4 • PENNSYLVANIA RESTAURANT & LODGING matters • Summer 2022 INDUSTRY OUTLOOK THANK YOU FOR the warm welcome as I begin my journey on staff, at the Pennsylvania Restaurant & Lodging Association. I am humbled by the trust afforded me by the search committee, officers, board of directors, and each of you. It’s clear that the steady leadership of our officers and board of directors, as well as the expertise of my predecessor, John Longstreet, along with the PRLA team, have positioned our association to help Pennsylvania’s hospitality industry meet the challenges of today and thrive. As I get acclimated to my new role, I have had the opportunity to travel to meet with members and industry leaders from around the state. My goal is to visit each chapter in my first 90 days so I can learn about the challenges you’re each facing and how the association can best serve you. It is probably no surprise, in my early rounds of travel, the need to rebuild our workforce topped the list of priorities discussed. We’ve all seen the positive impact a job in our industry can have on individuals and families. That job can easily become the steppingstone to a career. My own story is one of a young man, unsure what career path I should follow when a bartending job introduced me to a mentor and an industry that I found exciting and rewarding. As the workforce challenges persist, it’s increasingly important to tell our story and provide clear pathways for anyone to attain the level they desire. Individuals from different neighborhoods, educational achievements, gender, race, and ethnicity can find a place to flourish within our tent. PRLA is exploring opportunities amplify our industry’s voice and to extend its reach to a larger population of prospective employees. Part of our role is to raise awareness of the tools and programs available to you through our affiliation with our national partners—National Restaurant Association, American Hotel & Lodging Association, Destinations International, and their foundations. From educational content to training and certifications as well as funding options, these partners are working diligently to help the industry find and retain talent. Our relationships with state and local governments and community-based organizations are other areas where we can identify opportunities for improving our workforce development options. Later this month, the PRLA team will meet to prioritize initiatives, create strategies, and develop plans to focus our efforts for the year ahead. Please feel free to share with us any thoughts you have about the priorities we should set as an organization going into 2023. I can be reached at jmassaro@prla.org. • Joe Massaro PRLA PRESIDENT & CEO “As the workforce challenges persist, it’s increasingly important to tell our story and provide clear pathways for anyone to attain the level they desire.” Industry Priorities
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