Regulatory and Legal Affairs

📱 Last month, AAHOA leaders and members convened in Washington, D.C., for the AAHOA National Leadership & Advocacy Conference, directly engaging with Congress to ensure hotel owners’ voices are heard. This November, Americans will vote, a right expanded over generations through struggle and change. AAHOA commits to informing members about critical issues affecting hotel owners, urging civic participation on November 3. Voting is crucial to engaging with democracy and advocating for industry interests.

📈 AAHOA advocates at local, state, and federal levels for hotel owners. Members can engage through 10 methods: reading the "In Your Corner" newsletter; visiting the Action Alert Center; contacting representatives; hosting "Back of the House" tours; participating in state advocacy days; attending AAHOA's National Advocacy Conference and Town Halls; serving on committees or as ambassadors; learning about the AAHOA PAC; and downloading the AAHOA app. These efforts ensure members’ voices are heard and priorities supported.

🏨 Hotel owners are closely watching the 2026 midterm elections. Key issues include increasing SBA 7(a) and 504 loan limits from $5 million to $10 million, labor regulations, joint-employer liability, and frivolous lawsuits. The One Big Beautiful Bill Act (OBBBA) offers permanent 100% bonus depreciation for qualifying properties. Local initiatives, like Burlingame, CA’s Measure D, threaten cost increases. AAHOA advocates for fair competition with short-term rentals and urges hotel owners to engage politically to protect their interests.

📖 November 3 marks the midterm elections with registration deadlines and polling confirmations. Election laws vary by state, but tools like the U.S. Election Assistance Commission and Vote.gov offer crucial guidance. Resources such as Vote411, Voting Rights Lab, and Fair Elections Center help voters navigate the election process. Websites BallotReady and Vote Smart provide candidate insights, while FactCheck.org and PolitiFact verify political claims. State-specific election information is available, ensuring informed participation.

🏨 Independent hoteliers face crucial business decisions influenced by the 2026 elections. Key issues: taxes, labor regulations, insurance, and tourism funding. Hoteliers must address local, state, and federal policies that affect operations, profitability, and viability. Active participation in voting and advocacy is essential. Engage with representatives and associations like AAHOA to voice challenges. Effective advocacy extends beyond Election Day, combining firsthand experiences to influence industry policies. Evaluate candidates on business-related issues to make informed voting decisions.

🏨 Harcourt Developments' hotel division, The Harcourt Collection, won two hospitality awards for Lough Eske Castle in County Donegal and Carlisle Bay in Antigua. Both hotels are forecasting a combined turnover of over €37 million (£31 million) by 2026.

🛠️ Booking Holdings invested $100 million in Vayo, an AI booking agent that scans emails for reservations, monitoring trips for price changes. 72% of hotel companies use AI like ChatGPT, while only 33% integrate vendor-provided AI. Expedia Group, holding nearly 80% of U.S. OTA booking value, faces a class-action lawsuit over rate parity. Aimbridge Hospitality's CEO suggests AI could replace brand reliance in leisure bookings. Key players affected include Marriott, Hilton, IHG, Wyndham, Hyatt, and Best Western.

📈 In the hotel industry, RevPAR is vital for assessing room revenue performance, but it doesn't account for operating costs or capital needs. Metrics like TRevPAR and GOPPAR expand on profitability analysis, while EBITDA helps compare operations across ownerships. Capital expenditure is crucial for maintaining asset value. By January 2026, the 12th edition of the Uniform System of Accounts for the Lodging Industry will standardize financial reporting. This multi-layered approach shifts focus from mere revenue growth to sustainable asset value creation.

🛠️ A recent analysis by Gary Isenberg highlights common misunderstandings in hotel business interruption claims. It's crucial to differentiate between lost revenue and lost economic damages. An assessment of a disrupted hotel revealed that understanding operational realities is key. The evaluation involved examining occupancy, ADR, RevPAR, and additional costs. Isenberg emphasizes that lost revenue doesn't equate to lost profit, and credible damage assessments require separating financial impacts and market conditions.