CHLA California Lodging News November/December 2022

T H E O F F I C I A L M A G A Z I N E O F T H E C A L I F O R N I A H O T E L & L O D G I N G A S S O C I A T I O N C A L I F O R N I A November/December 2022 LODGINGNEWS Stronger Together

2 M essage from the Chair 4 H otelier Profile: Greg Alberto, Director of Human Resources at The US Grant Hotel 6 P arking Operators Deliver Cost Benefits Over In-House Operations 8 Crystal Ball Conference Recap 10 Member Profile: Sonya Bradley, Chief of Diversity, Equity, and Inclusion 12 N ew Legislation Affecting the Hospitality Industry 14 S outhern California Hotel and Conference & Trade Show 16 CHLA Provides Extensive Training Resources for Our Members 18 CHLA Marketplace 25 CHLA Partners OUR MISSION CHLA is the indispensable resource for communicating and protecting the rights and interests of the California lodging industry, for providing educational training and cost-saving programs for all segments of the industry, and for supporting strategic alliances to promote the value of California tourism and travel. 10 12 8 LODGING NEWS TABLE OF CONTENTS ON THE COVER Pictured in this photo are: Scott Novak, Esq. Director, State and Local Government Affairs at Hilton; Lynn Mohrfeld, CHLA’s President & CEO; Jason Reiderer, Senior Director, State and Local Government Affairs for AHLA; and Shannon Sellman, Director, Government Affairs for IHG® Hotels & Resorts, discussed what California’s state legislators are doing, plan to do, and how hotels can ensure their voices matter at CHLA’s Crystal Ball Conference.

2 CALIFORNIA LODGING NEWS 414 29th Street Sacramento, CA 95816 916-444-5780 www.calodging.com EXECUTIVE COMMITTEE CHAIR Tom Patton, CHA Ramada by Wyndham Santa Barbara VICE CHAIR Hee-Won Lim Pacific Palms Hotel IMMEDIATE PAST CHAIR Bijal Patel, CHA Coast Redwood Hospitality SECRETARY/TREASURER Dhruv Patel Ridgemont Hospitality GOVERNMENT & LEGAL RELATIONS CHAIR Javier Cano JW Marriott at L.A. LIVE AUDIT & INVESTMENT COMMITTEE CHAIR Laurenne Douglas Pacific Plaza Hotels, Inc. 2022 BOARD OF DIRECTORS Kristi Allen Ensemble Real Estate Solutions & Investments Bhupen Amin Holiday Inn Express Hotel & Suites Justin Boutwell Pebblebrook Hotel Trust Javier Cano JW Marriott at L.A. LIVE Vipul Dayal Days Inn San Francisco Airport West Laurenne Douglas Pacific Plaza Hotels, Inc. Ross Gimpel Encore Terri Haack Lowe Enterprises Investors Jon Handlery, CHA Handlery Union Square Hotel Niles Harris InterContinental Los Angeles Downtown Nic Hockman Disney’s Grand Californian Matt Humphreys Hyatt Regency San Francisco Daniel Kuperschmid Manchester Grand Hyatt San Diego Mark LeBlanc Aimbridge Hospitality Frank Legrand Cornell Hotel De France Hee-Won Lim Pacific Palms Resort RJ Mayer The Mayer Corporation Michelle Millar University of San Francisco Cormac O'Modhrain Sunstone Hotel Investors, Inc. Michael Pace InterContinental Mark Hopkins Hotel Bijal Patel, CHA Coast Redwood Hospitality Bimal Patel, CHA Hotel Zico Perry Patel Radiate Hospitality Pragna Patel-Mueller Samata Management Joe Piantedosi Park Hotels & Resorts Chip Rogers American Hotel & Lodging Association John Spear Hotel Drisco Jeffrey Thurrell Fisher Phillips Wes Tyler, CHA Chancellor Hotel on Union Square Mike Tweeten Ace Parking Management Bobby Walia Marriott International Corporation ADVERTISING & DESIGN LLM Publications 503.445.2220 | 800.647.1511 www.llmpubs.com Design & Layout Sales Representative Stephanie Pendell Grandt Mansfield grandt@llmpubs.com Copyright © 2022. All Rights Reserved OUR INDUSTRY HAS ENDURED SOME of its most difficult times over the past two-plus years since the onset of the pandemic. First, we battled through hotel closures, cancelled business conventions, and the evaporation of tourist travel. Then as we began to recover, we faced staffing shortages, supply chain issues, and new expectations by both staff and guests. As we go into 2023, I am hopeful that the industry will continue the gains that most properties experienced this year and move us closer to full recovery and profitability. Undoubtably, there will be challenges in the coming year but barring a large economic downturn we should be able to accelerate the positive trends of 2022. Through that optimistic lens, here’s what I foresee in the coming year: fTourism will continue its steady return to pre-pandemic levels. This year has been a very good one for many markets in California. The growth of tourism that had been all but wiped out by the pandemic was very strong in recent months and it is fully expected to continue into 2023, albeit at a lower rate of increase. We’ve seen a lot of evidence, both in the media and on the ground, that people are getting more comfortable traveling all the time, both within the U.S. and internationally, as evidenced by busy airports and flights that are consistently at or near capacity. fBusiness travel and conferences will continue to grow. Compared to leisure travel, business travel has been a lagging segment. But as we begin to see more workers return to the office, at least part time, you also can expect business travel as well as conferences to pick back up. Many groups have already resumed their conferences with strong attendance numbers; Dreamforce brought 40,000 attendees to San Francisco in September, its largest attendance ever. Already, a number of conference organizers have indicated they will start live events again in 2023, including the annual E3 electronic games conference that has been held in LA since 1995 and draws nearly 70,000 attendees. fTravel should weather the economic downturn. There’s no doubt that people are concerned about the global economic climate, from inflation to the decline in the markets, with a possible recession in view. In general, though, most people still view travel as an important investment and will choose to allocate some of their income to it. Especially after several years where the pandemic restricted travel, people want to have the experiences and restore lost connections with family and friends. For many people that investment is far more important than material possessions. So, while they may cut back in other areas, unless there is a major global recession, I believe that travel should see positive growth. fThe hiring climate will remain challenging. Hospitality employment was hit the hardest by the pandemic, and it is taking the longest to rebound, despite record hiring numbers overall. We are seeing gradual improvements in hiring but most properties are still understaffed, which affects service levels. National and local hospitality campaigns have been launched, as well as job fairs, with the goal MESSAGE FROM THE CHAIR Looking Ahead to Continued Growth in 2023 continues on next page 

www.calodging.com November/December 2022 3 Tom Patton CHLA Chair of filling current open positions as well as attracting the next generation of workers to our industry amid major changes in worker expectations. Immigration reform is also needed to fill many open back-of-house positions. fNew laws and regulations will affect our businesses. Workplace safety and workload limits have affected many larger cities in California already. Hotels all want a safe environment for their workers, but it needs to be a practical solution that can easily be implemented and monitored in order to provide a truly safe workplace. We are seeing individual cities implement workload limits for their hotels, something we haven’t seen in the past. This has severely impacted how hotels operate on a daily basis. Throughout the coming year, its challenges and opportunities, CHLA continues to advocate for its members on both a statewide and national level and provide programs to help your business. The ADA program has been very successful and there are plans to expand this further. The Clean & Safe program that was so successful during the pandemic is being redirected towards ensuring Clean & Safe destinations. We continue to educate our members about human trafficking, while many members have taken advantage of the Employee Retention Credit program. We will continue to do this and more for you, our members, throughout 2023. I wish you and your loved ones Happy Holidays, and a successful and prosperous New Year. 

4 CALIFORNIA LODGING NEWS www.calodging.com DIRECTOR OF HUMAN RESOURCES AT THE US GRANT HOTEL Greg Alberto HR IN HOSPITALITY HAS BEEN nothing if not challenging over the last few years—and Greg Alberto has been in the middle of it. Alberto is Director of Human Resources at The US Grant Hotel, a 112-year-old historic four-star property in San Diego. He has been in the hospitality business since emigrating to the United States 16 years ago from the Philippines, where he was a consultant. In San Diego, he worked his way up from a filing clerk at the Hotel Del Coronado across town to assistant manager there, before moving to The US Grant as head of training and then as the director of HR for what then was a staff of about 300. After a brief term with The Town and Country Resort and Convention Center as their HR Director, he eventually returned to The US Grant, now as part of Marriott International. Then the pandemic struck, and, in March 2020, the hotel pared back significantly. “We never closed down, because we were considered essential to host visitors on business,” he said. “But there were days when we had only one guest.” The hotel had to keep a small staff working in several areas, including engineering and housekeeping. At first, it seemed it would be a temporary situation for a few weeks. When it became clear that the pandemic was a long-term issue and the staff reductions would be long term as well, he had to tell hundreds of employees there was no work for them. It was, he said, a very difficult task. “In 2020, the average tenure of people at The US Grant was around 8–9 years of service at this property alone,” he said. “They were not only connected to this hotel, they were connected to me personally, because I hired most of them.” Things looked even bleaker in the wake of the killing of George Floyd in Minneapolis. There were protests in downtown San Diego where the hotel’s windows were shattered and had to be boarded up. “We just didn’t know where everything was headed,” he said. It was more than a year before California eased its pandemic regulations and The US Grant was able to reopen fully. But, like many other hotels, the biggest challenge fell again to HR: how to re-staff after a year and in a new employment environment created by the pandemic. “In June, I called every one of my former employees and asked them to come back,” he said. “About a third of them said they’d love to have their job back, but the rest said they had found something else because they needed to survive.” It has been a tough hiring road since then, Alberto said, noting that the pool of candidates that existed before the pandemic “became a puddle, and then the puddle ran dry.” In part, that’s because employees have new expectations for work in the wake of the pandemic that don’t necessarily align with the traditional working style in hospitality. So, one of his key priorities is to change that to meet the diverse needs of prospective workers. “I like to say we were all in the same storm but not all in the same boat,” he said. “Some people reassessed their priorities and their lives. In our industry, work-life balance has tended to be skewed toward work, but now we’re reassessing, too.” Where schedules were once based on our business needs, that paradigm is changing. The hotel is exploring flexible work options that Alberto said it would never have considered before. The property is trying to accommodate the needs of “weekend warriors” who don’t want to be scheduled on weekdays, or single parents who want to work a few days a month for extra income for their family. “We will have to change for them,” he said. “And there are those who are attracted to remote work, and we have started to consider that option where applicable. That was unheard of in prior years, but slowly, our minds have started to look at things from a different perspective.” Alberto relishes that challenge, because it’s aligned with his chief reason for being in HR: wanting to make a difference in people’s lives. “This career lets me do that, touch and be a guiding force in a person’s future,” he said. He also values the personal connection he has with the staff, one that can help deal with problems when they arise. “We are family—we figure things out. And that happens only when you seek to build a personal relationship—one employee at a time”. HR Is All About “Personal Relationships” and Avoiding “Entropy” Greg Albert was awarded CHLA’s Star of the Industry Manager of the Year Award in 2014.

www.calodging.com November/December 2022 5 HOTELIER PROFILE “Every single one of my employees, there’s a nugget I know about them that helps me connect,” he said. “Sometimes it’s crazy busy like a whirlwind, and they just want to close the door and vent. At the end of day that’s what human resources are all about, the human side. Other places have taken the human connection out, but not us. That’s what keeps me in this industry, in this job, in this hotel.” Alberto said the pandemic also had him reexamining his life, too, and as a result he developed a renewed fascination with gardening— something he has never considered before. He’s been planting trees and growing orchids, a hobby he had never pursued before the pandemic. The lessons he’s learned from gardening successes—and failures—have given him a different perspective that he’s applied to his working life. “Science tells us there is a natural order in life. It’s called entropy—a gradual decline to disorder,” he said. “A tree’s leaves naturally go brown and fall; if you pick a fruit, it will eventually rot; flowers don’t always stay alive, they wilt and die. If you want to head off entropy, there has to be an intervention.” The same is true in corporate life, he said. “Our corporate culture, which I’d like to think is quite positive—will not always remain as positive and conducive as we want it to be by itself,” he said. “We have to consciously work at it—water it, fertilize it, care for it in order to thrive. Unless you have these active interventions, your culture isn’t going to stay in status quo.”  “I like to say we were all in the same storm but not all in the same boat,” he said. “Some people reassessed their priorities and their lives. In our industry, work-life balance has tended to be skewed toward work, but now we’re reassessing, too.”

6 CALIFORNIA LODGING NEWS www.calodging.com PARKING IS A GREAT AMENITY for hospitality to offer guests—and in urban locations it’s almost a necessity. The challenge facing property owners and managers is how to operate their parking resources to maximize revenue, minimize problems, and control expenses. It can be a difficult undertaking for many properties who otherwise deliver a superb and cost-effective guest experience. In many cases, the solution may lie in engaging a professional parking operator to assume management of the parking side of the house. These operators bring operational experience from working with hundreds of hotels, experience that they can tap to elevate service levels and maximize revenues for their clients over what could be expected from in-house operations far less experience or resources. That experience can also enable a professional operator to develop a plan that meets the unique needs of a given property, focusing on the results that are most important. With more comprehensive operational controls and procedures that professionals bring, it is common for properties to achieve NOI growth over 10% from their parking resources. Hotels with parking operators benefit from enhanced attention to revenue capture, rate adjustment opportunities, and marketing initiatives targeting hotel and neighboring businesses customers. A good professional parking team should be trained to resist complacency and continuously engage traditional and emerging strategies to maximize revenue. Employing automated reconciliation procedures accompanied with reliable integrations with hotel and parking systems can increase revenue capture and support sophisticated operator business intelligence tools. Revenue generation is also maximized through regular rate adjustments and the deployment of continuously evolving online and direct marketing strategies. Private operators can energize hotel operations with a consistent staff that leverage technology to minimize claims and deliver reliable service levels. The same recruiting, staff management, and claims mitigation strategies that contribute to elevated service levels have also proven to generate cost savings. When hotel parking operations transition to professional operators, one of the most significant impacts is a more experienced and reliable DELIVER COST BENEFITS Parking Operators Over In-House Operations

www.calodging.com November/December 2022 7 workforce. This is achieved through robust recruiting teams that work closely with training departments to fill each position with highly qualified team members instilled with an eagerness to exceed guest expectations. Successful recruiting and training also lead to low turnover and hotel operations consistently staffed with team members that are familiar with the unique qualities of each property. In addition to helping reduce overtime and other costs related to high turnover, reliable and well-trained team members reduce valet vehicle damage claims. The impact from lower claims creates further cost savings due to lower insurance premiums typically offered by professional parking operators with low claim deductibles, which can substantially impact in-house operating costs. For hotel owners and managers looking to increase the revenue contributions of their parking operations, the cost savings from outsourcing their parking to experienced operators can make the difference.  Hotels with parking operators benefit from enhanced attention to revenue capture, rate adjustment opportunities, and marketing initiatives targeting hotel and neighboring businesses customers. A good professional parking team should be trained to resist complacency and continuously engage traditional and emerging strategies to maximize revenue.

8 CALIFORNIA LODGING NEWS www.calodging.com The Future Depends on Who You Are Crystal Ball Conference

www.calodging.com November/December 2022 9 PREDICTIONS, DEBATE, DATA, BIGGER VOICES swirled among attendees of CHLA’s Crystal Ball Conference in late August. Panelists, presenters, and participants made it clear during a full day of discussions at the Westin Verasa Napa that what the future holds for California hotels depends on who you are. • Guests are combining business with leisure traveling to create “bleisure” stays. • Employees no longer are enticed by wage/benefit offers alone, as in the past, which leaves staffing gaps that impact occupancy capabilities. • Many municipal leaders seemingly expect tax revenue from hotels to flip back to pre-pandemic levels—despite hotels being mostly closed for two years. These new realities, and debates about their longevity, led to lively discussions from presenters and among attendees, who heard from about a dozen experts who run hotels, sell/buy properties, and analyze industry data. All agreed that 2023 will reveal how much and, potentially, how long travel will remain changed by the pandemic’s impact on guests and employees along with regulatory demands. Most presenters suggested that fundamental change has occurred, yet debated how long it will last, suggesting the answer depends on the evolution of convention and business travel. “We’re facing a fluid business, particularly with housekeeping, as our expense side is hard to budget and predict,” said Perry Patel, BPR Properties Partner. “There are no historicals to analyze the 2020 hotel sales numbers,” said Alan Reay, President and Founder of Atlas Hospitality Group. “Yet, 2021 had a record number of hotel sales and a record number that sold for more than $1 million per key.” Although there was uncertainty about the post-pandemic reset’s impact on the business of hotels, there was agreement that behaviors by guests and employees have changed, and likely will be sustained. “It is important to listen, know what to look for, and yet, not overthink what may or may not be structural in change,” said Michael Dominquez, President and CEO of Associated Luxury Hotels International. “Guests, employees—people— are decisively indecisive now and are searching for what they want and what may become a new normal.” The impact and strength of the hotel voice on pandemic policies highlighted several discussions about deepening hotel engagement with their communities, regulators, and elected officials. “The key is understanding human relationships. It’s not always us versus them,” said Scott Nowak, Director of State/Local Government Affairs for Hilton, referring to communications with elected officials. “How much the hotel industry means to city budgets wasn’t always so clear to elected leaders,” said Jason Riederer, Senior Director of State/Local Government Affairs for AHLA. “Now, well, they are aware of the budget impact of the transient occupancy tax.” Nowak and Riederer’s panel, “Engage Elected Leaders to Defeat Bad Policy,” emphasized that California hotels have an opportunity to be heard and impact policies if they are engaged consistently with local, county, and state leaders. 

10 CALIFORNIA LODGING NEWS www.calodging.com CHIEF OF DIVERSITY, EQUITY, AND INCLUSION THE PAST FEW YEARS HAVE created a more intensive focus on DEI—Diversity, Equity, and Inclusion—across industries and communities throughout the state. Visit Sacramento has taken its commitment to the next level, creating a new position dedicated to DEI, naming its former chief marketing officer, Sonya Bradley, as the first Chief of Diversity, Equity, and Inclusion last April. For Bradley, it was a new experience both personally and within the industry. “I took this role knowing it didn’t exist in other DMOs on the West Coast,” she said. “Big corporations have people in this role, a lot of times in the HR department, but it has never really been talked about in our industry.” The organization’s President and CEO gave Bradley a free hand to design and develop the role, in the wake of a number of high-profile killings of Black people by police. “The May 2020 death of George Floyd opened up a lot of discussion here about racial equity,” Bradley said. “It drove us to see what we were doing as an industry and an organization.” At the same time, Visit Sacramento was dealing with the pandemic shutdown and its effect on the city’s tourism industry. There was a huge need to find ways to help hotels, restaurants, and cultural activities survive the economic losses—and the organization knew that would extend across the entire city. As a result, Bradley led a move to extend the organization’s focus from the downtown/ midtown core, home to conventions and the majority of hotels, to neighborhoods beyond. Visit Sacramento began to create or strengthen ties with neighborhood groups, improvement districts, and local DEI committees, connecting with them one-on-one to understand the vast range of cultural and neighborhood resources available to visitors. Bradley said that Visit Sacramento saw that as both a way to make the organization more inclusive as well as create a different and more diverse visitor experience. “A lot of DMOs focus on downtown or midtown, but your community is much more than that, and we wanted to figure out SonyaBradley “A lot of DMOs focus on downtown or midtown, but your community is much more than that, and we wanted to figure out how we can get more of our city involved in tourism and share our broader cultural resources.”

www.calodging.com November/December 2022 11 how we can get more of our city involved in tourism and share our broader cultural resources,” she said. “So, we are connecting with those communities, trying to meet them and understand the great local and cultural assets we should promote, and help them be successful.” One of the main focus areas for the effort revolves around Sacramento’s annual “Farm to Fork” month, which focuses on the agricultural bounty of the Central Valley and how it contributed to the food and wine scene in the city. It is the city’s largest festival as well as a signature fundraising event, yet traditionally has focused on restaurants, chefs, and producers in the core city, never reaching the many vendors in outlying communities. “It’s been well received, but it hasn’t always felt inclusive to some people,” she said. “We wanted to intentionally and proactively bring in different people and give them opportunities to participate in our festival.” Visit Sacramento worked in partnership with Bank of America to create a vendor impact grant intended to increase the diversity of participation in the festival. Open to vendors who self-identify as people of color or LGBTQ, the program awarded ten winners the funding for a booth at the festival that they otherwise would not have been able to afford. “These were vendors that often, most of the community didn’t realize existed,” Bradley said. “It really gave them an opportunity to be part of this event, not only to have extremely busy booths, but also to get business from companies they met at the event. In fact, some of those vendors are coming back to this year’s festival, and they now can afford to pay their own fees.” The next big step for Bradley’s DEI work is to increase the amount of internal DEI education and skill development inside the organization. The sessions will cover concepts like what privilege means, race and social justice from a variety of perspectives. “It’s not just for someone’s personal development,” she noted, “It helps us interact with the diversity of visitors to Sacramento.” Her advice to other organizations in hospitality and tourism that want to develop their own DEI efforts is simple: just make the commitment to start something, to find one area you want to seek to improve, even if it’s low-hanging fruit. And, crucially, ensure that commitment starts at the top. “This is not checking a box. It does not happen, it does not succeed without leadership,” she said. “Your leadership doesn’t just have to buy in, they have to participate, and not just the CEO, but your board as well.” 

12 CALIFORNIA LODGING NEWS www.calodging.com New Legislation Affecting the Hospitality Industry AT THE END OF ANOTHER legislative year, several new measures passed the California Legislature and will affect businesses across the state. Some have particular impact on the hotel and lodging industry and affect reporting requirements around pay, the deadline for supplemental paid sick leave, and the operating conditions and wages at “fast food” restaurants. Here is CHLA’s summary of three of the most significant bills from the 2022 session: SENATE BILL 1162—PAY DISCLOSURES This law has three major elements: • It expands state employment data reporting requirements by requiring a private employer with 100 or more employees hired through labor contractors to submit a separate pay data report to the California Civil Rights Department covering the employees hired through labor contractors for the prior calendar year. The employer also must report the ownership names of all the labor contractors used to supply employees. • It expands in-house employee data reporting by requiring businesses with 100 or more employees to include in their annual state reports the mean and median hourly rates for each job category, subdivided by race, ethnicity, and sex. • Finally, businesses with 15 or more employees are required to make position pay-scale data available to current employees and to post the information alongside any job posting. SB 1162 also authorizes the State Labor Commissioner to investigate reports of non-compliance and to order employers to pay fines up to $10,000 per violation. No penalty will be issued for the first violation if the employer corrects the violation. The bill previously required the California Civil Rights Department to make the information publicly available, which would have been used as a basis for employment discrimination litigation. Additionally, the bill previously included significantly more onerous reporting requirements, record-keeping requirements, and liability presumptions. Both these provisions were removed from the final bill because of industry opposition, including from CHLA. ASSEMBLY BILL 257—FAST FOOD ACCOUNTABILITY AND STANDARDS RECOVERY ACT This law, which garnered considerable coverage in the media, creates a 10-member “Fast Food Council” that will be appointed by the Governor, the Assembly Speaker, and the Senate Rules Committee. It will be comprised of representatives from the fast-food industry, fast food employees, employee advocates, and two representatives from state agencies. It will have the power to regulate operating and wage conditions in most fast-food restaurants across the state (those that have 100 or more locations nationally), and create minimum standards for pay and other working conditions, such as maximum working hours. It also permits the establishment of local Fast Food Councils in large cities (over 200,000 population). The Council will be created only after at least 10,000 fast-food workers in the state sign a petition approving the Council. The fast-food industry and restaurant advocates have filed a petition for a voter referendum and are in the signature collection phase. If sufficient signatures are collected, the referendum will likely appear on the ballot in 2024. While no official language has been submitted or circulated, there are some rumors that a similar measure could be introduced in the near future with a focus on the hospitality industry. ASSEMBLY BILL 152—SUPPLEMENTAL PAID SICK LEAVE EXTENSION This law, approved by Governor Gavin Newsom in September, extends the Supplemental Paid Sick Leave (SPSL) deadline from September 30, 2022 to December 31, 2022. This is only an extension of the previous deadline; it does not increase the amount of SPSL an employee is entitled to receive. 

www.calodging.com November/December 2022 13 T H E O F F I C I A L M A G A Z I N E O F T H E C A L I F O R N I A H O T E L & L O D G I N G A S S O C I A T I O N C A L I F O R N I A LODGINGNEWS One Step Beyond G U E S T A M E N I T I E S One Step Beyond → ISSUE DEADLINE Jan/Feb Nov 23 Advertise in California Lodging News! California Lodging News is the official bi-monthly magazine of the California Hotel and Lodging Association. With a readership of 9,000 viewers per issue, your advertising will reach members of a booming industry in California— all of which are the owners, presidents, and key decision makers of their respective companies. Don’t miss out on the opportunity to brand your business to those that need your products and services most. ADVERTISING RATES STARTING AT $470! • CHLA members receive special discounts. •

14 CALIFORNIA LODGING NEWS www.calodging.com THE POWER OF POSSIBILITY: CALIFORNIA TOURISM’S RECOVERY Presented by Caroline Beteta, President & CEO, Visit California EXPLORING AND IMPROVING THE GUEST JOURNEY Presented by Richard Aday, CEO & Principal Engineer, ThinkReservation CHLA STATE LEGISLATIVE UPDATE: YEAR-END LEGISLATIVE RECAP AND NEW YEAR FORECAST Presented by Lynn S. Mohrfeld, CAE, President & CEO, CHLA

www.calodging.com November/December 2022 15 DISASTER RECOVERY: THE FIRST 48 HOURS Presented by Brian Foote, National Account Manager, BELFOR Property Restoration Seven education sessions were presented in the morning. <iframe width=”560” height=”315” src=”https://www.youtube. com/embed/ec59RMRvgz8” title=”YouTube video player” frameborder=”0” allow=”accelerometer; autoplay; clipboardwrite; encrypted-media; gyroscope; picture-in-picture” allowfullscreen></iframe>

16 CALIFORNIA LODGING NEWS www.calodging.com TRAINING IS AN ESSENTIAL PART of the responsibilities of an HR director, or a small property owner who is wearing an HR hat, along with many others. While larger properties can often rely on their corporate partners to provide training resources, that’s not the case for many independent or small properties. That’s why CHLA has assembled a wide range of training resources for use by our members, as well as significant discounts on some commercial training offerings. Here is a partial list of the most popular training resources from CHLA. We encourage you to take full advantage of them to ensure your staff is ready to help you meet federal, state, and local regulations as well as ensure you are providing a great guest experience for all. Free Human Trafficking Training CHLA has partnered with BEST to provide free human trafficking training to CHLA members and their staff. BEST is the first nonprofit organization in the country dedicated entirely to working with businesses to disrupt human trafficking. BEST has provided consultation and training to hundreds of hotels focused on reducing human trafficking and mitigating the reputational, legal, and financial risks associated with it. BEST has trained thousands of hotel employees and equipped them to protect their hotel and employer from human trafficking. This 30-minute training is available to all CHLA members at no cost. Everyone who completes the training will receive a certificate and be in compliance with California Senate Bill 970, which requires that hotel and lodging employees who are likely to interact with victims of human trafficking undergo at least 20 minutes of human trafficking awareness training and education. https://calodging.com/resources/member-benefits/ human-trafficking-resources Harassment Prevention Training The State of California requires companies with five or more employees to provide sexual harassment prevention training for both supervisory and non-supervisory roles. Existing employees should have completed this training as of January 1, 2021; training of new hires must occur within six months of hire or promotion. In addition, all managers and employees must complete the training course every two years. CHLA offers online compliance training courses provided by Traliant. They offer industry-leading online training courses for the hotel industry featuring modern, bite-sized episodes presented in a news-style format. The courses cover the topics of sexual harassment prevention, active shooter response, and blood-borne pathogens. Training is immersive with interactive videos and alternate endings CHLA Provides Extensive Training Resources for Our Members

www.calodging.com November/December 2022 17 highlighting real-world scenarios within a hotel setting. Traliant’s training is built to educate, influence, and motivate by training on appropriate behaviors and promoting a positive, respectful work environment. The CHLA price is $38 per person for three trainings. https://calodging.com/resources/member-benefits/ harassment-prevention-training Service Animal Guidance & Training Video “We Welcome Service Animals” is a national campaign created by the California Hotel & Lodging Association Hospitality Foundation and made possible by funding from the American Hotel & Lodging Education Foundation and the American Express Foundation to teach people in the hospitality industry and law enforcement how to improve service to disabled guests who depend on service animals for assistance. Under the Americans with Disabilities Act (ADA), hotels, motels, and restaurants are required to treat disabled customers with service animals like all other guests, providing them with the same service and access to all areas where other guests are allowed. https://calodging.com/resources/member-benefits/ service-animal-guidelines ServSafe® Alcohol Responsible Beverage Service Online Training for California Beginning July 1, 2022, the Responsible Beverage Service Training Act began requiring anyone who serves alcohol, manages servers, delivers alcohol, takes orders, or checks IDs at a business that serves alcohol on-site to be trained to serve alcohol legally and safely to the public. The law authorizes the California Department of Alcoholic Beverage Control (ABC) to establish the Responsible Beverage Server Training Program (RBSTP). CHLA members can receive an additional 20% off the $15 per person training. Details are available in the CHLA Members Area of the website.  Webinar Recordings in the Member-Only Section in the Webinar Archive In addition to our other training resources, CHLA members are encouraged to view recordings of the more than two dozen webinars we’ve hosted this year. These informative recordings are posted in the webinar archives in the CHLA member only section. The available topics now include: 9The Secret Sauce to Driving Direct Bookings Via Your Hotel’s Website 9Cloud-based solutions and the future of hospitality 9Alert Card Compliance for Hotels 9Leveraging your PMS and Channel Manager to Strengthen Your Distribution Strategy 9Access Control Trends for Hoteliers 9The Future of Hotel Safety 9My Employee Just Switched Genders, Now What? 9Maximizing The Total Guest Revenue Potential with Mobile Technology 9How Guest Messaging Drives Loyalty, Higher Survey Scores, and Direct Bookings 9Google This: “How to Turn $1,000 into $25,000” 9How Payment Automation Relieves Staffing Issues 9Hotel Masterclass: How to Make or Break Employee Retention 9Post-COVID Recovery: How to Beat Inflation and Grow 9Struggling with Staffing? A Workshop on Staffing, Retention, H-2B and J-1 Visas, and Seasonal Connect 9Are Your Business Payments Safe?

18 CALIFORNIA LODGING NEWS www.calodging.com ACCESSIBILITY/ADA COMPLIANCE ADA Compliance Consultants, Inc....................................916.608.0961 ACCOUNTING SERVICES Nimble Accounting, Inc................. 866.964.6253 ACOUSTICAL CONTROL/ SOUND MASKING Sound Solution Group.....................916.256.4207 AMENITIES/ROOM & HOTEL AMENITIES Chadsworth & Haig.......................... 843.675.8250 APPRAISERS HVS.................................................................415.268.0351 ASSOCIATIONS Hotel Council of San Francisco.........................................415.391.5197 Visit California Caroline Beteta 916.444.0410 cbeteta@visitcalifornia.com www.visitcalifornia.com Visit California is a nonprofit organization with a mission to develop and maintain marketing programs that keep California top-of-mind as a premier travel destination. AUDIO/VISUAL California Commercial Satellite (ComSAT AV)......................................... 619.795.9444 Encore Ross Gimpel 530.559.0700 ross.gimpel@encoreglobal.com www.encoreglobal.com Encore is a leading provider in the global event technology services industry delivering creative production, advanced technology, and staging to help customers deliver more dynamic experiences. BANKS/BANKING SERVICES TMC Financing...................................... 415.989.8855 BANQUET SEATING/ TABLES & EQUIPMENT Southern Aluminum.......................... 870.234.8660 BARTERING/TRADING IMS Barter................................................ 800.287.3874 BATHROOM ACCESSORIES & SERVICES Green Suites Hotel Solutions.................................................... 909.334.4004 VersaTraction, Inc............................... 714.973.4589 BEDS/MATTRESSES Ortho Mattress..................................... 310.844.4860 BENEFITS ADMINISTRATION Hotel Effectiveness Solutions.................................................... 678.325.1150 BEVERAGES/BEVERAGE DISPENSING SERVICES Twinings North America, Inc..... 973.574.2228 CARPET & FLOORING SALES & SERVICE Embassy Carpets................................800.366.7847 CLEAN TECHNOLOGY CONTRACTORS Panasonic Life Solutions............. 510.203.3630 CLEANING SUPPLIES/ SYSTEMS HD Supply Facilities Maintenance........................................... 800.431.3000 Innovative Building Energy Control...................................... 949.267.9095 Renegade Brands USA, Inc...... 216.789.0535 COMPUTER HARDWARE Dell.................................................................. 512.723.6063 Marketplace CHLA

www.calodging.com November/December 2022 19 CHLA MARKETPLACE CONSTRUCTION-NEW PENTA Building Group.................. 213.500.8120 RC Strong Construction, Inc..... 775.901.2630 Shawmut Design and Construction................................ 323.602.1000 CONSULTING & TRAINING Accurate Ergonomics...................... 707.894.4544 Businesses Ending Slavery & Trafficking (BEST)......................................................... 206.905.6843 Filigree Training Solutions, LLC....................................... 646.233.7769 Hogan Hospitality...............................415.331.1061 Hotel Financial Coach.................... 949.791.2739 KML Hospitality....................................925.212.0701 Petra Risk Solutions..........................800.466.8951 Singer Associates, Inc.................... 831.227.5984 STR................................................................. 615.824.8664 Wallace Hospitality Solutions.................................................... 800.450.0082 CREDIT CARD SERVICES Casablanca Payments................... 203.253.7259 CASHDROP Ben Vear 253.987.6787 ben@cashdrop.biz https://cashdrop.biz Get all the premium features of ecommerce platforms like Shopify and Square with none of the monthly subscription costs and zero seller fees. CASHDROP is the easiest way for retailers, restaurants, and event organizers to start selling online through a custom link or in-person with a QR code. Chase Faheem Khan 800.288.9295 faheem.khan@chasepaymentech.com https://merchantservices.chase.com Chase Merchant Services offers CHLA members the best service and competitive rates. They are the global payment acceptance and merchant acquiring business of JPMorgan Chase & Co. and a leading provider of payment, fraud management, and data security solutions. Heartland Payment Systems..... 858.886.9440 Soar Payments, LLC........................ 888.225.9405 DIRECT TV PROVIDER Commercial Connect Television, Inc......................................... 877.789.7995 MTV, Inc...................................................... 818.772.4200 ECO-FRIENDLY Evolve Charging Corp USA........ 604.314.6022 Zero Impact Solutions..................... 424.401.8074 EDUCATIONAL INSTITUTIONS California State Polytechnical University - Pomona......................... 909.869.3105 California State University - Long Beach............................................. 562.985.4493 San Diego State University........ 619.594.4964 University of San Francisco........415.422.2581 EMPLOYEE RELATIONS/ BENEFITS Petra Risk Solutions..........................800.466.8951 EMPLOYMENT AGENCIES/SITES Instawork................................................... 512.903.2579 Staff Pro Workforce Solutions.................................................... 800.315.2219 ZipRecruiter, Inc................................... 877.252.1062 ENERGY EFFICIENCY Franklin Energy.................................... 312.940.9552 ENERGY MANAGEMENT Vector Energy Group....................... 818.600.4348 ENTERTAINMENT Union Square Business Improvement District....................... 415.781.7880 ENVIRONMENTAL CONSULTING APTIM........................................................... 720.234.2093 Shred City, LLC................................. 844.50.SHRED FINANCING/FINANCIAL PLANNING Hallmark Funding Corporation.............................................. 916.784.2614 Hospitality Funding........................... 650.740.9875 Pinnacle Bank....................................... 408.637.6030 Ygrene Energy Fund......................... 415.261.7578 FLOOR COVERINGS/ EQUIPMENT Gemeni Flooring.................................. 559.356.9920 FOOD SUPPLIERS/ DISTRIBUTORS BruxMix....................................................... 714.803.9060 Just ‘N’ Case Essentials, Inc..... 866.636.8225 Single Serve Solutions................... 707.532.0884 FRANCHISING Choice Hotels International....... 301.593.5600 Red Roof Franchising..................... 713.576.7459

20 CALIFORNIA LODGING NEWS www.calodging.com CHLA MARKETPLACE FURNITURE/FIXTURES & EQUIPMENT (FF&E) Case Goods Refinishing............... 757.430.9663 Cassone...................................................... 415.329.4932 ERS Hospitality.....................................415.863.7191 Hospitality Designs.......................... 604.248.1806 Interia............................................................ 619.205.4489 GUEST SERVICE SOLUTIONS Akia................................................................. 650.644.8073 Hospitality Wellness Group....... 310.339.9042 HEATING Pro Star Mechanical Services.......................................................714.999.1177 HOTEL BROKERAGE NewGen Advisory - The Bowman Group...........................818.667.0627 HOTEL MANAGEMENT Aelius Management Group......... 559.595.1500 Concept Hotel Group...................... 650.839.6274 Crescent Hotels & Resorts........ 703.279.7820 Davidson Hospitality Group....... 678.349.0909 Destination Properties, LLC..... 760.250.0998 Edward Thomas Collection........ 310.859.9366 Ellis Hospitality..................................... 415.775.8116 Ensemble Hotel Partners............ 562.257.1005 Four Sisters Inns................................. 831.649.0908 G6 Hospitality, LLC.......................... 972.360.5916 Global Vision Hotels, Inc.............. 650.504.4119 Hotel Managers Group, LLC.... 858.673.1534 Hyatt Hotels Corporation............ 301.380.3000 Interstate Hotels & Resorts....... 949.783.2500 Johnson Hospitality.......................... 925.730.4930 K&K Hotel Group............................... 281.530.1500 Loews........................................................... 212.521.2000 Noble House Hotels & Resorts.................................425.827.8737 Pacific Plaza Hotels, Inc............... 510.832.6868 Pacifica Hotel Company............... 805.957.0095 Park Hotels & Resorts....................571.302.5757 Radiate Hospitality............................ 650.424.1400 Reneson Hotel Group..................... 415.883.4400 Ridgemont Hospitality.................... 510.569.4400 Service Properties Trust............... 617.964.8389 Sonesta Hotels..................................... 800.766.3782 Springboard Hospitality................ 818.905.8280 Stonebridge Companies............... 303.785.3100 Storey Hospitality............................... 650.880.1000 The Mayer Corporation...................949.759.8091 HOTEL/RESTAURANT EQUIPMENT & SUPPLIES Frank & Ron Hotel-Motel Supply, Inc................................................. 510.568.4072 HUMAN RESOURCE SERVICES Carrera Lee Enterprises, Inc..................................... 310.375.6033 Heartland Payroll Rodney Biggs 858.886.9440 rodney.biggs@heartland.us www.heartland.us Balance your business’ time and attendance, human resources administration, tax reporting, and more in one online, integrated suite. Whether you’re looking for an easier way to pay employees or maintain compliance with your state’s HR laws, Heartland provides payroll services to businesses large and small with our customization solutions. Endorsed by CHLA. Hireology................................................... 844.337.0422 Hotel Employee Rate BV............................................... 31.062.787.8043 INFINITY HR.......................................... 623.455.6234 Paychex...................................................... 661.476.7578 Seasonal Connect..............................617.716.6491 SouthCoast Services Company, LLC....................................... 858.242.5690 The Crew, Inc.......................................... 630.780.0320 Workstream............................................. 801.472.3953 WOTC Planet..........................................800.655.5281 ICE MAKERS Western Pacific–Manitowoc Ice Scott Haag 2953 E Hamilton Ave Fresno, CA 93721 559.266.9505 scott@teamwpd.com www.teamwpd.com Ice machines, water filtration, disinfection devices, refrigerators and freezers, cooking equipment, and more. Six locations in California and Nevada.

www.calodging.com November/December 2022 21 CHLA MARKETPLACE INSURANCE SERVICES/ BROKERS Calvista Insurance Agency, Inc............................................... 831.637.7766 DiBuduo & DeFendis Insurance................................................... 805.545.5016 Heffernan Insurance Brokers........................................................650.842.5246 Petra Risk Solutions Ida Gonzalez 800.466.8951 idag@petrarisksolutions.com www.petrarisksolutions.com Petra Risk Solutions specializes in insurance, risk management, and employee benefit solutions for the hospitality industry. Petra is offering CHLA members exclusive discounts and access to their industry-leading Hospitality Risk Management Program, P3. Sandin Insurance Group............... 503.381.8583 Suitelife Underwriting Managers.................................................. 877.409.8069 UnitedHealth Group Alliah Sheta 763.361.6963 alliah.sheta@optum.com www.optum.com The California Hotel & Lodging Association (CHLA) is part of a strategic alliance program to help address the diverse needs of the hospitality industry. The Hospitality Associations Alliance, a strategic alliance platform created by UnitedHealth Group, offers exclusive discounts and solutions that benefit CHLA members and their employees. INTERIOR DESIGN Boston Trade.......................................... 510.623.9999 INTERNET SERVICES Cyberweb Hotels, LLC................... 949.331.4925 KITCHEN HOOD/ EXHAUST CLEANING Action Duct Cleaning Company, Inc.......................................... 626.791.7870 LAUNDRY DESIGN & INSTALLATION Western State Design.................... 800.633.7153 LAUNDRY EQUIPMENT/ SUPPLIES Aqua Systems, Inc.............................. 805.489.9250 Bestway Laundry Solutions...... 951.734.9430 PWS Commercial Laundry Systems................................ 650.871.0300 Taylor Houseman................................ 925.432.0323 LAW FIRMS/ LEGAL SERVICES Berding and Weil................................ 800.838.2090 DCap Claims........................................... 702.334.5705 Fisher Phillips Jeffrey Thurrell 949.798.2158 jthurrell@fisherphillips.com www.fisherphillips.com Fisher Phillips is a national law firm specializing in labor and employment law and committed to providing practical business solutions for employers’ workplace legal problems. Fisher Phillips attorneys help clients avoid legal problems and are dedicated to providing exceptional client service. The firm has over 400 attorneys in 36 offices. Hirschfeld Kraemer...........................310.255.1821 Holland & Knight, LLP................... 214.964.9500 Miller Law Group................................. 650.566.2290 San Diego Biz Law............................ 858.964.0625 Snell & Wilmer....................................... 858.434.5003 Stokes Wagner, ALC........................ 213.618.4124 Thomas P. Sayer, Jr., Attorney at Law.................................... 858.335.9590

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