ORLA will host its annual Taste Oregon Legislative Reception in Salem February 20, 2024 to coincide with start of the session. This is the industry’s unique opportunity to meet with some of Oregon’s policymakers and shapers for casual conversations, good food and drink, and the chance to share personally the impact our industry has on our state's economy and livability.

It’s critical we have a strong showing of industry members in attendance to remind legislators hospitality businesses matter. Join us to tell your story and discuss issues of importance with our elected leaders face to face.

If you are interested in showcasing some of your culinary specialties at the Taste Oregon Reception contact Lauri Byerly at LByerly@OregonRLA.org Learn more and RSVP at OregonRLA.org/Events. We look forward to connecting with yous.  GREG ASTLEY, ORLA

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OregonRLA.org 11

A COMMITMENT TO PROGRESS Navigating Change in the Post-Pandemic World

I

t has been a tumultuous journey for all of us in the post-pandemic world. When I assumed the role of executive director at the Oregon Liquor and Cannabis Commission, I knew we were in for a challenging road ahead.

I want to share my perspective on what lies ahead and discuss the importance of embracing change with commitment and a reality-based approach.

As we reflect on the past couple of years, we can all agree that the landscape has transformed drastically. The hospitality industry, like many others, has faced unprecedented challenges.

However, in these times of change and uncertainty, it is crucial for us to ponder a fundamental question: Which statement is more accurate, "Change is hard" or "Change is hard for those who are unready for change?"

The answer, I believe, lies in our mindset and our level of commitment. Instead of focusing solely on how change affects us personally, we should shift our perspective to whether we are genuinely committed to making this change work for the betterment of our industry. If your commitment to the change is low, it's essential to be introspective and identify what needs to happen for your mindset to shift towards embracing change.

As your industry partner, I am dedicated to the concept of reality-based leadership. I aim to provide a realistic view of what the future holds and encourage all of you to ask essential questions of me to ensure we’re on the same page. "How will we do this?" and "How can I contribute to the industry’s future operational model in a way that aligns with our values?”

Within my agency, change is afoot, and I understand that processing change can take some time. However, I’ve encouraged our staff at OLCC to be aware of the new reality and be willing to engage in discussions that revolve around these questions. The reality of our work and where we do our work has shifted, and it's our collective responsibility to adapt and thrive.

Moving forward, I know the public will have higher expectations from my agency – and rightly so. I am resolute about meeting these expectations. The public will appreciate it when the agency demonstrates a commitment to professional training on how to make the right decisions, as we have recently done.

This is why I initiated this training, as it is essential for all of us to be equipped to reset our agency's culture.

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During the next year, OLCC will be focusing on wrapping up work on the modernization of our licensing system. The Cannabis and Alcohol Management Program – or CAMP – is an online tool that will make getting and maintaining a license easier.

This focus on modernizing our licensing system will be an area of change that will test our commitment, but we know that getting to a more efficient online system will take a lot of collaboration among our stakeholders. We’ll be working closely with ORLA in the coming year to communicate training opportunities on the new system.

I want to express my deep appreciation for our partnership and the invaluable contributions over the years from the leadership of ORLA to our agency and to the state of Oregon.

These are challenging times, but I firmly believe that with the right mindset and unwavering commitment to change, we can overcome any obstacle. Let us work together to navigate the new landscape and emerge stronger and more resilient.

Thank you for your dedication, and I look forward to the journey ahead, filled with growth and progress.  CRAIG PRINS, EXECUTIVE DIRECTOR, OREGON LIQUOR AND CANNABIS COMMISSION

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INDUSTRY CHAMPIONS Volunteer Leadership Starts with a Passion for Hospitality

T

he Oregon Restaurant & Lodging Association (ORLA) is the leading business association representing the foodservice and lodging industry in Oregon. As with most trade organizations, volunteer leadership and member engagement are critical components in their success and sustainability. That’s true for ORLA as well. Your association has three Boards of Directors overseeing three different entities, including the Oregon Hospitality Foundation (OHF) focused on increasing connections between educators, workforce development boards, and industry employers. In addition, ORLA has five regional leadership teams who stay engaged with us on industry issues appearing at the city and county levels of government.

We reached out to five of these volunteer leaders to learn about how they got their start in the hospitality industry, what it is they love about hospitality, business challenges and trends they are seeing, and advice they’d share with peers who are new to this industry. Each have a deep passion for hospitality and a commitment to serving the industry through these leadership roles.

ALLYX O’CONNOR VP of Strategic Initiatives - Adrift Hospitality, Bowline Hotel / Adrift Hospitality ORLAMS Board Member Hospitality Start: I was lucky enough to get my start in my family’s cafe when I was 14. I loved the connection to food and community that came with that, and it shaped what I would look for in meaningful work going forward. I worked there through high school before attending WSU to study Hospitality Business Management.

During that time, I managed a cafe and bartended at an historic pub in downtown Pullman, WA. I’ve attempted to diverge

from the industry a couple of times but didn’t manage to stay away long and am now coming up on 22 years in hospitality.

Passion for the Industry: I love the variety of what the Hospitality Industry can bring to the table, and how it can shape the way a person lives their life. No day is the same as the last, no problem has the same solution as another, and the ways that an experience with a guest or an employee can surprise you are unmatched. You really can’t stop growing and learning in this industry and it’s inspiring to see others build themselves up in unexpected ways.

Industry Challenges: On the Oregon Coast, workforce is still a significant issue.

However, the reasoning is not necessarily that people don’t want to work, but that we’re experiencing a major housing shortage.

We have had staff experience houselessness even while working full-time because of steep rent hikes. We’ve seen people forced out of long-term rentals being converted into short-term rentals. We’ve gone through the hiring process for amazing candidates who then couldn’t find a place to live. We have also had challenges with our very limited public transit options, which makes housing even tougher to navigate.

Interesting Trends: There are many exciting trends in hospitality right now, but for me, it’s responsibility and sustainability that I’m most excited to see the industry working toward. Yes, it’s a lot of work, it’s expensive, and it can be intimidating when you really see how many ways we can do better, but this industry is actively advocating for sustainability and pushing for social responsibility now more than ever.

It’s on all of us to take care of our people, our communities, and the spaces that we inhabit. Watching the industry that I love make concrete moves in that direction is so encouraging.

Encouraging Advice: Some of the most impactful things that I’ve learned start with

finding work in places that share your values and that are interesting to you. Don’t be afraid of entry-level jobs or the dirty work.

There’s so much value in learning from the ground up. Be open to being uncomfortable and growing through that discomfort. Visit places that excite you. Pay attention. Take notes. Be curious and ask questions. Think about what made you feel special in an experience and put that into practice. Make your work meaningful to you, whatever that looks like.

LISA ITEL Director of Industry Relations, Travel Oregon/Oregon Tourism Commission Oregon Hospitality Foundation Board Member Hospitality Start: I am a fifth generation Oregonian, was raised in the agritourism industry, so tourism has always been a part of who I am. Shortly after I graduated from college I was hired as the tourism manager at Woodburn Company Stores. The General Manager inspired me to create a program for domestic and international tour groups and after the success of that program, I knew a career in tourism was for me. I joined the Travel Oregon team in 2007 and never looked back. I love being part of a team that gets to inspire travel that uplifts Oregon communities. I have the honor of collaborating with some of Oregon’s best stewards who make Oregon so special.

Passion for the Industry: Tourism offers a wide range of career opportunities, from travel agents and tour guides to hotel managers, DMO’s and event planners.

There is something for everyone in this industry, and the opportunities for growth and advancement are endless. By working in tourism, individuals can make a difference in people’s lives and contribute to a better world. Whether it’s helping travelers find the OregonRLA.org 15

perfect holiday or working to conserve local habitats, individuals in the tourism industry can feel a strong sense of fulfillment in their work. The inclusive, sustainable, and resilient tourism sector creates better lives for all Oregonians.

would be rental car companies now offering, and even specializing in, electric vehicles.

Hotels and resorts with an emphasis on sustainable technology. Eco experiences are springing up around the world and in communities around Oregon every day.

bankruptcy. Nevertheless, I was hooked and loved the exciting hospitality business.

At 16, I already knew that hospitality was going to be a major point in my life. Later, I studied at a French Hotel Management school a few miles from my house.

Industry Challenges: For as long as I remember, Oregon’s tourism industry has battled with attraction and recruitment of young people. I am confident the insights being gathered by the Oregon Hospitality Foundation, ORLA and Travel Oregon can help shape how we as a sector behave in the future and take recommendations forward to create a pipeline of talent coming into our industry that will carry it into a bright future.

Leadership Opportunity: Being part of the Oregon Hospitality Foundation provides an opportunity to influence and help shape the trajectory of Oregon’s workforce, education and training, and contribute to the philanthropic needs of Oregon’s tourism industry. These rewards will not only enrich my personal life but will also have a cascading effect on the industry, fostering growth, innovation, and progress for years to come.

Passion for the Industry: I love the complexity of hospitality and the competitiveness. I love to see new employees with little experience but great attitude grow and become successful at work and at home. There are so many different departments to work in and learn from and grow including Front Office, Housekeeping, Food & Beverage, Sales, Marketing, Human Resources, Maintenance and Finance.

How ORLA & OHF Contribute: The power of travel is unmistakable. It is indisputably essential to driving economic growth and job creation across Oregon. The staff at ORLA and the Oregon Hospitality Foundation are continually finding ways to engage with Oregon’s tourism industry to get a better idea of what the specific needs and expectations of today’s tourism workforce are. They are taking steps to build relationships with Oregon high schools to take up culinary and hospitality/tourism management programming, engaging with the Oregon Department of Education, and building bridges between industry operations and educators to ensure Oregon is on the right track to strengthen its travel and tourism workforce.

Interesting Trends: Sustainable tourism is swiftly transitioning from a niche trend to a fundamental expectation among travelers. Today’s traveler is more ecologically conscious than ever; current travel trends reflect that. Airlines, tour operators, restaurants, hotels, and a whole spectrum of businesses across the industry have embraced this trend, which is only set to become more prevalent. Some changes have been small and simple, such as allowing air travelers to purchase carbon credits when they book a flight to offset the environmental impact. Another example

JEAN-MARC JALBERT General Manager, Royal Sonesta | Hospitality Management Portland Lodging Alliance Chair Hospitality Start: I grew up next to a small luxury boutique hotel (24 rooms). One night the owner rang our doorbell and asked my grandmother if I could help with serving breakfast on weekends. Without asking me, she said “Yes, of course, Jean-Marc will be there at 6:00 am!” I was only 15 years old, but more than willing to make a few Francs (no Euros yet) and learn the ropes. In fact, I learned every job in this hotel from room service to housekeeping, to front desk, working every weekend and holidays that year. The next year, I worked the entire summer as a dishwasher and apprentice cook in one of the better restaurants in my hometown… still (legally) too young to be working, but no one was checking. I worked all summer, but the owner never paid me, claiming he would pay me “next month.”

It was a really a good lesson and a sad one, as I never signed anything and could not prove that I worked.The restaurant closed at the end of the summer, and went into

16 Oregon Restaurant & Lodging Association | WINTER 2024

Industry Challenges: Oregon has relied on past experience when visitors and businesses kept coming and the state was growing by leaps and bounds – but failed to invest in services for substance use and disorder prevention. An unprecedented explosion of homelessness in Portland resulted after the implementation of Measure 110. There is just not enough support to handle the 7,000 + homeless people in our streets. The lack of understanding and anticipation for what was to follow had a deep impact on Portland and the surrounding cities. The shortage in state prosecutors and public defenders is allowing drug dealers and criminals to be back on the streets without getting any jail time. Jail is not properly funded by the state and not used to full capacity.

ORLA Advocacy: We need to put our voices together and ask the Governor to “pause” Measure 110 until the support services can handle the volume of people needing help. Let’s write a letter and have it signed by all hotel and restaurant GMs. Oregon Hospitality Outlook: There is no doubt, it will take Portland and the hospitality industry several years to recover from what has taken place in the past few years. Achieving success, we will need the state, county and city leaders agreeing on a realistic game plan and deliver results.

Encouraging Advice: Don’t expect to be a manager unless you have proven yourself. Do your homework and choose to work for a company that has a proven record in culture, stability, and growth. Don’t jump around from one property to the other to make a few bucks. Companies are looking for people who have a demonstrated stable work history and who can grow with them.

RYAN FAHEY Guest Services Director, Spirit Mountain Casino Oregon Hospitality Foundation Board Member Hospitality Start: My first summer job, when I was 15, was washing dishes in a busy neighborhood dinner house. I fell in love with the hustle and bustle of the restaurant industry, the rest is history.

Passion for the Industry: I love being able to work alongside talented individuals and teams and getting to know them personally and professionally. I also value knowing at the end of the day, the hard work you put in each day creates memorable and rewarding experiences for both our guests and employees.

Unique Workplace: Spirit Mountain Casino is Oregon’s largest casino. Besides the games offered in the casino, we have 254 hotel rooms and suites with full in-house laundry, an RV park with 72 spaces and four park models, five guest-facing food outlets, four bars working alongside casino floor beverage service, 17,500 square feet of Banquet and Catering space with a seating capacity of 2,000, four support kitchens, and employee dining room. All of the above helps in supporting the community and government offices of The Confederated Tribes of Grand Ronde.

Industry Challenges: Workforce labor shortage, the economy focusing on

consumer confidence and behavior, and cost of goods with availability/supply chain.

Interesting Trends: Technology, working on ways to support the guest-facing staff with daily tasks while still focusing on guest service. Hand-held devices, self-serve kiosks, and QR codes.

Leadership Opportunity: As a leader, I look forward to making a positive impact on our industry, influencing policies, and driving initiatives that benefit our members.

I also look forward to building relationships with our members and like-minded industry professionals who are passionate about being advocates for sharing knowledge, best practices and driving growth in our hospitality industry.

GILLIAN DUFF General Manager, El Gaucho Portland ORLA Board Member Hospitality Start: While visiting a friend in Lahaina, Maui, I decided to stay for three months and needed a way to contribute to rent, etc. I had just graduated from college and thought a service-oriented position sounded fun. I walked down Front Street, got a job that day and never looked back.

My first restaurant job was located on Lahaina’s historic waterfront and, sadly, was destroyed by the recent fires. That job was a wonderful introduction to just how interesting and lively restaurant work can be.

Passion for the Industry: So many things: I love the people I get to meet and the stories that they share, I consider it a privilege to be part of my guests’ special occasions and life events. I love that each night is a live show, and no day is ever the same. I enjoy the energy of a buzzing restaurant and the camaraderie created within a team of professionals working toward one goal.

Industry Challenges: Some of the biggest challenges facing Oregon’s hospitality industry include rising labor costs, rising food costs, and the effects of measure 110 throughout the state.

Interesting Trends: It is exciting to see the recovery from Covid as we begin to replace some of the restaurants we lost during the pandemic with fun new businesses that offer unique flare and personality. While I will forever hold dear some of the classics that were lost, I celebrate those that choose to get into the industry, despite some of the difficulties we face. It is inspiring to see the dedication of people that just want to make food and share their culinary creativity and passion for hospitality.

Oregon Hospitality Outlook: While I expect that more casual-style restaurants may turn to automated, QR scanning or counter service, I hope to see a refocus on guest service and hospitality. I look forward to continued growth in the independent restaurant sphere, with innovative young chefs and entrepreneurs entering the scene and bringing a fresh perspective to the status quo.

Encouraging Advice: For someone just starting out in the restaurant business I would say, always do your best, no matter what the position. Be kind to everyone you encounter. Discipline is more important than motivation and consistency is more important than making a big splash. Slow and steady wins the race! You can change someone’s day/week/month with showing genuine care and believing in hospitality!

For members looking to get involved in some way in your state association, reach out to your Regional Representative (see page 40) or visit OregonRLA.org/getinvolved.  LORI LITTLE, ORLA

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SEE IF YOU QUALIFY FOR THE LARGEST INDUSTRY-SPECIFIC DISCOUNT ON WORKERS’ COMP FOR OREGON’S HOTELS AND RESTAURANTS!

Ask your agent for an ORLA group quote with SAIF. ORLA members who meet the group eligibility requirements can receive a 7% discount with SAIF on workers’ comp premiums in the ORLA group plan, upon workers’ comp renewal date.

ORLA MEMBERS:

Contact your agent and ask for an ORLA group quote, or contact SAIF directly at 888.598.5880.

EXISTING SAIF CUSTOMERS: Ask your agent or contact SAIF directly at 888.598.5880 for an ORLA group quote.

18 Oregon Restaurant & Lodging Association | WINTER 2024

OregonRLA.org/SAIF

FOUNDATION FOR THE FUTURE What We Do Together Can Make a Difference

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he Oregon Hospitality Foundation (OHF) closed out year one of our Three-Year Strategic Plan and is moving into year two with more excitement and drive as we push to recover from pandemic setbacks and work to succeed and flourish as a 501c3 nonprofit. The Foundation has achieved most of its key goals with the industry's participation, but we still need industry members more than ever to contribute time and money to help support and sustain our efforts.

In addition to achieving year-one goals in the Strategic Plan, OHF successfully hired a new Workforce Development Coordinator, created Regional Industry Wage Reports that can be accessed in the member portal, received a substantial U.S. Department of Labor Federal Grant, and launched the Share Your Story campaign.

Although Oregon's ProStart Program took a big hit following the worldwide pandemic, school participation in the program is recovering. In the 2022-2023 school year, there were only 26 high schools. As of November 2023, there are 46 NRAEF– recognized and active ProStart schools in Oregon. In an effort to boost success for our future workforce, the Oregon Hospitality Foundation established two funds in support of high school ProStart teachers and their programs. Thanks to Travel Oregon's generous contributions, the funds provided needed assistance and will continue to support ProStart retention and recruitment efforts.

SAVE THE DATE: Oregon will hold the annual statewide ProStart Championships for high schoolers at the Salem Convention Center on Monday, March 18, 2024.

This year, the Foundation will launch its first Career Fair to be held during the Championships and participating in this great opportunity is only $250 per table. If you're interested in partaking in this event, contact Courtney Smith at CSmith@Oregonrla.org or visit

OregonRLA.org/prostart. Participating as an exhibitor in this event provides an excellent opportunity to connect with future employees and fill those employment gaps with certified young chefs with passion and drive. Only a limited number of tables are available, but vendors will get exposure to all teachers, volunteers, media, colleges, and judges. In addition, we are actively recruiting for judges and volunteers, so if you are interested in participating in a volunteer capacity, please contact me via CSmith@Oregonrla.org.

As we continue to work toward goals in support of our future workforce, the Oregon Hospitality Foundation welcomes a new team member, Ella Sturdevant. She recently

Ella Sturdevant

graduated from Oregon State University with a major in Food Systems Management.

While a student, she also worked full-time for OSU's Global Community Kitchen program in her final year of college. She often recognized herself as a Catering Manager because it was the easiest way to describe the work; however, what made her program unique was the integral role that the university students played in the catering process. She and her team worked almost exclusively with student-planned events and included them in nearly every step of the food service process. Ella taught students to plan a 1500-person dinner service from scratch and run a full-service catering kitchen. She learned many valuable lessons about building an effective team

and workforce. As the Foundation’s new Workforce Development Coordinator, Ella’s experience and passion will be beneficial as we continue to develop industry partnerships.

Workforce shortages continue to be cited by restaurant and lodging employers as the number one issue facing businesses.

Many industry partners say recruiting was tough even pre-pandemic, and now the challenge is even more significant. To help Oregon's hospitality industry address these ongoing shortages, the Oregon Hospitality Foundation has collected helpful resources from our state partners and national affiliates. This past summer, OHF released new exclusive access to members-only data in the Resource Library including regional Oregon wage data. These reports are broken down into the seven tourism regions and include restaurant and lodging industry wages. Due to wage increases statewide and the demand for more intelligence in this space, we wanted to ensure you have reliable information that will be updated twice a year. Log in at OregonRLA.org and navigate to Additional Resources.

The Foundation is flourishing thanks to the community of active industry members and the continuous generosity to support our future workforce. The Oregon Hospitality Foundation was formed in 1992 with a mission to support the workforce, educational, training, and philanthropic needs of Oregon's hospitality industry.

The generous support of partners, grants, and private donations like yours enables the important work to fulfill our mission.

If you’d like to consider supporting the Foundation financially, please visit OregonRLA.org/Foundation.

If you have questions about the Oregon Hospitality Foundation or are interested in getting more involved, reach out to me via email at CSmith@OregonRLA.org or visit OregonRLA.org/Foundation.  COURTNEY SMITH, OREGON HOSPITALITY FOUNDATION

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NRA'S WHAT'S HOT: 2024 CULINARY FORECAST All The World's A Menu

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ocial media is making foodies of us all. The top “Macro Trend” in the 2024 What’s Hot Culinary Forecast— according to more than 1,500 culinary professionals—is incorporating social media trends into restaurant menus and marketing. Making use of platforms like TikTok is top of mind for operators and very much a two-way street when it comes to influence. Viewers help restaurant fare go viral and restaurants riff on online food fads, parlaying them into innovative menu additions or LTOs. In the food categories—dishes, ingredients, flavors and condiments—comfort and community dominate. Soups and stews, stuffed vegetables, and melty cheeses are classic comfort foods and are a safe way for consumers to sample unique ingredients and flavors from other regions, both domestic and international. Social sharing quickly heightens awareness of regional food discoveries.

When it comes to beverages, energy and health are the keynotes. In the non-alcohol category, beverages that boost energy are in demand, but consumers are increasingly looking for ingredients that boost health, too. The botanicals infusing the cocktail market also carry a health-forward vibe, with easy-to-recognize herbs, berries, flowers and leaves enhancing the flavor and presentation.

Low-alcohol beverages, both the commercial brands restaurants sell and the cocktails they create, have a health hook that’s trending well with adults today. Check out the What’s Hot top picks and take a peek at the emerging trends in each category—are you on track to strike while the trend iron’s hot?

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TOP 10 TRENDS OVERALL 1. World Stage Soups & Stews (Birria, Chicken Tom Kha, Laksa, Salmorejo, Upscale Ramen) 2. Global Chicken Wings 3. International BBQ 4. Incorporating Social Media Trends (TikTok) 5. Grilled/Cooked Cheeses (Provoleta, Queso Fundido, Raclette, Halloumi, Juustoleipa) 6. Wagyu Beef 7. Stuffed Vegetables (Chiles en Nogada, Stuffed Peppers, Stuffed Cabbage Rolls) 8. Regional Menus 9. Streamlined Menus 10. Hot Honey Breakfast Sandwiches FEELS LIKE HOME Comfort foods clearly appeal, and nothing says comfort like a bowl of delicious soup or savory stew. Soups and stews check all the boxes: they’re a safe way for customers to experience new ingredients and unique flavors; they present an economical way to diversify the menu, especially as menus are being streamlined; recipes are super sharable and even viral, as SoupTok attests; and they travel well. Soups and stews track as “healthy,” too. Several of these attributes apply to Grilled/Cooked Cheeses, as well.

A fun way to experience international specialties, many of these cheesy dishes are intended for group preparation and consumption—that’s entertainment, communal connection, and comfort all in one.

TOP COMFORT FOODS • World Stage Soups & Stews (Birria, Chicken Tom Kha, Laksa, Salmorejo, Upscale Ramen) • Global Chicken Wings • International BBQ • Grilled/Cooked Cheeses (Provoleta, Queso Fundido, Raclette, Halloumi, Juustoleipa) • Stuffed Vegetables (Chiles en Nogada, Stuffed Peppers, Stuffed Cabbage Rolls)

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TOP INGREDIENTS • Wagyu Beef • Root Vegetables • Birria A social media darling, chefs are using birria, the spicy, sweet, smoky stew, to elevate tacos, sandwiches, nachos, poutines, pasta, and more. Expect to see more birria on menus in many creative applications.

EMERGING INGREDIENTS • Calamansi (Philippine lime) • Cannabis-Infused Dishes • Cucamelon (citrusy cucumber)

THE HEAT IS ON Coast to coast customers find Carolina, Kansas City, and Texas BBQ sauces together on the table. They have a choice of Chicago, New York, or Detroit-style pizzas, and can sample local takes on upper Midwest hotdish and low-country boils.

Chefs are looking to regional standouts for inspiration and finding ways to make them their own. Nashville hot is one such standout, a natural flavor to emerge after Fried/Chicken Sandwiches 3.0 topped 2023’s Hot list. Agave syrup is another to emerge from a 2023 top trend, alternative sweeteners; it’s sweeter than sugar but easier on the glycemic index. Also gaining high marks, hibiscus, with its tartsweet, cranberry-ish flavor, is a versatile ingredient in everything from salads, to beer, cocktails, and desserts.

PHOTOS COURTESY OF NRA

TOP FLAVORS • Nashville Hot • Everything Bagel Spice • Agave Syrup • Turmeric Ginger • Hibiscus TOP CONDIMENTS • Tkemali (a tangy, sour Georgian plum sauce) • Pandan (powdered Asian leaf with hints of rose, almond and vanilla) • Golden Berry (with hints of pineapple, mango; resembles a tomatillo) EMERGING CONDIMENTS • Chili Crisp • Tajin • Chipotle Ketchup

BETTER. HEALTHIER. TASTIER. The common denominator in non-alcohol beverages is the demand for products that boost energy—but those that promise health benefits in addition to energy are gaining market share fast. Energy drinks and functional waters touted to enhance focus, improve stamina, help gut health, and ease inflammation claim to contain natural ingredients, vitamins, amino acids, probiotics, electrolytes, and other healthrelated additives, and they don’t forfeit on flavor. These beverages are an easy way for consumers to sample intriguing flavors such as black currant, passionfruit, dragonfruit, elderflower, and hibiscus as well as flavor mashups. In restaurants, the new water offering could be “sparkling, tap or functional?”

TOP BEVERAGES • Nitro Cold Brew • Energy Drinks • Functional Waters EMERGING BEVERAGES • Zero-Proof Spirits • CBD Drinks • Tepache (brewed with pineapple peels) MOTHER NATURE MIXES BEST Consumers are looking for more when they indulge in spirits: more flavor and more unusual flavors, more energy, and more options with less alcohol. Botanical ingredients are popular, elegantly scenting and flavoring spirits with recognizable natural elements (spices, herbs, flowers, berries, seeds, calyxes) that also lend perceived health benefits to cocktails.

Health plays a part in the popularity of low- and zero-alcohol versions of cocktails, beers, spirits and wine as well. Restaurants that manage to market high-end low- and alcohol-free cocktails can capture a beverage up-sell that has a sweet food cost.

TOP ALCOHOL BEVERAGES • Botanical Cocktails • Hard Coffees • Low-Alcohol Cocktails EMERGING ALCOHOL BEVERAGES • Sotol Cocktails • Pickle Cocktails • Low-Sulfite, Low-Alcohol Wine

CLICKING WITH FOODIES TikTok’s impact on food trends and restaurant menus can’t be overstated.

Through social media and at viral speeds, consumers discover virtually unknown flavors, ingredients, prep methods, and menu hacks. Restaurant dishes become viral sensations and vice versa—in the right culinary hands, viral “food fads” can successfully translate to menus and LTOs. Social platforms are intrinsic to restaurant marketing today, capturing attention and generating buzz. Social media plays a part too in consumers’ awareness of regional foods, both domestic and international. But the fun is not just in adopting the original but rather finding tastier, more creative, ways to create original dishes.

TOP MACRO TRENDS • Incorporating Social Media Trends • Regional Menus • Streamlined Menus • Restaurants as Entertainment • Inventory Optimization EMERGING SOCIAL MEDIA TRENDS • Artificial Intelligence (AI) Integration • Augmented Reality • Monthly Restaurant Subscriptions METHODOLOGY Targeted to leaders in the culinary world, more than 1,500 culinary professionals weighed in on leading menu trends for 2024 (survey fielded Oct. 9-23, 2023.) For more information, contact askus@restaurant.org.  NATIONAL RESTAURANT ASSOCIATION

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Blessing or Burden?

Challenges and Opportunities for AI in Hospitality

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n the early days of the COVID-19 pandemic, Janell Goplen, co-owner of Coast Restaurant Group in Newport, had an idea: What if they could somehow put their waitstaff on their restaurants’ websites? Clearwater Restaurant and her other properties were still providing meals for takeout, and Goplen thought virtual “servers” might make people feel more connected to the establishments during a time of immense isolation.

In 2020, that technology didn’t exist. But today, thanks to the surging development of programs aided by artificial intelligence (AI), Goplen may have gotten her wish. She now uses a software program that can capture a person’s image and voice and create a realistic video of them talking. Instead of a person giving a speech, the avatar captures the words from a typed script.

Goplen has begun to use her avatar to create weekly reports for her senior staff, which means she no longer needs to travel to each restaurant location each week. She can create new staff training videos in English and translate them to Spanish at the click of a button. This feature is also helpful for her work to promote tourism to the Oregon coast. “We’ve developed a bunch of videos for the Asian market that will tell people they should come visit Newport,” she said. They can be translated to nearly any language instantly without the cost of paying a translator.

Goplen and her team are using ChatGTP (including its imagegeneration function, DALL-E 3) and the graphic design program Canva to create social media posts. “We recently created an entire year’s worth of social media posts in about two hours,” she reported. ChatGTP also edits and writes all of Clearwater Restaurant’s menus and menu descriptions.

“I think it’s a gift,” Goplen said. “It’s really helping our business.”

22 Oregon Restaurant & Lodging Association | WINTER 2024

While some in the hospitality industry have embraced this technology wholeheartedly, AI still seems intimidating to some — and downright dangerous to those who imagine a Terminator-like future where machines run roughshod over humans. Besides the natural fear and learning curve associated with someone new, AI is already presenting some problems. Research has demonstrated that AI can incorporate racism and other types of discrimination since it is based on the data and values written down by humans.

It may repeat falsehoods that perpetuate in online spaces, and there are concerns about how well it will secure data and respect intellectual property. What is a business owner to think and do as AI continues to become a bigger part of the business world?

The good news for the AI shy is that consumers are not expecting intelligent machines to revolutionize the travel experience anytime soon. Todd Montgomery, executive-in-residence and director of the Oregon State University Sustainable Tourism Lab, recently surveyed 500 consumers located primarily in the Pacific Northwest. Though 78 percent said they had used an AI tool before, only 6 percent had used some kind of AI program designed to help with travel booking or planning. A mere 5 percent said they would use AI to make major decisions, and 77 percent reported that they did not feel their personal information was safe with AI. “Bottom line: AI awareness and adoption in travel by customers is in its infancy,” Montgomery said. “There are still major hurdles to overcome before wider adoption, including providing value to customers, privacy, and trust. I think it's more likely that we will see greater integration of AI via plugins into existing travel platforms rather than standalone AI travel services.” For example, travel sites are already using AI chatbots to recommend the best time to travel and AI technology to create more personalized recommendations and itineraries.

Examples of Janell Goplen's avatar speaking different languages in custom video content.

Goplen didn’t film or speak in these videos, it is entirely her avatar.

Most software programs that business owners use on a daily basis will increasingly incorporate AI, even if it’s not always obvious.

According to Goplen, there are AI-enabled POS software that can comb through food costs and suggest ways to save money on menu items. “You can get alerts when, for example, the price of dairy has gone up to see if you still want to use dairy in a recipe or find a substitute,” she said. Some accounting software can input data and pay bills based on a photograph of an invoice, removing the need for someone to manually enter every invoice.

Workstream, a hiring and HR platform geared toward businesses that employ mostly hourly workers, allows potential job candidates to text with an AI assistant that can answer common questions about a job. When candidates can find out basic details about the company’s mission and a position’s pay and duties before they interview, they come into an interview more knowledgeable and likely to take the job, said Daniel Blaser, the company’s head of brand. They can now get these answers no matter the time of day.

Getting these basic questions out of the way also allows for more meaningful conversations in interviews.

Workstream has also added a job description optimizer to help general managers and HR professionals create better job postings.

“One of the things we have programmed the AI to optimize is readability,” Blaser said. “If you have a solid block of text or big, long paragraphs that aren’t broken up, people don’t read them.

You want to make sure people can scan the job description and get most the important pieces they need.”

In addition, “We know that there are certain important pieces of information that are more likely to lead people to apply, like when the position starts and the pay,” Blaser said. The AI assistant cues managers to add these and other salient details to the description.

When managers have fewer mundane tasks to complete, they have more time to chat with people in interviews or provide training to new employees. Ideally, that improves both recruitment and retention — and gives busy managers a little time back in their busy day, Blaser said.

There are already some services that use AI to directly improve the guest experience. “Genie is a paid service that allows guests at Disneyland and Walt Disney World to skip lines at select attractions,” said KS “Venkat” Venkatraman, senior director for artificial intelligence computing at the accelerated computing company NVIDIA. “It uses AI algorithms to predict wait times and help guests plan their day.” AI-powered facial recognition systems can increase security, identify lost children, and help guests more efficiently navigate theme parks.

Another example is a wristband called MagicBand that allows guests to enter theme parks, unlock hotel rooms, and make purchases in the park — while gathering information on guest behavior and preferences to improve customer experience.

There are a growing number of tools like this that can be valuable to business owners. “Any hospitality company can use AI tools to personalize guest experiences with recommendations based on individual preferences and optimize revenue management by setting optimal prices for tickets, hotel rooms, food, and beverages,” Venkatraman noted. “Operational efficiency can be improved by automating tasks such as scheduling staff and managing inventory. AI can also be used to develop personalized itineraries and offer new products and services.” Restaurants can create individual menus for people based on past ordering and dietary restrictions. Hotels can recommend local attractions that guests might enjoy after developing an understanding of their

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“The quicker we adapt to it, the better.

You’re either going to be using AI or you’re going to be out of business.”

- JANELL GOPLEN,

Co-owner, Coast Restaurant Group, Newport

interests. Tourism agencies can use AI to predict event attendance, personalize marketing campaigns, and provide real-time information to visitors.

With all the personalization and time-savings benefits AI can provide, what is keeping business owners from adopting it?

In Goplen’s view, the biggest barrier is time. “Most people are working in their business, not on their business,” she said. “To allow yourself that time to work on your business is something that a lot of people believe they don’t have the luxury of doing.”

But she also acknowledges that fear is a big factor in people’s hesitancy around AI. “There’s a bunch of people spreading the message that AI is bad and it’s dangerous and it’s risky,” she said.

Anytime new technology emerges, there’s a learning curve that can seem intimidating, especially for folks who don’t consider themselves tech savvy.

Venkatraman believes the biggest challenge to rapid AI adoption is data integrity. “The models are only as good as the data they've been trained on,” he said. “If the input data is biased, it could lead to customer groups or employees being unfairly treated.

Furthermore, the data collected on guests and their preferences needs to be protected from unauthorized access and misuse.

24 Oregon Restaurant & Lodging Association | WINTER 2024

“Overcoming some of these challenges requires hospitality companies to invest in data quality and integration initiatives, while developing policies and procedures to ensure that AI models are used fairly and ethically,” Venkatraman continued.

“Additionally, companies should communicate with customers and employees about AI systems and their benefits toward improving customer experiences, efficiency, reducing costs, and creating new business opportunities.”

Education around AI is sorely needed at all levels, he emphasized.

In addition to learning hard skills around how to best utilize the technology, people need to develop greater emotional intelligence, with a focus on skills such as critical thinking and the ability to challenge bias and misinformation when it emerges. Workers may have to develop a whole new mindset too — one that emphasizes and values lifelong learning and adaptability.

Speaking of workers, another major concern about AI is that it’s going to eliminate jobs. “The stats say otherwise,” Goplen said. According to data from the World Economic Forum, the technology is expected to replace 85 million current jobs within the next decade, but it’s also expected to create 97 million new jobs by 2025. “It may replace some existing jobs, but some of those jobs nobody wants to do anyway,” she said.

Clearwater Restaurant, Newport PHOTOS COURTESY OF CLEARWATER RESTAURANT

That meshes with what Venkatraman is finding as part of his work with the Oregon Workforce and Talent Development Board, of which he is an executive member. “AI is ideal for automating repetitive and time-consuming tasks that many hospitality workers currently perform,” he said. “Answering common customer queries, processing reservations and check-ins/outs, and managing inventory are some examples. The important aspect is to free up staff to focus on providing exceptional customer service, forming long-term customer relationships, and creating memorable experiences for guests.”

Using AI will quickly become a necessity, not an option, Goplen believes. “The quicker we adapt to it, the better. You’re either going to be using AI or you’re going to be out of business.”

Venkatraman’s advice for managers and owners seeking to use AI in their business is to identify a specific problem or opportunity that AI can address and seek out the tools to do it. “This will help focus efforts to get a quick win and get buy-in from employees, customers, and partners.” Developing and training AI models can be complex and costly, so businesses should look at adapting or using custom models that are tailored to the hospitality sector, he noted.

There are AI webinars that can help, and Goplen encourages fellow business owners to turn to her and others who are already using AI to enhance their understanding about the benefits of the technology. “We can all walk into this new frontier of AI together,” she said. “You don’t have to do it alone and you don’t have to be afraid. It’s really easy once you understand it, and it can really change the way you do business.” Though change can be scary, she really believes all of these changes will help business owners become more efficient, provide better service, and ultimately lead to greater profitability.  SOPHIA BENNETT

In addition, Venkatraman recommends investing in data quality and integration across existing systems. “Use a cloud-based AI platform and models targeted at the leisure and hospitality sector for ease-of-use, and scalability. Train employees on how to use AI tools and systems responsibly and encourage innovation towards offering new products and services,” he said.

Her top recommendation for learning about AI is to watch YouTube videos. That’s where she’s learning the majority of the skills needed to introduce AI into her business. She also set up a Google Alert for AI in restaurants. When she gets the report each day, she researches the articles to see what might work in her restaurants.

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AI FOR HOTEL OWNERS The Future of AI for Hotel Owners is Now

PHOTO BY ALEX KNIGHT ON UNSPLASH

I

t is sometimes easy to read the hospitality market news and feel like if you don’t jump on the artificial intelligence (AI) bandwagon, you (and your hotel) will be left behind. The answer isn’t all or nothing. At the heart of the hotel industry is a core belief that hospitality thrives on human-to-human interaction, but that doesn’t mean that AI doesn’t have a place. It should be viewed as a valuable tool in your toolbox rather than a replacement for hospitality.

Technology Will Continue to Grow Exponentially As technologies continue to improve everyday life, there are understandably some growing pains as AI becomes more and more integrated. Does that mean you have to be all in on everything AI? No. It’s OK to pick and choose!

You probably already use AI technology without realizing how seamlessly it is integrated into hotel operations. The most common example is a booking CRM, which includes pricing analytics and automated responses to customer emails.

Most marketing and social media platforms offer AI assistance for writing content based on follower activity. Newsletter programs 26 Oregon Restaurant & Lodging Association | WINTER 2024

allow for A/B Testing, a simple way to see what messages are more well-received by guests than others. CRM and newsletter programs can use templates to automate reoccurring tasks such as reservation confirmations. These technologies bridge the gap to more automated AI opportunities.

Set a Clear Goal, and Start Simply Hospitality marketing outlets like to tell you everything AI can do for your hotel, from automating check-in, virtual assistants, pricing optimization, and energy efficiency. The list goes on and on. And it can be overwhelming and intimidating for hotel owners who already have to navigate day-to-day operations.

Focus on Technologies to Automate Repetitive Tasks Won’t this make a hotel sound clinical and disconnected? No, not if done thoughtfully. The whole goal of automating repetitive tasks is to free up time for more one-to-one guest interactions.

Let your genuine desire for quality guest services come through in the tone of your marketing and use the time you save to have meaningful contacts with guests who may need more specific assistance.

Use Analytics to Help Set Your AI Goals As hotel owners, it’s exhausting to try to be everything for everyone, especially at smaller properties. People who choose hospitality as a career desire a perfection that surpasses other industries in service and quality. The upside is that most hotels have a treasure trove of guest information at their fingertips. When guests visit, how far out do they book? Do they bring a pet? Do they book directly or through an OTA?

Travel Oregon collaborates with partners to inspire travel that uplifts Oregon communities.

Analytics can help you discover who your guests are versus who you believe them to be. Then, AI can help automate communication tailored for that specific guest.

How AI Can Help Target Market While the examples below use AI to send messages, ultimately, it is your staff’s knowledge of a guest that will help start a guest on a specific client journey. AI can augment understanding of guest preferences, but it will never replace excellent service and keen observation of guest behavior.

After a business trip, your business traveler receives an automated thank you email. Your business email follow-up may offer corporate discounts on future stays, upsell meeting space, or promote a remote work business center with excellent WIFI for future trips.

Meanwhile, guests staying at your hotel for a family reunion might receive an email with a discount to share and a list of all-ages activities. Friends who come for a weekend of relaxation may receive offers for spa treatments. You get the idea.

Utilize AI to Your Advantage It is sometimes easy to think of AI as cold and robotic, but like anything else, AI is a tool in the toolbox of savvy hotel owners. Pick and choose your AI carefully, especially when getting started, and let it assist you in tailoring customized guest experiences. With the proper tone and voice, AI can support your brand, build customer loyalty with personalization, and cut time spent on repetitive tasks. Consider it an opportunity to free up time, allowing you to take your service to the next level. Hospitality will always be about people who offer exceptional service.  TERI G. BECK, CRYSTAL

ABOUT Crystal Investment Property is the premier hospitality investment brokerage in the Pacific Northwest. We are dedicated to the success of our clients and to assisting them in every way. Our abilities offer our clients creative solutions to their property needs and an extensive range of services. Each transaction, regardless of size or value, is pursued with intensity and enthusiasm. To read the full version online, visit Crystalip.com

Michael Hanson

INVESTMENT PROPERTY

OregonRLA.org 27

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INSULATING COMFORT AND COSTS Lindsay Lodge Upgrades Restaurant to Match Their Foodie Ambitions

I

n less than a year, Anna and Mike Eastman had put a lot of sweat equity into their property overlooking the Applegate River in Southern Oregon: New floors, new lighting, fresh paint, renovated bathrooms, and fireplaces.

Now the inn and restaurant, once featured on the reality show “Hotel Hell,” had a new name, a fresh look and a chef at the helm who’d earned national acclaim at top-flight restaurants in the Bay Area.

The Lindsay Lodge was ready to wow a new generation of guests. With Anna handling front of the house, Mike taking care of kitchen operations and their third partner, Anna’s brother Kelley Beck, managing the bar program, they were poised to deliver an elevated hospitality experience to match executive chef John Blevins’ ambitious menu.

There was just one hitch. “We had no heat retention. Zero,” Mike recalls. “It was in the winter, so it was 40 degrees outside. We’d turn off the heat and within 10 minutes it would be cold again.”

The Eastmans discovered that there was no attic insulation in the restaurant, and the vents in the aging heating system weren’t connected. The system also wouldn’t let them control the temperature in the kitchen separately from the dining room.

They had to heat the entire space even when only the kitchen staff were in the building.

Something had to give.

The Eastmans were able to solve their heatloss problem after working with an Energy Trust advisor from Energy Trust of Oregon.

One thing that’s unusual about the project is that they did the work themselves instead of using a contractor from Energy Trust’s network. As a descendant of the Applegate Valley’s original settlers, the advisor affirmed the DIY approach is in keeping with the area’s history — and the pioneering spirit of the inn’s new namesake, homesteader Lindsay Applegate.

The Eastmans purchased the property in late 2022 from Joanna Davis, who with her exhusband had bought the restaurant 30 years earlier and built the lodge alongside it.

Mike’s sister had been married there years later, and the Eastmans remembered the lodge even when they lived abroad for Mike’s career in e-commerce technology. When they returned to Oregon and found out that the property was for sale, it felt right.

“We’ve always had a love of restaurants,” Mike says, “This became a passion project for us. We see it as a challenge.”

As he crunched the numbers, he realized that the materials might be fully covered

by Energy Trust’s cash incentives, but they would still have to pay a contractor to install it. And with their energy costs over budget, that would be painful.

So, Mike reached out to his energy advisor and asked: “‘What's the procedure if I did this myself? Is it easy to make sure I comply with all the requirements?’ He walked me through everything, and it was really simple.”

In April, the Eastmans purchased the materials and rented a blow-in insulation machine from a nearby big-box store. Mike covered more than 2,600 square feet with insulation, at less than $1 per square foot.

Low installation costs combined with cash incentives allowed the Eastmans to break even on the project, an impactful win for a family-owned business.

Anna and Mike Eastman

PHOTO COURTESY OF ENERGY TRUST

“Adding as much insulation as they did should significantly lower the heating and cooling cost as well as add comfort to the space,” their advisor says.

The project delivered projected annual energy savings of 7,400 kWh and about $600 in energy bill savings a year. Anna, whose background is in accounting says they’re already seeing a big drop in the monthly energy expenses for the restaurant, so the annual savings will likely be higher.

Just as important, the staff can focus on great hospitality instead of on regulating the temperature. “It gives us peace of mind that we can keep it comfortable, and that we don't have to stress about the bill,” Mike says.  ENERGY TRUST OF OREGON ABOUT Energy Trust of Oregon is an independent nonprofit organization dedicated to helping Oregonians benefit from saving energy and tapping renewable resources.

If you are interested in reducing costs through energy efficiency, visit energytrust.org/existingbuildings or email existingbuildings@energytrust.org.

OregonRLA.org 29

WALLOWA LAKE LODGE WILL SAVE $4,000 IN ANNUAL ENERGY COSTS AFTER UPGRADING TO ENERGY-EFFICIENT EQUIPMENT Upgrading to energy-efficient equipment can help lower utility costs and improve comfort for your guests. Energy Trust of Oregon offers cash incentives to help cover the cost of upgrades. To learn more, visit www.energytrust.org/lodging.

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IT’S YOUR BUSINESS: Preventing Employee Exposure To Fentanyl

F

entanyl is in the news nearly every day. The presence of such a powerful opioid has changed how employers and employees think about their work and their workplace.

Accidental exposure is a real risk that employers need to evaluate and prepare for.

Use caution when picking up and handling garbage, boxes, or materials left by others:

Opioids are a class of drugs used to treat severe pain. Some common opioids are hydrocodone, oxycodone, codeine, morphine, and fentanyl. Fentanyl is a synthetic (man-made) opioid. Fentanyl is 50 times stronger than heroin and 100 times stronger than morphine.

• When carrying full garbage bags, avoid contact with arms, legs, and torso.

Illicit drug manufacturers sell fentanyl because it is cheap, easy to make, and very potent. They sell fentanyl alone in the form of pills, patches, powder, candy or edibles, liquid, nasal sprays, and eye drops. They also add fentanyl to other drugs such as cocaine and methamphetamines and illicitly sold medications such as oxycodone, Xanax, Adderall, etc. to increase their potency. Very small doses, the equivalent of 5-7 grains of salt, are enough to kill an average person. Additionally, it is almost impossible to tell if fentanyl has been added to a drug. The only way to know for sure is to get it from a pharmacy.

Exposure to fentanyl can occur by inhalation, ingestion, contact, absorption, and injection. When working in public spaces, it is important to take precautions. If entering a room where fentanyl has been (or is suspected to have been) used and drugs are present, wear appropriate PPE including: • Nitrile gloves • N100, R100, P100, or filtering facepiece respirator (N95 respirators are not sufficient protection) • Arm coverings

• To avoid needle sticks, never push garbage down with your hands.

• Use caution when picking up anything with a powdery substance in or on it. Moving these objects could make the substance airborne and inhalable.

• Dispose of all trash safely, double bagging suspicious items when necessary.

• If you see needles, use pick-up or grabber devices, and dispose of them in a rigid sharps container.

• Employees must wash their hands with soap and water after doing these tasks, even if they were wearing gloves. Do not use hand sanitizer.

• Have a system in place for checking on employees who are doing clean-up tasks away from others, in remote areas, bathrooms, parking lots, etc. In the event of accidental exposure, every minute counts.

Symptoms of overdose include pinpoint pupils (the black part of the eyes), slow, shallow breathing or no breathing, loss of consciousness, unresponsiveness, gurgling sounds, and blue fingertips or lips. If these symptoms occur, call 911 immediately. If you have naloxone (Narcan), administer it per training protocols.

More than one dose may be necessary. More information and training can be found at saif.com/fentanyl.  WENDY BOUGHTON, RN, COHN-S , SAIF OCCUPATIONAL SAFETY AND HEALTH NURSE CONSULTANT

• Safety goggles OregonRLA.org 31

LABOR RULES Two More Anti-Employer Actions That Employers are Going to Hate

T

he National Labor Relations Board (NLRB) under the Biden administration has developed a decidedly anti-employer, pro-union philosophy that spells significant trouble for all employers—union or non-union.

Two recent actions by the Board eliminate any doubt regarding the Board’s pro-union agenda. In the first of those actions this past August, the Board issued an administrative decision making it far easier for unions to obtain recognition without first prevailing in an NLRB sponsored employee secret ballot election. In the second action this October, the Board issued its Final Rule on joint employer status which significantly changes the legal standards under which joint employer relationships are analyzed, and in doing so, makes it significantly easier to find employees that are employed by more than one company.

These changes will greatly increase the pressure on employers when responding to union organizing efforts and when coordinating with other employers for labor and services, such as staffing agencies and independent contractors. These rules also dramatically complicate the ways in which employers must remain separate to avoid being responsible for each other’s unfair labor practices, picketing, hand billing, corporate campaigns or other union organizing activities.

Cemex Case—A New Standard When Presented with Authorization Cards On August 25, 2023, the Board issued a decision, Cemex Construction Materials Pacific LLC, making it substantially easier for unions to obtain recognition without requiring them to first succeed in a secret ballot election. In doing so, the Board overturned 52 years of legal precedent and ignored the Supreme Court’s decision in Linden Lumber Division, Summer & Co. In the Linden Lumber case, the Board held that employers were allowed to refuse to accept evidence of majority support of

a union based upon the reasoning that NLRB sponsored elections were favored over card check or other methods of union recognition.

The Cemex decision makes two significant changes which heavily favor unions seeking recognition and upsets the previous framework. These changes include the following: 1. The Board shifted the burden from the union to the employer to “promptly” request an election.

The National Labor Relations Act (NLRA) provides two methods for unions to obtain recognition as the exclusive bargaining representative for a unit of employees: 1) a secret ballot election; or 2) the union’s collection of authorization cards from a majority of employees in the potential bargaining unit (also known as card check). Under the second option, the employer has the choice between either accepting the authorization cards and recognizing the union or refusing to recognize and requiring the union to petition for an election.

Historically, upon employer refusal to recognize the union, the burden has always been on the union to then request an election. The Board’s decision in Cemex shifts that burden to the employer, contrary to the Supreme Court’s decision in Linden Lumber. In addition, the Board’s decision limits the timeframe for the employer to petition for an election to a mere two-week window or risk losing the right to have an election. These changes appear to be a transparent effort to increase the likelihood that an election does not occur and that a bargaining order is issued.

2. The Board lowered the standard to issue a bargaining order (instead of re-running the election) if the employer commits any unfair labor practice during an election campaign.

32 Oregon Restaurant & Lodging Association | WINTER 2024

The other dramatic change created by the Cemex decision is the NLRB’s effort to eliminate elections all together when finding that an employer has committed a minor or routine unfair labor practice during the period preceding a scheduled union election. This will have the effect of forcing employers to bargain with the union, even if a majority of the employees do not want union representation. This stands despite the fact that current NLRB statistics show unions winning more than 80 percent of regular election petitions. In essence, any time an employer commits a routine unfair labor practice during a union election, the Board took the extraordinary step of deciding it would issue an order requiring the employer to recognize and bargain with the union, rather than scheduling another election. In the past, the Board has rarely imposed such orders and only utilized such an extreme remedy in those rare cases where the employers’ actions were so egregious that it was impossible to hold a fair election. In Cemex, however, the Board appears to have greatly relaxed the legal standard for determining when such a drastic remedy is imposed. The new NLRB bargaining standards will likely be challenged vigorously by employers, with such challenges eventually reaching the circuit courts of appeals, and perhaps even the Supreme Court in light of these changes created by this decision.

Key Employer Takeaways from Cemex Under these new standards, employers must be prepared to act quickly if union organizing begins, and if they are ever presented with a majority of signed authorization cards, including being prepared to file a petition for election within two weeks. A failure to do so will result in loss of the right to an election and the receipt of an order to bargain.

Under the Board’s new relaxed standard for issuing a bargaining order, it is now even more critical to avoid committing any

unfair labor practices during an organizing campaign. Employers should consider consulting with an employment and labor attorney to proactively train managers and leadership teams on how to avoid unfair labor practice charges, including providing guidance on what the employer is permitted to do, and communicate, during an organizing campaign. Employers will need to immediately and carefully review their handbooks and policies to ensure they do not violate any existing NLRB standard, especially those involving social media and employee criticisms of management. It must be stressed that every statutory supervisor is an agent of the employer and even if upper management is unaware of, or does not support or condone the actions of the lower-level personnel, the employer will nevertheless be found liable for the unfair labor practice charge and potentially be required to bargain without having the right to a secret ballot election.

New Joint Employer Rules— NLRB Continues to Overturn Longstanding Precedent On October 26, 2023, the Board released its final rule regarding the standard for determining joint employers under the NLRA. Under the new standard, it is now easier to find that workers are employees of more than one company. This means that the joint entities share all the same liabilities and obligations under labor law—including liability for violations of labor law and the obligation to bargain with unions. The new standard describes that joint employment among a particular group of employees exists when either one or both companies have the express right to determine essential terms and conditions of employment, regardless of whether either entity actually exercised the control directly or indirectly. In other words, it is the potential existence of the right to influence essential terms and conditions of employment that will result in a finding of a joint employer

relationship, even if that “implied” right is never exercised. It is also unclear from this case exactly what it will take for the “implied” right to exist, thus triggering the joint employer relationship. While it certainly includes the traditional standards such as wages, hours or working conditions, it may be broad enough to include uniform policies, consistency standards, or any other standard typically found in franchise agreements which are designed to provide a consistent customer experience across all employer locations.

This case is also likely to generate significant litigation as employers attempt to ascertain the limits of the implied control of essential terms, as that term is used by the NLRB in this case.

History of the Joint Employer Standard The joint employment standard has gone through several iterations in recent years.

In Browning-Ferris (2015), the Board overturned the previous longstanding precedent that a company could only be considered a joint employer if it actually exercised both direct and immediate control over the terms and conditions of employment. The Browning-Ferris standard for joint employment was determined by the right to control employee’s essential terms and conditions of employment, and the mere existence of that right was sufficient to find joint employment.

In 2020, the Board used its rulemaking authority to again change the joint employment standard. The rule issued in 2020 stated that for companies to be considered joint employers, they must have and use the right to control essential terms and conditions of employment. The Board also broadened the definition of terms and conditions of employment to include, “wages, benefits, hours of work, hiring, discharge, discipline, supervision, and direction.”

US Foods® is one of America’s great food companies and a leading foodservice distributor, partnering with approximately 250,000 restaurants and foodservice operators to help their businesses succeed.

With 25,000 employees and more than 60 locations, US Foods provides its customers with a broad and innovative food offering and a comprehensive suite of e-commerce, technology and business solutions.

US Foods is headquartered in Rosemont, Illinois, and generates approximately $24 billion in annual revenue.

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OregonRLA.org 33

The New Standard The new final rule just decided by the Board returns to a standard similar to Browning-Ferris. Now two entities may be joint employers if they have the right to control essential terms and conditions of employment, regardless of whether they choose to exercise that right in either a direct or indirect way. The rule is: “if the employers share or codetermine those matters governing employees’ essential terms and conditions of employment. To ‘share or codetermine those matters governing employees’ essential terms and conditions of employment’ means for an employer to possess the authority to control (whether directly, indirectly, or both), or to exercise the power to control (whether directly, indirectly, or both), one or more of the employees’ essential terms and conditions of employment.”

The most salient changes from the previous 2020 rule concern the control aspect of the essential terms and conditions of employment. Now, an entity could be found to be a joint employer whether or not they exercise control over the terms and conditions of employment, and whether they exercise their control in a direct or indirect way.

Additionally, the rule further expands the definition of “essential terms and conditions of employment,” which now include: • Wages, benefits, and other compensation; • Hours of work and scheduling; • The assignment of duties to be performed; • The supervision of the performance of duties; • Work rules and directions governing the manner, means, and methods of the performance of the duties and the grounds for discipline; • The tenure of employment, including hiring and discharge; and • Working conditions related to the safety and health of employees.

Key Takeaways for Employers Related to the New Joint Employer Rules The release of this new broad joint employment standard makes it easier for entities to be considered joint employers.

The far-reaching implications of this rule may have significant consequences for employers, especially for entities that use staffing companies, have temporary employees, contractors or subcontractors, or franchisor-franchisee agreements. The finding for joint employer status may obligate both entities to participate in

negotiations with unions, while also making both entities responsible for any labor law liabilities, such as unfair labor practice charges.

Employers should consider consulting with an employment attorney to review any situations that may involve joint employer status, so as to provide guidance and practical advice regarding these issues, including updating employment practices, policies, handbooks, and contracts.  SAIF CORPORATION

ABOUT John Stellwagen is a partner with Miller Nash. His practice focuses on labor contract administration, employee relations, bargaining, and discipline and discharge. John can be reached at 503.205.2605 or john.stellwagen@millernash.com.

Ric Alli, a partner with Miller Nash, focuses his practice on labor and employment law and is sought after across the country for his specialized counsel in private and public sector collective bargaining and employment law planning and strategy. Ric can be reached at 503.205.2603 or richard.alli@millernash.com.

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OregonFoodHandler.com 34 Oregon Restaurant & Lodging Association | WINTER 2024

LODGING PERFORMANCE Hotel Benchmark Data The information contained in this report is provided by STR. For detailed lodging performance data for your area, contact STR at 615.824.8664 ext. 3504 or info@str.com. ORLA members can log in to access to monthly reports on OregonRLA.org in the Resource Library.

MONTH - OCTOBER 2023 VS OCTOBER 2022

Occupancy (%)

Avg Rm Rate ($)

RevPAR ($)

Percent Change from July 2022

2023 2022 2023 2022 2023 2022 Occ ADR RevPAR Room

Rev

Room

United States

65.8

67.0

161.56

156.83

106.38

105.10

-1.8

3.0

1.2

1.7

Pacific

68.8

69.7

195.37

192.09

134.47

133.86

-1.2

1.7

0.5

1.3

0.8

Avail 0.5

Room Sold -1.3

-0.4

Oregon

60.8

63.6

138.02

135.38

83.89

86.12

-4.4

1.9

-2.6

-2.9

-0.3

-4.7

Eastern+

55.7

61.8

106.75

103.95

59.48

64.20

-9.8

2.7

-7.4

-7.9

-0.6

-10.3

Central+

60.0

64.0

146.03

142.96

87.65

91.51

-6.2

2.1

-4.2

-2.3

2.0

-4.4

Southern+

61.3

64.4

114.59

115.82

70.20

74.60

-4.9

-1.1

-5.9

-4.3

1.7

-3.3

Willamette Valley+

62.0

64.5

142.55

136.23

88.39

87.91

-3.9

4.6

0.5

-2.9

-3.4

-7.2

MT Hood/Gorge+

60.1

64.3

145.08

140.71

87.15

90.49

-6.6

3.1

-3.7

-5.9

-2.3

-8.7

Portland Metro+

62.7

64.5

138.35

137.74

86.79

88.81

-2.7

0.4

-2.3

-1.9

0.3

-2.4

Coast+

57.8

61.7

152.23

147.19

88.05

90.82

-6.3

3.4

-3.1

-4.2

-1.2

-7.4

YEAR TO DATE - OCTOBER 2023 VS OCTOBER 2022 Occupancy (%)

Avg Rm Rate ($)

2023

2022

2023

2022

US 64.5 Pacific 68.3 Oregon 62.1 Eastern+ 57.4 Central+ 61.7 Southern+ 61.3 Will Valley+ 64.4 Hood/Gorge+ 64.5 Metro+ 63.0 Coast+ 60.9

63.8 68.4 64.0 63.3 65.8 66.3 67.8 66.9 61.5 63.9

156.37 197.95 143.62 113.40 164.49 119.87 141.92 149.52 138.89 168.33

149.62 191.93 140.16 108.46 161.18 122.79 137.15 145.97 135.39 161.97

RevPAR ($) 2023

100.79 135.10 89.22 65.03 101.47 73.52 91.44 96.38 87.46 102.59

PARTICIPATION

Percent Change from YTD 2022

Room 2022 Occ ADR RevPAR

Rev 95.51 1.0 4.5 5.5 5.8 131.37 -0.3 3.1 2.8 3.3 89.67 -2.9 2.5 -0.5 -1.1 68.67 -9.4 4.6 -5.3 -4.7 106.07 -6.3 2.1 -4.3 -3.5 81.47 -7.6 -2.4 -9.8 -7.5 92.99 -5.0 3.5 -1.7 -4.2 97.58 -3.6 2.4 -1.2 -3.2 83.26 2.4 2.6 5.0 3.9 103.43 -4.6 3.9 -0.8 -2.1

Properties

Room

Room

Avail 0.3 0.5 -0.6 0.6 0.9 2.5 -2.6 -2.0 -1.1 -1.3

Sold 1.3 0.2 -3.5 -8.9 -5.4 -5.2 -7.4 -5.5 1.3 -5.8

Rooms

Census Sample

Census

63560 9519 1035 101 87 168 159 34 246 237

5627630 4265340 818004 629328 70539 51919 5089 3244 6035 4355 8732 5291 10476 7745 2254 1883 26967 24438 11259 5723

37446 4831 541 49 55 67 92 23 185 77

Sample

RESTAURANT INDUSTRY SNAPSHOT Bend Job Demand and Earnings The following data, sourced from Lightcast, is provided by the Oregon Hospitality Foundation. Lightcast offers a hybrid dataset derived from official government sources such as the US Census Bureau, Bureau of Economic Analysis, and Bureau of Labor Statistics. The following illustrates the supply of jobs, earnings per job and demand (job postings) for the Bend region compared to the national average (source: Bureau of Labor Statistics’ Occupational Employment Statistics dataset).

BEND JOB SUPPLY, DEMAND, AND EARNINGS DATA USA

7,147

USA

$33,729

USA

38

Supply: Jobs

Earnings: Per Job

Demand: Job Postings

Bend, OR is a hotspot for this kind of talent. The national average for an area this size is 5,909* employees, while there are 7,147 here.

Earnings per job are above the national average. The national average salary for your industries in an area this size is $28,952, while in Bend, OR it is $33,729. Earnings per jobs is the total industry earnings divided by the number of jobs in the industry.

Competion from online job postings is low in Bend, OR. The national average for an area this size is 71* job postings/mo, while there are 38 here.

Want the full report with wage data included?

ORLA members can log in to OregonRLA.org and access regional Lightcast reports in the Resource Library.

OregonRLA.org 35

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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.

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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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OregonRLA.org/ServSafe 36 Oregon Restaurant & Lodging Association | WINTER 2024

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NEWS BRIEFS Happenings From Around the Industry

New Partners in Hospitality

As part of ORLA's mission, we continually work to curate products and services of value that help our members save time and money.

This fall, ORLA welcomed five new Hospitality Partners in our suite of cost-saving solutions: Check This Out, GigSmart, Paylocity, RX Music, and Ubiquity. These partners provide member-exclusive offers and benefits aimed at improving your bottom line. Review them at OregonRLA.org/savings.

On the Road with Your Association

As a critical component of advocacy, we need to make sure our elected officials understand our industry issues and can be partners with us in improving the climate for small businesses in Oregon. One way to do that is for our members to participate in one of ten ORLA Regional Meetings planned in each of Oregon’s seven tourism regions.

Members are encouraged to join ORLA staff, industry peers, and invited elected leaders to engage in discussions on issues impacting your business.

Learn more and register at OregonRLA.org/meet.

Unlock TrueTourTM Features to Enhance Your Lodging Listing

ORLA lodging members are afforded the opportunity to create an enhanced listing on TravelOregon.com including a photo gallery, embedded videos, maps, and PDFs via the TrueTour tool. This value-added benefit is extended to members through a unique partnership with Visiting Media. TrueTour is the only sales enablement platform that uses immersive content and combines it with all of your sales tools so you can deliver tailored experiences to potential clients quickly and wherever they already are. Contact ORLA’s Kira Miles at 503.682.4422 to learn how to take advantage of this benefit.

OLCC Welcomes New Director

The Oregon Liquor and Cannabis Commission (OLCC) appointed Craig Prins to serve as the agency’s Executive Director in October. Prins, who had been serving as interim director since last February, served the state previously at the Oregon Department of Corrections. Alicia Hays, previously serving as the Director of Lane County Health & Human Services, was added as Commissioner. The OLCC is anticipating the appointment of three additional Commissioners in the upcoming 2024 short legislative session.

ORLA Welcomes a New Workforce Coordinator

Ella Sturdevant, a recent Oregon State University graduate, joined ORLA in November as Workforce Development Coordinator. Her job brings with it a focus on industry and education connectivity to two of Oregon’s seven tourism regions thanks to support provided by Travel Oregon and other Oregon Hospitality Foundation investors. As part of her role, Ella will help coordinate guest speaking opportunities, job shadows, job/career fairs and experiential field trips to ORLA member locations for educators and students along the Oregon coastline and in the Willamette Valley.

To learn more about building bridges between educational partners and Oregon’s hospitality industry, please email Ella at esturdevant@oregonrla.org.

OregonRLA.org 37

WHAT YOUR PEERS ARE SAYING Meet Some Oregon Restaurant & Lodging Association Team Members

M

embership in ORLA means being part of the only organization in the state devoted to protecting and promoting the interests of our industry. It’s all of us together that makes that possible.

STEVE SCARDINA Membership Rep., ORLA

Year started at ORLA: 2013 First Hospitality Job: The Italian U-Boat sandwich shop What hobby or interest are you passionate about?

Outside of work you will find me watching soccer, cooking a meal and working in my apricot orchard.

MARLA McCOLLY Dir. of Business Development, ORLA

Year started at ORLA: 2016 First Hospitality Job: dishwasher (at Wild Pear) What hobby or interest are you passionate about?

Hiking, camping, watersports, biking, really anything outdoors!

The weather won’t stop me from exploring; Oregon is beautiful in all four seasons.

Get inspired by these profiles where ORLA team members share about their hobbies and what they are exited to be working on.

And for a little fun, we also wanted to know about their first job in hospitality.

JESSICA BENFIELD Lead Accountant, ORLA

Year started at ORLA: 2018 First Hospitality Job: Orange Julius/Dairy Queen Shift Lead in Northtown Mall, Spokane What hobby or interest are you passionate about?

Right now I am super passionate and focused on passing and getting my CPA certification! I also am very passionate about fitness.

JASON BRANDT President & CEO, ORLA

Year started at ORLA: 2015 First Hospitality Job: Enchanted Forest Amusement Park in Turner, OR What hobby or interest are you passionate about?

Keeping up with my wife Natalie in the gym! (Photo is me with my oldest daughter Mya at Three Creeks Lake outside Sisters in the Summer of 2023.)

38 Oregon Restaurant & Lodging Association | WINTER 2024

Tell Your Peers a Little About You! If you are a member, and are willing to be profiled here, please email us at info@OregonRLA.org. Also, let us know if there is a question you would like to see your peers answer.

KIRA MILES Accounting and Database Coordinator, ORLA

MAKENZIE MARINEAU GA and Regional Leadership Teams Coordinator, ORLA

LORI LITTLE Dir. of Communications, ORLA

​LAURI BYERLY Events Coordinator, ORLA

Year started at ORLA: 2022 First Hospitality Job: Accounting and Database Coordinator What hobby or interest are you passionate about?

I absolutely love the snow and recently I started learning how to ski.

Year started at ORLA: 1997 First Hospitality Job: dishwasher at The Lodge, Black Butte Ranch What hobby or interest are you passionate about?

Who doesn’t enjoy eating out and traveling around Oregon? That’s something I love doing with family and friends! Of course, spending time on Maui whenever I get the chance is therapeutic – and so is kayaking on the river.

Year started at ORLA: 2022 First Hospitality Job: dishwasher and server What hobby or interest are you passionate about?

What brings me joy is being active outdoors connecting with nature, and spending quality time with my community around food.

Year started at ORLA: 2021 First Hospitality Job: cashier at Roy Rogers (fast food chain) What hobby or interest are you passionate about?

I am currently enrolled in “School of Rock” singing lead vocals. The theme for this session is “I Love the 80’s”. When I was in college (in the 1980’s), I always wanted to be a rock star, now getting to live out my dream!

TERRY HOPKINS Membership Rep., ORLA

Year started at ORLA: 2019 First Hospitality Job: dishwasher What hobby or interest are you passionate about?

In addition to serving as a Membership Representative with ORLA, I still love daily operations of the hospitality industry. I maintain ownership in a small craft distillery and cocktail bar and can occasionally be found fueling that passion moonlighting on weekends.

JOHN HAMILTON Chief Operating Officer, ORLA

Year started at ORLA: 2005 First Hospitality Job: Marketing Manager What hobby or interest are you passionate about?

I'm obsessed with food and technology. Whether it's deciding what my next meal is, watching hours of video content, or spending time in the kitchen, I'm always thinking about food.

GREG ASTLEY Dir. of GA, ORLA

Year started at ORLA: 2016 First Hospitality Job: BaskinRobbins – ice cream scooper What are you working on you are most excited about?

Over the next 12 months, I’ll be working on our Oregon Hill Runner Program, recruiting members to help engage our elected officials at the Legislature. I’m excited for owners and operators to be able to share their story with the people making decisions about laws, rules and regulations and being able to be more than just a statistic when it comes to making tough choices.

ORRAN GREINER Trade Show Manager, ORLA

Year started at ORLA: 2021 First Hospitality Job: barista What are you working on you are most excited about?

I am excited to bring people and products together for a fun and engaging foodservice tradeshow experience.

AIDAN EARLS Executive Coordinator, GA, ORLA

COURTNEY SMITH ProStart Manager, ORLA

HEIDI JANKE Marketing Manager

ELLA STURDEVANT Workforce Development Coordinator, ORLA

Year started at ORLA: 2023 First Hospitality Job: barista What are you working on you are most excited about?

I'm eager to explore a recent story I heard of a Portland tavern owner's profit boost during such a challenging year, attributed to strategies like traffic restrictions and private security. I think this could reveal to what extent these measures would be successful in other areas of Portland.

Year started at ORLA: 2009 First Hospitality Job: Izzy's Pizza, wait staff What are you working on you are most excited about?

It is very exciting to be a part of launching the ORLA Finance Center, it houses so many needed resources that will help small businesses in need.

Year started at ORLA: 2021 First Hospitality Job: children's ski and snowboard instructor What are you working on you are most excited about?

I am working on launching the 2024 ProStart Culinary and Restaurant Management Championships and I am most excited about seeing the students and all their hard work come to fruition.

Year started at ORLA: 2023 First Hospitality Job: smoothie employee What hobby or interest are you passionate about?

The hobby that I am most passionate about is salsa dancing.

I have been practicing for just over a year now.

OregonRLA.org 39

HOW CAN WE SERVE YOU?

MEMBER SOLUTIONS Save Time and Money with ORLA’s Cost-Saving Member Programs | OregonRLA.org

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!

MEMBERSHIP CONTACTS:

STEVEN SCARDINA Regional Representative 503.718.1495 SScardina@OregonRLA.org

PREFERRED PARTNERS WORKERS’ COMP INSURANCE ORLA’s group program with SAIF affords members an additional 7% premium discount if they meet the eligibility requirements.

TERRY HOPKINS Regional Representative 541.441.2219 THopkins@OregonRLA.org

COMPUTER EQUIPMENT AND IT SUPPORT ORLA Members receive up to 30-40% off the everyday price on select Dell products. Members can also receive round-the-clock access to IT help with ProSupport, only from Dell.

MARLA McCOLLY Director of Business Development 503.428.8694 MMcColly@OregonRLA.org

CREDIT CARD PROCESSING ORLA Members get a discounted flat swiped rate of 2.3% + .05 a transaction, plus additional fees waived and tools to run your business more efficiently.

GOVERNMENT AFFAIRS CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@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%.

NATIONAL PARTNERS MUSIC LICENSING ORLA Members can save 10% on first year annual fee.

GREG ASTLEY Director of Government Affairs 503.851.1330 Astley@OregonRLA.org MAKENZIE MARINEAU GA and Regional Leadership Teams Coordinator 541.404.0033 MMarineau@OregonRLA.org AIDAN EARLS Executive Coordinator Government Affairs 971.224.1508 AidanE@OregonRLA.org

MUSIC LICENSING ORLA Members can save up to 20% off their music licensing fees.​​

HOSPITALITY PARTNERS Find additional member-to-member exclusive cost-saving offers and benefits aimed at improving your bottom line online at OregonRLA.org/hospitality-partners • ​Adesso Capital - COVID Relief, Tax Credits, and Funding available in the ORLA Finance Center • ​Check This Out - Up to $1,000 refund on SMS campaigns and no set-up fee

• ​Garth T. Rouse & Associates - Comprehensive health insurance services for ORLA members • ​GigSmart - Savings on temporary and permanent staffing solutions

• ​HR Annie Consulting - Exclusive member discounts on trainings, handbooks, and on-demand HR support • ​My Accounting Team - 10% off first 3-months of service, free data migration, POS integration and training

OREGON RESTAURANT & LODGING ASSOCIATION MAIN OFFICE: ​​

503.682.4422 • info@OregonRLA.org

• ​Oregonian | OregonLive - Deep savings on high impact marketing strategies from Oregonian Media Group • ​Paylocity - Up to 35% in savings over normal pricing on new products and services

• ​RX Music - Members save up to 50% off normal pricing for curated music or music video programs • ​Ubiquity - Discounts on easy-to-use, affordable 401(k) solutions

40 Oregon Restaurant & Lodging Association | WINTER 2024

NEW MEMBERS ORLA Would Like To Welcome The Following New Members From August 2023 – October 2023

• Bridgeside, Cascade Locks

• Miller's Homestead Inn, Portland

• Burnt Field LLC, Boardman

• MotoLodge Pendleton, Pendleton

• Evergreen Hospitality Development Group, LLC, Vancouver

• Mt. Hood Oregon Resort, Welches

• Explore Sisters, Sisters

• NW Mechanical Group, LLC, Canby

• Highwater Café & Market, Reedsport

• Oregon Dairy and Nutrition Council, Tigard

• Holman Riverfront Park Hotel, Salem

• Papa Murphy's Take 'N' Bake, Klamath Falls

• IBI Construction, Clackamas

• Proof Pizza & Biscuits, Lake Oswego

• The Local Cow, Gresham

• ZigZag Mountain Café, Rhododendron

Where to go for training O

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

R LA TR A IN IN G .O R

The Only Industry Training That Supports Oregon Hospitality!

G

CHECK OUT OUR TRAINING SUITE:        

Oregon Food Handler Oregon Alcohol Server Guest Service Gold Tourism: Oregon Edition Oregon Tourism Leadership Academy Responsible Gaming Training for Retailers ServSafe® Manager ServSafe Allergens ServSafe Workplace: Sexual Harassment Prevention

   

ServSafe Workplace: Understanding Unconscious Bias ServSuccess: Certified Restaurant Professional ServSuccess: Certified Restaurant Supervisor ServSuccess: Certified Restaurant Manager

NEW:  Professional Development for Restaurant Employees with Train 321 Suite of Online Video Courses

OregonRLA.org 41

Find industry-specific financial services from experienced professionals.

ORLA FINANCE CENTER

​• Employee Retention Credit • Tip Tax Credit

• Self-Employed Tax Credit • Small Business Lending 42 Oregon Restaurant & Lodging Association | WINTER 2024

The Oregon Restaurant & Lodging Association is partnering with Adesso Capital to help small businesses finance their dreams. With over $1 billion secured, Adesso Capital helps keep businesses in business.

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

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ServSafe Class, Wilsonville Luther 14 Martin King, Jr. Day

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ServSafe Class Wilsonville Groundhog Day

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Taste Oregon Legislative Reception

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OregonRLA.org 43

REGISTER NOW FOR THE NORTHWEST'S LARGEST FOODSERVICE B2B TRADESHOW:

APRIL 21-22, 2024

See products in person!

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

R E G I S T E R Y O U R T E A M AT N W F O O D S H O W. C O M L A N YA R D SPONSOR:

HAND HYGIENE SPONSOR:

LOCAL CHEF SPONSORS:

AISLE SPONSORS:

Oregon Dairy and Nutrition Council Togather Restaurant Consulting

Bargreen Ellingson Hospitality Insurance Program (HIP) NW Mechanical Group

44 Oregon Restaurant & Lodging Association | WINTER 2024

PRODUCED BY