CALIFORNIA The Official Magazine of the California Hotel + Lodging Association 2024 & INNSPIRE Conference Marketplace MARCH + APRIL 2024
InterContinental® Mark Hopkins® San Francisco Cover photo and InnSpire photos taken by Unique Angles Photographer, uniqueangelsphotography.com Did you know that the InterContinental® Mark Hopkins® San Francisco has 14 associates with over 35 years of tenure! ON THE COVER Fun fact page 18 InnSpire Conference & Marketplace
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. California Hotel & Lodging Association 414 29th Street, Sacramento, CA 95816 916.444.5780 | www.calodging.com EXECUTIVE COMMITTEE CHAIR Dhruv Patel Ridgemont Hospitality VICE CHAIR Cormac O’Modhrain Sunstone Hotel Investors IMMEDIATE PAST CHAIR Hee-Won Lim-Grosvenor Pacific Palms Hotel SECRETARY/TREASURER Daniel Kuperschmid Manchester Grand Hyatt San Diego GOVERNMENT & LEGAL RELATIONS CHAIR Javier Cano JW Marriott at L.A. LIVE AUDIT & INVESTMENT COMMITTEE CHAIR Laurenne Douglas Pacific Plaza Hotels, Inc. 2024 BOARD OF DIRECTORS Kristi Allen Ensemble Real Estate Solutions & Investments Laura Lee Blake AAHOA Javier Cano JW Marriott at L.A. LIVE David Craig Pebblebrook Hotels Vipul Dayal Days Inn San Francisco Airport West Laurenne Douglas Pacific Plaza Hotels, Inc. Marina Dutton Irvine Marriott Troy Flanagan AHLA Ross Gimpel Encore Jon Handlery, CHA Handlery Union Square Hotel Nic Hockman Disney’s Grand Californian Matt Humphreys Hyatt Regency San Francisco Michelle Millar University of San Francisco 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 Stacey Rivera Evolution Hospitality Tejal Sood Bayside Hotel Group 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 | www.llmpubs.com Design & Layout Juliette Miratsky Advertising Sales John Constantino john@llmpubs.com Copyright © 2024. All Rights Reserved CONTENTS CALIFORNIA March + April 2024 FEATURED 10 Beyond 9 to 5: Employee Wellness in the Workplace 12 A ‘Home Away From Home’ at the Chancellor Hotel 15 Heartfelt Hospitality with Jennifer Mann 16 2024 Legislative Action Summit 08 Employee Profile: ‘I Dreamed I Was a Doorman at the Hotel Del Coronado’ 04 Becoming an Employer of Choice 02 Message from the Chair 23 C HLA Marketplace 28 U pcoming Events 29 C HLA Partners EDITORIAL DEPARTMENTS
2 CALIFORNIA LODGING NEWS www.calodging.com Dhruv Patel CHLA Chair MESSAGE FROM THE CHAIR California’s reputation has taken a hit recently as our destination cities and iconic attractions cope with the challenges of crime, homelessness, and budget deficits. Various media outlets, politicians, and states seeking to benefit from amplified images portray California as no longer a preferred place for conventions, business meetings, or vacations. We, the frontline ambassadors for California at our hotels and with our hospitality colleagues, directly feel the effects of this negative narrative. If there ever was proof that those of us dedicated to making every guest’s stay absolutely remarkable now must be strong advocates for ourselves, this is it. The decisions politicians, regulators, and civil servants make— everything from policing and parks to transportation and minimum wages—are as vital to our livelihoods, careers, and reputations as the transient occupancy tax rate. Whether California’s hospitality industry thrives or struggles is often a direct result arising from the multitude of local and state government decisions. Us being active, and pro-active, increasingly is important. We may not always get exactly what we want, but without our voice being heard, we won’t get any of what we need. For colleagues who may be nervous about engaging with elected leaders and regulators, it’s true that public decision-makers respond to our conversations—they are not immune to what we see, guests see and, for them, voters see. Consistently, accurately and, in some cases, passionately, representing our needs in our cities and throughout the state has become a necessity. If we sit by and let other interest groups drive the agenda, then we become passengers along for the ride—and we may not like where we’re going. Hotels need to tell our story to all who will listen. That means making ourselves heard in every important discussion, especially on the local level. If we speak, leaders will listen when we help them understand that we are a vital part of the community and an essential contributor to its overall economy and vitality. First, we drive tourism, which nearly every city and town in California relies upon. We “sell” our communities as great places to visit, not only because of our properties but also because of the businesses we support: restaurants and bars, clubs and concert halls, sporting events and cultural activities, transportation and retail. When our rooms are occupied, we fuel the hospitality engine; when guests stay away, the engine sputters for all. Second, cities and counties rely heavily on the taxes we generate and pay to support schools, parks, and public safety. We are a significant funder of local budgets through payroll, property, and TOT taxes, which, elected leaders who decide how taxpayer dollars are spent, increasingly are realizing the impact their decisions have on their cities’ bottom lines. When we articulate the impact hotels have on how those leaders may or may not govern, they listen. We deserve to have our voices heard and to help shape policies that will enable us to thrive. To do that successfully, consider these three things: • First, we have to educate leaders about the vital role hotels play in their community and how we fund public budgets. • Second, we need to advocate for our businesses, our people, and our community—tell decision-makers directly what we want and need to keep our businesses running securely and profitably. • Third, we need to hold leaders accountable for their decisions, something that’s even more important in this election year. It’s up to us—not only CHLA as an organization, but each of us as owners, managers, and CHLA members, to be engaged in our communities. I believe that we can be passionate and effective representatives of our hotels and, as a result, our communities.
www.calodging.com March + April 2024 3 Contact us today! www.llmpubs.com Advertise to Support Your Association! Speak to your association’s entire member base Complimentary graphic design services Modify an existing ad or have a new one created Multi-publication discounts For more information, reach out to: John Constantino 503-445-2230 john@llmpubs.com
4 CALIFORNIA LODGING NEWS www.calodging.com FLEXIB SCHEDUL FEATURE BECOMING AN EMPLOYER OF CH ICE In the dynamic and competitive hospitality industry, attracting and retaining skilled employees is crucial for a property to establish itself as an employer of choice. Beyond competitive salaries and benefits, hotels are taking innovative approaches to hiring and recruiting, and increasingly recognizing the importance of utilizing market data to stay ahead of the competition. Attracting top talent starts with increasing the accessibility and availability of roles, according to Christine Maginnis, the Global Head of Talent at Hilton. “Whether that means introducing jobs that don’t require college degrees, offering daily wage access, or prioritizing flexible scheduling for hotel teams, we’re always looking at how to make a career at Hilton more accessible and flexible,” she said. Maginnis added that Hilton helps its more than 7,500 hotels in 126 countries and territories recruit talent through initiatives like virtual hiring events or shortened application processes. Advertising the perks and joys of being a hotel employee is a strategy Hilton uses in recruitment. Last year, the brand launched its “Every Job Makes the Stay” campaign, which aims to bring a new perspective to careers in the hotel industry by shining a light on team members who make a difference in a guest’s stay and the benefits of a career in hospitality. Julie Oliff, the General Manager at Sensei Porcupine Creek, a resort and wellness retreat in Rancho Mirage, said her recruitment strategy centers around culture. “Our culture is so key to our success,” Oliff said. “Our first conversation with a prospective hire is called a ‘culture fit,’ which consists of a conversation around the person’s values and experiences.” Utilizing data can also make a big difference in recruitment, said Dan McPhee, Director of Strategic Partnerships at Salary.com. “We
www.calodging.com March + April 2024 5 BLE LING COMPETITIVE WAGES PERSONAL GROWTH EMPLOYEE ALLOWANCE PERKS & BONUSES FEATURE work and their property is another,” said Frederique Falour-Yalniz, Sensei Porcupine Creek’s Director of People Operations. Hilton’s approach to retention starts with a strategy focused on inclusion, wellness, growth, and purpose. Hilton, which was recently recognized by Great Place to Work and Fortune as the World’s No. 1 Workplace, offers additional benefits for both hourly and salaried employees that fit this mission, including expanded parental leave, adoption assistance, access to debt-free education through Guild, as well as discounted travel benefits through its “Go Hilton” team member travel program. “We know that to attract and retain the next generation of talent, traditional employment benefits are not table stakes,” Maginnis said. “That’s why we’ve expanded our benefit offerings to help team members have a fully human experience at work.” Maginnis also noted a few other investments that she believes have been crucial for the → find that the data gives a competitive edge for hoteliers to be more in tune with the market, comply with fair pay practices, and lead to less turnover and happier employees in general.” Salary.com also offers compensation benchmarking for employers to better understand the specific market they are hiring in and for employees to learn how their peers are being compensated. Hoteliers can even compare themselves to other industries. “If a hospital down the street from your hotel is offering a few more dollars an hour for their janitorial staff, you may lose your own janitorial staff to them,” he said. Salary.com also offers industry-specific surveys that are updated every 90 days to reflect the latest pay markets and data on key reward elements such as base salary, incentives, and fixed allowances. McPhee added that it is essential for properties to both regularly check and participate in the survey process once a year to ensure the accuracy of the market data. He also stresses the value of regular internal employees and compensation assessments, including an annual review of turnover, recruitment efforts, and benchmarking against others in the market. This constant assessment allows hoteliers to make smart decisions backed by data. According to the Bureau of Labor Statistics, average hotel wages in the U.S. reached an all-time high of $23.91 per hour in December 2023, and since the COVID-19 pandemic, they have risen at a faster pace than average wages throughout the economy. “Your people are your biggest asset and largest expense, so focusing on getting that right is important,” McPhee said. Building Lifelong Careers Through Employee-Centric Culture and Community “Hiring your talent is one thing; making sure they join a team that is proud of their
6 CALIFORNIA LODGING NEWS www.calodging.com FEATURE → long-term investment and retention of Hilton team members. The company offers employees an expanded mental health platform, including “Thrive at Hilton,” which provides resources in areas like resilience, burnout, sleep, parenting, and rest. “We’re working to make sure everyone at Hilton can thrive in and out of the walls of our hotels and offices,” Maginnis said. “We work in the people industry,” added Nickie Aphayrath, the Director of Human Resources at Hilton La Jolla Torrey Pines. “If we are not taking care of our employees and helping to address their needs, we can’t expect them to take care of our guests.” Maginnis highlighted that prioritizing and celebrating diversity is also crucial to longterm employee investment. The company aims to have its diversity reflect the communities where they are located. It also prioritizes inclusion through its Team Member Resource Groups, which help build social connections and community for guests and team members. “We recognize that having an inclusive workforce is also vital to the success of a business—employees should be able to see themselves at all levels, feel welcomed, and feel a sense of belonging while feeling that their work matters,” Maginnis said. Creating a culture centered around employee success is just as vital at smaller properties like Sensei Porcupine Creek. GM Julie Oliff, who recently won the 2023 Stars of the Industry Award for Outstanding General Manager at a small property, said that their culture starts with “We” and not “I.” “We don’t practice a vertical leadership structure,” said Oliff. “All of our leaders actively participate in our team members’ experience; whether it be parking cars, washing dishes, or picking up trash, everyone is working towards a collective goal.” “We have very strong values that are the cornerstone of our everyday operations, and we reinforce them daily,” added Falour-Yalniz. Oliff said that a mission-driven approach also contributes to employee motivation and the well-being of staff and guests. Sensei’s mission centers around learning and growth, embodied in the values of ‘Kaizen,’ a According to the Bureau of Labor Statistics, average hotel wages in the U.S. reached an all-time high of $23.91 per hour in December 2023, and since the COVID-19 pandemic, they have risen at a faster pace than average wages throughout the economy.
www.calodging.com March + April 2024 7 Japanese term meaning change for the better or continuous improvement. “We focus on learning and growing from our mistakes and becoming a better team together,” she said. Hilton also focuses on that mission of growth through investing in its employees’ career development. According to Maginnis, Hilton has over 25,000 courses, allowing employees to pursue certifications in several fields. Hilton provides tuition-free education opportunities from English learning to high school completion to college prep and select degree programs through its debt-free education program. “While most Hilton jobs don’t require a college degree, if that’s the dream of our team members, we want to support it,” Maginnis said. “We take pride in team advancement and giving people opportunities,” added Aphayrath. Over at the Best Western Plus Novato Oaks, General Manager Michelle Duffy said that creating a family-like environment is another critical factor in retaining employees. Many of her team members have been with the hotel for as many as 40 years—she has been there for 25. “My maintenance engineer just retired after 40 years of service,” she said. “You can’t put in 40 years and not love your job!” According to Duffy, that family atmosphere consists of valuing each team member, fostering a sense of pride in their work, and creating bonds that employees don’t want to break. Duffy says she greets every team member by name daily and provides kudos when they deliver exceptional guest experiences. “They are the most important part of our organization, and I think that letting them know they are valued makes them want to remain part of our hotel family.” For Oliff and the Sensei Porcupine Creek team, that family-centered culture and mission of trust and growth extends beyond the property’s walls and into the local community. The Sensei team has a representative dedicated to maintaining open communication with neighbors, partnerships with local organizations and participation in community events. This involvement enriches the community and contributes to the well-being of the employees, who take pride in being part of a socially responsible organization. “Many of our team members are from the local community, so the programs we help fund and volunteer will not only support the community, but they go directly back to supporting our team members,” Oliff said. Hoteliers are implementing a wide variety of strategies to recruit and retain employees. Still, the underlying theme is the same: people are a hotel’s most important asset, and to become an employer of choice, hotels should commit to creating an environment where employees experience professional fulfillment and genuine belonging. In Maginnis’ words: “Being an employer of choice requires a commitment to values and providing the tools, resources, and benefits team members need to have a fully human experience at work.” “ Hiring your talent is one thing; making sure they join a team that is proud of their work and their property is another. –Frederique Falour-Yalniz, Sensei Porcupine Creek’s Director of People Operations FEATURE
‘I DREAMED I WAS A DOORMAN AT THE HOTEL DEL CORONADO’ In 1970, Theodor Seuss Geisel, also known as Dr. Seuss, painted a whimsical representation of San Diego’s historic Hotel Del Coronado titled “I Dreamed I was a Doorman at The Hotel del Coronado,” complete with a whirling maze of bright pastels—blues, greens, yellows, and, of course, The Del’s famous red shingled roof. In the center is the silhouette of a hotel employee standing, ready to welcome guests into the fantastic world of The Del. Corey Menotti, Director of Guest Services at The Del, has a print of the painting hanging in his office and says when he looks at that hotel employee perched at the door, he knows exactly who it is: The Del’s beloved Bell Hop Richard Gilbert, who passed away in December 2023 at age 75. Richard dedicated almost four decades of his life to embodying the spirit of hospitality. Originally from the Bronx, he moved to San Diego and quickly found his new home and purpose in the hospitality industry, working at a bar and coffee shop before he landed a job as a Bell Hop at The Del in February of 1985. Gilbert’s friendly, outgoing nature endeared him to guests and colleagues alike. “Richard had an incredible ability to connect with people and to show people how to connect with others,” Menotti said. He believed in welcoming guests as if they were entering his own home, easing the tensions of weary travelers by fostering genuine and lasting connections. Menotti fondly recalls Richard’s encounters with famous personalities such as soul legend James Brown, boxer and activist Muhammad Ali, and singer/composer Smokey Robinson who passed through the historic halls of The Del. Richard had a knack for making everyone feel special, regardless of their status. His charm and wit, combined with small gestures like handing out ginger candies to guests, exemplified his dedication to bringing joy to others. Menotti attributes Richard’s longevity at The Del to his deep investment in the hotel and its guests. Richard often joked about his retirement plan being to stay at the hotel forever, watching over the staff from the mezzanine level. “Our industry requires a unique desire to serve and a love for connecting with others,” Menotti added. “If Richard were here, he’d say that a career in hospitality gives as much back to you as you give it.” Richard also believed that any hotel can be built beautifully, but it’s the people who fill the space and give it life. “It’s important for all of us to remember—we all have a small part in filling our hotels with love and life,” Menotti said. People may come initially for the grandeur façade and history of The Del, but what makes them come back are the interactions they have with employees like Richard. Just like that silhouette in Dr. Seuss’s painting, Menotti believes that Richard continues to watch over The Del. His legacy serves as a reminder that hospitality is not just a job but a lifelong commitment to creating meaningful connections and experiences—and above all else: a love for people. 8 CALIFORNIA LODGING NEWS www.calodging.com EMPLOYEE PROFILE
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WELLNESS In a post-pandemic world, workers in every industry are increasingly expecting wellness programs to be part of their benefit packages. As the tourism and hospitality industry continue to recover, that expectation is echoed by the front-line workers who remain in short supply. Owners are responding. “Hospitality employers are now focused on providing more wellness resources for colleagues, with an emphasis on mental health,” said Anne Inouye, Hyatt Regency Sacramento Director of Human Resources. Both mental and physical health are among top priorities for individuals, influencing their choice of employer, noted Amy Salvago, Director of Human Resources at Cameo Beverly Hills-Remington Hospitality. Such benefits are also key to all-important staff retention: a Work in America survey found that 57% of workers who were unhappy with their current benefits plan to look for another job within the next year. Building A Culture of Care Adding wellness benefits comes with the challenge of destigmatizing conversations around mental and physical health in the workplace. Leaders at the Hyatt Regency Sacramento know that “one size does not fit all” when addressing the concerns of its associates. Listening and making space for the individual has helped colleagues feel more comfortable discussing topics, according to Inouye, including mental health and finding support at work. “The key is leading with empathy,” adds Inouye. “The increased emphasis on all spectrums of colleague wellness has helped to build a stronger sense of community amongst our colleagues.” At Cameo Beverly Hills, employee wellness manifests through the property’s Wellness Wednesday program. After a Pulse Survey revealed that associate wellness was one of their biggest detractors, leadership responded by setting aside time each week to come together through an activity. Often a physical activity such as walking around the block or playing badminton in the ballroom, “it’s a moment each week to catch up with one another on a personal level in an effort to break down silos between departments,” said Salvago. BEYOND 9 TO 5 EMPLOYEE WELLNESS IN THE WORKPLACE “Wellness Wednesday is a really amazing way to reunite with colleagues from different departments to share our ideas about our work and also plans. It’s also very healthy to get fresh air in between work hours to get more energy and return to work with a fresh mind. I really appreciate having that moment every week. I think every hotel should have this.” — Saida Khamilova, Cameo Beverly Hills, Accounting Coordinator “ 10 CALIFORNIA LODGING NEWS www.calodging.com
WELLNESS Expanding Employee Opportunity Employers play a crucial role in advancing the well-being of their staff through resource provision. Hyatt’s benefits package includes an Employee Assistance Program (EAP), which connects colleagues to mental health counseling and resources, and an app providing mental health resources, like free guided meditations. “Colleagues also are provided with meals and access to our gym at no cost. Right now, we are sponsoring a Conqueror Challenge, a fitness challenge on the app, and our Hyatt Road Runners run club is training for the Shamrockin’ Run in March,” adds Inouye. Many EAPs provide other important confidential services such as substance abuse counseling, financial and legal advice, crisis and critical incident response, and more. Hoteliers who explore more comprehensive programs and initiatives, like Wellness Wednesday, may see even more positive outcomes: “Whether it be winning a prize or being physically active—it’s something that changes your mood for the day,” said Elizabeth Zepeda, Human Resources Assistant at Cameo Beverly Hills-Remington Hospitality. Enhancing Hotel Performance Implementation of robust employee wellness programs can benefit multiple facets of your hotel, including costs, employee morale, productivity, recruitment, and retention. “Our Wellness Wednesday program has made quite an impact on our associates’ job satisfaction,” Salvago said. “It’s become something everyone looks forward to attending every week and has very much enhanced comradery between associates, which in turn positively impacts productivity.” One thing is clear: workplaces that prioritize the well-being of their employees see increased engagement and a greater likelihood of retaining their valuable workforce. Knowing Your Resources CHLA is part of the Hospitality Associations Alliance, a strategic alliance platform created by UnitedHealth Group, offering exclusive discounts and solutions that benefit CHLA members and their employees. These and other benefits can be found on CHLA’s website at https://calodging.com/ health-care-discounts-solutions. Resources include: • Exclusive Health Care Discounts From UnitedHealthcare. Enjoy up to a 5% discount on manual medical rates for fully insured groups with 101 or more full-time employees, an annual invoice credit of up to 5% on administrative fees for new self-funded medical products for self-funded groups with 100 or more full-time employees, up to a 5% discount on specialty benefits (dental, vision, life, disability, accident, and critical illness) for fully insured groups—in addition to all other discounts including bundling benefits programs. • Individual + Family Health Insurance. Part-time and full-time team members can access affordable personal health insurance. The Affordable Care Act/ Exchange plans cover pre-existing conditions along with a list of essential health benefits. Through this program, your employees can: speak directly to licensed agents and receive quotes from multiple insurance companies, access any qualifying federal subsidies as part of the enrollment process, and immediately enroll in medical, dental, vision, life, disability, and Medicare coverage programs. • Telemedicine: Discounted Virtual Visits with Health Professionals. HealthiestYou from Teladoc offers employees the ability to safely seek medical or mental health assistance from the comfort of their homes anytime of the day or night. • Free Pharmacy Discount Card. Saving employees and their families up to 75% (average savings of about 40%) on all FDA-approved prescription medications and accepted at more than 62,000 pharmacies nationwide. Cards are pre-activated and easy to use—no registration required. No fees are associated with using this card. • Free Mental Health / Substance Abuse / Suicide Prevention Resources. Free mental health resources and communities can help employees manage stress, gain insights into medical issues and solutions, access substance abuse resources, and more. www.calodging.com March + April 2024 11
12 CALIFORNIA LODGING NEWS www.calodging.com CAREER OUTLOOK For many people who make a career in hospitality, their career path takes them to different properties, cities, and even countries along the way. Tina Keramari’s path was a little shorter: the Director of Operations for the Chancellor Hotel in San Francisco has spent her entire 16year career at the property, only a few miles up Highway 101 from her first food service job. “I started off working at a restaurant at SFO, and with that experience, I knew I loved people, talking to different people,” she said. “When I found out about the opportunity at the Chancellor, I came up here. That was in 2008, and I’ve been here ever since.” Her first role at the Chancellor was as a front desk agent, which she thought would be a temporary stop on her way to the food and beverage side of the house. “I hoped I’d get to work in the restaurant, and it was a dream of mine to open a little restaurant of my own sometime,” she said. But when she started, she found that taking care of guests came naturally and she kept wanting to do more. “At the front desk, I learned the basic operations of a hotel and everything about guest services,” she said. “I wanted to learn more, soak up everything everyone was telling me. “I was this eager young person who said show me everything.” That aptitude for learning caught the eye of her GM, who became her mentor. She moved through different positions in the hotel— AP, front desk manager, even housekeeping, as she learned the details of the business. She credits that experience around the property with her ability to handle the demands of her role as Director of Operations. “It definitely helped my overall success,” she said. “Each department is different, so getting to know how they worked was important to me.” Another thing that helped her, she said, is always having a strong sense of wanting to make people feel comfortable and at home. A first-generation American whose parents came from Greece, Keramari credits her family and their culture with imbuing her with a love for hospitality. “I come from a background of inviting people over and ensuring they feel well taken care of,” she said. “Greek culture is very hospitable, but it’s also about the connection you make with people and the memories you make for them.” That aligns perfectly with the Chancellor, an iconic property located on Union Square in the heart of downtown San Francisco. As an international destination for tourism and business travel alike, the hotel serves guests from a multitude of different cultures and parts of the world. In addition, the hotel has a significant percentage of long-time guests who return on a regular basis, giving Keramari an opportunity to develop a true relationship with them. “This hotel in particular has a lot of repeat guests, so even when I first started, I was serving guests who had stayed here for 20 or even 30 years,” she said. “So going to work for me feels like going home, because I see people who are like family. And when you’re in a place where you feel so comfortable, you want to make them comfortable, just like they were coming to your home.” Having both regular visitors as well as a steady stream of international guests also helped Keramari overcome her natural shyness. A ‘HOME AWAY FROM HOME’ at the Chancellor Hotel
www.calodging.com March + April 2024 13 CAREER OUTLOOK “When you work in Downtown SF you do get those diverse people from all over the world and being able to talk to them was a big help.” Keramari, recipient of the 2019 CHLA Stars of the Industry Award for Manager of the Year, hopes that many other people like her will find out about the hospitality industry and decide to make it a career. She cites the great diversity—not only in the types of roles within the industry from guest services to event planning to management, but also the “endless opportunities to engage people from different backgrounds and cultures that come into your property.” For those who are considering a hospitality career, she has some advice: “I would tell them to embrace learning and be open to every aspect of the industry. The hospitality industry offers so many opportunities. If you’re open to learning about each one, you learn so much. And more important, you’ll make connections that are lifelong.” The hospitality industry offers so many opportunities. If you’re open to learning about each one, you learn so much. And more important, you’ll make connections that are lifelong. “
ISSUE DEADLINE May/June 24 March 29 Advertise in California Lodging News! California Lodging News is the official bi-monthly magazine of the California Hotel & 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 showcase your business to those that need your products and services most. ADVERTISING RATES STARTING AT $230! • CHLA members receive special discounts. •
www.calodging.com March + April 2024 15 CAREER OUTLOOK Mann’s 35-year tenure at the Hyatt Regency Sacramento is more than a job, it’s a lifetime of memories and special moments. “I could write a book about my time here,” she reflects. “I grew up at this hotel.” Starting as an opening team member during college, she served as both a server and front desk agent before embarking on a temporary move out of state. “I had no intention of staying in hospitality,” Mann admits, “but when I moved and was not doing hospitality any longer I realized I missed it: the social aspect, the excitement— the energy of working in customer service.” Returning to the Hyatt Regency Sacramento, Mann assumed diverse roles throughout the years: pursuing a personal interest in events as Catering Manager, then her passion for travel as Business Travel Manager, and, finally, navigating her way to her current position as Senior Sales Manager. “My career has been very unique,” Mann said, “I’ve had a varied background, but all at one hotel.” Mann finds that at Hyatt, “care is at the core of everything we do.” From the weary traveler who has just driven 500 miles checking into the hotel for a night’s stay and the bride and groom on their wedding day to “the colleagues that you work next to” day in and day out, genuine care for people touches every corner of the hospitality experience. “It’s little things each and every day that make what I do so joyful,” Mann says, recalling a special moment she will always remember: A guest asked then-concierge Mann, “Where can I find a local toy store?” The guest’s family was deeply impacted by the 1994 Northridge Earthquake in Los Angeles, and she was in search of a coveted Power Ranger toy to give to her young grandson. Over the next few days, Mann and her coworkers scoured the phone book and yellow pages for hours. Leaving no page unturned, they found toy companies and called manufacturers—“I mean, we were calling Canada and all across the United States,” recalled Mann. Just as the grandmother was losing hope she’d find the toy for her grandson, Mann’s team came through. “I find joy in making sure every guest who walks through our doors has an experience that they remember,” Mann affirms. “I choose to be in hospitality because that’s who I am as a person.” HEARTFELT HOSPITALITY with Jennifer Mann I find joy in making sure every guest who walks through our doors has an experience that they remember. I choose to be in hospitality because that’s who I am as a person. “
16 CALIFORNIA LODGING NEWS www.calodging.com HEADER Unlock unparalleled opportunities for one-on-one engagement with legislators and staff, soak up more than a century of advocacy knowhow and insight, and put your hospitality foot forward at our Annual Legislative Action Summit—the cornerstone event for California’s hotel industry. Set against the vibrant backdrop of Sacramento, this summit is your gateway to shaping the legislative future of the hospitality sector. Why attend? The legislative and legal landscapes are ever-evolving, and our summit equips you with the knowledge and connections to navigate it successfully. Join fellow CHLA members to gain a comprehensive understanding of the key issues impacting our industry in the upcoming legislative session, including what you can do to make a difference. From proposed regulations to potential challenges, arm yourself with insights that will empower you to make informed decisions for your business. In recent years, the lodging industry has faced innumerable obstacles. Our summit is DISCOVER THE POWER OF ADVOCACY and Make Your Case! Elevate Your Hotel Business at the California Lodging Industry Legislative Action Summit in Sacramento this April 17. LEGISLATIVE ACTION SUMMIT
www.calodging.com March + April 2024 17 LEGISLATIVE ACTION SUMMIT a vital platform for you to engage with state and local lawmakers, ensuring your voice is heard amid proposals that could significantly impact your property. Be at the forefront of advocacy, defending your interests against potential threats and promoting the future of our industry. Whether you’re a seasoned advocate or just dipping your toes into the advocacy arena, the summit caters to all levels of expertise. Learn from seasoned professionals about the intricacies of the legislative process in Sacramento. Discover the most effective strategies at each stage, arming yourself with the tools to be a compelling advocate for your business. This summit isn’t just about understanding the legislative process; it’s about influencing it. Connect directly with California’s political leaders, sharing your insights and concerns about the issues that matter most to the lodging industry. No other event in the state offers such direct access and impactful engagement with decision-makers. Don’t miss the chance to elevate your hotel business. Attend the Annual Legislative Action Summit—where advocacy meets opportunity, and your voice shapes the future of California’s hotel industry! For more information, visit https://calodging. com/annual-legislative-action-summit/.
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Check out photos from the event! INNSPIRE 2024 INNSPIRE CONFERENCE & MARKETPLACE 2024 The annual InnSpire Conference & Marketplace took center stage at the InterContinental® Mark Hopkins® in San Francisco in late January. The event commenced with Sunday’s highly anticipated 20-minute roundtables, where attendees moved between tables to engage with subject matter experts on a variety of topics from marketing to operations, revenue generation, and more. The day concluded with a delightful opening reception. Monday was filled with networking and educational sessions covering topics like GA4, strategies for disaster preparedness, and revamping the design of your inn. The marketplace was bustling with an array of vendors showcasing the industry’s latest products and services. Attendees gathered for an evening reception at the Top of the Mark enjoying breathtaking panoramic views of San Francisco before exploring the city’s world-class dining scene. Tuesday featured additional essential educational sessions on pioneering sustainability at your property, working with social media influencers, and mastering DIY projects. The grand finale was a general session with Darren Ross, CEO of Service Freak Hospitality and operator of Magic Castle Hotel. Ross shared invaluable tips for elevating the guest experience and boosting repeat business. A heartfelt thanks to everyone who made this year’s conference a success. We have more amazing ideas in store for next year, and we look forward to seeing you there! www.calodging.com March + April 2024 19
INNSPIRE 2024 InnSpire Conference Chair, Tracey Berkner, B&E Hospitality Group Inc., kicked off the conference and welcomed everyone to San Francisco and the InterContinental Mark Hopkins Hotel. Back by popular demand: Tool Time, presented by Rick Anderson, former B&B owner, past CABBI President and retired general contractor, shared how to tackle some home repairs and maintenance tasks on your own. The breakout educational sessions were informative and well attended. Everyone enjoyed the views, networking, beverages, and appetizers at the famous Top of the Mark on Monday evening. CONFERENCE 20 CALIFORNIA LODGING NEWS www.calodging.com
INNSPIRE 2024 The panel session on Strategies for Working with Social Media Influencers was popular and included Kelly Chamberlin, Chamberlin PR; Amber Crofts, Content Creator, Bay Area Moms; Sara Beth Ashbaugh, Director, Brand, Communications & Marketing, Woodside Hospitality Group; and moderated by Aaron Danzig, Manager, Digital & Social Media Marketing, San Francisco Travel. Strategies for Revamping the Design of Your Inn was moderated by Ranee Ruble-Dotts, Founder/Creative Director, Paper Moon Creative and included a distinguished panel: Jim Roberts, Owner, The Madrones and The Brambles; Kimberly Walker, Owner, Nomada, Hotel Group; Lila Boyce, Interior Design Lead, Anacapa Architecture; and Jennifer Wojtkiewicz, Owner/Principal, Designer, Indigo Coast Design. continues www.calodging.com March + April 2024 21
INNSPIRE 2024 MARKETPLACE Exhibitor Wynn Salisch from Casablanca Payments chatted with attendees in the InnSpire Marketplace. 22 CALIFORNIA LODGING NEWS www.calodging.com
www.calodging.com March + April 2024 23 MARKETPLACE AUDIO/VISUAL Encore Global 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 BARTERING/TRADING IMS Barter..................800.287.3874 x1730 BATHROOM ACCESSORIES & SERVICES High Sierra Showerheads.....888.445.1941 Samson Shower Systems, LLC.............................817.228.0619 VersaTraction, Inc................... 714.973.4589 BENEFITS ADMINISTRATION Hotel Effectiveness Solutions.....................................678.325.1150 Salary.com................................ 480.237.6130 BEVERAGES/BEVERAGE DISPENSING SERVICES Everybody Water, Inc............ 917.583.7838 BUILDING MAINTENANCE Public Storage........................ 214.505.0092 CARPET & FLOORING SALES & SERVICE Embassy Carpets..................800.366.7847 ACCESSIBILITY/ADA COMPLIANCE ADA Compliance Consultants, Inc...................... 916.608.0961 ACOUSTICAL CONTROL/ SOUND MASKING Sound Solution Group.......... 916.256.4207 ADVERTISING/MARKETING/ PUBLIC RELATIONS Sojern....................................... 402.650.3807 AMENITIES/ROOM & HOTEL AMENITIES AM-PM Doc........................888.AM PM Doc Chadsworth & Haig..............843.675.8250 Groupe GM USA, Corp....... 805.245.0845 Marietta by Voyant Beauty.......................800.950.7772 ARCHITECTS Architectural Dimensions...510.463.8300 ASSOCIATIONS Hotel Council of San Francisco............................. 415.391.5197 Visit California Caroline Beteta 916.444.4429 cbeteta@visitcalifornia.com www.visitcalifornia.com Visit California is a nonprofit organization with a mission to develop and maintain marketing programs that keep California topof-mind as a premier travel destination CHLA CLEAN TECHNOLOGY CONTRACTORS Panasonic Eco Systems North America (PESNA) - IAQ Division....... 510.203.3630 CLEANING SUPPLIES/SYSTEMS Ecolab, Inc...............................800.352.5326 HD Supply Hospitality........ 800.431.3000 Mobile-Pack............................206.947.4905 Pro Window Care (PWC)......877.278.3777 Renegade Brands USA, Inc.....................................216.789.0535 COFFEE/TEA SALES/ SUPPLIES/SERVICES Brown Eyed Girl Coffee Company, LLC.........................408.332.6991 xBloom Coffee........................734.272.8679 COMPUTER HARDWARE Dell...............................................512.723.6063 COMPUTER SOFTWARE ChefTec.................................... 303.447.3334 CONSULTING & TRAINING Accurate Ergonomics..........707.894.4544 Businesses Ending Slavery & Trafficking (BEST)...............206.905.6843 Hogan Hospitality......................415.331.1061 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 Merchant Cost Consulting....617.306.2578
24 CALIFORNIA LODGING NEWS www.calodging.com MARKETPLACE DIRECT TV PROVIDER Commercial Connect Television, Inc.......................... 877.789.7995 MTV, Inc.................................... 818.772.4200 EDUCATIONAL INSTITUTIONS California State Polytechnical University - Pomona............. 909.869.3105 California State University - Long Beach.............................562.985.4485 Cypress College...................... 562.331.4032 San Diego State University................................. 619.594.4964 University of San Francisco...........................415.422.2498 EMPLOYEE RELATIONS/BENEFITS Petra Risk Solutions.............800.466.8951 ENERGY MANAGEMENT Constellation Energy...............831.247.2723 INNCOM by Honeywell............714.699.6131 Verdant Energy Management Solutions.......888.440.0991 ENTERTAINMENT Union Square Business Improvement District..............415.781.7880 FINANCING/FINANCIAL PLANNING Hallmark Funding Corporation.............................. 916.784.2614 Hospitality Funding.............. 650.740.9875 Pinnacle Bank........................ 408.637.6030 FITNESS EQUIPMENT Gym Equipment Rental......... 818.471.3603 FOOD SUPPLIERS/DISTRIBUTORS Foodbuy Hospitality............. 513.225.4642 Just ‘N’ Case Essentials, Inc......................... 866.636.8225 FRANCHISING InterContinental Hotels Group...........................770.604.8149 Red Roof Franchising Stephanie Pina 713.576.7459 spina@redroof.com Red Roof is an award-winning leader in the lodging industry recognized for creating the innovative Upscale Economy segment serving millions of guests each year. Whether business or leisure, short trips or extended stays, in the hearts of cities or on the road, Red Roof has a property for every traveler. FURNITURE/FIXTURES & EQUIPMENT (FF&E) Case Goods Refinishing Robert Wallis, President 1545 Crossways Blvd, Ste 250 Chesapeake, VA 23320 757.617.4459 robert@casegoodsrefinishing.com https://casegoodsrefinishing.com Case Goods Refinishing specializes in ecofriendly, on-site refinishing for hotels. With over 50 years of combined experience, they offer long-lasting solutions that save owners up to 94% on replacement costs. HOTEL BROKERAGE Ashford Hospitality Trust REIT............................... 972.490.9600 NewGen Advisory - The Bowman Post Group.....818.667.0627 HOTEL DEVELOPMENT/DESIGN Trinity Investments..................213.318.0587 HOTEL MANAGEMENT Acme Hospitality....................805.456.4291 Aelius Management Group....209.518.0971 Apple Hospitality REIT..........804.344.8121 Braemar Hotels & Resorts, Inc............................ 972.490.9600 BRE Hotels & Resorts..............718.921.8124 Concept Hotel Group........... 650.839.6274 Crescent Hotels & Resorts....703.279.7820 Davidson Hospitality Group....................................... 678.349.0909 Destination Properties,LLC...................... 760.250.0998 DiamondRock Hospitality Company................................... 240.744.1150 Edward Thomas Collection.................................310.859.9366
www.calodging.com March + April 2024 25 MARKETPLACE INTERIOR DESIGN MLS Interiors, Inc....................951.763.8597 LAUNDRY DESIGN & INSTALLATION Western State Design...........800.633.7153 LAUNDRY EQUIPMENT/SUPPLIES Alliance Laundry Systems.... 323.721.8832 Wash Automated...................425.326.6322 LAW FIRMS/LEGAL SERVICES Ballard Rosenberg Golper & Savitt, LLP........................... 818.508.3700 DCap Claims.......................... 800.236.9220 DPA Attorneys at Law.........760.273.0007 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 Nossaman LLP......................... 949.477.7617 Stokes Wagner, ALC................ 213.618.4124 LINENS/BEDDING/TEXTILES A1 American........................... 833.205.2200 Comphy Company.................323.225.8234 Cuddledown/ Royal River Trading................ 207.632.6831 H&I Hospitality & Institutional Supplies............. 562.544.1942 Venus Group............................949.609.1299 LOCKS/KEYS/LOCKING SYSTEMS ASSA ABLOY Global Solutions..................... 972.907.2273 Dormakaba USA, Inc............248.583.3700 HUMAN RESOURCE SERVICES Gecko Hospitality.................. 949.375.5943 Go Further Group......................951.281.8011 Hotel Employee Rate BV............................ +31.062.787.8043 INFINITI HR............................. 623.455.6234 Paychex.....................................949.357.7905 Seasonal Connect..................... 617.716.6491 ICE MAKERS Manitowoc Ice - Western Pacific 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. INSURANCE SERVICES/BROKERS DiBuduo & DeFendis Insurance..................................559.432.0222 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 industryleading Hospitality Risk Management Program, P3. UnitedHealth Group Tonya Johnson 763.361.4199 tonya_m_johnson@uhc.com www.optum.com With UnitedHealthcare, the only endorsed health carrier of CHLA, you’ll find an array of quality health plan solutions designed for the hospitality industry. Attract and retain top talent. Delver on what matter to employees today. Contact their dedicated team to review a variety of products and opportunities for cost savings typically only available to larger groups. USI Insurance Services......... 949.343.1585 Ellis Hospitality.......................... 415.775.8116 Ensemble...................................562.257.1005 Extended Stay America Corporate Office................... 864.573.1600 Four Sisters Inns.........831.649.0908 x108 Hotel Managers Group, LLC............................... 858.673.1534 Huntington Hotel Group....... 972.510.1200 Hyatt Hotels Corporation.... 301.380.3000 Interstate Hotels & Resorts...949.783.2500 Johnson Hospitality.............925.730.4930 Loews.......................................... 212.521.2000 Marc & Rose Hospitality.....602.240.3340 Noble House Hotels & Resorts.................................. 425.827.8737 Omni Hotels Corporate....... 972.730.6664 OTO Development, LLC...... 949.246.9273 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 RLJ Lodging Trust................. 301.280.7777 Rosewood Hotels & Resorts, LLC...........................310.228.5000 Service Properties Trust...... 617.964.8389 Sonesta Hotels.......................800.766.3782 Spire Hospitality....................469.788.8700 Springboard Hospitality...... 818.905.8280 Stonebridge Companies......303.785.3100 Storey Hospitality..................650.885.5189 Summit Hotel Properties.....512.538.2300 The Mayer Corporation........ 949.759.8091 Xenia Hotels & Resorts..........407.317.6950 HOTEL/RESTAURANT EQUIPMENT & SUPPLIES Frank & Ron Hotel-Motel Supply, Inc................................510.568.4072
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