Restaurant & Lodging - Spring 2020

SPR ING 2020

TOURISM COLLABORATION BRINGS BENEFITS How A Robust Tourism Industry Bolsters Oregon Hospitality

The World is Coming to Oregon 2020 State of the Restaurant Industry Employee Retention: An Owner’s Perspective

WILSON RANCHES RETREAT, FOSSIL PHOTO CREDIT: JUSTIN MYERS

OregonRLA.ORG 1

ucing Food Waste

Reducing Food Waste

ortilleria YY Tortilleria Tienda Leon’s Tortilleria Y enda De De Leon’s Reducing Food Waste

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2 Oregon Restaurantfor & Lodging Association | SPRING 2020 become the stuffing gorditas.

taurant also prevents food waste RL-Spring20-030620.indd 2

h sourcing by ordering vegetables

When customers are done

eating, they leave their dishes in a dish tub, Learn how you can prevent food waste

and the employees separate food scraps Learn how you can prevent food waste FoodWasteStopsWithMe.org

FoodWasteStopsWithMe.org so it can composted or givenbetween to a local Foodbe Waste Stops with Me is a collaboration Metro, the Waste Oregon Restaurant Association, Food Stops with Me & is Lodging a collaboration between

Department of Environmental Quality, Metro, the Oregon Restaurant & Lodging Association, farmerthetoOregon feed livestock.

And staff keep theas Oregon Department of Environmental Quality, as well city and county governments to help food

well as city and county governments to help food businesses reduce waste. an eyeservice onas what food isfood uneaten, so they service businesses reduce food waste.

can continue to refine their approach to reducing food waste.

3/9/20 9:05 AM

Ask your age t for an ORLA Group quote.

The ORLA Group now g tti g an additi al SAIF WORKERS’ COMP PREMIUMS ORLA members who meet the group eligibility requirements can receive an additional 14% discount with SAIF in the ORLA group plan.

THIS IS THE LARGEST DISCOUNT AVAILABLE FOR OREGON’S HOTELS AND RESTAURANTS! 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.

OregonRLA.org/SAIF RL-Spring20-030620.indd 3

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ServSafe

Create a Culture of Food Safety.

ORLA's ServSafe® Manager Certifi ation Course Give the best protection possible to your business, your brand and your customers.

Help your team protect against foodborne illness outbreaks with ORLA's ServSafe training. This course blends the latest FDA Food Code, food safety research and years of food sanitation training experience. Your team will learn to implement essential food safety practices and create a culture of food safety. This certifi ation meets the “Demonstration of Knowledge” and “Person in Charge” requirements of the Oregon Food Code and includes additional risk management training. Certifi ation is valid statewide for fi e years and also satisfies the ood handler requirement.

CLASSES AROUND THE STATE: Classes are held regularly in Portland, Wilsonville, Woodburn, Eugene, Medford, Bend, and the recently added cities of Seaside and Lincoln City.

Register Online at OregonRLA.org/ServSafe

ON-SITE PRIVATE CLASS: If you have 15 or more employees for the ServSafe course (and you have a classroom setting) we can provide the trainer at no additional cost! Call 971.224.1503 or 866.679.6733 for details.

OregonRLA.org/ServSafe 4

Oregon Restaurant & Lodging Association | SPRING 2020

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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, 800.462.0619.

To learn more about ORLA log on to OregonRLA.org.

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PUBLISHER JASON BRANDT / PRESIDENT & CEO

JBrandt@OregonRLA.org

Wilson Ranches Retreat

PHOTO CREDIT JUSTIN MYERS

LORI LITTLE / EDITOR

LLittle@OregonRLA.org HEIDI JANKE / DESIGN

HJanke@OregonRLA.org

MEMBERSHIP

To become a member of the Oregon Restaurant & Lodging Association, please contact Jennifer Starr at JStarr@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.

2019-20 ORLA BOARD OF DIRECTORS

Dani Rosendahl, Chair, The Pit Stop Sports Bar & BBQ Grill Masudur Khan, Vice Chair, Seaside Lodging LLC Zach Poole, Secretary, Pig ‘N Pancake John Barofsky, Treasurer, La Perla and Beppe & Gianni’s Trattoria Buggsi Patel, Immediate Past Chair, BHG Hotels Chris Bebo, Provenance Hotels Richard Boyles, Mereté Hotel Management Don Crowe, Bandon Dunes Golf Resort Mike Daley, Pollin Hotels ​Emma Dye, Crisp Treva Gambs, Gamberetti's Italian Restaurant Jim Hall, Independent Restaurant Concepts (IRC) ​Vickie Irish, Shari's Restaurant Group Steven Johnson, Vip's Industries ​Eli Katkin, Brickroom​ Matt Lowe, Jordan Ramis Attorneys at Law ​Bobbie McDonald, Sysco Shannon McMenamin, McMenamins Patrick Nofield, Escape Lodging Company Tom O’Shea, Sunriver Resort Harish Patel, Hampton Inn - Pendleton Komal (Tina) Patel - Ex Officio Board Member, ALKO Hotels Katie Poppe, Blue Star Donuts ​Randy Xavier, US Foods

SPRING 2020 Power of Tourism COVER STORY 20 Tourism Collaboration

Brings Benefits

How A Robust Tourism Industry

Bolsters Oregon Hospitality ADVOCACY 9 Advocacy Update

State, Regional and Local Issues

Keep ORLA’s Government Aff irs

Team Engaged 15

Lottery Retailer Notes New Lottery Contract Approved for Retailers

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Finding a New Gear: Proactive Strategies for Oregon Hospitality

SOLUTIONS 28 The World is Coming

to Oregon

World Athletics Championships,

Oregon21 31

Workplace Safety It’s Your Business: Have A Plan When Human Interactions Become Complicated

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20 Restaurant Industry Opportunities for 2020 The NRA's Annual State of the Industry

EDUCATION FOUNDATION 35 Employee Retention

An Owner’s Perspective INDUSTRY CHAMPIONS Celebrating Diversity, 38

Service and Hospitality

One National Winner, Five State

Winners Recognized

IN EVERY ISSUE 7 From the CEO

Tourism Continues to Pay Its Way

for Oregon Communities 41

Lodging Performance Report Hotel Benchmark Data

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New Members Welcome!

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

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News Briefs Industry Happenings

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Cost-Saving Programs Member-Exclusive Benefits

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Looking Ahead ORLA Th ee-Month Calendar

OregonRLA.ORG 5

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CHEFS TO SEE ON THE

COOKING STAGE

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FOOD NETWORK STAR presented by

CELEBRITY CHEF

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SUNDAY, APRIL 19

12:30 PM PETER CHO

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MONDAY, APRIL 20

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INDUSTRY NIGHT OUT REGISTER NOW! USE PROMO CODE ORLA TO REGISTER FOR FREE!

APRIL 19-20, 2020

A Special Thanks To Our Sponsors Brought To You By

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FROM THE CEO Tourism Continues to Pay Its Way for Oregon Communities

SUNDAY, APRIL 19(based on the most t’s official – regon

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recent available data) has seen nine consecutive years of visitor spending growth through 2018. As partners of local destination management organizations like Travel Portland and Visit Bend among others, we have seen firsthand at OR A the value of a fine-tuned strategy in building the concep of community brands.

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Odds are when you think of Portland’s identity or Bend’s identity, you come away with a feeling. For visitors from target markets, the cultivation of those feelings has taken time and money. The goal? ow do you reach prospective visitors with a message about your community while they begin to think about planning a trip somewhere? And once you do reach them, how do you assist them in making a buying decision to visit and bring their money to Oregon?

Our state is ahead of the curve in acknowledging the value of comprehensive brand building at local, regional, and state levels. Our approach is sophisticated with time and care taken to assist prospective tourists to dream big when they start envisioning their trip to Oregon. But don’t take my word for it. The foll wing data points prove the degree to which tourism has blossomed in all regions of our state since transformative legislation passed in the halls of Oregon’s Legislature back in 2003.

• In nominal dollars, local transient lodging tax revenue for local communities grew by 128 percent or $114.8 million in Oregon between 2007 and 2018.

• Of the approximately $233 million collected (2018 numbers) across the state in local transient lodging tax revenue, 36 percent goes to support general services across 101 local government jurisdictions in Oregon. In other words, tourism is helping support general funds focused on police, fi e, and roads in big ways.

• Of the approximately $233 million collected across 101 local jurisdictions,

25 percent is invested in tourism related facilities and 21 percent is invested in tourism promotion. Other programs being supported by tourism include arts, culture and entertainment activities, community events, economic development effo ts, and Chambers of Commerce.

• Oregon’s seven tourism regions vary greatly in size and scope. The ortland tourism region generates close to 60 percent of all local transient lodging tax revenue followed

by Oregon’s coastline at 14 percent.

Oregon’s fi e remaining regions account for the final 27 pe cent (Willamette Valley, 9 percent; Central Oregon, 9 percent; Southern Oregon, 5 percent; Eastern Oregon, 2 percent; and Mount Hood/ Columbia Gorge, 2 percent).

Given the vastness of these resources and how they’ve grown, ORLA continues to operate on the front lines in monitoring how transient tax dollars are being spent given the laws in place for how the resources must be governed. The ecent report and the data within showcase the tremendous contributions being made to Oregon’s local communities by Oregon’s tourism industry. Without overnight lodging stays, general fund revenues across our state’s cities and counties start to look very diffe ent, especially on the coast where Transient Lodging Tax revenue per capita averages $224 per resident compared to $106 per resident in 2007. In other words, tourists visiting Oregon are assisting local communities every day in subsidizing the costs associated with running their local government operations.

Our success in getting the word out about Oregon is well documented and attention continues to shift to promotions of Oregon’s shoulder seasons and winter season. Our aim as a hospitality industry should be in part to create sustainable yearlong positions for those working in the hospitality industry. The objecti e becomes more realistic as our destination partners begin shifting their tourism promotion and facility

dollars to amenities that drive tourism traffi outside of the already busy summer season.

If you are not engaged already, we encourage you to learn more about your local and regional Destination Management Organizations and opportunities to serve.

The success seen ac oss Oregon is a reflectio of their work to build awareness and excitement around regional tourism assets.

Without a professional network of tourism professionals, Travel Oregon estimates we would have approximately $1 billion less coming to Oregon in the way of visitor spending. In other words, our work since 2003 has resulted in a billion dollars of economic spending Oregon would most likely not realize without a strategic approach to tourism at the city, county, and state levels.

We invite anyone interested in learning more about local lodging taxes in Oregon to view an informational video through ORLA’s website about how those dollars can be spent.

You can access a link to the video, “Oregon Lodging Tax Defined ” on OregonRLA.org in the right-hand margin.

Data provided in this editorial is from ECONorthwest’s December 2019 Local Transient Lodging Tax Final Report. For a copy of the research in its entirety, reach out to me via email at JBrandt@oregonrla.org.  JASON BRANDT, PRESIDENT & CEO, ORLA

Jason Brandt serves as the President & CEO of the Oregon Restaurant & Lodging Association.

He can be reached via email at JBrandt@oregonrla.org.

In the news: Coronavirus At the time of this writing, ORLA is working with state and national affiliates to gath resources to help our industry monitor the situation, implement best practices and help mitigate the negative impacts of the novel coronavirus (COVID-19).

For more information, please visit OregonRLA.org/blog/covid19.

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AT

INDUSTRY NIGHT OUT PUNCH BOWL SOCIAL Join us for a fun celebration and networking event being held after the Northwest Food Show at Punch Bowl Social Portland on Sunday, April 19th.

Continue building relationships with industry peers and colleagues at the Industry Night Out, the official after-party of the Northwest Food Show!

DATE & TIME

Sun, April 19, 2020 6:00 PM – 8:00 PM presented by

APRIL 19-20, 2020

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PRICE

You must be a buyer or vendor at the Northwest Food Show to attend; show badges will be required to be shown at the door. Tickets are limited and this special event sells out quickly. Register online today at NWFOODSHOW.COM/INO.

$44 per person

Includes beer/wine and buffet dinner.

Special thanks to:

DAVE PAHANISH - SPECIAL MUSICAL GUEST Dave Pahanish is a singer-songwriter from Pittsburgh, who moved to Nashville in 2007 and since then has written songs for Toby Keith, Jimmy Wayne, Tim McGraw, Keith Urban and many others.

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ADVOCACY UPDATE State, Regional and Local Issues Keep ORLA’s Government Affairs Team Engaged

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his past February, ORLA was focused on several issues during the 2020 Legislative Session including protection of the lodging tax distribution, banning high velocity gaming on mobile devices, and pursuing legislation related to shortterm rental fees and homelessness. However, the 2020 Legislative Session was brought to an early close after an impasse over a controversial cap-and-trade bill. For the latest information on this “short” session, visit OregonRLA.org/GA. ORLA’s Government Affairs team continues its engagement o local and regional issues throughout the state. Consider attending a Regional Meeting near you and be part of the conversations on these important issues (see page 19 meeting dates).

LOCAL ISSUES

Meals Taxes and Transient Lodging Tax Usage Proposed prepared food and beverage taxes continue to pop up around the state as local governments seek new revenues to support programs and deferred maintenance. The City of adras has decided to place a fi e percent meals tax on its May 2020 ballot to be voted on by residents.

ORLA has been proactive in educating lawmakers about the volatile and unreliable nature of such revenue streams, as well as how it can hurt local businesses by incentivizing dining out in neighboring cities. ORLA has successfully fought meals taxes in Hood River and Jacksonville by working with local operators and educating the public on what a meals tax would mean for local businesses, their communities, and their own pockets. ORLA is taking a similar approach in Madras.

Other local governments, including the City of Portland and the City of Cannon Beach, have recently discussed imposing a prepared food and beverage tax at their public meetings. If you have a concern your local community is considering a meals tax, be sure to get in touch with ORLA and consider donating to its Local Action Committee fund to help advocate for your community.

ORLA is also awaiting the results of their recent court case with the City of Bend, currently at the appeals court over the issue of transient lodging tax rates to fund tourism promotion.

For a brief refresher on local transient lodging taxes: in 2003, Oregon passed a law which said local spending on tourism promotion and tourism-related facilities was locked in. Whatever the local government had agreed to then is what they will need to spend in perpetuity. According to the law, any new or additional transient lodging tax after July 1st, 2003 is subject to a 70/30 split; 70 percent must be dedicated to tourism promotion or facilities, while 30 percent can be spent however the local government deems fit ORLA is committed to protecting the tourism funding that helps sustain our lodging and restaurant businesses. We are frequently in communication with local governments, working in conjunction with local partners to act as a good governance watchdog. We help ensure lawmakers keep their promises and are transparent with their decision making when it comes to tourism funding. We will continue to update our members as the case proceeds.

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Proportionally, the Portland metro area used the largest share of their revenue for tourism-related facilities, while Willamette Valley and Eastern Oregon used theirs for tourism promotion. The remaining regions (Southern Oregon, Mt. Hood/Gorge, Central Oregon, and the Coast) spent their largest shares on general services.

The impact of tourism on our local communities cannot b overstated, with the tremendous financial suppo t to the tune of tens of millions of dollars from visitors in the state. To read more on this subject and see more of the data collected, please visit Travel Oregon’s industry website (industry.traveloregon.com) and search for the report Local Transient Lodging Tax: Expenditures and Administration.

Tourism Improvement Districts Gaining Favor in Oregon Portland has had one since October 1, 2012. Salem has one effecti e as of January 1, 2020. Pendleton charges $1.50 per night per paid room of occupancy and $0.50 per night per paid space for mobile home or trailer park spaces. Klamath County is looking to pass one this year. All of them have used or will use the money to help promote their respective areas to prospective visitors separate from the money collected through the Transient Lodging Tax (TLT).

Economic Impact of Lodging Tax Revenue Our lodging operators and their guests have an incredible impact on local communities via transient lodging taxes, but how exactly are these funds being spent? ECONorthwest and Travel Oregon recently partnered on a study to report on how local governments are utilizing the funds.

Overall, local transient lodging tax spending has increased from $77.2 million in 2007 to almost $233 million in 2018. While tourism-related facilities spending went down between 2007 and 2019, tourism promotion increased by three percent up to 21 percent of total revenue spending. Spending on community events like fairs, festivals or parades went up three percent as did funding for arts/culture/entertainment. Spending on Chambers of Commerce held steady, while general services spending went down three percent. General services (like transportation, parks, or public safety) accounted for 36 percent of total revenue spending.

The amounts collected for transient lodging ta es have also increased. Between 2003 and 2018, the average levy rate increase around the state was 1.5 percent. From 2007 to 2018, revenue increased by 146 percent, up to over $121 million additional funding collected from visitors.

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It’s called a Tourism Improvement District (TID), Tourism Improvement Area (TPA), Tourism Promotion Assessment Charge (TPAC) or one of several other names you may hear including a Tourism Business Improvement District. In most cases, it’s a selfassessment of 1-3 percent on room rents of lodging properties in a specific geographic a ea, not on the guests, and in some cases, it’s a nightly fee charged as opposed to a percentage of the room rents.

It may be passed on to the guests so long as the charge is separately stated on the bill.

The ad antage for many lodging properties to assessing a fee for a TID is the control over the dollars. Unlike TLT funds which are split with a percentage going to tourism promotion or facilities and a percentage going to the general fund of whatever municipality is enacting the TLT, these TID funds are usually 100 percent controlled by a group made up primarily of the lodging properties who are self-assessing the fee.

Passing a TID does not guarantee local governments won’t continue to push for increases in the TLT or even pass new TLT measures if they don’t already have one in place. A TID usually requires approval by 50 percent plus 1 room or in some cases, a higher threshold, like 67 percent of lodging properties’ approval. Once passed, TIDs are usually renewed on a periodic schedule, say fi e years, with approval from the lodging properties being assessed.

As competition continues for TLT dollars locally, local lodging operators and their partners will likely continue to look to TIDs for more control over their marketing and promotion of an area.

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Thursday May 07, 2020 • DoubleTree by Hilton Hotel Portland

Be a Part of the Auction!

Support ORLAPAC and strengthen advocacy for Oregon’s hospitality industry.

DONATE AN AUCTION ITEM

Contact Jennifer at JStarr@OregonRLA.org or 503.682.4422

PURCHASE TICKETS

Contact Glenda at GHamstreet@OregonRLA.org or 503.682.4422

BECOME A SPONSOR

Contact Marla at MMcColly@OregonRLA.org or 503.428.8694

OregonRLA.org ORLA’s One Big Night dinner and fundraising auction provides an opportunity to mingle with hospitality industry leaders and make invaluable connections while supporting ORLA’s Political Action Committee and the election of pro-industry candidates.

SPONSORS:

Supporting Sponsors: Anheuser-Busch, Bandon Dunes Golf Resort, Pacific Seafood, Portland Mariott Business Council Contributor: Portland Trail Blazers

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The n w rules regulate six areas of public health: • Drinking water: Pod owners or operators must provide safe potable water for food carts.

• Wastewater: Pod owners or operators must provide a control and response plan for spills.

• Solid waste: Pod owners or operators must provide adequate trash and recycling service for cart operators and diners.

• Vectors: Pod owners or operators must have a pest management plan to prevent and respond to infestations by rodents, birds and insects.

• Setbacks: Pod owners or operators must establish and maintain safe distances between carts and between carts and the right of way to prevent accidents such as the spread of fi e.

• Power: Pod owners or operators must provide safe and adequate electrical access to carts.

New Policies for Mobile Food Pods in Multnomah County The ultnomah County Board of Commissioners recently passed an ordinance that requires, for the first time, food ca t pod operators to provide carts with clean drinking water, control for pests, and trash and recycling service, among other obligations.

The ealth Department began accepting applications for food cart pod licenses as soon as practicable after January 1st. Inspection will begin no earlier than July 1, 2020. Food cart pods will be required to post their permits publicly and Environmental Health will post inspection results online.

ORLA, along with many others, participated in the almost twoyear process to develop the requirements and guidelines for food cart pod operators.

A food cart pod is defined as mo e than one mobile food cart on private or public property. The ules will apply to any property owner or manager who hosts more than one food cart on a single piece of property within a reasonable distance, for more than four hours in a 24-hour period. The ules do not apply to properties where mobile units operate far from one another and not as part of a cohesive unit.

Comparable to rules governing restaurant inspections, each pod will be inspected twice a year, and re-inspected if a violation is discovered.

Mobile unit inspectors for Environmental Health had long reported trouble investigating violations such as rat infestations or wastewater spills in locations with multiple carts, finding i difficult to identify which c t or carts might be contributing to the problem. In 2017, the county’s Food Service Advisory Committee asked the board to require that pods obtain licenses and be subject to oversight.

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Portland Kitchen Cabinet Update The ortland Kitchen Cabinet has had several small roundtables with local elected leaders, including Multnomah County Chair Deborah Kafoury and Portland Commissioners Amanda Fritz and Chloe Eudaly. Among topics discussed were cultural competency in kitchens, cost of living increases, and concerns over a potential food and beverage tax in Portland.

The 3 d annual Women Who Stir the Pot was held on March 16, hosted by Renee Gorham at the new PLAZA DEL TORO in the Pearl District and featuring wines by Sarah Cabot of Battle Creek Cellars. Held during the month of March to celebrate Women’s History Month, Women Who Stir the Pot is a networking event for women restaurateurs to meet, mingle, and take stock of each other’s accomplishments. Invited guests included Portland City Commissioner Jo Ann Hardesty. Find out how to get involved with the Portland Kitchen Cabinet by visiting OregonRLA.org/PKC.

STATEWIDE ISSUES

Commercial Activities Tax The Comme cial Activities Tax (CAT) is now in effect as o January 1st. Businesses operating in Oregon are required to register with the Department of Revenue within thirty days of when they reach $750,000 in sales. After reaching $1 million in

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sales, the business becomes subject to the tax. The tax is $25 plus 0.57 percent of Oregon commercial activity of more than $1 million, with a deduction of either 35 percent the cost of goods sold or labor costs, whichever is greater.

Rulemaking has been ongoing, with the Department of Revenue releasing a series of draft rules through March, and the permanent rulemaking process beginning April 1, 2020. The epartment of Revenue also hosted a series of educational meetings throughout the state in the month of March.

ORLA and the Department of Revenue have clarified with th bill’s sponsor that businesses are allowed to pass on the tax, if they choose to do so. To read some potential options for your business, login to ORLA’s Member Portal and view the slide deck from our webinar with Moss Adams. As always, consult with your attorney or financial advisor befo e making changes.

ORLA Statewide Wage Survey Available In partnership with the National Restaurant Association and thanks to a seed investment by several members, ORLA just completed a statewide wage survey of restaurants. The las statewide wage survey was done in 2008 and since then, the landscape has changed dramatically in Oregon for restaurants.

Almost 200 ORLA members participated in a comprehensive, voluntary and anonymous survey regarding wages, tip pooling and other types of compensation. Current ORLA members were invited to complete the survey between June and October 2019.

Most surveys were submitted online, and some were mailed back to the third-party research firm tabulating the esponses and analyzing the data.

The purpose of the su vey was to better understand the range of wages for various restaurant positions across the state, identify other compensation that is offe ed by restaurants and assess how restaurants are participating in tip pooling among employees.

The xecutive Summary and the Full Report (Excel spreadsheet with raw data and comments) are made available ONLY to ORLA members; non-members will need to become a member in order to purchase. A link to the order form is on the Resource page of OregonRLA.org.

Pricing for the reports are as follows: Members who participated in survey: • Executive Summary only = complimentary • Full Report (with raw data and comments) = $2,000 Members who did NOT participate in the survey: • Executive Summary only = $500 • Full Report (with raw data and comments) = $2,500 Please contact Greg Astley at Astley@OregonRLA.org for more information or with questions.  GREG ASTLEY & NICOLE PETERSON, ORLA OregonRLA.ORG 13

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LOTTERY RETAILER NOTES New Lottery Contract Approved for Retailers

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t their January 30 meeting, Oregon Lottery Commissioners approved a new contract including a new rate structure for Lottery retailers across the state. Lottery retailers will have until June 1, 2020 to sign the new contract once receiving it.

The n w rate structure is based on gross sales instead of net revenue, as has been the case in the past. ORLA worked with Lottery staff and Commissioners on the n w rate structure and the options now available.

This calculation on g oss revenue allows the Lottery to offer options to etailers not previously available such as progressives and Platinum Series games in which the Lottery will bear the burden of the payouts instead of the retailers. Progressive games will offer larger payouts than previously offe ed through single locations.

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ΨϬ Ͳ ΨϮ͕ϮϱϬ͕ϬϬϬ ͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘ Ϯ͘Ϯй ΨϮ͕ϮϱϬ͕ϬϬϬ Ͳ Ψϰ͕ϬϬϬ͕ϬϬϬ ͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘ ϭ͘ϳϱй Ψϰ͕ϬϬϬ͕ϬϬϬ Ͳ Ψϲ͕ϱϬϬ͕ϬϬϬ ͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘ ϭ͘ϱй Ψϲ͕ϱϬϬ͕ϬϬϬн͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘​͘ ϭ͘ϯϰй

Key Dates Lottery retailers should have received a ĞŐŝŶŶŝŶŐ &ĞďƌƵĂƌLJ ϭϬ new contract which they were asked to zŽƵ ǁŝůů ƌĞĐĞŝǀĞ ĂŶ ĞŵĂŝůΎ ĐŽŶƚĂŝŶŝŶŐ Ă ŶĞǁ ƌĞƚĂŝů review, sign and send back electronically to ĐŽŶƚƌĂĐƚ ĂůŽŶŐ ǁŝƚŚ ŝŶƐƚƌƵĐƟŽŶƐ ŽŶ ŚŽǁ ƚŽ ĞͲƐŝŐŶ

the Lottery before June 1, 2020.  GREG ĂŶĚ ƌĞƚƵƌŶ͘ ASTLEY, ORLA

&ĞďƌƵĂƌLJ Ϯϴ /Ĩ LJŽƵ ĚŽ ŶŽƚ ƌĞĐĞŝǀĞ ĂŶ ĞŵĂŝů ǁŝƚŚ ƚŚĞ ŶĞǁ ƌĞƚĂŝů ĐŽŶƚƌĂĐƚ ďLJ &ƌŝĚĂLJ͕ &ĞďƌƵĂƌLJ ϮϴƚŚ͕ LJŽƵ ŵƵƐƚ ĐĂůů >ŽƩĞƌLJ ŽŶƚƌĂĐƚƐ Ăƚ ϱϬϯͲϱϰϬͲϭϬϲϮ ƚŽ ƵƉĚĂƚĞ LJŽƵƌ ĞŵĂŝů ĂĚĚƌĞƐƐ͘ :ƵŶĞ ϭ

OregonRLA.ORG 15

ůů ĐŽŶƚƌĂĐƚƐ ŵƵƐƚ ďĞ ƐŝŐŶĞĚ ĂŶĚ ƌĞƚƵƌŶĞĚ͘

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3/9/20 9:06 AM

PR E SE N TI NG SPONSOR:

GATHER A FOURSOME!

The annual ORLA Open is full of fun and prizes for all levels. All proceeds from

the event directly support ORLAPAC’s mission to advocate for favorable business

legislation. Participation in this tournament benefits Oregon hospitality and is vital to the strength of our political action committee and the growth of our industry.

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MONDAY, JULY 27, 2020

7:45 AM Scramble • 11:00 Awards Luncheon • Langdon Farms Golf Club, Aurora

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DR I V I NG R A NGE SPON SOR:

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PUTTING GREEN SPONSORS:

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SPONSORSHIP OPPORTUNITIES:

Marla McColly, MMcColly@OregonRLA.org EVENT AND REGISTRATION:

Jennifer Starr, JStarr@OregonRLA.org

OregonRLA.org/Events OregonRLA.ORG 17

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FINDING A NEW GEAR: Proactive Strategies for Oregon Hospitality

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t was Fall of 2016 – dynamics in Portland’s hospitality marketplace were growing with twists and turns around every corner. Thousands of sho t-term rentals, dozens of hotel development plans, and the continued street cred of the region’s food scene were coming into focus. New managers and hospitality leaders were clocking in to bring their best to Portland, but with one key problem. Who else is out there and how do new leaders engage their peers in the industry to make a bigger diffe ence?

Enter the Portland Lodging Alliance followed by the Portland Kitchen Cabinet – two groups of industry champions from Portland’s restaurant and lodging scenes created to better connect the region’s growing hospitality landscape with the rest of the community.

Cocktail to his industry peers. What if Portland hospitality businesses added one dollar to a specialty drink on their menus and donated that dollar to a local charity?

“The ortland hospitality industry saw a need in our community to provide a helping hand to those living on the streets and were in need of transition into housing and proper care,” said Kunzer.

“Transition Projects created a mobile unit program, a brilliant idea that involved providing proper training to individuals who were previously homeless that were passionate about giving back.”

With the assistance of Travel Portland’s Community Action Committee, Ryan’s idea at a Portland Lodging Alliance meeting became reality and to date the charity cocktail program has resulted in $38,863 raised in support of Transition Projects and New Avenues for Youth through June 2019.

A relatively small coordination nudge from ORLA has resulted in regional leaders across the state taking more ownership of their backyards. From sharing best practices to tackling initiatives of importance, local industry teams authentic to their regions can have a lasting impact on the future of our industry. And local partnerships with Chambers of Commerce and DMMO’s (Destination Marketing and Management Organizations) can result in industry ideas turning into reality on the ground.

“Travel Portland ran with the charity cocktail program where a dollar from each drink sold at participating restaurants directly supports the Transition Project mobile unit team and New Avenues for Youth,” said Kunzer. “When the charity cocktail idea was presented to Travel Portland, they were quick to realize our industry could make a significant impact y leveraging their many partners throughout the downtown Portland area.”

Take Ryan Kunzer for example, general manager of The uniway Portland and active participant in Portland Lodging Alliance gatherings. In 2017, Kunzer pitched the concept of a Charity

Another issue of concern in various areas of the state relates to guest and employee safety due to increasing aggression on the streets. Locally-focused leadership groups have the potential to

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focus in on these larger issues and identify contributions the hospitality industry is positioned to assist with. In Portland, there is growing interest in helping convene a summit for interested parties to break down misperceptions, level up to reality on the ground, and then determine collective options available to the community.

“Homelessness in Portland is a real crisis that concerns each and every individual. A strong partnership is required between business executives, city leaders, and government officials in der to face this emergency situation as it spreads throughout America,” said Jean-Marc Jalbert, general manager of The ines. “We need to commit to creating a comprehensive, long-term plan that will allocate urgent funding intended to address drug addiction, mental illness, and alcohol dependency. Together, we can unify our city leaders to establish Portland as a model for change and rehabilitation.”

From smaller feel-good undertakings to broader projects, our industry is well positioned to continue making positive changes across the state. And the issues we can engage on change significantly based on egional dynamics. The orth Coast Leadership Team for example, made up of industry leaders from Pacific City to Astoria, ecently began a conversation with Jason Johnson of Tonquin Trading who has taken it upon himself to advocate for greater awareness and planning for emergency preparedness along Oregon’s coastline through the creation of “Go Kits.” Each kit includes 72 hours of emergency supplies for two people in the event of a Cascadia Subduction Zone earthquake or other emergency situation. Lodging properties have engaged Jason to add kits to hotel rooms with much more opportunity for adoption possible across the region.

“One of the biggest ways businesses can help is to be the front runners of preparedness,” said Brandon Kraft, who serves as the Regional Manager and Managing Member of the Holiday Inn & Suites in Seaside. “Right now, our hotel is working to help support the creation of water-tight barrel packages for designated emergency locations. These bar els can be stored in the back of a storage closet and set to be refreshed with non-expired supplies every 5-10 years, depending on the location’s desire. This woul allow potential refuge locations for visitors and even displaced locals to have some resources in case of an actual emergency.”

Suffice to say opp tunities for coordination are everywhere and Oregon’s second largest private sector industry (that’s us) can have a meaningful impact on the trajectory of our state and the way in which we engage today’s challenges. Be a diffe ence maker or support a teammate in getting more involved. The next ‘ yan Kunzer’ idea is just around the corner.  JASON BRANDT, ORLA

ORLA REGIONAL MEET-UPS Be in the know...

ORLA’s next round of Regional Meetings this spring are already in swing. Why do we have these meetings? To connect hospitality leaders across the state with one another to tackle our most pressing industry issues. From navigating Oregon’s Commercial Activity Tax to findin your next employee, these meetings are built to support you in achieving success in Oregon hospitality.

TOPICS INCLUDE • 2020 Legislative Session • Workforce development efforts • Local/regional issues SPRING SCHEDULE Mid Willamette Valley Tuesday, March 31, 2:00-3:30 pm Salem Central Oregon Wednesday, April 8, 9:30-11:00 am Bend Southern Oregon Tuesday, May 19, 2:00-3:30 pm Medford Southern Willamette Valley Tuesday, June 2, 2:00-3:30 pm Eugene Central Oregon Coast Thursday, June 4, 2:00-3:30 pm Lincoln City PLEASE JOIN US For more info and to RSVP, go to OregonRLA.org/events.

If you have any questions, contact Greg Astley at Astley@OregonRLA.org or call 503.851.1330.

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TOURISM COLLABORATION BRINGS BENEFITS

How A Robust Tourism Industry Bolsters Oregon Hospitality

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ourism is one of the largest private industries in the state and is driving economic growth in every region. Th lodging and food and beverage sectors are responsible for over 183,191 jobs and bring $13.8 billion in annual sales for Oregon.

In order for the sector to keep growing, there needs to be more promotion and more opportunities for people to experience the wonders Oregon has to offe . While some of the biggest players on the scene—including lodging facilities, restaurants, destination management organizations (DMO) and other tourism agencies— can go it alone in these effo ts, it often makes sense to tackle them together. After all, when people and businesses work in partnerships, everyone’s dollar and time goes further. Businesses may also be able to achieve things they simply couldn’t on their own, especially in Oregon’s smaller communities.

Collaborations are the way of the future. We see that in joint marketing effo ts between major brands, public-private partnerships, even popular music. These pa tnerships can be

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simple, such as when restaurants and hotels work with a DMO to help bring a large special event to a city. Other partnerships may involve larger commitments of time, like participating in a Rural Tourism Studio or other tourism program. For some, it’s an individual commitment like participating in ORLA’s new Oregon Tourism Leadership Academy (OTLA). Whatever the interest and ultimate goals, we see these partnerships working to promote and support tourism.

“A Rising Tide Lifts All Ships”

Allen Pike, general manager of Mereté Hotel Management’s Hampton Inn & Suites Roseburg, is seeing a welcome change when it comes to local hotel companies working with each other and their local DMOs. He got his start in the hospitality industry not long after 9/11. As the number of people traveling slowed dramatically, “there was a more adversarial relationship between properties,” he says. “You didn’t very often see groups coming together on a board and talking about how to increase tourism in the area. It was more about, ‘What can I get for my hotel?’”

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But as time has passed and times have gotten better, he’s seen that attitude change. “The e’s been more of an emphasis not on ‘what’s mine’ and ‘what can I keep,’ but on the idea that a rising tide lifts all ships, and if we can help our areas, it’s going to help everybody,” he says.

partnerships are really important, and when an outside group does the organizing, it creates a safe space. And once you’ve been a part of a group and gotten to know people, then it’s easier to have those one-on-one conversations with someone. The e isn’t this apprehension about what they’re trying to get from you.”

Since 2013, Pike has been part of an effo t to bring hospitality companies and tourism agencies together to promote the Umpqua Valley to national and international visitors. The oseburg Area Chamber of Commerce, which was responsible for tourism marketing until recently, regularly brought hotel managers together to discuss what was happening in the community and review upcoming opportunities for promotions. The g oup was very collaborative and helpful, he says, noting that it also gave hotel partners a chance to talk about—and sometimes commiserate over—issues that were impacting all of them.

Pike believes partnerships like the one formed by the Roseburg Chamber are the way of the future in the hospitality industry. “I’ve found that when hotels and destinations cooperate together, we can do a whole lot more than we could on an individual basis,” he says. “When we’re all swimming in the same direction, everyone does better.”

The ole the chamber played in convening the group was crucial.

“When an outside organization with the mutual benefit of th community in mind can bring people together, it feels better,” Pike says. “It’s one of those things where if it was me asking another hotelier I didn’t know to come over and have a conversation, there can be that ‘What are you trying to get from me?’ feel. But these

He’s also looking forward to gleaning knowledge from partners around the state through his participation in the upcoming OTLA program. He hopes the academy will help him get to know some of the people involved in the industry and learn best practices around communication and advocacy that he can use at both the local and regional level. “As we want to make sure our voices are heard, being able to effecti ely communicate our concerns is really important. We want to help all of our partners communicate better so they know their point of view has been fairly considered,” Pike added.

“When an outside organization with the mutual benefit of the community in mind can bring people together, it feels better,” - ALLEN PIKE Mereté Hotel Management’s Hampton Inn & Suites Roseburg HAMPTON INN & SUITES ROSEBURG offers rooms and suites for travelers looking for a great stay and great value. PHOTOS from above: Allen Pike; Portecochère - courtesy of Hampton Inn & Suites Roseburg

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WILSON RANCHES RETREAT is in their 20th year of welcoming the world to experience life on a high desert beef cattle ranch. PHOTOS from Left: Kara Wilson Anglin and generations of operators - credit Alex Jordan; Ranch house and sign - credit Kevin Prieto

“Our partnerships show themselves the moment a visitor comes into town,” - KARA WILSON ANGLIN Wilson Ranches Retreat Bed & Breakfast, Fossil

Partnerships Large and Small

Kara Wilson Anglin, whose family owns Wilson Ranches Retreat Bed & Breakfast near Fossil, is also a proponent of the “rising tide lifts all ships” philosophy. In far eastern Oregon, where resources are extremely limited, local hospitality companies have to rely on each other for referrals and to provide information to tourists.

Wilson spends a lot of time customizing itineraries for visitors, in part because it’s harder for them to find details about outfitter recreation companies and age-appropriate activities for their kids on their own. The companies often eciprocate by referring their clients to her.

At the other end of the spectrum, she’s extremely grateful for the support provided by organizations such as the John Day River Territory, Eastern Oregon Visitors’ Association, Travel Oregon, Oregon Bed & Breakfast Guild and ORLA. The ’ve brought tour operators and journalists through on FAM (familiarization) tours, made sure the needs of rural operators were shared with legislators and other decision-makers, and helped her meet other hospitality companies that have become referral sources. “The visitor is no looking at Oregon with any boundaries, so don’t create a boundary on where those partnerships need to be,” she adds.

Part of what Wilson is selling is not just a destination but a way of life. Wilson Ranches Retreat has been welcoming the world to experience life on a high desert beef cattle ranch for the past 20 years. The family operation includes 5th, 6th and 7t generations. One of the partnerships that really matters to her is the one that exists with members of her local communities. “Our partnerships show themselves the moment a visitor comes into town,” she says. “Rural communities in the State of Oregon are incredibly welcoming to any stranger they see on the street. We ask newcomers, ‘How are you today and how can I help you?’ If people sense they’re welcome and invited, it immediately changes how they’re able to engage in their experience.”

Many hotels and restaurants see developing relationships with outside organizations as one more thing to add to their busy schedules. While Wilson encourages them to be targeted in their partnerships to make sure they get the maximum benefit, she als encourages them to be open to new people and ideas that come their way. “If you don’t try it, you will not know if it works,” she says.

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She also encourages business owners to build relationships with tourism agencies outside of their town or county. “The visito is not looking at Oregon with any boundaries, so don’t create a boundary on where those partnerships need to be,” she says.

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Coming Together in Good Times and Bad

Greg Willitts and his father opened FivePine Lodge in Sisters mere months before the 2007 recession. “I knew we needed all the help we could get based on the slowing economy,” he says. “We really leaned on our partners from the Sisters Chamber of Commerce, the Central Oregon Visitors Association and Travel Oregon.”

“I just had to plug myself in as the romantic option when you’re looking at Central Oregon or Sisters,”

- GREG WILLITTS FivePine Lodge, Sisters

What Willitts quickly realized was that if he partnered with a tourism organization, he didn’t have to figu e out how to bring people to Oregon or even his region. “I just had to plug myself in as the romantic option when you’re looking at Central Oregon or Sisters,” he says. So whenever possible, he took advantage of opportunities to become part of the larger tourism marketing infrastructure. When the Central Oregon Visitors Association negotiated a reduced rate for partners as part of a larger advertising package in a large newspaper, he bought in. When Travel Oregon reached out about opportunities to participate in promotions or FAM trips, he signed up.

As time went on, he also looked to collaborations when setting up his own programs to encourage more tourism. Since 2010, he has worked with Th ee Creeks Brewing and Joel Palanuk, a competitive mountain biker who lives in the community, on the Sisters Stampede. The e ent is the largest mountain bike race in Oregon and draws thousands of people every year.

Hospitality companies looking for opportunities to get involved in bigger tourism effo ts should take advantage of the existing resources offe ed by local and statewide partners. “Travel Oregon does a great job alerting property owners and other interested individuals about marketing opportunities through their newsletters,” Willitts says. “With a dedicated hour a week you could explore multiple opportunities to collaborate with these organizations. While some of these opportunities are paid, some of them are free.”

FIVEPINE LODGE offers romantic cabins and lodge suites in Sisters. PHOTOS from Left: Greg Willitts, owner; In-room wine and chocolate - credit Natalie Puls; amenity basket highlighting regional delights - credit Tony Gambino; Cabins and property bicycles - credit Tony Gambino

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“There’s a misconception that restaurants are filled with locals, but an restaurant in any American city that’s full has a good percentage of tourists at any given time.”

- DAVID MACHADO David Machado Restaurants, Portland

DAVID MACHADO RESTAURANTS is led by Portland chef and restaurateur David Machado.

PHOTOS from above: nel centro patio - credit John Valls; nel centro dining room - credit John Valls; Pullman Winebar & Merchant; David Machado

Restaurant and Hotel Collaborations

Successful tourism promotion effo ts can exist between hospitality industry partners too. Having a great locally-owned restaurant inside a hotel can help boost business for both entities. “Restaurants are social by their nature,” says David Machado, owner of David Machado Restaurants in Portland. He owns three eateries, all of which are located inside of hotels. (Tanner Creek Tavern in the Hampton Inn & Suites Portland-Pearl District and nel centro in The otel Zags are two examples.) “We’re like a living room with people having fun and drinking and listening to music.”

His lodging partners often come to him for help with crosspromotion and specials designed to attract overnight guests. “We partner with the hotels on things like making sure our websites have references to each other or providing (the hotel) with content for their social media,” says Machado, “usually the hotels that are seeking something to add value to their room rate or their room

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promotion.” That may include a happy hour p omotion or a discount at the restaurant.

The symbiosis goes both ways, achado says. “The e’s a misconception that restaurants are filled with locals, but an restaurant in any American city that’s full has a good percentage of tourists at any given time.” Travelers are almost as essential to a restaurant’s ability to survive as they are to a hotel’s.

Lisa Schroeder, executive chef and owner of Mother’s Bistro & Bar in Portland, recently moved to the Embassy Suites in Portland. The hotel will occasionally ask her to extend a discoun or promotion to a group when it’s trying to secure their business, and she’s happy to oblige. “We try to work hand in hand with our partner so everybody rises,” she says.

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MOTHER'S BISTRO & BAR specializes in hearty comfort-food classics in Portland. PHOTOS from Left: Executive Chef and Owner Lisa Schroeder; Mother's dining room; courtesy of Mother's Bistro & Bar

“These partnerships are important... Restaurants are going to need all the help they can get to stay alive in this current economic climate.”

- LISA SCHROEDER Mother’s Bistro & Bar, Portland

She’s also appreciates things that groups such as Travel Portland and Travel Oregon have done to boost business for her restaurant and others. She’s cooked in other cities as part of Travel Oregon events to promote Oregon as a whole, as well as hosted convention planners thinking about bringing events to the community. She participates in Portland Dining Month, organized by Travel Portland, and promotions designed to bring shoppers downtown around the holidays.

“These pa tnerships are important,” Schroeder says. “Restaurants are going to need all the help they can get to stay alive in this current economic climate.”

She encourages hotels and DMOs interested in working with local restaurants to approach them rather than waiting to be asked. While restaurants looking to attract large groups for weddings, corporate meetings or catering services may have dedicated sales staff, small or medium-si ed restaurants are very limited in their resources and typically don’t have time to initiate relationship-building activities.

You Have a Friend In… Your Local DMO

The e are many ways a DMO can support its local hospitality companies. Kristen Dollarhide is now the tourism, hospitality and events coordinator at Travel Pendleton but previously worked as executive director of the Union County Chamber of Commerce.

In both roles, she found ways to educate the larger community about the importance of the hospitality industry. She’s also partnered with local businesses on promotions and programs.

At the Union County chamber, one of her goals was to educate front-line staff at hospitality companies about the many thing there were to do in the region. Young people working in restaurants and lodging operations are often the first peopl tourists come into contact with because they may be the ones waiting tables or working the check-in desk. However, these younger folks may not know about all of the attractions available to visitors. They may also, in a th owback to their teenage years, be the first to sa , “The e’s nothing fun to do in this town” when a person asks for recommendations.

While in Union County, Dollarhide started her effo ts by providing front-line staff with some basic education on h w

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TRAVEL PENDLETON is the area's DMO promoting the greater Pendleton area. PHOTOS from left: Kristen Dollarhide Valentine's promotion; Front-line staff visit Pendleton Woolen Mills; Celebrating 30 years of Oxford Hospitality & Spur Ceremony

“DMOs and the hospitality industry have to work hand-in-hand, and if we know each other better, we can do a better job of making Oregon an even better place for our visitors.”

- KRISTEN DOLLARHIDE Travel Pendleton

tourism impacts the broader community. She talked about how the money visitors bring in helps local businesses keep their doors open and generates tax revenue that can be used to fund programs and infrastructure for their community.

On a few occasions, Travel Pendleton and the Pendleton Chamber of Commerce loaded front-line staff f om several hospitality companies on a bus and spent the morning driving to diffe ent attractions around town. They visited the endleton Woolen Mill, Tamastslikt Cultural Institute, Pendleton Underground and went on a walking tour of downtown. In the afternoon, several restaurants prepared small bites for the group so they would have an idea about where to send people when they asked for a restaurant recommendation.

In her role with Travel Pendleton, Dollarhide continues to help front-line staff learn about what the e is to do in town and how to talk to visitors. “They do ’t have to know everything about the community, but customers like to hear about experiences,” she says. “We encourage them to say, ‘My favorite thing to do in town is this.’ We also let them know where to send guests for more information.” She recounts with delight a time when she was sitting in a restaurant and heard some visitors ask the waitress for recommendations of things to do. She told them she was new to the area and didn’t know the town very well, but when she went back to the kitchen, she asked the staff for their fa orite things to do. When she returned to the table, she relayed that information to the guests.

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Dollarhide will also be part of the inaugural OTLA class that kicks off its first of four experiential learning opp tunities in Central Oregon later in April. She’s looking forward to getting to know tourism professionals from around the state so she can build more partnerships outside of her region. “Networking is so important,” she says. “I’m passionate about tourism and hospitality in Oregon.

Learning about more programs and meeting new people from around the state is so beneficial in this line of wo k. DMOs and the hospitality industry have to work hand-in-hand, and if we know each other better, we can do a better job of making Oregon an even better place for our visitors.”

In addition to these bigger-picture programs, Dollarhide is always looking for ways to work with hotels and restaurants to promote Pendleton. Just a couple years ago, the Oxford Suites Pendleton was looking to run a social media contest that would generate cute, quirky pictures for a Valentine’s Day promotion. She worked with them to brainstorm ideas on how to ‘send love from Pendleton’ through Instagram, “and let’s just say I found myself in a field kissing a horse ” she quips.

Not all tourism promotion agencies have a staff member willing t wander into a horse pasture in the dead of winter. But all of them should have staff who can do something to p omote the hospitality industry as well as the region. Look to these partners for ideas, and find out about ways ou can give back. When the tourism industry as a whole grows, everyone does better.  SOPHIA BENNETT

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THE WORLD IS COMING TO OREGON World Athletics Championships, Oregon21

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he World Athletics Championship, which takes place every other (odd-numbered) year, is coming to the United States for the very first time ugust 6-15, 2021.

Team USA will have home field ad antage for the very first tim and has dominated the sport of track and field globally for mo e than forty years, earning more medals than any other country.

Typically held in some of the world’s most vibrant, largest, and best known cities (London, Beijing, Berlin, Tokyo, Rome, etc.), Oregon will host the Championships at the University of Oregon’s rebuilt Hayward Field, providing the smallest metro market the event has experienced and its first on a uni ersity campus. Th marathons are likely to be contested in Portland, expanding the event footprint, hotel room demand and media focus.

impacting Portland metro positively.

Pre and post event explorations of Oregon are anticipated by international tour groups and independent travelers, and interpretive displays are being planned to honor many Oregon athletes who have competed and/or medaled in track and field i the Olympics and World Athletics Championships. Some of these

ProjectedPositive PositiveImpacts Impacts from From World World Ath Ath Projected Warrenton Scappoose

Considered the largest global sporting event in the world in 2021, a non-Olympic Games and World Cup Soccer year, the World Athletics Championships, Oregon21 will serve 2,000 competitors from up to 214 countries and deliver an anticipated six billion+ media impressions globally. More than 3,000 members of the media will cover the event. Hayward Field will double from its permanent seating capacity of 12,650 to approximately half the capacity of Autzen Stadium for the ten-day event.

Travel Oregon is working to ensure that a strong array of video footage from throughout Oregon is available for broadcasters creating story packages and broadcast “bumpers” feeding into and out of commercials.

It is hoped that PDX is the international gateway of choice.

Ground transportation planning is underway, along with security and safety measures and a myriad of operational and hospitality logistics. Estimated fl w, as spectators and participants come and go over the ten days, is close to 54,000 people according to a 2015 study by EcoNorthwest.

International teams who want to come in early to acclimate and train together have been presented a list of communities throughout Oregon who have coordinated their facilities and hospitality elements and submitted details to the Oregon21 offic How many teams choose to acclimate in Oregon will determine the spread and amount of economic impact across the state beyond the original estimate from EcoNorthwest of $52 million in direct visitor spending associated with the official ent dates at Hayward Field at the University of Oregon.

During the event itself, hotel demand is expected to compress out of Eugene-Springfield south to oseburg, west to Florence, east to Oakridge and up the McKenzie, and north up the Willamette Valley to south of Portland, with marathon-related hotel demand 28

Hillsboro Portland Gresham Sherwood

Forest Grove

The Dalles

Hood River

Willamina

Salem Polk County

Albany

Corvallis

Lebanon

Sweet Home McKenzie River Springfield Eugene

Junction City

Florence

Sisters Bend

Oakridge

La Pine

Creswell Coos Bay

Cottage Grove

Roseburg

Grants Pass Medford

Klamath Falls

Ashland

displays are intended to stay in place into the future, creating an Athletics Heritage Trail that commemorates Oregon21 and Oregon’s unique legacy related to track and field Sport Oregon will hold the annual TrackTown Youth Leagues in fifteen communities, c eating awareness and connection to Oregon21. The niversity of Oregon is rebuilding Hayward as the finest track and field only facility in the world, a legacy i estment in the state and the sport that will draw significant track an

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ONLINE RESOURCES field e ents well into the future and provide year-round museum displays on the history of the sport and related innovation in Oregon.

The 2021 Legacy Team, comprised of public and private leaders interested in maximizing the transformative opportunities

World Athletics Athletics Championship, Oregon21 World Championships, Oregon 21

Hermiston The Dalles

er

La Grande Baker City

Fossil

Prairie City

sters Bend La Pine

Sport Oregon / TrackTown Youth Leagues Potential Heritage Displays Potential Team Training Camps Blue Zone Communities Projected Hotel Demand Source: 2021 Legacy Team and Travel Lane County

2021legacy.org associated with Oregon21, is working on connecting the dots and creating a communications platform that will launch before August of 2020. Sign up for e-news updates at 2021Legacy.org.

Lane Education Service District has agreed to create and share templates for teachers across Oregon in elementary, middle and high schools to assist in implementing curriculum that celebrates global cultures (language, music, food, textiles, customs, etc.) and connects

Oregon21 WorldAthleticsChamps.com/Oregon21 Sign Up for 2021 Legacy Team Updates: 2021Legacy.org Destination Preparations and Legacy Projects: EUG2021.com TrackTown20: TrackTown20.com

students to the athletes coming to compete in Eugene at the University of Oregon. Communities hosting team training camps have an opportunity to build direct connections with athletes living and training in their communities ahead of the event.

The City of ugene has been preparing for the World Athletics Championships, Oregon21 for several years, and legacy projects are well underway including a wayfinding system and the 20x2 EUG Mural projects, which has created well over 20 outdoor murals in the city by internationally renowned street artists. A large community festival that celebrates Eugene and Oregon will be held on the downtown riverfront adjacent to a brand new three-acre park on a multi-acre parcel being developed for mixed use. Eugene’s downtown park blocks will be rebuilt and feature a year-round Famers Market Pavilion. Visual Arts Week will coincide, adding to the vibrancy and activities planned.

The niversity of Oregon’s Hayward Field, fully funded by gifts from Penny and Phil Knight and more than 50 other donors, will give athletes an unparalleled stage on which to push the limits of what is possible. Hayward Field will draw major events well into the future, generate iconic recognition of the state and the University of Oregon as the home of track and field in the nited States and serve as a place that athletes of all ages aspire to visit for competition as well as inspiration. That legacy begins in 2020 Businesses can join in by activating at Eugene’s community festival. Travel Lane County and Travel Portland produce and maintain official community visitor guides and ebsites. Travel Oregon produces the official state visitor guide and ebsite.

Updates on legacy initiatives and opportunities will be included in e-news updates coming from 2021Legacy.org. For the latest news and ticket information about the World Athletics Championships, visit WorldAthleticsChamps.com/oregon21 and sign up for the Insider newsletter.  KARI WESTLUND, TRAVEL LANE COUNTY

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WORKPLACE SAFETY It’s Your Business: Have A Plan When Human Interactions Become Complicated

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t feels like spring and summer are almost here. With the seasonal shift comes more customers, peak travel times, and a renewed interest in experiencing Oregon’s unmatched tourism opportunities.

You have visions of happy customers and guests—spending money and leaving positive reviews. Maybe.

What we know from experience and what we hear from news sources is customers sometimes have an off da . Sometimes we interact with people who aren’t even our customers. And occasionally, these individuals have challenges far beyond what we are prepared to handle. Do you have a plan?

• List diffe ent types of customer/public interactions • Define which interactions might need additional actio • Think about who can and should handle those interaction (more than one person should be available at all times) • Think th ough the diffe ent levels of response, and empower employees to respond quickly • Make sure employees are trained frequently on your plan • Review the process every time there is a shift change, employee meeting, or procedure review • Create reminders and post procedures in common areas (not visible to customers and the public) • Build partnerships by meeting with local organizations and law enforcement to discuss procedures, processes, and training opportunities

The regon Safe Employment Act directs businesses to provide a safe and healthy workplace for their employees. But how can a business comply when they don’t have control of, or authority over, their customers, guests, and the general public?

Knowing how to appropriately assist people when something isn’t going well is the best way to keep your workplace, your employees, and your customers safe.

It starts by having a plan and making sure everyone knows what to do in these situations. That plan should

CORPORATION

For resources and training information, visit SAIF.com.  SAIF

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20 RESTAURANT INDUSTRY OPPORTUNITIES FOR 2020 The National Restaurant Association’s annual State of the Restaurant Industry

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eople want to use restaurants.

According to new data from the National Restaurant Association, heading into a new decade, pent-up demand for restaurants remains high. It’s also the 11th consecutive year of industry growth, and operators are interested in using all the tools at their disposal to stay top-of-mind with an evolving consumer base.

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Think sustainably — and tell people! Plenty of operators engage in sustainable practices, fewer share this story. Th ee in four restaurant operators say consumers are more interested in environmentally sustainable menu items than they were two years ago, and over half of diners say they’re more likely to visit a restaurant that features them.

The ational Restaurant Association’s 2020 State of the Restaurant Industry Report highlights real-time trends and the data behind them. Based on its findings, he e are 20 areas of opportunity for growth in 2020 — and beyond.

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Add healthy options. Sixty-fi e percent of adults say they order more healthful options at restaurants than they did two years ago, and 85 percent of operators say they’ve noticed a shift in the amount of attention diners are paying to these options.

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The e’s opportunity in alcoholic beverages ... Twenty-two percent of fast-casual operators believe alcoholic beverages will become more popular within their segment in 2020. The there’s delivery potential: 56 percent of adults — including eight in 10 millennials (age 24-39) say they would be likely to order alcoholic beverages if they were offe ed as part of a food delivery order from a restaurant. (Th ability to do this varies by jurisdiction.)

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… but plenty of interest in creative nonalcoholic and low alcoholby-volume options, too. The e's much greater diversification and a ailability of nonalcoholic beverages, and a lot more research and development going into the category.

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Source local ingredients. Seven in 10 restaurant operators say consumers are more interested in locally sourced menu items than they were two years ago.

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Hop on the plant-based trend. In a recent survey, more than 600 chefs ranked plant-based proteins high in menu and protein categories, indicating sustained interest from consumers and businesses. Mushrooms ranked especially high this year, too, whether blended into burgers or as stand-alone ingredients.

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Offer mo e technology. Consumers are asking for it, and the majority want technology that reduces transaction friction and increases convenience — not the kind of tech that replaces humans.

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Don’t get distracted by the flashy new tech options. Fewer than a quarter of consumers say that tech like self-driving cars and delivery drones, or food-preparing robots are a good idea.

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Don’t overlook tech basics. Even with all the new technology on offe , the majority of consumers use it for the basics: checking the menu, location, hours, and reviews. Keep these updated across channels.

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Invest in off-p emises. A majority of operators across industry segments see off-p emises options — drive-thru, takeout, curb-side pickup and delivery — as the best opportunity for future growth, including 80 percent of quickservice and fast-casual operators.

Still, only about half of operators say they plan to devote more resources to expanding this side of their business in the next year.

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Highlight value. A good deal never goes out of style, and consumers and operators agree that everyone appreciates value. Catch a customer’s attention: roughly 8 in 10 restaurant operators say consumers are more value-conscious than they were two years ago.

breakfast food and beverage options. Half of employed adults bring their lunch to work less frequently. Over half go out for an afternoon snack or beverage more frequently. And 61 percent of employed adults say they are more likely to pick up take-out food for dinner on the way home from work than they were two years ago.

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Engage your customers, they want to hear from you. Nearly half of restaurant operators say their customers’ loyalty is more difficult maintain than it was two years ago, but consumers want to stay involved. More than eight in 10 say they are more likely to visit a restaurant that offers a custome loyalty and reward program. And keep talking to them! A strong majority of adults, including 91 percent of millennials (ages 24-39) say they’d try to take advantage of specials communicated via smartphone app.

Engage an emerging workforce.

Employee turnover in hospitality is high, the highest level since 2007. Still, people view restaurant jobs favorably — 93 percent of all adults agree that the restaurant industry is a good place to get a first job and learn fundamental wo king skills. Roughly one in four restaurant job openings in 2019 were filled y people for whom it was the first regular job they have ever had, and the number of teenagers working in restaurants is gradually trending higher.

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Consider delivery. Overall, roughly half of restaurant operators say their restaurant offers delivery. Fast-casual operators were the most likely to say they offer a deli ery option.

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Offer easy additions to home prepared meals. Th ee in four adults say they are more likely to stay at home and watch on-demand television and videos than they were two years ago.

While this can cut down on foot traffi at restaurants, it’s also an opportunity to expand consumers’ at-home options.

Fifty-eight percent of adults (including 69 percent of those ages 18-23) say they’re open to supplementing home-cooked meals with restaurant dishes.

Try something unexpected. The time is right for experimentation and creativity. Th ee in four adults say they would likely pay attention to variable pricing — that is, real-time price adjustments for specific times of the day or days of the week. Busy times mean higher pricing; prices drop during slower periods. Two-thirds of adults say they would be likely to take advantage of a house account, pre-paying a certain amount to receive a bonus amount added to their account.

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Get involved. Nine in 10 restaurant operators make charitable donations in their communities.

Consumers notice – especially the younger ones. Half of consumers say they are likely to make a restaurant choice based on how much a restaurant supports charitable activities and the local community. Among Gen Z adults (ages 18-23), this soars to 70 percent.

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Think diff ently across dayparts. Changing times lead to changing habits. Consumers want easy

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... and recognize the opportunity for older adults. Older adults will represent a much larger proportion of the overall U.S. labor force in the years ahead, while the number of teens available for work will continue to shrink. The number of adults aged 65 and older in the labor force is expected to increase 6.1 million by 2028.

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Be clear when communicating employee initiatives. Given high turnover in the industry, it's always important for the employer to visibly communicate how they're investing in the employee development and training. It's much easier to retain an existing employee than find a n w one.  NATIONAL RESTAURANT ASSOCIATION

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No Judgment, Just Hope

THE FUTURE OF HOSPITALITY STARTS HERE Innovate and lead in a dynamic industry

OSU Ecampus

PROFESSIONAL DEVELOPMENT CLASSES OSUcascades.edu/hmprofessional

Start this spring.

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EMPLOYEE RETENTION An Owner’s Perspective

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he bottom line. Everything affects it, including empl yee turnover because of increased labor costs like training and supervision. Creating a culture that keeps employees engaged will improve retention, which in turn can help stabilize labor costs.

Keeping a stable team has also been shown to increase guest satisfaction via consistent service and product delivery, which can improve loyalty and return. Sounds good in theory, so what best practices have been implanted that show this positive ROI? If you haven’t already, check out our series of video interviews of hospitality members who have improved retention through a variety of approaches. You can find these a OregonRLA.org/WorkforcePractices.

For this issue, we are pleased to share an owner’s perspective of their successes in retention effo ts implemented throughout thier portfolio of properties.

EMPLOYEE RETENTION IN THE HOTEL INDUSTRY Attracting and retaining employees has the same importance as attracting and retaining guests. In the hotel industry, the turnover rate for employees is very high. If we consider the energy needed, as well as the cost to replace an employee, it becomes clear that it is better to retain employees than to hire and train a new employee.

with us and are now serving in positions like director of operations, marketing or maintenance head. One of our marketing managers was even recognized as the Employee of the Year by the Oregon Restaurant & Lodging Association in 2018. It gives us great pleasure to see our employees develop. We empower them to make decisions based on their judgement to help guests. We work to minimize workplace issues and create a culture of respect, as well as provide coaching that drives behavior changes. It doesn’t matter what part of the operation they are involved in – all of them have one goal and that is to make guests happy.

We have made it clear that our employees should be treated the same way we treat our guests. We try to understand who they are and what they want. We arrange trainings for our employees, take them to conferences around the country, arrange yearly trainings during slow seasons and on the job training as needed. We also provide cross-training; if anyone wants to try a new position, we give them the opportunity. We arrange lunch meetings with employees.

It gives us opportunity to listen to them in informal settings.

We try to create a sense of purpose by enforcing the idea that they are helping people who need a nice place to stay while they are traveling. It matters that they smile at guests – they are affecting the The p ocess starts with proper life of guests. When you look at the labor plans and then targeting big picture, what their role is in the the right people. During the final p oduct and who touches their interview process we make product, you see how that type of sure to look for people who TASLEMA SULTANA AND MASUDUR KHAN, SEASIDE LODGING communication creates motivation will fit in with our cultu e. and that’s the key to engage our As most of our properties are on the Oregon Coast, there is always a labor crisis, especially during employees. We set clear expectations for our employees so they know what we expect and what we appreciate. Millennial and Gen the summer. Unlike Portland or other cities where there is a good Z workforces are diffe ent than Gen X or Boomers. To keep them supply of part-time employees and students, the Oregon Coast attracted, we plan accordingly and make sure they are motivated depends on the local market. and stay with us longer.

We have been involved in the hospitality industry on the Oregon Labor cost is the biggest expense in the hotel industry, and we Coast for nearly 10 years. We started with one hotel in Seaside and need an efficient operation to satisfy guests. t’s a balance of cost now we co-own 13 hotels – two of which were in the list of 100 and labor management to maintain efficien . We listen to our Best Destinations in Oregon in recent years. We have employees employees and do our best to be there ourselves to understand who started front desk or housekeeping positions and have grown OregonRLA.ORG 35

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Fast and Easy Training To Work In Oregon Restaurants

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the situation and what we can do to help them. We never lay off employees during slow seasons, which is a very common practice in the hotel industry. Instead, we cross train them and engage them in diffe ent renovation and improvement projects. Also, we have created culture for a flexible wo kplace. To ensure employees who are expecting can have peace of mind and make plans for childbirth, we let them know that they have guaranteed jobs when they return.

We create flexible schedules or modified schedules to accommodat employees with babies or small children. Understanding the need of employees and treating them properly makes them trusted employees and a valuable asset for the companies.

Wage benchmarking is important. We provide compensation which aligns to the market. In our history of companies, we are never late in paying our employees. That helps c eate trust with the employees.

We also have several recognition programs such as the profit sha e program. If the company does well in a particular month and goes beyond target, we celebrate with our employees and provide some percentage of the profit. t creates motivation to do even better.

In our companies, we offer f ee lunch, an employee-of-the-month recognition and review recognition programs.

We take guest reviews very seriously. If we find good eviews, we recognize our employees. If it’s a negative one, then we work with them to understand and evaluate the situation as well as take actions accordingly. We accept every review as an opportunity to improve the properties.

We include all of our employees in the management and decisionmaking process. We engage them to come up with solutions, and instead of implementing new processes, we ask in-house employees to come up with a plan. That c eates a sense of ownership and responsibility and makes them feel connected with the company.

Our goal is to give them the tools they need to make their job easier and rewarding.  MASUDUR KHAN AND TASLEMA SULTANA, SEASIDE LODGING / INTRO BY WENDY POPKIN

About

Masudur Khan (Managing Director of Seaside Lodging) and his wife Taslema Sultana (Managing Director of Haystack Lodgings) are the co-owners of 12 independent boutique hotels and one Choice hotel on Oregon Coast. Masudur (Chairman of Lifestyle Hotel BD Ltd.) also operates two independent boutique hotels in Bangladesh.

Wendy Popkin is the Executive Director for ORLA’s Education Foundation (ORLAEF), a nonprofit foundation dedicated to suppo ting the educational and training needs of the hospitality industry. Wendy is a 30+-year career veteran who describes herself as “fanatically enthusiastic about helping others enjoy the same type of fabulous career opportunities I have enjoyed in the hospitality industry.”

OregonRLA.org/EdFoundation

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CELEBRATING DIVERSITY, SERVICE AND HOSPITALITY One National Winner, Five State Winners Recognized with Restaurant Awards

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regon Restaurant & Lodging Association (ORLA) and its Education Foundation congratulate the 2020 state and national winners of the National Restaurant Association Educational Foundation’s (NRAEF) Restaurant Industry Awards. Portland’s own Elephants Delicatessen was one

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of three national winners to receive the Restaurant Neighbor Award during the NRAEF Restaurant Industry Awards Gala in Washington, DC, on March 4, and was presented a $10,000 check to support their favorite charity or community project.

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RESTAURANT NEIGHBOR AWARD National Winner: Elephants Delicatessen, Portland At eight stores in the Portland area, Elephants Delicatessen is an integrated part of the community. Founded in 1979, the locally owned chain was one of the first pioneers in ecognizing the opportunity restaurants have to reduce food waste and help educate consumers. Elephants’ model is dedicated to sustainability, managing food waste and supporting local nonprofits with dail donations and volunteering. The company donates app oximately 95 percent of their leftover fresh food items. In 2015, Elephants Deli became a Certified B Corporation, and in 2018 and 201 was honored with a B Corp "Best for the World" Changemakers Award for their continuous improvement in and dedication to community service, environmental protection, and employee well being. “Restaurant have the unique ability to help the communities that we are part of,” said Anne Weaver, CEO, Elephants Delicatessen. “We strive to be a good neighbor, not just to our customers and staff, but to the planet ” State Winner: Sybaris Bistro, Albany “Restaurants by definition se ve the public,” said Janel Benett, co-owner of Sybaris Bistro in Albany. “It makes sense for restaurants at any level to strive to better the community in which they operate.” Sybaris has proudly taken on that challenge, organizing and hosting fundraisers for

programs like FISH, the ABC House, Boys & Girls Club, SNAP Program, Albany Public Library, and the Albany Carousel to name a few. “We have found that people want to help charities, but most don't have the money to write a check that would make a big diffe ence. When we propose a fundraiser, it gives people an opportunity to donate their time, talent or products to produce a dinner that could raise a great deal of money for the charity of choice.” Sybaris has helped raise several thousands of dollars annually for charity since they opened 19 years ago. “People want to help. We give them an occasion to jump in and join us in making a diffe ence for our town.”

FACES OF DIVERSITY AWARD State Winner: Loretta Guzman, Owner, Bison Coffee ouse Loretta Guzman is a ShoshoneBannock tribal member, born and raised in Portland. She has met and overcome many obstacles, adversities and challenges throughout her life including cancer. She has worked hard to fulfill her d eam of opening a storefront that would allow her to not only showcase her culture, but also serve as a meeting place for Native Americans and other community groups. "For me the American Dream is what I have worked for, what I have created, what I have built, and a place I can be myself and use my life experiences to help myself and others if and when needed," said Loretta. The Coffee ouse

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serves as a place Loretta can celebrate her culture, create a positive environment, and provide support to those in her community.

“When I look at my professional accomplishments to date, I am most proud of being a Native woman-owned business. For me being a First Nation person from this land, we are the underdogs and very few are business owners. I am proud to give my people a place to come, enjoy and be proud of who we really are.”

State Winner: Lauro Romero, Executive Chef, Kimpton Hotel & Restaurant Group Chef Lauro grew up on a small farm in Mexico where the “local and seasonal” ethos comes naturally. Lauro credits his mother with stoking his passion for cooking, launching a career that began when he got his first estaurant job in Salt Lake City at just 14. Since then, he’s worked his way up the ranks at restaurants, eventually becoming Executive Chef at Portland’s Th ee Degrees. Today, Lauro instills his farm-grown sensibility in his own restaurant, King Tide Fish & Shell. “Lauro has not only lived out the American Dream but also the culinary dream that many do, growing up around food he loves and now bringing it to the table with passion for others to enjoy,” added Alex Thompson, Kimpto Hotel & Restaurant Group.

State Winner: Jason Devrouax, Chef/Owner, First Burger Owning his own restaurant was a dream come true for Jason Devrouax, one that he worked hard for and overcame many challenges in order to achieve. Leaving behind a challenging past in California, Jason moved to Oregon and started culinary classes at Linn-Benton Community College.

While Jason had some cooking experience in California, it was the opportunity to work with incredible chefs like Sybaris owner Matt Bennett (who created First Burger) that really helped Jason set a course for success. In October 2017, Jason and his wife purchased First Burger. Now, he gets to be the mentor for young kids coming into this industry. “When I look at my accomplishments, I am most proud that I own my own restaurant. I get to be creative and do fun events,” said Jason. He goes out of his way to hire kids right out of high school and frequently donates his time and skills to local fundraisers whenever the need arises. “Without the support of our family and friends my wife and I wouldn’t have accomplished as much as we have.”

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THAD & ALICE EURE AMBASSADOR OF HOSPITALITY AWARD

State Winner: Paul Paz, Server at Oswego Grill, and Owner of WaitersWorld This ear marks the 40th anniversary as a professional waiter for Paul Paz, a celebration of his passion and dedication for his “industry of choice.” A champion of hospitality, Paul has been sought out by industry leaders to train their employees in customer service, he authored two books on restaurant service, and founded his own company, WaitersWorld, that led to consulting opportunities across the states. “What I love the most about my restaurant life is being able to tell my guests, ‘yes’ and create a memorable experience for them,” said Paul. “Serving others is honorable... Serving others well makes a better world.” Paul’s involvements in the industry have spanned from tableside service to serving on the ORLA Education Foundation’s Board of Trustees whose mission is to provide Oregonians with the resources, skills, and means to pursue meaningful careers in the restaurant, foodservice, hotel, and hospitality industries. “Our industry is one of unlimited entrepreneurial opportunity that enables me (and many others) to serve thousands of guests across Oregon… for that I am forever grateful.”

Visit OregonRLA.org/Awards to learn more and consider nominating a fellow hospitality member or applying for one of these annual industry awards.  LORI LITTLE, ORLA

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LODGING PERFORMANCE Hotel Benchmark Data The info mation 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 - JANUARY 2020 VS JANUARY 2019

Occupancy (%)

Avg Rm Rate ($)

RevPAR ($)

Percent Change from January 2019

2019 2018 2019 2018 2019 2018 Occ ADR RevPAR

Room

Room

Room

Rev

Avail

Sold

United States

55.1

54.6

126.06

124.34

69.47

67.95

0.8

1.4

2.2

4.4

2.1

3.0

Pacific

63.9

63.8

169.46

168.11

108.26

107.19

0.2

0.8

1.0

2.7

1.7

1.9

Oregon

48.2

47.8

105.24

102.10

50.72

48.85

0.7

3.1

3.8

5.2

1.3

2.1

Portland, OR

54.5

56.0

114.20

114.56

62.27

64.14

-2.6

-0.3

-2.9

0.4

3.4

0.7

Oregon West Area

43.3

42.2

94.13

92.11

40.72

38.86

2.5

2.2

4.8

4.8

0.0

2.6

Oregon East Area

38.1

35.0

108.73

81.31

41.41

28.49

8.7

33.7

45.3

45.6

0.2

8.9

YEAR TO DATE - JANUARY 2020 VS JANUARY 2019

Occupancy (%)

Avg Rm Rate ($)

2019

2018

2019

2018

U.S.

Pacific

OR

PDX

OR West

OR East

55.1 63.9 48.2 54.5 43.3 38.1

54.6 63.8 47.8 56.0 42.2 35.0

126.06 169.46 105.24 114.20 94.13 108.73

124.34 168.11 102.10 114.56 92.11 81.31

RevPAR ($) 2019

69.47 108.26 50.72 62.27 40.72 41.41

PARTICIPATION

Percent Change from YTD 2019

2018 Occ ADR RevPAR

67.95 0.8 1.4 2.2 107.19 0.2 0.8 1.0 48.85 0.7 3.1 3.8 64.14 -2.6 -0.3 -2.9 38.86 2.5 2.2 4.8 28.49 8.7 33.7 45.3

Properties

Room

Room

Room

Rev 4.4 2.7 5.2 0.4 4.8 45.6

Avail 2.1 1.7 1.3 3.4 0.0 0.2

Sold 3.0 1.9 2.1 0.7 2.6 8.9

Rooms

Census Sample

Census

55599 8237 933 295 282 156

5331710 4052535 776253 613567 68302 49475 30312 27484 16855 9316 8944 5231

34986 4682 510 229 119 72

Sample

Hospitality Focused Workforce Management Solutions

PAYROLL

HRMS

TIME & ATTENDANCE

SCHEDULING

LOCAL SUPPORT

• Control Labor Costs • Increase Employee Engagement • Enhance Guest Experience • Minimize Compliance Risk

ORLA Member-Exclusive: • 39% Discount on Payroll • 20% Discount on Any Additional Modules

Where Software and Local Support Exceed Expectations CONTACT: Tina Bremer, Business Advisor, at TBremer@gnsadmin.com or 503.972.1949 • GNSAdmin.com

OregonRLA.ORG 41

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Subscribe to the "ORLAvideos" YouTube Channel ORLA Videos provide members with a quick, easy way to stay up-to-date on important industry issues.

YouTube.com/ORLAvideos

LIKE PODCASTS? Try ORLA’s podcast series, Boiled Down, we condense valuable information and intelligence for Oregon hospitality.

TOPICS INCLUDE: • Business Assistance • Government Affairs • Industry Preparedness • OLCC Issues • Reputation Management • Employment Law • Workforce • Northwest Food Show • Safety • HR for Hospitality • Waste Prevention and more, check us out!

OregonRLA.org/BoiledDown

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NEW MEMBERS ORLA Would Like To Welcome The Following New Members From December 2019 - January 2020

• 206 1/2 Historic Hotel, Albany

• Fraternal Order of Eagles #2255, Albany

• Midway Bar & Grill, Hermiston

• Ambrosia QSR Oregon LLC, Portland

• Galice Resort, Merlin

• Mountain Mike's Pizza, Medford

• The arberry, McMinnville

• Gluten Free Gem, Portland

• Nebbiolo, Oregon City

• Barlow Trail Roadhouse, Welches

• Grand Cru Hospitality, Portland

• Obie's Hoagies, Hermiston

• Best Western McMinnville Inn, McMinnville

• Green Salmon Coffee, Yachats

• Oregon Pizza & Pour Authority, Grants Pass

• Brunswick Bowling Products, Muskegon, MI

• Hot Mama's Wings, Eugene

• Pfriem Family Brewers, Hood River

• Buckhorn Tavern, Dexter

• iFill Systems, Washougal, WA

• Riverfront Inn, Roseburg

• By Design Pizza, Portland

• Intellicheck, Melville, NY

• RMC, Albany

• Candlewood Suites Eugene Springfiel

• J-Dub, Bend

• SeaWinds Estate, Bandon

• Chemeketa Community College, McMinnville

• Jimmy's Classic Drive-In, Grants Pass

• Senor Sam's Mexican Grill, Medford

• The Count y Restaurant and Lounge, Estacada

• Kaizen Restaurants, Beaverton

• Skyway Bar & Grill, Zig Zag

• CSI Construction, Portland

• KEX Portland, Portland

• Stanich's, Portland

• Draco Hygienic Products, Ontario, CA

• La Bastide Bed & Breakfast, Dundee

• Sunset Athletic Club, Portland

• Fernwood Circle Property Management LLC,

• Laughing Planet Cafe, LLC, Portland

• Victorian Lane Bed & Breakfast, John Day

• Logiciel, Inc, Oakland, CA

• Vine-N-Tap, Redmond

Corvallis • FPW Media, Springfiel

• Mama Bird, Portland

Foodservice Workforce Management Solutions

PAYROLL

HRMS

TIME & ATTENDANCE

SCHEDULING

LOCAL SUPPORT

Control Labor Costs Your workforce represents your largest controllable expense. Our automated HCM solution can help you eliminate paper processes; gain real-time visibility; and provide better, more predictable schedules to ensure the right person is in the right place at the right time.

Increase Employee Engagement and Productivity When employees aren’t engaged, they can be less productive and not able to deliver the quality your guests expect. Mobile capabilities allow employees to view schedules, manage tasks, access timecards, and engage in a simple, efficient, and modern way. With less time spent on such tasks, there is more time to increase sales and guest satisfaction.

Enhance Guest Experience When your workforce is being managed in the most efficient away, it allows you to focus on what’s most important– your guests. Our HCM solution for foodservice will help ensure your staff is optimally scheduled, productive, and fully engaged.

Minimize Compliance Risk With legal cases on the rise and proposed changes to the minimum wage varying from state to state and city to city–you need the right workforce tools to help ensure you’re protecting your employees and your business. Take a proactive approach with our integrated HCM solution, you’ll have access to real-time, accurate employee data to help you comply.

CONTACT: Tina Bremer, Business Advisor, at TBremer@gnsadmin.com or 503.972.1949 • GNSAdmin.com OregonRLA.ORG 43

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

Get inspired by these peer profiles whe e members share about their regional fla ors and tourism offerings. For a little seasonal fun we also wanted to know about their favorite Oregon vacation spots and what foreign country sends the most visitors to their area.

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

GET TO KNOW SOME OF YOUR PEERS BY READING THEIR RESPONSES TO THESE BUSINESS RELATED QUESTIONS:

What's one tourism-related offering in our region you like to share?

What is your favorite "regional fla or" that's a must for visitors?

KADY SNEDDON Nosh Eatery, Florence

Title: Chef Owner Open Since: 2017 Member Since: 2017 Fav Oregon Vacay: Mt. Hood area for a snow getaway or Ashland for a summer getaway!

Most Foreign Visitors From: Canada Regional sites to share: My favorite part of living in Florence is the mix of beach town & river town. My family loves hiking, especially secret beach trails or around one of the 17 lakes and rivers in the area. I like to share with visitors to my restaurant my current favorite “off he beaten path” trail.

44

BRIAN RESENDEZ SVN NW Hotel Advisors, Portland

Title: Hotel Broker Joined the Company: 2008 Member Since: 2008 Fav Oregon Vacay: Yachats, but don't tell anyone!

Most Foreign Visitors From: B.C. Canada Regional sites and fla ors to share: The Columbia Gorge and its waterfalls are among the most pristine areas in the country.

Dungeness Crab and Chinook Salmon, but there are dozens of examples of other farm-totable selections in our region that are healthy and delicious.

KAL PATEL Pendleton A-1 Hospitality DBA Travelodge, Pendleton

Title: Owner Open Since: 2005 Member Since: 1960 Fav Oregon Vacay: Hood River Most Foreign Visitors From: Canada/Japan Regional sites and fla ors to share: We are world famous for the Pendleton Roundup first held in 1910. t is a week long celebration of Western heritage. Also, the Oregon Trail is another site to share with visitors.

Pendleton is known for good steaks. Virgil's At Cimmiyotti's is very popular with visitors.

Oregon Restaurant & Lodging Association | SPRING 2020

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TINA PATEL ALKO Hotels, Eugene

Title: Managing Director Open Since: 2014 Member Since: 1980 Most Foreign Visitors From: East Asia and Europe Regional sites to share: Eugene is the athletic hub for the Olympic Track & Field events as well as many other worldfamous athletic programs such as the Oregon Ducks, and the NCAA.

JAMIE P. O'BRIEN Your Neighborhood Restaurant Group, Portland

Title: HR & Operations Manager Joined the Company: 2007 Member Since: 2018 Fav Oregon Vacay: Oregon Coast Most Foreign Visitors From: Japan Regional sites to share:

I love taking out of town guests to the Oregon Coast Aquarium, walking through the underwater tunnel is an amazing experience everyone should get to try out!

MARK FIELDS Summit Cleaning & Restoration, Stayton

Title: Regional Sales Manager Joined the Company: 2012 Member Since: 2017 Fav Oregon Vacay: Bend/Central Oregon Regional sites and fla ors to share:

My family loves Bend. We stay at the Riverhouse, enjoy food and beer at 10 Barrel, hike Smith Rock, and play golf at any of the great courses.

KAREN MALODY Culinary Options, Portland

Title: Owner, Founder Open Since: 1998 Member Since: 2017 Fav Oregon Vacay: Manzanita Regional fla ors to share: The pletho a of seafood and shellfish is a must in addition to the magnificent wines of th Willamette. The aw oysters are world class as well as our artisan bakeries whose crusty bread is perfect with the oysters – and nearly anything!

LIZ HANNA Mad Hanna, Portland

Title: Owner Open Since: 2013 Member Since: 2017 Fav Oregon Vacay: Portland Most Foreign Visitors From: Not sure Regional sites and fla ors to share: I love PDX! I bring visitors to see the incredible view via the Aerial Tram, also the park blocks, museums, and the food carts downtown!

DOUG BRADLEY Holiday Inn Express, Grants Pass

Title: GM, soon to be Regional Director of Sales Joined the Company: 2010 Member Since: 2010 Fav Oregon Vacay: Portland Most Foreign Visitors From: Canada Regional sites to share: The e are many but being in Grants Pass I have to put Hell’s Gate Jet Boats at the top of the list.

OregonRLA.ORG 45

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NEWS BRIEFS Happenings From Around the Industry

Oregon Hotelier Appointed to AHLA Board

Top Students Off to Washington, D.C.

In March, 11 high school teams from around the state competed in the ORLAEF ProStart Invitational presented by Sysco. This is the capstone e ent for the career and technical education (CTE) foodservice training program, ProStart. Two teams took top honors and will head to the National ProStart Invitational May 8-10 in Washington, D.C. Willamette High School’s culinary team and McMinnville High School’s management team took first in their competitions, earning them a trip to D.C. and a share of $120,000 in scholarships to culinary schools.

Earlier this year, Bakulesh “Buggsi” Patel was appointed to the American Hotel and Lodging Association’s 2020 Board of Directors. Buggsi, President of BHG Hotels, is the Past Chair of ORLA’s Board of Directors. The AH A Board represents leaders from all sectors of the lodging industry, including brands, owners and real estate investment trusts (REITs), management companies, independent hotels and state associations.

Oregon Restaurant Wage Study

ORLA, in partnership with the National Restaurant Association and thanks to a seed investment by several members, completed a statewide survey to better understand wages for various restaurant positions as well as other compensation and tip pooling that is offe ed. ORLA members who participated in the survey are eligible to receive a complimentary Executive Summary. Members who wish to purchase the full report (with raw data) and/or Executive Summary can contact Lori Little at LLittle@OregonRLA.org.

New Membership Representative

The OR A team welcomes its most recent new hire, Greg Staneruck, who will be representing ORLA on the ground in the Mid-Willamette and Northwest Oregon regions. Greg is focused on new member recruitment, member retention, and serving as a local contact for advocacy-related questions. Greg has worked in the customer service and hospitality industry for nearly 15 years and previously owned and operated an aerial photography and videography business. You can reach Greg via email at GStaneruck@OregonRLA.org or call 503.858.0086.

46

In the news: Coronavirus

At the time of this writing, ORLA is working with state and national affiliat to gather resources to help our industry monitor the situation, implement best practices and help mitigate the negative impacts of the novel coronavirus (COVID-19). For more information, please visit OregonRLA.org/blog/covid19.

Oregon Restaurant & Lodging Association | SPRING 2020

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Education Foundation Board Grows

The OR A Education Foundation Board of Trustees added two new members from the industry: Terry Goldman, vice president of operations for Oregon based MeretÊ Hotel Management, and Cheyenne Terbrueggen, marketing and communications manager for Portland based Elephants Delicatessen. The two joined the Board this past February and will help drive the mission of the Foundation to support the hospitality and tourism industry’s workforce educational opportunities and training needs.

New Latino Employee Handbook in Spanish

Th ough a grant made possible by Oregon OSHA, ORLA was able to work with Advanced Economic Solutions Inc. to produce a Spanish Latino employee handbook. Available in both Spanish and English versions, the handbooks were developed out of feedback and experience from Latino workforce members, including discussions on issues of diversity, comprehension and understanding of employee handbooks. The handbooks can be d wnloaded for free from ORLA's Resource page online.

OregonRLA.ORG 47

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2020 Oregon Hospitality Industry Awards

NOMINATE A STAR Our industry is fi led with outstanding professionals. We depend on industry members like you to submit nominations of peers and staff members for our awards.

Visit OregonRLA.org/Nominate to tell us who should be honored in this year!

Winners will be recognized at the 2020 ORLA Hospitality Conference in Ashland.

Nominations are due July 1, 2020​.

CATEGORIES & CRITERIA RESTAURATEUR OF THE YEAR Owner or operator who demonstrates exceptional leadership through involvement in the industry and association, supporting the growth of Oregon’s foodservice industry, and distinguishing their self as a successful business operator.

LODGING OPERATOR OF THE YEAR Owner or general manager who demonstrates exceptional leadership through involvement in the industry and association, supporting the growth of Oregon’s lodging industry, and distinguishing their self as a successful business operator.

EMPLOYEE OF THE YEAR An employee who goes above and beyond expected job responsibilities by demonstrating exemplary professionalism and service while showing dedication to the industry by actively participating in community, and industry programs.

ALLIED MEMBER OF THE YEAR ​A company or organization that has demonstrated exemplary service and professionalism, made innovative contributions to Oregon’s hospitality industry, and taken a leadership role by actively participating in the association and the industry.

48

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HOW CAN WE SERVE YOU? Contact us for questions; let us know what issues are affecting your business and how we can help.

MEMBERSHIP CONTACTS:

STEVEN SCARDINA Regional Representative 503.718.1495 SScardina@OregonRLA.org TERRY HOPKINS Regional Representative 541.441.2219 THopkins@OregonRLA.org GREG STANERUCK Regional Representative 503.858.0086 GStaneruck@OregonRLA.org MARLA McCOLLY Director of Business Development 503.428.8694 MMcColly@OregonRLA.org GOVERNMENT AFFAIRS CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@OregonRLA.org GREG ASTLEY Director of Government Affairs 503.851.1330 Astley@OregonRLA.org NICOLE PETERSON Government Affairs Coordinator 503.320.9823 NPeterson@OregonRLA.org GLENDA HAMSTREET Executive Coordinator Government Affairs 971.224.1509 GHamstreet@OregonRLA.org OREGON RESTAURANT & LODGING ASSOCIATION OFFICE:

​​503.682.4422 | 800.462.0619

MEMBER SOLUTIONS Save Time and Money with ORLA’s Endorsed Service Providers | OregonRLA.org/ESP

HEALTH & WELLNESS Save on payroll taxes and increase take home pay for your employees with ORLA’s Wellness Program Services and a Limited Benefit Health & ellness Insurance Policy.

WORKERS’ COMP INSURANCE ORLA’s group program with SAIF affords members an additional 14% premium discount if they meet the eligibility requirements.

CREDIT CARD PROCESSING Low rates, local service representatives, 24/7 customer service, and security and reliability.

PROPERTY & LIABILITY INSURANCE The only Group Dividend Property and Liability program in Oregon whose policyholders have potential for a dividend.

HEATH INSURANCE COVERAGE Standard and Essential healthcare coverage plans for every budget.

ORLA Health Solutions also include free prescription discount cards, health savings accounts and ADA website compliance. Learn more from plan administrator, Garth T. Rouse & Associates.

FACILITY SERVICES AND DISASTER RESTORATION Annual $400 invoice credit for Facility Services Program customers, members-only discounted pricing on routine services, 10% off monthly programs for portfolio customers, 10% off first service visit and much more.

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.

PAYROLL, TIME & ATTENDANCE, SCHEDULING, AND HRMS Receive 39% off Payroll Module and 20% off any additional modules, including Time & Attendance, Scheduling, and Human Resource Management Systems (HRMS), for the lifetime of their membership.

All modules come with local team-based support.

OFFICE PRODUCTS AND SERVICES Up to 80% off Manufacturers Suggested List Price.

Create customized buying list to fit your needs

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

MUSIC LICENSING ORLA Members can save 10% on first year annual fee ORLA 401K / PROFIT SHARING Employers with a qualified plan a e exempt from participating in OregonSaves. Learn more from plan administrator, Garth T. Rouse & Associates SEX TRAFFICKING RECOGNITION AND RESPONSE: 10% discount on in-person training and Guardian Seal Virtual Training program.

human sex trafficking is the buying or selling of another human bein OregonRLA.ORG 49

an exchange of anything of value for the sex act. Sex trafficking is taking pl United States and around the world. The most common place to buy and s

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OLCC APPROVED ALCOHOL SERVER TRAINING Oregon's only winner of the Brandon Hall Award for Excellence for Alcohol Server Education • Just $18 for the course and practice test • Available in English or Spanish

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The support from these sponsors helps keep the Northwest Food Show cooking!

APRIL 19-20, 2020

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

SUNDAY

TUESDAY

MONDAY

5

6

WEDNESDAY April Fool’s Day

7

1

THURSDAY

2

FRIDAY

SATURDAY

3

4

8

9

10

11

15

16

17

18

23

24

25

30

1

2

8

9

APRIL 2020

ServSafe Class, Wilsonville

12

Easter

13

14

Tax Day

ServSafe Class, Portland

19

20

Northwest Food Show

26

27

ServSafe Class, Woodburn

21

ServSafe Class, 28 Medford

Earth Day

22 29

ServSafe Class, Wilsonville

Oregon Rural Tourism Conference

3

4

Cinco de Mayo

5

ServSafe Class, Wilsonville

MAY 2020

Mother’s Day

10

11

12

6 ServSafe Class, Seaside

13

18

7 One Big Night Dinner & Auction

14

National ProStart Invitational

15

16 NRA Restaurant Show

ServSafe Class, Lincoln City

ServSafe Class, Portland

17

ServSafe Class, Pendleton

ServSafe Class, 19 Eugene

20

21

22

23

25

26

27

28

29

30

1

2

3

4

5

6

9

10

11

12

13

16

17

18

19

20

23

24

25

26

27

NRA Restaurant Show

24 31

Memorial Day

ServSafe Class, Wilsonville

7

8

JUNE 2020

ServSafe Class, Portland Flag Day

Father’s Day

14

15

21

22 ServSafe Class, Bend

28

29

30

OregonRLA.ORG 51

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