Restaurant & Lodging - Autumn 2022

Mt. Hood Meadows Team Members Left: Wally Inouye, Mark Fellows, Kelly Govro, Tyler Meyerhoff

ERC expertise delivered by Adesso Capital

ERC expertise delivered by Adesso Capital

ERC expertise delivered by Adesso Capital

The Oregon Restaurant & Lodging Association has engaged Adesso Capital to offer ERC filing services to our members. Adesso Capital provides concierge financial services to small and mid-sized businesses.

The Oregon Restaurant & Lodging Association has engaged Adesso Capital to offer ERC filing services to our members. Adesso Capital provides concierge financial services to small and mid-sized businesses.

The Oregon Restaurant & Lodging Association has engaged Adesso Capital to offer ERC filing services to our members. Adesso Capital provides concierge financial services to small and mid-sized businesses.

When the pandemic drove business in every industry into a downturn, Adesso assembled a team of tax experts to help entrepreneurs maximize the federal COVID relief available to them. Adesso Capital has helped hundreds of businesses secure tens of millions in ERC funds–with an average of $125,000 per ERC filing.

When the pandemic drove business in every industry into a downturn, Adesso assembled a team of tax experts to help entrepreneurs maximize the federal COVID relief available to them. Adesso Capital has helped hundreds of businesses secure tens of millions in ERC funds–with an average of $125,000 per ERC filing.

When the pandemic drove business in every industry into a downturn, Adesso assembled a team of tax experts to help entrepreneurs maximize the federal COVID relief available to them. Adesso Capital has helped hundreds of businesses secure tens of millions in ERC funds–with an average of $125,000 per ERC filing.

TENS OF MILLIONS

TENS OF MILLIONS

in ERC funds secured

TENS OF MILLIONS

HUNDREDS of businesses helped

Average amount of ERC funds secured per filing: $125,000

Average amount of ERC funds secured per filing: of businesses helped

in ERC funds secured

in ERC funds secured

We urge you to take advantage of this program that will deliver a timely cash infusion to your business.

We urge you to take advantage of this program that will deliver a timely cash infusion to your business.

Average amount of ERC funds secured per filing: of businesses helped urge you to take advantage of this program will deliver a timely cash infusion to your

ABOUT Restaurant & Lodging is published times a year by Oregon Restaurant & Lodging Association (ORLA), 8565 SW Salish Lane, Suite 120, Wilsonville, Oregon, 97070, 503.682.4422, 800.462.0619. learn more about ORLA log on to OregonRLA.org

JASON BRANDT / PRESIDENT

LORI LITTLE EDITOR

HEIDI JANKE DESIGN HJanke@OregonRLA.org

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

ADVERTISING

Please support the advertisers herein; they have made this publication possible. For information on advertising opportunities, please contact ORLA:

Marla McColly

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

SUBSCRIPTIONS

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

2022-23 ORLA BOARD OF DIRECTORS

Harish Patel, Chair, Florencein, Inc.

Shannon McMenamin, Vice Chair, McMenamins

Patrick Nofield, Treasurer, Escape Lodging

Komal (Tina) Patel, Secretary ALKO Hotels

John Barofsky, Immediate Past Chair, Beppe & Gianni’s Trattoria

Marin Arreola III, Advanced Economic Solutions (AES) Inc.

Jolee Bancroft, Mo's Restaurants

Terry Bichsel, Rivertide Suites Hotel

Joe Buck, Babica Hen Cafe, Gubanc’s, Lola’s Cafe

Don Crowe, Bandon Dunes Golf Resort

Daryn White Cyrus, Provenance Hotels

Emma Dye, Crisp

Gordon Feighner, Jam on Hawthorne, Cricket Cafe

Kurt Huffman, ChefStable

Eli Katkin, Brickroom

Masudur Khan, Khan Properties Group

Tom O’Shea, Sunriver Resort

Katie Poppe, Blue Star Donuts

Dani Rosendahl, The Pit Stop Sports Bar & BBQ Grill

George Schweitzer, The Benson

Natalie Sheild, Togather Restaurant Consulting

Rick Takach, Vesta Hospitality

Jake Vanderveen, McDonald Wholesale Co.

Dhruti Amin, Ex Officio Board Member, ALKO Hotels

Executive Chef Matthew Grimsley, Mt. Hood Meadows PHOTO COURTESY OF MT. HOOD MEADOWS

AUTUMN 2022 Experience Economy

POLISH LEADERSHIP SKILLS AND CONTRIBUTE TO OREGON'S LASTING SUCCESS

YEAR-LONG PROGRAM

The Oregon Tourism Leadership Academy is designed for Oregon’s hospitality industry professionals with executive potential. Recruits will go beyond the walls of their businesses to gain in-depth experiences and knowledge that will elevate their passion and excitement for our state’s extraordinary offerings.

The program consists of four excursions to be completed in the year, with each

BENEFITS OF OTLA PARTICIPATION:

The continued development of leadership skills, including creative team problemsolving, listening and communication skills, emotional intelligence and the development of deeper self-awareness.

Lifelong relationships and networking pathways through connection with participants, mentors and presenters.

Connections with state and national experiential learning in a variety of

Participants who complete the courses and meet the standards set will be certified. This certification assures industry and consumers that the assessed individual has met or exceeded the standards set by the Oregon Restaurant & Lodging Association (ORLA), Travel Oregon, Oregon Destination Association and a network of specialized facilitators.

LEARN MORE ABOUT APPLYING

Visit OregonRLA.org/OTLA and be sure to visit the "Before You Apply" section for FAQs and criteria.

FROM THE CEO

Choose Engagement and Take Your Seat at the Table

October marks the beginning of a new fiscal year at the Oregon Restaurant & Lodging Association. And we couldn’t be more thrilled to begin moving through a new year free of the challenges presented to us during Covid which limited our engagement opportunities with members and elected leaders. I want to take a moment to thank our outgoing board members as well as our Board Chair for this past year, John Barofsky, co-owner of Beppe & Gianni’s Trattoria in Eugene. Jim Hall, Richard Boyles, and Randy Xavier: thank you for devoting your time and energy as members of ORLA’s Board of Directors.

As an industry, we are embarking on a new chapter as we return to service for our customers. It is clear the industry has always and will continue to play an integral role in society and its importance has been elevated as the world experienced what life is like without hospitality.

We realize many of our ORLA members continue to be stretched too thin and engaging once again in the association may feel daunting or impractical. Know that ORLA is here for you when you’re ready and have opportunities to work on your business. Our industry continues to be the second largest employer in the state behind healthcare with the Oregon Employment Department projecting our industry to grow the fastest through the year 2030. We want to encourage you to seize one of the opportunities below for your business and plan to join us at the association in making a difference for the industry in the year ahead. Make sure to continue using OregonRLA.org as your key resource to stay on top of engagement details below as well as many other industry happenings impacting business in Oregon.

ORLA Launches New “Share Your Story” Online Tool

One of the first tools of its kind in the nation has been set up online for you to efficiently share your hospitality story. Content from recorded videos will make a meaningful difference as ORLA advocates for our restaurant and lodging members. We see content from this new resource being utilized for our government affairs and workforce development goals outlined in our multi-year strategic plan. Take any device you have with a camera and click the link online to record your story and assist ORLA in bringing authenticity to our many stakeholder conversations. The power of your story can be a difference maker in protecting and improving business conditions for Oregon’s hospitality industry. Visit OregonRLA.org/ShareYourStory

Online Applications Open for Year 4 of the Oregon Tourism Leadership Academy (OTLA)

We have seen incredible outcomes resulting from OTLA involvement over the course of the past three years and we are excited to launch the open application process for the Year 4 group. We cover four key pillars within the program experience with the assistance of Michele Leedom, owner of Clinton Street Consulting and our partners at Travel Oregon and the Oregon Destination Association. Those pillars include championing the value of tourism in our Oregon communities, optimizing the statewide economic impact of tourism, supporting and empowering Oregon’s tourism industry, and running effective tourism-oriented organizations and businesses.

The OTLA program has included a cross section of professionals tied to Oregon’s tourism industry from private sector for-profit entities, public sector staff, and non-profit executives. We hope to continue this trend in Year 4 as the dynamics within the class create the fuel for a worthwhile and fulfilling experience. To learn more and apply, visit: OregonRLA.org/OTLA

ORLA Regional Meetings Launch Across Oregon in November, December, and January

Regardless of how the election turns out in November, we will have a new Governor, a new Bureau of Labor and Industries Commissioner, and a record number of new faces in our State House and State Senate. I want to encourage you all to take part in ORLA’s regional meetings taking place across the state once we have election results in. ORLA will host meetings for members with new legislators before they go to Salem in February to make sure our elected officials understand our industry issues and can be partners with us in improving the climate for small businesses in Oregon.

The dates, times, and locations for upcoming regional meetings can be accessed through the main page of ORLA’s website so you can attend and share your story with these important lawmakers. Also, I want to encourage anyone interested to reach out to Greg Astley, ORLA’s Director of Government Affairs to get involved in our Government Affairs Committee. It’s a great way to stay on top of policy issues and make sure your voice is heard. Greg can be reached at astley@oregonrla.org.  JASON BRANDT, PRESIDENT & CEO, ORLA

ADVOCACY UPDATE

Elections, local lodging taxes, and preparing for the 2023 Legislative Session continue to keep ORLA's government affairs team busy. Once election results come in, ORLA will be traveling around the state hosting Regional Meetings for members to engage with new legislators before they head to Salem for the session. We hope you make plans to join us as we help educate our elected officials about our industry issues. Visit OregonRLA.org/advocacy for more information.

DATA PRIVACY BILL

On July 20, the full House Committee on Energy and Commerce marked up new federal privacy legislation and ultimately passed it out of committee for consideration on the House floor by a final vote of 53-2. The National Restaurant Association has been working

tirelessly to improve H.R. 8152, the American Data Privacy and Protection Act (ADPPA). Ahead of the hearing, the Association signed onto a letter from the Main Street Privacy Coalition and sent its own individual letter thanking the Committee and their staff for their collaborative work on key issues within the bill, but also noted there need to be further significant changes before our industry can offer our support for the legislation for a vote on the House floor.

Key takeaways from the markup:

• The Association and other members of the Main Street Privacy Coalition (MSPC) were able to negotiate language inserted into the newest version of the bill that sufficiently protects customer loyalty programs (Section 104).

Celeste McEntee

Daniel Nguyen

Emily McIntire

Deanna Pauli-Hammond

Julie Hoy

Cheri Helt

Lucetta Elmer

The Association and other members of MSPC were also able to negotiate new language regarding service provider and third-party obligations (Section 302). The negotiated language was adopted into the underlying bill through a bipartisan amendment offered by Reps. Hudson (R-NC) and O’Halleran (D-AZ) that was agreed to via voice vote. This bill establishes requirements for how companies, including nonprofits and common carriers, handle personal data, which includes information that identifies or is reasonably linkable to an individual.

Specifically, the bill requires most companies to limit the collection, processing, and transfer of personal data to that which is reasonably necessary to provide a requested product or service and to other specified circumstances. It also generally prohibits companies from transferring individuals' personal data without their affirmative express consent.

The bill establishes consumer data protections, including the right to access, correct, and delete personal data. Prior to engaging in targeted advertising, the bill requires companies to provide individuals with a means to opt out of such advertising. The bill also provides additional protections with respect to personal data of individuals under the age of 17. It further prohibits companies from using personal data to discriminate based on specified protected characteristics.

Additionally, companies must implement security practices to protect and secure personal data against unauthorized access, and the Federal Trade Commission (FTC) may issue regulations for complying with this requirement.

The bill provides for enforcement of these requirements by the FTC and state attorneys general. Beginning four years after the bill's enactment, individuals may, subject to certain notification requirements, bring civil actions for violations of the bill. Finally, the bill preempts state laws that are covered by the provisions of the bill except for certain categories of state laws and specified laws in Illinois and California.

Next steps: The National Restaurant Association will continue to advocate for significant changes to the ADPPA’s preemption and private right of action provisions, among others. At this point, the Association is not in support of the bill in its current form, and we do not anticipate seeing the changes that need to be made prior to the bill being considered on the House floor. It is unclear at this time if or when the bill will reach the House floor, but we will continue to keep you apprised of any developments the process continues to unfold.

INDUSTRY LEADERS STEP UP AND RUN FOR ELECTED OFFICE

We are incredibly fortunate this year to have several restaurant owners and operators stepping up and running for elected office. Having individuals who understand not just business, but our business specifically, serving in the State Legislature, on city council or on a County Commission means we have an ally we can talk with about proposed legislation who understands our specific and unique needs and challenges like no one else can. Here are some of the individuals running for office in 2022 from our industry:

Celeste McEntee, HD 10

Celeste’s family has owned and operated Mo’s Restaurant for over 75 years – a restaurant that builds upon the legacy of its owner and focuses on giving back. Celeste is also an innovative developer, building and investing in several properties, including Nye Beach Market, the first mixed-use space in 2006. She recently opened Hook and Slice Restaurant in Gleneden Beach with her son, Carter.

Daniel Nguyen, HD 38

Daniel is a son of Vietnamese refugees who came to the United States in 1975. Daniel was born and raised in Camas, Washington. He and his wife, with their entrepreneurial spirit, founded and operate Bambuza Vietnam Kitchen, located in the South Waterfront community since 2008. Daniel was elected to the Lake Oswego City Council in 2018, the first person of color elected to serve on City Council.

Lucetta Elmer, HD 24

Lucetta is an Oregon native. She had her first taste of small business experience when she was 15 and began to do payroll for her dad's timber business. Lucetta has owned and operated over 10 businesses throughout the years. Those businesses have included retail shops, restaurants and currently, a coffee shop in McMinnville.

Emily McIntire, HD 56

Emily and her husband own a Pizza Schmizza location in Central Point, Oregon. She has been a member of the Eagle Point School Board since 2018 and was the Chair in 2021. As a small business owner, Emily understands the challenges facing businesses in Oregon.

Deanna Pauli-Hammond, Cannon Beach City Council, At-Large Position

After the Cannon Beach City Council voted to place a local sales tax on meals in 2021, Deanna, who owns Cannon Beach Bakery, realized businesses in her community needed a voice on City Council. Deanna gathered signatures and was successful in placing her name on the ballot for City Council this November.

Julie Hoy, Salem City Council, Ward 6

Born and raised in the Pacific Northwest, Julie has lived in the same home, located in Ward 6 in Salem for over thirty years. This is where Julie and her husband chose to live, work, and raise a family. In 2017, Julie and her husband purchased a small family restaurant in Salem. While incredibly rewarding, this business journey has also been challenging. Julie has seen firsthand how hard it is to navigate the requirements of government while trying to keep her staff employed and her customers satisfied. Julie was successful in winning the May primary election and will not face a challenger this November.

Cheri Helt, Bureau of Labor and Industries Commissioner

Cheri is a working mom, small business owner, former State Representative, and former nine-year member of the Bend-La Pine School Board. Cheri and her husband Steve are the co-owners of Zydeco Kitchen and Cocktails. Not new to restaurant work, her first job was at a Wendy’s when she was 15 years old. As a small business owner, Cheri takes an active interest in her co-workers, customers, and community. Cheri and Steve support employees with 100 percent employer-paid health benefits and generous retirement

GET ENGAGED WITH ORLA!

Even as the hospitality industry continues to recover from the pandemic, there are very real threats to our survival in the form of rising costs, staff and product shortages, and increased rules and regulations.

Your individual effort will not affect inflation or supply chain issues; however, you can make a difference by getting engaged at the local and state level with elected officials and the policies they are promoting.

ORLA’s website outlines three suggested ways you can get involved: Write a letter or make a personal phone call; make a personal visit to an elected official and testify about specific legislation.

Of course, there are several other ways you can make an impact in the decision making process.

You can actively participate in ORLA’s Day at the Capitol on Tuesday, February 21, 2023, and speak with legislators, agency directors and staff, and other stakeholders in the political process.

Our Government Affairs Committee convenes regular calls with members who want to stay on top of the latest issues, weigh in on potential legislation and hear from elected officials who impact their business. Our Lottery Sub-Committee will be re-engaging in the coming months to discuss issues relevant to the success of those retailers who offer Video Lottery to their customers. Members interested in engaging with either committee can reach out to me at Astley@OregonRLA.org.

Here’s the bottom line: we need you, your employees, and your business to be active and engaged as part of the legislative and regulatory process. Although it can be a challenge to educate yourself, find the time to make a call, write a letter or testify and get involved in what is happening. Your efforts in this area can help make a positive difference in the outcomes.

Want to learn more about ORLA’s legislative priorities as we approach the 2023 Session? Visit OregonRLA.org/Advocacy and make sure you are subscribed to ORLA’s emails at bit.ly/ORLAsubscribe. Also, if you’re not already an Advocate for Oregon's hospitality industry, sign up today at bit.ly/ORadvocate, so when issues of importance arise, you're ready to take action and let your voice be heard!

 GREG ASTLEY, ORLA

Invest in the future of your business with a contribution to the ORLA's Political Action Committee (ORLAPAC).

The majority of donors are small businesses and individuals who give annually because a strong PAC is critical in defending tourism funding, pushing key legislation in Salem and fighting meals taxes.

REGIONAL MEETINGS

Join your peers at an upcoming Regional Meeting to engage in discussions with newly elected officials on issues impacting your business.

NOVEMBER

• Portland - November 29, 2022

DECEMBER

• Eugene - December 1, 2022

• Wilsonville / Tigard - December 12, 2022

• Medford - December 13, 2022

JANUARY

• Bend - January 5, 2023

• McMinnville / Woodburn - January 12, 2023

• Cannon Beach / North Coast - January 16, 2023

• Hood River - January 19, 2023

• Salem - January 23, 2023

• Oregon City - January 25, 2023

Visit OregonRLA.org/Advocacy for more information.

PAID LEAVE OREGON

What You Need to Know About the New Plan

The state has developed a new program allowing workers in Oregon to take paid time off to handle events impacting their families, health, and safety. The following is a quick look at Paid Leave Oregon (PLO) and what it means for you.

What life events can you take paid time off for?

• Family Leave: to care for a family member with a serious illness or injury, or to bond with a new child after birth, adoption, or foster care placement.

• Medical Leave: to care for yourself when you have a serious illness or injury.

• Safe Leave: for survivors of sexual assault, domestic violence, harassment, or stalking.

When will the Paid Leave program start?

Employers will begin payroll contributions on January 1, 2023, and workers will be able to apply for benefits September 3, 2023.

Employee Benefits:

Up to 12 weeks of paid leave per benefit year (up to 14 weeks for pregnancy-related medical leave). Employees can take leave a week or a single day at a time. If they have been with their employer for more than 90 days, their job remains protected and safe while they use paid leave. Employers cannot penalize employees for using paid leave. Benefit payments depend on wages and/or income compared to the statewide average weekly wage; many will receive 100 percent wage replacement.

For Paid Leave Oregon, “wages” includes commission or a guaranteed wage, compensatory pay, dismissal or separation allowances, holiday pay, paid time off, sick pay, stand-by pay, tips, and vacation pay (Oregon Secretary of State Administrative Rules: Wages).

Contributions are a percentage of wages. The rate for 2023 is 1 percent of up to $132,900 in wages. Employees pay 60 percent of the set contribution rate and employers pay.

Who is covered?

Any employee who has earned at least $1,000 during the year prior to claiming paid leave may be eligible. Most employees working in Oregon will be covered. Tribal governments, selfemployed business owners, and independent contractors may choose to participate by notifying the paid leave program.

Employees making more than $132,900 will not contribute to the tax over this amount. Tips are included as part of an employee’s earnings.

How is this funded?

The paid leave program is funded by a trust fund. Both workers and employers contribute to the trust fund through payroll taxes. By November 2022, the Employment Department will set the contribution rate, which may be up to one percent of an employee’s total wages.

Oregon employers will begin contributing to the paid leave trust fund on January 1, 2023. Once the rate is set, large employers with over 25 employees regardless of hours worked, will contribute 40 percent, and employees will contribute 60 percent of the total contribution for each individual.

Small employers, those with fewer than 25 employees, are not required to contribute. However, grants will be available for those that choose to pay their 40 percent.

Here’s an example: An employer with $1 million in payroll will pay $4,000 per year into the program while employees will contribute $6,000 per year for the same payroll. The number of employees is determined by the 2023 first quarter payroll report (Form 132) and includes full and part-time employees.

Equivalent Plans

Employers may elect to provide their own paid leave plan for their employees. These plans must provide equal to or greater benefits to employees to the state’s paid leave plan, and they may not cost more for employees than the state’s plan. Equivalent plans can be insured through a private carrier or self-funded. The Oregon Employment Department must approve all employers’ equivalent plans.

Employers were able to start submitting applications for equivalent plans on September 6, 2022. The deadline for submitting equivalent plans is November 30, 2022. Important note: Employers who have not shared their declaration of intent to purchase a private plan by the November 30 deadline, will be required to pay into the State plan on January 1, 2023.

Key Dates:

• September 6, 2022, the window opened for employers to submit equivalent plan applications through the state’s portal: Oregon.gov/employ/frances/Pages/default.aspx

• By November 30, 2022, employers interested in an equivalent plan must submit a declaration of intent or equivalent plan application to be exempt from state plan contributions beginning January 1, 2023.

• For employers participating in the state plan, employer and employee premium contributions begin January 1, 2023.

• Employers seeking equivalent plan solutions generally need to collect employee contributions starting January 1, 2023 and hold this money in a separate account until their equivalent plan is approved by the state.

• For employers who submitted a declaration of intent, complete equivalent plan applications (including a full plan document) are due to the state by May 31, 2023.

• If an employer seeking to use an equivalent plan does not have an approved plan by June 30, 2023, the employer must collect and pay contributions for all unpaid periods since January 1, 2023, along with any penalties and interest. Retroactive withholding from employee wages is not permitted.

• For employers with approved fully insured equivalent plans, initial premium contributions are due September 3, 2023 (the coverage effective date).

• PLO benefits start under the state and equivalent plans beginning September 3, 2023.

Learn More Visit Oregon.gov/employ/pfmli and subscribe to email updates. You may also email paidleave@oregon.gov or call 503.370.5800. For more information on private plan options, consult your insurance agent or broker.  OREGON.GOV

SERVING SAFELY & RESPONSIBLY:

Keeping Alcohol Out of the Hands of Minors

“Can I see your ID?” can be a refreshing and somewhat amusing question for those of us who ‘comb gray hairs.’ Such a request can catch some customers off guard; as asking them to rummage through their purses, pockets or ‘fanny packs’ is never a fun chore. However, keeping alcoholic beverages out of the hands of minors is a serious responsibility that front-of-the-house staff take on and must monitor throughout their shifts.

Alcohol is the number one abused controlled substance by teens. A 2019 Center for Disease Control survey revealed that 29 percent of high school students reported drinking alcohol within the last 30 days while a shocking 17 percent rode with a driver who had been drinking. These statistics show how serious the issue is and how vigilant hospitality businesses need to remain to prevent alcohol from getting into minors’ hands.

So why is keeping alcohol out of the hands of minors so important? Besides being illegal, alcohol drastically impacts minors’ ability to make sound judgements and sets them down a dangerous path for their future. Research shows that people who start drinking before the age of 15 are five times more likely to develop an alcohol use disorder later in life.

To confront this problem, restaurant and bar owners need to be proactive by ensuring there is an ongoing discussion with frontof-the-house staff. Bars and restaurants should:

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Ensure your staff is up to date on their Alcohol Service Permit training

Set regular check-in meetings with your frontline staff to discuss your business’ atmosphere

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Ask staff to immediately report any attempts by minors to purchase alcohol to management

Avoid overcrowding your business

If you are holding a large event, consider implementing ID checks, wrist bands, or establish drinking areas where minors are not allowed

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Talk to your OLCC Inspector or local law enforcement about any concerning trends

Even with all that effort, minors still can be deceitful. Fake IDs are a common occurrence, and some minors look older than they actually are. College towns are particularly prone to fake ID problems and our Inspectors have received piles of these IDs from businesses. This is why it is so vital for bar and restaurant operators to stay on top of employee training, so staff are prepared to catch a fake and prevent a sale.

Frontline staff should feel empowered to ask questions and trust their instincts when in doubt. Asking a questionable patron details about their ID can reveal a lot.

• Was the patron able to correctly identify the birthdate and address on the ID?

• Did they get anything wrong or hesitate?

• Does something about their appearance (e.g., eye color, hair, height) seem off from the ID?

Ultimately, all servers should remember they have the right to refuse a questionable sale.

Due to the serious impacts of underage drinking, the OLCC is charged with conducting minor decoy operations. In order to carry out this charge, the OLCC employs minors between 18-20 years old who look under the age of 26. These decoys attempt to purchase alcohol or marijuana at OLCC licensed businesses. If asked for identification, the minor decoy shows their own valid Oregon identification, which indicates they are underage. Minor decoys do not disguise their real age or encourage the sale of alcohol or marijuana.

While not the most popular part of the agency’s mission, minor decoy operations uncover when businesses become too lax and forget the seriousness of their responsibilities. When marijuana became legal, retailers had a great deal to learn about running a front-facing legal operation. One challenge that was identified quickly was preventing sales to minors. As reports came in about such suspected sales, the OLCC responded by initiating minor decoy operations on the budding market.

In late 2017, the first set of operations showed that the industry was not taking the issue seriously with an 81 percent compliance rate. The Commission responded by increasing the penalty for any sale to a minor and engaged in a campaign to educate licensees and worker permit holders of their responsibilities. In January of 2018, the Commission reengaged in minor decoy operations and saw compliance improve to 89 percent.

Establishing a name for a business takes time, dedication, and hard work. Not being proactive and enabling minors to drink in your establishment can endanger all of that work and put lives at risk. It is vital for the health of Oregonians that the hospitality industry work to prevent minors from obtaining alcoholic beverages. OLCC Inspectors are available to meet with your staff to provide education and tips on how you can prevent selling alcohol to minors.  OREGON LIQUOR AND CANNABIS COMMISSION

Create a of

SHARE YOUR STORY

Uncovering the Real Faces of the Hospitality Industry

My first job out of high school was as a front desk agent, and I can’t tell you how many times family and friends asked me why I chose to work at a hotel over another job and why I was ok with “just” being a front desk agent. Well, that “just” encouraged me to learn and grow and set me on a beautiful journey to where I am today – advocating for our future workforce through the Oregon Restaurant & Lodging Association (ORLA) and the Oregon Hospitality Foundation (OHF).

Starting at a front desk taught me so many life skills that have continued in my day-to-day life, like the power of listening and understanding, how being in the customer service industry makes you a better person, and remembering that we are all humans that make mistakes–so instead of arguing let’s compromise and reach our goals. My journey of working in this industry has allowed me the flexibility to dive deep into my passion on many levels like traveling the world and getting to experience different cultures, cuisines,

and job opportunities. This industry trained me on how to handle different life experiences, allowed me to go to college, and truthfully built a solid foundation for me as a leader today.

My hospitality story is not unlike many others’ and it’s worth sharing not only with those who may be thinking about a career in this industry but also with boards and policymakers who are hearing the same old narrative about our industry.

The Oregon Hospitality Foundation is wanting to Share Your Story. We’re partnering with the National Restaurant Association in efforts to help change the narrative of what others think of our industry. We’ve launched a new tool that allows professionals to share their hospitality stories in quick, 90-second videos directly uploaded to the cloud, and you don’t have to save it on your phone or email it to anyone; it’s a one-stop shop. The Oregon Hospitality Foundation knows that everyone has their own story to tell with many different backgrounds to share, and with this video recording tool, it instantly uploads to where we can use it as a resource. Data collected will be deployed for various purposes and serve as the necessary infrastructure to communicate the industry's value to state agencies, elected officials, school districts, and parents/students.

These videos will allow the Oregon Hospitality Foundation to transform the negative bias of our industry into a more positive narrative. Share Your Story will be personalized and relatable

in more ways than you can imagine. Examples of these stories could come from people who started as dishwashers and are now restaurant owners, housekeepers that are now General Managers or owners of hotels, and so much more. The point is to share that the hospitality industry is full of opportunities and can lead to more than just a job but a successful career. Sharing your career journey will not only help our future workforce understand all the possibilities but also our legislators, teachers, parents, industry partners, and ultimately everyone.

Take a minute to share your journey!

Visit OregonRLA.org/ShareYourStory for an explainer video as Jason Brandt, ORLA President & CEO, provides an example of how he first got his start in this industry. Then when you are ready, click the record button to capture your own story. There are prompts that can help guide you through your message. The OHF and ORLA will share these stories with lawmakers and influencers in Oregon. Remember, every voice matters!

Thank you for making a difference in our hospitality industry. If you have any questions, please don’t hesitate to reach out to us in the Oregon Hospitality Foundation.  COURTNEY SMITH, OREGON HOSPITALITY FOUNDATION

Excelling at Connecting Your Brand Through Exceptional Experiences

In their 1999 book “The Experience Economy,” management consultants James H. Gilmore and B. Joseph Pine II explored a new evolution in the U.S. economy. They argued that consumers were increasingly placing priority on meaningful experiences rather than the acquisition of goods. Ultimately, they believed that people would crave encounters and events that were transformational in nature and helped them achieve self-fulfillment.

Their observation still rings true today. Traveling to new or beloved places and consuming delicious foods and drinks have become a major priority for many consumers, especially younger ones. However, facing economic woes caused by the pandemic and inflation, Americans are looking to spend wisely and purposefully. How are Oregon hospitality companies providing experiences that are meaningful to the people who seek them — and how are they doing it despite staffing challenges and rising costs?

Mt. Hood Meadows has responded to the popularity of food and beverage experiences by planning several themed dinners over the past few years. Events have included a Hawaiian luau, morel mushroom brew dinner featuring PFRIEM beer, and a culinary tour of Mexico that included cuisines from several different regions.

The dinners are designed to be educational as well as fun. “I use a lot of the same techniques you’d use at home so I can show people

they can do similar things as home,” says Executive Chef Matthew Grimsley, noting that he’s much more likely to grill foods than reach for a sous vide machine.

At the brew dinners, the brewery will share some information about each drink. Grimsley talks about the foods too and adds some personal touches. He might share stories about his travels to the region or tell a story about why the dish is meaningful to him. At one dinner, he topped a dessert with maple sugar and talked about going to visit his grandmother, who tapped maple sugar trees each spring.

The resort’s day-to-day dining operations have also changed to reflect the idea that dining is now an experience. The property used to have one sit-down restaurant “that used to be so slammed it was sort of a cattle drive,” says Mark Fellows, director of culinary services. Today, the Alpenstube is supplemented by the new Sahale Grill, which offers upscale quick-service food. The Alpenstube was redesigned with one-third less seats and a more upscale menu, which the small kitchen can now produce. Eateries with different levels of service and types of food are scattered throughout the various lodges.

“We’re trying to satisfy every experience people are looking for,” says Fellows.

Shannon McMenamin, part of the McMenamins group of restaurants, breweries, hotels and other hospitality venues, defines experience in hospitality as “something that’s different from what you have at home or in your day-to-day life.” The brand straddles the line between novelty and familiarity by maintaining some consistency across their properties (showcasing its signature artwork and menu at every venue) while still connecting each restaurant, hotel, movie theater or other property to the community in some way. For example, at the Kennedy School, which used to be an elementary school, many of the guest rooms/former classrooms in the English Wing are named after authors and books. The Gearhart Hotel reflects the inn’s coastal location.

McMenamins properties are an experience in and of themselves, but to encourage people to engage with them even more, the brand created a passport program. “We spend all of our lives immersed in our company culture and we know all these things we’re doing, but at some point, we realized other people aren’t thinking about it all the time,” McMenamin says, explaining the initial rationale behind the program. “People thought we were just this pub, then they get ahold of this passport and were like, ‘I didn’t realize what all you offered.’”

The passport allows people to collect stamps as they visit different McMenamins locations. Anyone who buys food, stays overnight at a hotel, takes a brewery tour or tries a wine flight gets an experience stamp. No purchase is necessary; anyone can earn one by solving a clue or completing a specific task on the property. People can also get Just for Fun stamps for attending events such as brewfests, concerts and more. All of this showcases the many different aspects and experiences that people can have beyond just eating at the pub or staying overnight in one of McMenamins hotels.

Once passport holders visit every property, they become a “cosmic tripster” and can win prizes such as free hotel stays, invitations to exclusive parties, and happy hour beverage pricing for a year. “When we first launched the program, we thought maybe 20 people would do it,” McMenamin says. “Two hundred people completed it in a very short period of time. Now, we usually have a couple thousand people at the parties we throw every year.” Despite a $35 price tag for each passport, people sign up regularly, and many fill a passport repeatedly.

McMenamins Passport

PHOTO VIA MCMENAMINS.COM

McMenamins Kennedy School Boiler Room VIA MCMENAMINS.COM

Guests visit the Multnomah Whisk(e)y Library in Portland with the express purpose of having an experience. The membership-based restaurant and bar houses a collection of more than 1,500 whiskeys from around the world. Visitors can sample a flight of whiskeys, enjoy a few cocktails, eat dinner or try a food and whiskey pairing.

“What we do is very high touch and personal,” says General Manager Lani Sickman. “The experience isn’t about coming in and trying what everyone else has. It’s about finding what’s right for that guest.” A front waiter and back waiter work together to learn about each person’s expectations for their visit and deliver whatever they’re looking for.

This partnership is critical to the experience. “Everyone has their own thing they’re passionate about,” says Sickman. “It’s very normal to see that someone might ask their colleagues, ‘What do you think about this person’s request?’ It’s not about what I think is right, it’s about using all our resources to give the guest what they want.”

The new Compass Hotel Medford by Margaritaville is all about fun and escapism, says General Manager Chris Miller. “We want our guests to feel they are in a different place, with a different vibe and energy than any other hotel or restaurant in the valley.” From the minute they walk into the brightly lit lobby and hear fun music blasting through the speakers, they should feel like they’re on a tropical island.

The property’s focus on experiences helps it differentiate itself from local competitors. “We know travelers, business and recreational, have a lot of options in Medford, but not one like ours,” says Miller. Visitors can swim in the pool or lounge on the pool deck, play games like cornhole or Jenga on the lawn, sit at one of five firepits, play a round at the Bear Creek Golf Course and bowl at Roxy Ann Lanes, all without leaving the property. If they’re looking for other adventures, staff members are trained to instruct them on where to go for things like wine tasting and hiking.

Compass Hotel Medford by Margaritaville

PHOTO VIA COMPASSHOTEL.COM

Multnomah Whisk(e)y Library

PHOTO COURTESY OF MULTNOMAH WHISK(E)Y LIBRARY

Staff retention and training is critical to providing quality experiences for guests. Mt. Hood Meadows has a three-pronged approach to decision-making: how will choices affect team members, guests and the overall company? “We’ve focused much more on the team in the last few years,” Fellows notes. The resort chooses to start base pay quite a bit above the local minimum wage. “The high cost of labor means we’re taking care of our team and giving them a wage they can live on, and that means we can get more talent. They’re our most important asset.”

Fellows is careful not to burn out existing team members, especially since recruiting new people is extremely difficult right now.

“We were short on team members last year like everyone else, and we had to adjust operations accordingly to take care of our team,” he says. For some nights in January, all the foodservice operations were closed down so employees didn’t have to work double shifts and extra days to stay open. The Alpenstube shuttered for two days a week all the winter season so folks would not have to work six or seven days a week. Other operations were limited at times as well so as not to burn out the team.

“We didn’t try to stretch them too hard, which they noticed,” he says. “We need people to come back and work for us another year.” Plus, he adds, “Happy team members make happy guests. If they’re all tired and burned out, they’re going to get short with guests and not give the experience they should.” The strategy seems to be working. Grimsley has established a core group of 20 people that work at the resort year-round and a fairly predictable group that comes back when the restaurant expands by 40 or 50 people seasonally.

The Compass Hotel uses a philosophy it calls FINS during training. “That is a focus on fun at work, involving the guest, navigating the now and the Margaritaville state of mind,” says Miller. The latter, he adds, “is all about keeping a positive attitude, striving to exceed guest expectations and being a brand ambassador to make sure every guest, every time, enjoys all that we have to offer.”

McMenamin says the key to staff training is providing enough information that employees can help people and follow company guidelines, while at the same time empowering them to work with people in their own way and with their own voice.

“We’re conscious about not wanting our staff to sound robotic,” says McMenamin. “And, what you can get in two weeks of training is nothing. It’s the tip of the iceberg. We teach them how to get the answers if they don’t have them, and that it’s OK to say you don’t know and you’ll go find out. We also emphasize that their job is to take care of people and focus on their individual needs.”

Even for seasoned bartenders, the Whisk(e)y Library’s training is long. Employees need to know the inventory, the company’s process but also, perhaps most importantly, what their role is and how they collaborate with their colleagues to provide the best service possible.

Sickman points out that staff training call also be an employee benefit, which helps with recruitment and retention. “We provide weekly education, mostly about spirits and what we have, because it’s a considerable amount to know about,” she says. “We also cover service hospitality and what it means to provide an experience here. Between the amount of time we spend on education with our staff,

“The high cost of labor means we’re taking care of our team and giving them a wage they can live on, and that means we can get more talent. They’re our most important asset.”

- MARK FELLOWS Director of Culinary Services, Mt. Hood Meadows

as well as providing a lot of coaching and training along the way, we end up being able to have more longevity with our staff, which creates a better experience for our guests.”

Fellows believes demand for experiences is high as people continue to engage in “revenge travel” and activities that were constrained during the worst of the pandemic. “That demand has always been there, though,” he says. Their brewery partners have been having good luck with experiential events for years.

Grimsley doesn’t blame COVID for making experiences king. “It’s more of the generation we have right now that are more into experiencing different things. I think that carries over to their parents too,” who seem increasingly interested in trying new things rather than ordering the same drink or dish every time they visit a hospitality company.

- CHRIS MILLER

The Library’s goal is to stoke curiosity and use spirits to take people on a journey. “The reason we love whiskey so much is that these bottles represent different stories and different places and different cultures, and it’s really fun for us to find ways to help people connect to that,” says Sickman. It’s harder to take that journey sitting at the kitchen table surrounded by your own collection — and more fun to travel virtually with people who care about the subject as much as you.

Providing that level of experience is getting harder, Sickman acknowledges, due to issues with staffing and inflation. The Library has coped by “really staying committed to our values around how we view hospitality and putting that experience first,” she says. “No matter what we do, we’re always still thinking about whether the guest is having a great time and feeling like they’re getting this special experience or achieving their goal.”

To him, the proof that demand for experiences is strong lies in the fact that Mt. Hood Meadows continues to sell out its dinners and fill its dining rooms. “People don’t look at prices on menus,” Grimsley says. “It’s more of ‘I want it and I want it now’ society. Sticker shock isn’t there.”

Sickman believes the desire for experiences has increased over the last year. “After the shift toward counter service models during the pandemic, people are missing hospitality,” she says. “They’re missing the experience of being brought to a table and really have someone talk you through your dining experience or your beverage selection. People really want that, and I don’t think it’s ever going to go away.”

This mindset is critical for the hospitality company of the future. “I think the times of cookie-cutter hotels, with the same beds, same service levels and nothing different to experience, are over,” says Miller. “I think especially after COVID and the lockdowns, people are eager to get out and have new experiences. If you aren’t looking at that as a business, you could miss out on those guests.” Make sure that doesn’t happen by finding meaningful experiences that connect your guests to the community, your brand and each other.  SOPHIA

BENNETT

“I think especially after COVID and the lockdowns, people are eager to get out and have new experiences.

If you aren’t looking at that as a business, you could miss out on those guests.”

General Manager, Compass Hotel Med ford by Margaritaville

CELEBRATING CHAMPIONS

Honoring the 2022 ORLA Hospitality Award Recipients

Each year, the Oregon Restaurant & Lodging Association recognizes the outstanding contributions of individuals and businesses serving the hospitality industry and communities throughout the state. Four ORLA Hospitality Award recipients were honored in front of over 270 industry peers during the Hospitality Conference in Eugene on September 11, 2022.

The following honorees represent some of the best qualities of what makes this industry great: exemplary service, professionalism, and commitment to supporting the industry. They each have a story to tell–whether getting their start as a housekeeper or loading buses at a hotel–and every one of them has a passion for this industry that shines in everything they do. In case you missed the event, visit OregonRLA.org/nominate to view video profiles of this year’s recipients. You are also welcome to submit a nomination for next year’s awards that will be presented in September 2023.  LORI LITTLE, ORLA

EMPLOYEE OF THE YEAR Jodi Doud, Server, Southern Oregon Elmer's Jodi epitomizes what hospitality is truly about. As a longtime server with over two decades’ experience, she knows the power of a smile. Jodi provides exceptional service and brings her kindhearted demeanor to every customer, during every shift. Being able to make positive, lasting connections with her customers simply comes naturally to her. During the past 20 years working for Southern Oregon Elmer’s, Jodi has played an integral role in helping create memorable experiences for her customers time and again. Jodi serves as the consummate coach and mentor to new staff that join the team, providing excellent training and leading by example with top-notch service. Her employers recognize that frontline employees truly are the heart and soul of our industry. Jodi, however, consistently stands out above the rest. “Jodi has reached more lives with her heart felt service and positive attitude than anyone,” said Trina Gillen, Vice President, Southern Oregon Elmer’s. To no one’s surprise, the staff love her as much as customers do.

LODGING OPERATOR OF THE YEAR

Nick Pearson, General Manager, Jupiter & Jupiter NEXT

Without a doubt, Nick Pearson is a people person with a genuine sense of care for those he interacts with. During the first weeks of Covid shutdowns, Nick and his team immediately looked for opportunities to help out Portland’s most vulnerable population. They jumped into action to convert the original Jupiter hotel as a temporary voluntary isolation shelter for houseless folks who were experiencing symptoms of COVID-19 to rest, recuperate, and receive treatment. On a daily basis, Nick exemplifies exceptional leadership by not only supporting the community but also his employees and guests. “He takes care of people naturally,” said Kelsey Bunker, owner of Jupiter and Jupiter NEXT. “Nick is loyal, dedicated, and a great communicator.” When asked what keeps him inspired to stay in this industry, he says it’s his love of hospitality and the unique, authentic interactions with people from all over. Nick’s advice for new operators coming into this industry: “Don’t be afraid to take risks, there are so many opportunities to think outside the box.” After following his own sage advice, Nick recently became a new hotel owner himself.

RESTAURATEUR OF THE YEAR

Emma Dye, Founder + Chief Salad Officer, Crisp

When people first meet Emma, they are drawn in by her big smiles and positive energy–which may be, in some part, contributed to her uncanny love of vegetables. “Emma has an amazing energy that never quits,” said Kasey Morales, Marketing Director for Crisp. “She also is very feisty and that makes everybody’s day better.” Though she grew up in Alaska, Portland has been her home since 1996 and there’s no where she would rather be. When she started Crisp, she had a vision to create a restaurant that offered healthy options that were also served fast and catered to what the customers really wanted. Crisp is all that for sure; they also source from local partners and farmers, something that truly resonates with Portlanders. Emma’s first priority, however, is making sure she is providing a place that is welcoming, respectful, and safe for her employees as well as for every customer that walks into the door. Emma and her staff are very proud of the culture at Crisp and the fact that it is a woman-owned, local startup that gives back to the community. Her vision and message about inclusivity also resonates through partnerships with locally owned businesses and nonprofits where Crisp contributes 10 percent of sales every month.

ALLIED PARTNER OF THE YEAR

Matthew D. Lowe, President, Jordan Ramis PC

Like many professionals in this industry, Matt got his start in hospitality early on, with his origin story set in D.C. loading buses for a destination management company. His passion for hospitality has grown over the past few decades, dedicating over 20 years specifically helping restaurant and lodging operators achieve success in what they do. Jordan Ramis prides itself as a company with a deep level of expertise and bench to support the industry’s needs and challenges. One area where Matt and his team have been working hard on behalf of the industry is keeping local jurisdictions accountable in how they expend lodging tax dollars. “The work Jordan Ramis does to protect our industry is really unprecedented,” said Buggsi Patel, President & CEO, BHG Hotels. “We’ve had some great success in how we’ve battled this (lodging tax issue) all across the state and he does a fabulous job.” Matt is consistently recognized as a friend of the industry by his clients, proving time and again the value of his representation on critical issues impacting the industry.

CONSULTING STAFF

The hospitality industry historically suffers from the highest unemployment rate of any industry. The most glaring issues that potential workers see is a lack of career growth, low wages, unpredictable paychecks or hours, and lack of benefits. With a turnover rate of 75 percent and only 10 percent of restaurants reporting being fully staffed; we have to find solutions. And we need to find them now.

In addition to poor working conditions, many employees in the service industry suffer from mental health issues. An industry survey found that 84.8 percent of restaurant managers and kitchen staff report depression, 72.9 percent report anxiety, and 50.1 percent report substance abuse issues. These numbers are staggering compared to most fields, especially when only 8 percent of the nationwide population report substance abuse issues and/or depression. There are many factors that play into these numbers.

One could argue that people who suffer from mental illnesses or drug and alcohol abuse issues are drawn to this field due to its transient nature and high turnover rates. However, the numbers don’t lie. Service employees are thirsty for more support from their workplace. Health insurance, stable hours, fair pay, and an open dialogue about mental health could very well save this industry. During the Great Reshuffling, many workers were drawn to jobs that offered paid time off, personal days, adequate sick, bereavement, or maternity leave, and higher wages.

So how do we compete with the corporate offices or digital platforms for which many workers abandoned the food and beverage industry? There are several ways to navigate this.

HIGHER WAGES AND NEW BUSINESS MODELS. We all know that minimum wage is no longer the industry standard. To compete with chain fast food restaurants, several operations had to raise the bar from minimum wage to a more livable wage. Many owner operators cannot afford to go higher than this. Don’t fret just yet because there are alternatives to raising your wages (again). Perhaps it’s time to reconsider your business model. Henry Patterson, founder and CEO of ReThink Restaurants, trains managers and business owners on open-book management and profit-sharing in the restaurant industry. His unique business model is groundbreaking, creating a whole new way of how we view our workers and our management in the industry. We achieve a level of transparency with our employees that was absent in the past. Using open-book management shows your staff just how much of the restaurant’s success and profitability is impacted by their performance, all while introducing profit-sharing to your team through hands-on financial literacy training. Operations using this model hover around 20 percent profit margins.

TAKING CARE OF YOUR TEAM. While the idea of providing health insurance seems to be a nobrainer for retaining staff, it can be a daunting task for business owners. We know that the cost to hire and train a new crew member can set you back roughly $5,000. However, investing a portion of that cost on your current staff members’ health insurance policies creates a world of difference in morale. If this is still out of reach for you, try out a performance-based incentive first, like accruing PTO based on the number of hours worked or setting up healthcare benefits that kick in once a staff member has reached their one-year anniversary.

MENTAL HEALTH: LET’S TALK ABOUT IT.

If you walk into any kitchen in America and ask the line cooks if they’re burnt out, odds are at least one of them will raise their hand. Many operations are struggling to adequately staff their restaurant or bar, so the brunt of open shifts fall on management or senior employees who are devoted to your company. A round of applause for those hard workers is much appreciated but does nothing to fix this issue. At the end of the day, they are still overworked, historically underpaid, and letting out their anger in the soundproof confines of your walk-in cooler. In 2016, the Center for Disease Control and Prevention listed chefs and food service workers as one of the top 20 professions with the highest suicide rates. So, how do we help? There are many non-profit programs that offer free online group sessions on mental health advocacy and how to ask for help. Give resources to your staff. If you personally don’t struggle with these issues, attending group therapy sessions specifically designed for industry workers could give you some insight into the problems they are facing today. Take these tools with you and create an open dialogue about mental health in the workplace.

We are all working towards a common goal: a profitable, sustainable, and supportive workplace. There are many approaches to the problems we are facing today. The key is finding the best solutions for you and your staff, whether it be a new business model, a different tipping structure, or offering more benefits and health resources to your staff. With time, we will begin to see the unemployment rate fall exponentially if we use these tools. The workforce is hungry for solutions to their problems, and it is time we listen.  KATE RATLEDGE, TOGATHER RESTAURANT CONSULTING

MANAGING RISK: WHAT’S OLD, WHAT’S NEW

Insurance for Your Hospitality Business

Businesses in the hospitality industry face a multitude of risks, particularly given the high level of interaction with members of the public. In response to the COVID-19 pandemic, restaurants, hotels, and other hospitality businesses have ushered in new methods of serving guests, and with these changes come new risks. As we see hospitality operations settle into a “new normal,” we have encouraged our hospitality clients to evaluate whether their current insurance programs adequately cover key risks—both new and old.

First, a quick review of essential coverages for hospitality businesses.

COMMERCIAL PROPERTY

A property policy insures against certain losses to your premises, business personal property, and the associated loss of business income. The exclusions in a standard commercial property policy may create gaps that require correction through endorsements. Some insurers offer policies specifically for restaurants or hotels, which may or may not include liability coverage in a package.

GENERAL LIABILITY

A commercial general liability or “CGL” policy covers claims for bodily injury or property damage to third parties. There are two main benefits to CGL coverage: payment of settlements or judgments, and an insurer-paid defense against such claims.

Other important liability coverages, which may not be part of a standard CGL policy, include foodborne illness, liquor liability, and garagekeepers liability coverages. For some hospitality policyholders, umbrella or excess liability policies should be added.

EMPLOYMENT PRACTICES LIABILITY INSURANCE

EPLI, as it is commonly known, is intended to protect against claims for wrongful termination, harassment, discrimination, and other claims by employees. Generally, these policies include coverage for settlement or judgments, as well as the costs of defense against the claim itself. Some policies cover wage and hour claims for an additional premium.

CYBER INSURANCE

Cyber policies may cover losses that the policyholder suffers from a data breach or ransomware attack, claims by third parties because of these risks, or both. This coverage is especially important for hotels, which process and store significant amounts of customer data. Some businesses have decided not to purchase cyber coverage due to skyrocketing premiums. However, this can be a risky decision, as bad actors have increased attacks on small to medium sized businesses, and regulators are stepping up scrutiny of privacy practices. Careful risk analysis and a detailed discussion with your broker is prudent in this area.

As noted above, many hospitality businesses have added or modified how they provide services, exposing new associated risks. Consider whether your business has made any of the following changes—your existing policy (set up on auto-renew, and underwritten years ago) may not provide the coverage you expect.

ADDITIONAL SERVICES

• Take-out. Foodborne illness and other liability arising from meals consumed off-premises may not be covered by an existing CGL policy.

• Food delivery. Whether through app-based providers or employees, delivery services may require a business to add nonowned automobile or commercial automobile coverage.

• Liquor take-out or delivery. Many local laws have changed to allow restaurants to provide alcohol for consumption off-site. Liquor liability coverage should be carefully reviewed, as these new services could lead to off-site liquor liability claims.

• Catering. Transporting, preparing, and serving food off-site may require new or additional commercial automobile and liability coverages.

• Increased use of technology. As restaurants have utilized online and app-based ordering, and hotels increasingly use mobile check-in/check-out, an existing cyber policy should be reviewed to ensure these new technology-based interactions are covered.

CHANGES TO PREMISES

• New outdoor structures, furnishings. Faced with indoor dining restrictions, many restaurants added outdoor eating areas, which may not be accounted for as insured premises in your existing property or liability policy.

• Use of municipal property. Some restaurants serve food on public property, as municipalities opened their sidewalks and streets for outdoor dining. Accordingly, you may be required to add the municipality as an additional insured to your CGL policy.

• Changes to capacity. Outdoor eating areas may have increased a restaurant’s capacity limits, or downsizing may have decreased limits. This information was likely used to underwrite your policy; ensure it is accurate.

• Changes to vacancy. Review liability policies that may require that vacancy does not fall below a certain rate.

CHANGES TO EMPLOYMENT PRACTICES AND CLAIMS

• Changes to staffing. In response to shortened or changed hours, hospitality businesses have adjusted staffing hours and reduced certain positions. Review your EPLI policy with your broker to make sure that it reflects any changes. And consider adding wage and hour coverage if you can.

• Increased COVID-19-related claims. Employers saw significant claims related to vaccine, masking, and related employer policies. It is imperative that an employer’s internal written policies and handbooks reflect any changes, which may be a requirement of EPLI coverage.

While much has changed for the hospitality industry over the past two years, much has stayed the same. Policyholders must continually analyze whether their current insurance program will adequately respond to the risks posed by their hospitality operations—and there is no time like the present to reevaluate.

 CARRIE MOUNT AND RYAN HALL, MILLER NASH LLP

ABOUT

This article is available for informational purposes only and does not constitute legal advice. For advice regarding your specific situation, please consult legal counsel.

Carrie Mount is an attorney with Miller Nash LLP who advocates for commercial policyholders in insurance coverage disputes and assists construction clients with contract, tort, and post-judgment disputes. She can be reached at carrie.mount@millernash.com.

Ryan C. Hall is a construction and insurance recovery attorney with Miller Nash LLP. He focuses his practice on commercial construction litigation and insurance recovery disputes, and he also has experience with both transactional and general business matters. Ryan can be reached at ryan.hall@millernash.com.

IT’S YOUR BUSINESS:

Businesses want to do the best things for their employees, but they aren’t always sure what those things are. There are a lot of studies, editorials, news reports, and personal experiences to sort through. So how do you know what really works? And how do you know that your efforts make a difference?

Many employers are looking for the value of investing in the integrated safety and health approach, otherwise known as Total Worker Health®. This model, from the National Institute of Occupational Health Science (NIOSH), provides a comprehensive framework for preventing employee injury and illness and enhancing well-being. It recognizes that safety and health issues are intertwined and that when an employer supports both health and safety, the outcome is positive for both the business and individual employees.

Why does this matter?

To start with the bottom line, employers spend a great deal of money on injuries that affect four million employees every year, according to data from the Bureau of Labor and Statistics. Research shows that employees experiencing underlying health conditions, such as diabetes or chronic lung conditions, among others, are more likely to be injured and take longer to recover – and that adds up.

When employers offer health care benefits to employees, they also pay for chronic health conditions such as heart disease,

obesity, and arthritis, which also impact business costs. In 2019, U.S. health care spending reached $3.8 trillion1. Businesses that work to protect their employees’ health can reduce those costs.

Aside from financial considerations, there are personal impacts to employees when their health isn’t supported. More employees are reporting that their work is stressful, it doesn’t support a work-life balance, or they are unable to take regular vacation days. This reduces the company’s productivity, negatively impacts the lives of individual employees, and affects employee retention, loyalty, and engagement.

What's the benefit?

There’s a real connection between the Total Worker Health (TWH) approach and a healthier and safer workforce. First, targeting and reducing work-life stress is another way to improve retention. Since chronic stress has also been linked to several health conditions, managing that can save on health care costs, too.

Other studies show that investing in employee health can really pay off. Research about the effectiveness of Total Worker Health plans found that they improved the risk factors for injuries and chronic diseases, and often reduced overall workplace injuries.

It also resulted in a return on investment of $2.05–$4.61 for every dollar spent2. This return increased even after the

first year, which shows that continued support of these efforts can have a lasting positive impact. The value of investing in TWH is also seen in workplace program participation rates, higher employee morale, and lower turnover and injury risk, according to a study done by R. Goetzel.

More importantly, healthier employees are happier. That means they will likely engage more at work and at home, participating in activities that build community and support business goals.

What can I do?

Because employees spend a third of their lives at work, businesses are uniquely positioned to make a tremendous impact. Many employers believe this kind of effort requires a lot of time, a lot of money, or both. The truth is you can start small, and still get positive results.

To learn more about how to prevent injuries by promoting health, an approach known as Total Worker Health, visit SAIF.com/TWH.

The CDC offers free tools and resources to help your company get started on the path to integrating safety and wellness, and to measure progress.

Visit CDC.gov/niosh/twh/tools.html  SAIF

CORPORATION

1 National Health Expenditure Data, Centers for Medicare & Medicaid Services

2 American Journal of Public Health

The Value of the Total Worker Health ® Approach

LOOK BOTH WAYS BEFORE HIRING

It’s no secret that the staffing shortages facing most businesses today are extremely challenging. It is also highly unlikely that these challenges are going to resolve in the near term. So, what do you do now when you just cannot find the talent you need? It is time to rethink all of your staffing options. The key is to make the most of the staff you have and to augment them with outside resources and technology.

1. Prioritize Those Who Interface with Your Customer

The foundation of business success is based upon your revenue and the stability of your revenue streams. Customer loyalty and retention depends on their satisfaction. Prospects rely on their ability to access the information they need to make informed decisions and gain a comfort level with their options. Organizations with a history of sales success often rely on operational delivery to keep them going when they are short staffed. Yet it is your customer facing staff who are the most valuable to sustaining enterprise revenue.

Identify staff who interact with your customers along the entire range of their customer journey. Their success in meeting customer needs, satisfaction and prospect demands determine if you can satisfy and keep them. If they have the bandwidth to provide exceptional service, they can keep your customers and expand your prospect pool.

Today’s consumers are looking for faster information. Many prefer to get information via video or audio. Adjust to how they want to consume information. Streamline your team’s workload by creating tools and resources to quickly get them the answers they want and need. Ensure they have the tools and resources they need to be more efficient. Clarify what can help them deliver a better customer experience. Remove the roadblocks to their success.

2. Outsource When Necessary

The gig economy is here to stay. Leveraging external relationships with outsourced resources can help you flex your staffing and can be a valuable way to get the work done. While not as optimal as building your own team, the pressure relief you experience when critical work is being completed can give you the breathing room needed to determine if this role really needs a full-time hire or if can be permanently outsourced.

For small projects, online resources like Fiverr and Upwork provide you with worldwide access to Gig Workers with specific skills that are needed for short duration work. Most of these online sites have filters allowing you to clarify what you service need, information ahead of

time on the potential cost, control over where your talent comes from and what languages they speak.

Staffing Agencies can bring in talent to your organization for a project that is going to take a bit longer. While it will be more expensive, keep in mind, you are not paying any benefits and you will not get hit with an unemployment claim when you no longer need them. Agencies vet the staff who work with you and will help you find the right talent you need.

Trusted Outside Vendors can provide key services for you and do bookkeeping, administrative work, sales support, social media, website management, etc. Longterm vendors have deep insight about your history, your team, and your culture. They know your preferred communication

Internal, External and Other Solutions to Staffing Shortages

methods and how you like to work. Outside vendors are an exceptionally valuable safety valve when you cannot find the right permanent talent.

Do not try to manage too many different outside resources. Focus on the most critical work they can provide for you and engage in short-duration tests to see if you have chemistry and if they provide you with value.

3. Consider the Potential of Technology Technology and automation use is exploding as companies are seeking opportunities to invest in devices and software to provide options to leverage the staff they already have and enhance their productivity. Autonomous devices include robots, drones, vehicles, floor cleaners and more. These devices can sense the environment around them and operate without human involvement. Other devices such as exoskeletons are able to support a worker’s body and provide augmented biological capabilities such as safely lifting heavy objects.

While robotics as a field is advancing, they are not truly autonomous of human interaction. They still need people involved in the process to use them. This includes programming, monitoring them and changing batteries as they perform their service. At best this is now “cobotics” and people will never be fully eliminated from the equation, and they will work in tandem. As these options expand, you can take advantage of them too, even if you are a small business.

There is growing interest in how data and analytics can be used to manage staff productivity and service delivery. Most technology devices are already collecting data. When combined in the future with artificial intelligence, the possibilities for data analytics appear to be endless.

When the data is combined with AI interpretation, this can provide valuable insight to help streamline your processes and maximize staff efficiency.

Evaluate how you are using the software and technology currently deployed in your business to see how you can maximize their value. The return on the investment (ROI) should be very carefully evaluated to identify any efficiencies achieved or productivity enhancements. Get your team any needed training so they can effectively work with advanced technologies. You might need a different skillset in your workforce to work with the technology and this may expand your workforce to pull from a broader pool of potential talent.

Final Thoughts

It is clear that the staffing shortages are not going away. We have to find opportunities to gain increased productivity from our existing workforce and alternatives for completing the work we need done. Focusing on the needs of our customer-facing team members, making smart use of outside resources, and maximizing technology use provide viable options for addressing the issue. When you expand your potential for getting the job done, you are more likely to find the resources you need.

JOHNSON, MBA

ABOUT Jill J. Johnson, MBA, President and Founder of Johnson Consulting Services, is a management consultant, accomplished speaker, award-winning author, and Business Hall of Fame inductee. She helps clients make critical business decisions and develop plans for turnarounds or growth. She has a proven track record of dealing with complex business issues and getting results. JCS-usa.com

HIlton

What

What

What

What's

What big the past

How does this

ORLA and the Oregon Hospitality Foundation have a new tool for you to record your hospitality story and it takes just a minute from your computer or your phone to share your authentic story in 90 seconds or less.

ORLA will share these stories with lawmakers and influencers in Oregon. Remember, every voice matters! OregonRLA.org/ShareYourStory

LODGING PERFORMANCE

Hotel Benchmark Data

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

MONTH - AUGUST 2022 VS AUGUST 2021

Occupancy Percent Change from August 2021

2022 2021 2022 2021 2021 2021 Occ ADR RevPAR Room Room Room Rev Avail Sold

United States 66.5 63.1 151.49 138.21 100.67 87.25 5.3 9.6 15.4 16.6 1.0 6.4

Pacific 72.8 69.0 207.37 184.31 150.87 127.26 5.4 12.5 18.6 20.0 1.3 6.7

Oregon 72.3 70.8 161.52 154.95 116.74 109.66 2.1 4.2 6.5 6.8 0.4 2.5

Eastern+ 69.9 70.6 116.48 106.22 81.46 75.00 -1.0 9.7 8.6 8.3 -0.3 -1.2

Central+ 77.0 76.8 209.78 206.45 161.57 158.55 0.3 1.6 1.9 2.8 0.9 1.2

Southern+ 76.4 76.3 135.30 136.34 103.36 103.96 0.2 -0.8 -0.6 0.1 0.7 0.9

Willamette Valley+ 72.2 73.0 147.57 137.43 106.54 100.37 -1.1 7.4 6.2 4.9 -1.2 -2.3

MT Hood/Gorge+ 77.7 77.1 163.37 156.16 126.95 120.46 0.7 4.6 5.4 5.4 0.0 0.8

Portland Metro+ 67.6 62.7 149.84 136.92 101.37 85.79 8.0 9.4 18.2 20.6 2.1 10.2

Coast+ 77.8 79.3 206.21 204.45 160.42 162.11 -1.9 0.9 -1.0 -3.4 -2.4 -4.2 2021 2022 2021 2022 2021 Occ ADR RevPAR

Room Room Room Census Sample Census Sample Rev Avail Sold

US 63.2 56.9 148.03 120.61 93.58 68.65 11.1 22.7 36.3 39.8 2.5 13.9 61858 36965 5584212 4224461

Pacific 68.1 59.3 192.91 152.08 131.37 90.13 14.9 26.9 45.8 51.0 3.6 19.0 9208 4745 809641 620774

Oregon 64.0 61.2 139.33 122.44 89.16 74.89 4.6 13.8 19.1 21.3 1.9 6.6 1011 535 70307 51537

Eastern+ 63.7 59.7 104.77 92.65 66.76 55.33 6.7 13.1 20.7 20.6 -0.0 6.7 96 47 4964 3065

Central+ 67.2 64.0 163.70 152.59 109.94 97.60 5.0 7.3 12.6 14.1 1.3 6.3 87 54 5969 4272

Southern+ 68.2 72.5 119.64 110.80 81.63 80.31 -5.9 8.0 1.6 -0.4 -2.0 -7.7 158 65 8457 5121

Valley+ 68.4 65.3 139.42 114.65 95.36 74.85 4.8 21.6 27.4 25.5 -1.5 3.2 155 92 10767 7903

MT/Gorge+ 66.4 64.5 138.00 123.23 91.67 79.51 3.0 12.0 15.3 15.3 0.0 3.0 35 24 2306 1935 Metro+ 60.0 52.1 135.95 111.39 81.57 58.00 15.2 22.0 40.6 50.2 6.8 23.1 244 189 26944 24767

Coast+ 64.5 67.6 160.59 150.73 103.56 101.87 -4.6 6.5 1.7 0.6 -1.0 -5.6 235 72 11227 5278

RESTAURANT INDUSTRY SNAPSHOT

Job Posting Data

The following data is provided by the Oregon Hospitality Foundation and sourced from Lightcast. Job postings are collected from various sources and processed/enriched to provide information such as standardized company name, occupation, skills, and geography. This report uses state data from the Oregon Employment Department.

RESTAURANT COOKS JOB POSTINGS VS. HIRES

On average during June - August 2022, there were 666 newly posted job postings for restaurant cooks per month, and 2,046 actually hired. This means there were approximately three hires for restaurant cooks for every one unique job posting in Oregon.

Avg Monthly Postings (Jun 2022 - Aug 2022) = 666

Avg Monthly Hires (Jun 2022 - Aug 2022) = 2,046

Median Advertised Salary = $18.03/hr

This is $2.60/hr above the government recorded median salary for restaurant cooks in Oregon

NEWS BRIEFS

Happenings From Around the Industry

Meet Makenzie, ORLA's Newest Team Member

Makenzie Marineau comes to us with great experience in the nonprofit world along with government relations, communication, and volunteer engagement skills. In addition to government affairs expertise, she has years of experience working within the hospitality industry in Oregon. In her role as Government Affairs and Regional Leadership Teams Coordinator, she will be helping the association and its members achieve success through the development and ongoing oversight of regional groups of restaurants and lodging operators as well as programs to benefit the hospitality industry. Makenzie will serve as the lead government affairs staff member in the Portland Metro region and will provide administrative support for regional leadership teams outside of the region.

Flex Fund Supports ProStart Program

Thanks to our partners at Sysco, the Oregon Hospitality Foundation had the opportunity to extend a small grant application in support of ProStart programs in high schools across the state. The Oregon ProStart Teacher Flex Fund encouraged teachers to apply for a $500 grant to help offset costs from the 2021–2022 school year. At the teacher's discretion, these funds can be spent to cover much-needed products or equipment within the classroom to help facilitate their culinary program. Dawn Brandtjen, FACS/CTE Culinary Instructor at Cascade High School shares, “The ProStart Flex Fund Grant Award

eases my fears of running out of money before I can teach essential ProStart skills to students. As we all know, the cost of food and supplies have skyrocketed, leaving our budgets impacted and lesson plans altered. I am so grateful!” To learn more about how ProStart is helping foster our next generation of industry leaders, or to see how you can support this valuable career technical education program, visit OregonRLA.org/prostart.

What is Veganuary?

Veganuary is a global movement that has inspired millions of people to try eating vegan in January (and beyond.) Last year alone, more than 629,000 people signed up to eat plant-based food for 31 days. The folks behind Veganuary.com want to make it simple for this massive movement of hungry consumers to find the best options out there! Veganuary is now a key Q1 event and marketing tool in which thousands of brands, restaurants and retailers participate each year. Members of ORLA are welcome and encouraged to utilize Veganuary in your marketing, at no additional cost, to connect with a huge audience of plant-based consumers. It’s easy to get involved: Launch a new plant-based menu option, limited time offer or similar promotion for Veganuary and share on social media using #Veganuary2023. For support and help to amplify your news, email uscorporate@veganuary.com!

New Resource to Prepare for Natural Disasters

The National Restaurant Association released a new restaurant-specific disaster preparedness guide, Always Ready: Natural Disasters. The step-by-step resource collects best practices from official sources and restaurant operators – to provide recommendations for what to do in advance, during, and after a natural disaster. The information in the guide covers natural disasters that are felt across the country, including earthquakes, floods, hurricanes and tornadoes, wildfires, and severe winter weather. The guide is free to all operators and available to download on the National Restaurant Association’s website at Restaurant.org/alwaysready.

WHAT YOUR PEERS ARE SAYING

Meet Some Oregon Restaurant & Lodging Association Members

Membership 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 where members share their thoughts on exceptional service and recognizing employees. And for a little seasonal fun, we also wanted to know their favorite fall getaway and what they like to snack on for the big game.

Tell Your Peers a Little About You!

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

SETH GRUSCHOW

Curtis Restaurant Equipment, Springfield

Title: Director of Marketing and Relations

Joined the Company: 2022

Member Since: 1986

Fav fall getaway: Columbia Gorge

Watch party/game snack: Chicken Wings What does your team do to ensure the best guest experience?

We manage expectations properly, supporting the customer through the entire process along with personalizing the experience for their individual needs.

What’s the best piece of advice you’ve shared / learned during your career?

Control the perception. Perception will outweigh reality every time.

DAWNIELLE TEHAMA

Willamette Valley Visitors Assoc., Salem

Title: Executive Director

Joined the Company: 2019

Member Since: 2021

Fav fall getaway: McKenzie River Corridor, fall leaves in the South valley are amazing

Watch party/game snack: Dips, Chips, Elotes, Guacamole, Burrata

What’s the best piece of advice you’ve shared / learned during your career?

Be an inspiration for positive change in your environment. Whether that is your career, community, or industry. Don't be afraid to think outside the box.

TRAVIS PREECE

Gorges Beer Company, Cascade Locks

Title: Owner

Started the Company: 2019

Member Since: 2022

Fav fall getaway: Wine Country Watch party/game snack: Jalapeño Poppers What does your team do to ensure the best guest experience?

We don’t ask people to fetch their own water or bus their own tables. They’re welcome to do it. But bringing them a glass of water is much appreciated these days.

What’s the best piece of advice you’ve shared / learned during your career?

My employees simply will not be as passionate as I am about this company. It’s my job to learn what drives them, and offer a path to that. They will be both valuable and loyal if I can do this.

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

What does your team do to ensure the best customer / guest service experience?

What’s the best piece of advice you’ve learned during your career?

LUPE ARELLANO

Oregon Restaurant & Lodging Association/ Oregon Hospitality Foundation

Title: Workforce Development & Business Liaison

Joined the Company: 2022

Fav fall getaway: Oregon Coast’s Nye Beach in Newport

Watch party/game snack: Wings & Pizza What’s the best piece of advice you’ve shared / learned during your career?

Show up fully in everything you do.

PATRICK BICE

Northwest Business Sales and Certified Appraisals, LLC., Eugene

Title: Owner / Principal Broker

Started the Company: 2018

Member Since: 2019

Fav fall getaway: Oregon Coast

Watch party/game snack: Peanuts in shell

What does your team do to ensure the best customer experience?

Make the personal and professional commitment as an appraiser and broker to use all available resources to maximize value and marketability.

SUNGHI PARK

Holiday Inn Portland South, Wilsonville

Title: Owner

Bought into the Company: 2008

YOUR NAME HERE

Tell your peers about yourself! Would you like to be profiled in the next issue of Oregon Restaurant & Lodging Association magazine?

Member Since: 2020

Watch party/game snack: Sourdough bread with spinach dip

What does your team do to ensure the best guest experience?

Reach out to Lori Little at LLittle@OregonRLA.org

Not yet a member? By banding together we make Oregon's hospitality industry stronger. Visit OregonRLA.org/membership to see the many benefits of membership and join today!

Learn more at

My team aims to anticipate what a guest needs and offers or provides it before a guest asks for it. industry

HOW CAN WE SERVE YOU?

Membership in ORLA means being a part of the only organization in the state devoted to protecting and promoting the interests of the entire hospitality industry. Contact us for questions; let us know what issues are affecting your business and how we can help. We have your back!

MEMBERSHIP CONTACTS:

STEVEN SCARDINA

Regional Representative 503.718.1495

SScardina@OregonRLA.org

TERRY HOPKINS

Regional Representative 541.441.2219

THopkins@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

MEMBER SOLUTIONS

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

WORKERS’ COMP INSURANCE

ORLA’s group program with SAIF affords members an additional 20% premium discount if they meet the eligibility requirements.

COMPUTER EQUIPMENT AND IT SUPPORT

MAKENZIE MARINEAU

GA and Regional Leadership Teams Coordinator 541.404.0033

MMarineau@OregonRLA.org

GLENDA HAMSTREET

Executive Coordinator Government Affairs 971.224.1509

GHamstreet@OregonRLA.org

OREGON RESTAURANT & LODGING ASSOCIATION MAIN OFFICE: 503.682.4422 • info@OregonRLA.org

CREDIT CARD PROCESSING

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

MUSIC

ORLA Members can save 10% on first year annual fee.

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. LICENSING

ORLA Members can save up to 20% off their music licensing fees. your at OregonRLA.org/hospitality-partners

NEW MEMBERS

ORLA Would Like To Welcome The Following New Members From June - August 2022

• Astoria Riverwalk Inn, Astoria

• Bear Robotics, Redwood City, CA

• Best Western Holiday Hotel, Coos Bay

• Best Western Plus Lincoln Sands Oceanfront Suites, Lincoln City

• Box Social, Portland

• Broken Top Bottle Shop & Ale House, Bend

• Cannon Beach Bakery, Cannon Beach

• Cascades Coffee House, Roseburg

• CKR Law Group PC, Lake Oswego

• Croutons, Bend

• Curry County Economic Development, Gold Beach

• Cyberweb Hotel LLC, Tampa FL

• d2o, Milwaukie

• Deluxe Inn Motel, Portland

• Douglas on Third Boutique Hotel, McMinnville

• Eugene Whiteaker Hostel, Eugene

• Harbor Foodservice, Kent WA

• Harlow Hotel, Portland

• Holiday Motel, Forest Grove

• Hotel Vance, Portland

• Jazzy Ladies, Eugene

• Macaluso's Italian Restaurant, Tacoma WA

• McDonald's, Happy Valley, Happy Valley

• Mid-Columbia Medical Center, The Dalles

• Motel 6, McMinnville

• Original Roadhouse Grill, Glendale CA

• Peppertree Inn, Beaverton

• Philanthropy Foods, Amity

• Pizza Roma, Portland

• Portland Value Inn, Portland

• Red Lion Inn & Suites, Seaside

• Service Creek Outfitters Lodge, Fossil

• Shilo Inn Hotel, Portland-Beaverton

• Shilo Inn Portland Rose Garden, Portland

• Shilo Inn Suites, Salem

• The Beach Club & Events Center LLC, Lincoln City

• The Pedaler, Springfield

• Titan Health & Security Technologies, Inc., Newport Beach CA

• Travelodge Suites, Newberg

On Monday, November 7, 2022 ORLA will be holding its first Board of Directors meeting of the new fiscal year at the Benson Hotel, 309 SW Broadway, Portland, OR 97205. We are inviting members to join the board for our government affairs update and business meeting at 3:15pm in the Mayfair Ballroom. If you plan to attend please RSVP to Glenda Hamstreet, ORLA’s Executive Coordinator, at GHamstreet@OregonRLA.org.