
Crafting rules for vacation rentals hasn't been easy for Waynesville planning board
A surge in homes being converted to vacation rentals and the associated problems that come with that prompted Waynesville last year to consider whether it's time to rein them in. The Waynesville planning board has been studying and debating the issue for 18 months.
The latest draft of a short-term rental policy presented to the town's planning board Monday night would allow vacation rentals in all residential zoning districts.
The policy would, however, impose rules on vacation rentals — like parking regulations, proper trash disposal and posting the property owner's phone number outside so the town can contact them if issues arise.
Waynesville Development Services Director Elizabeth Teague acknowledged it's a shift from initial discussions that would have taken a harder line on whether vacation rentals were appropriate in all neighborhoods.
"We have moved from that discussion to just allow them across the board where residential uses are allowed," Teague told the planning board. "It's just a draft."
The draft proposal also classifies the definitions of vacation rentals — a homestay where the property owner lives on property and short-term vacation rentals where the property owner isn't present.
The planning board took no official action on the draft proposal after one board member indicated that more time was needed to further study the proposal. The board will review the draft proposal again at its April meeting.
The next step would be holding a public hearing to seek citizen input. That public hearing would likely be in May. Town council would then have to sign off on the proposal.
Local landlords vs. corporate holders
Teague said crafting new rules governing STRs was not an easy process.
"We have gone back and forth on the short-term rental ordinance," Teague said.
Despite aggravations of STRs, the planning board wanted to preserve the ability for a local homeowner to make extra money. But planning board member John Baus doesn't like it when big companies buy up houses for the sole intent of converting them to fleets of AirBnbs.
"The idea behind this was we didn't want to inconvenience any of our town residents who want to do this with their property. But we certainly didn't want to make it as convenient for (big companies) to come in and buy up a bunch of houses and have them unaccountable," Baus said.
The growth in vacation rentals has been blamed for depleting the inventory of affordable housing and the erosion of neighborhoods. In some cases, vacation rentals bring a host of problems for neighbors, from noise to parking to excessive trash. That is what prompted the town to take a hard look at STRs.
Baus said he wanted more time to digest the proposal before the board seeks public input.
"We have a few other options to discuss," Baus said, citing researching on STR regulations elsewhere. "I was going to suggest a couple of additions to the board."
Town planning officials were quick to point out that property owners of existing vacation rentals would be grandfathered in, meaning they would not be subject to the new rules. A short-term rental would continue to be grandfathered in even if the current owner sold the property to a new owner who intended to maintain it as a vacation rental.
On-site vs. off-site
Under the proposed changes, property owners who live on the same property as the rental would be exempt from the rules — based on two different classifications.
"The idea here was to distinguish between people who live in Waynesville and wanted to rent their garage apartment versus people who buy a house and just use it as an STR," Teague said.
One would be a homestay, which would be the rental of a room or rooms in a dwelling where a permanent resident resides. The permanent resident would be present in the home during the time of the homestay. It could also apply to an accessory unit on the same property.
The second type of vacation rental classification would be a short-term vacation rental, which is commonly associated with Airbnb, Vacation Rentals by Owner (Vrbo) and other similar platforms.
The draft proposal would add several regulations associated with STRs, but not homestays. Both have to comply with state occupancy tax regulations and town ordinances that currently apply to residential uses. An STR is defined as a rental of less than 30 days for single-family homes, townhomes, duplexes and even apartment units.
New rules
A short-term vacation rental would be required to have one parking space per bedroom with a minimum of two parking spaces per unit. The Downtown Business and Hazelwood Business Districts would be exempt from the minimum parking standards.
Teague said one specific complaint received by the town is regarding unsightly trash and that the proposal addresses the issue.
"Trash should be stored in appropriate containers and set out for collection on the proper collection day," Teague said. "The cans shall be removed from the street within 24 hours after the scheduled collection day. For units not serviced by the town, arrangements must be made for a private service to manage solid waste collection from the site, and in a way that it does not attract animals."
An owner would also be required to post notification outside the unit that includes the name and telephone number of the property owner or manager, the address of the STR, the maximum of overnight guests allowed and the days of trash collection.
"This is a clear vehicle to manage the complaints that we have," Teague said.
It would also require that the phone number for the town's police department be posted for guests. An STR would also be allowed to place a sign advertising the property.
There were 1,744 short-term vacation rentals in Haywood County in 2024. In 2023, 53% of overnight visitors stayed in an STR.

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Fast Company
12-08-2025
- Fast Company
The airline industry is ready for a creative reboot
Bernadette Berger is the director of innovation at Alaska Airlines, where she leads transformative initiatives that reimagine the travel experience for guests and employees. With a background in industrial design and a career path that spans dance instruction, stage performance, UX, and more than a decade spent designing aircraft interiors at Teague, Berger brings a unique blend of creativity, human-centered thinking, and technical insight to the aviation industry. Berger is on a mission to humanize travel. In my conversation with her, we discuss how design can foster dignity and independence in travel, and she shares how her team is using emerging technologies—like AI and automation—to solve aviation's hardest problems, not just for today but for years ahead. Have you always been a creative person? Yes! This is actually my fourth career—I've had a jungle gym of a career instead of a ladder. My first career was as a dance teacher. I taught kids and adults how to dance, choreographed recitals, and did competitions. I learned a lot about teaching creative skills and mastery to people of all ages. Then I thought, maybe I'd be a performer. So I was an actress for many years—musicals, eight shows a week, the whole thing. I learned to sing, act, and develop a very specific creative skill. But I remember one lighting tech rehearsal—I was standing there, waiting, and thought: I'm spending all this time fulfilling someone else's creative vision. I think I could do this better. I want to be the one coming up with the creative ideas. So I went back to school and fell into industrial design and spent many years designing airplanes. Now, working at an airline, I'm in a different role—but I've carried all those lessons with me. How did you find your way into the airline industry? I studied industrial design at the University of Washington. At the time, industrial design was just starting to sneak into digital interfaces. It was the early days of what later became the entire UX design practice. I found myself leaning toward projects that had both physical and digital components—or some sort of spatial element with a digital layer. That interest led to me connecting with the design consultancy Teague. For over a decade at Teague, I got to design aircraft interior architecture, which involves anything you touch, see, or interact with inside the airplane. I also got a chance to learn many other design skills: lighting design, audio design, haptics, materiality—all the ways I'd classify as experience design. That's what got me into travel. But the thing that's kept me in travel is this: I think travel can be the best tool for fighting hate. It can be amazing for fighting discrimination, racism, xenophobia. It's really hard to hate another group of people when you've experienced their culture—what they eat, how they move through their city, their town, their village—how they relate to one another. I love working in the travel space because it's about connecting people. Does that perspective influence your design? 100%. One of the jobs of a designer is to make sure you're not designing for yourself—that you're really walking a mile in the shoes of the end users you're designing for. There's no better way to learn how to design a travel experience for someone who doesn't speak English than to go to a country where you don't speak the primary language. There's no better way to learn how to design a better way to move bags around an airport than to go load bags for a full shift in the rain. You learn really fast when you experience those challenges yourself versus hearing about it secondhand or observing someone doing it. It changes the conversations you have, the ideas you think of, and the way you launch solutions. How has the airline industry adapted to experiential design and service design? The ones that are adopting a user-centric approach wholeheartedly are the ones that are winning. It's easy to see when decisions are made purely on what's best for business without considering what's best for humans. At Alaska and Hawaiian Airlines, care and customer care are central tenets of our business. Great customer care comes from our frontline employees. If we're not creating great tools and experiences for our flight attendants, pilots, and customer service agents, they won't be able to be their best for our guests. There's as much focus on creating a well-designed employee experience as there is on the guest experience because they're so related to each other. What about designing for better interactions between airline staff and airport staff? Absolutely. Guests are constantly handed off from airline staff to TSA and back. If you're on an international flight, you may show your passport three times. We're working closely with TSA to allow identity verification using your face or phone. Imagine not needing to dig out your wallet at bag drop, TSA, or the gate. This year, there will be 13 moments in the travel journey where you can use your face or phone instead. What role does your team play in shaping travel experiences at Alaska Airlines? As an airline, we look at how people are boarding in Asia, how guests take short flights in Europe, or how travel is booked in South America. We often examine our own industry, but as the innovation group, we also get to look outside of aviation. We're trying to make the flight booking path as easy as buying something on Amazon. We want the day-of-travel experience to be as seamless and interactive as planning your day at Legoland or Disneyland. We study personalization from places like Sephora—their app, stores, and online experience. We look both inside and outside our industry because the same traveler buying sunscreen on Amazon is coming to our airport with high expectations for personalization, seamlessness, real-time information, and self-service. Even though other companies don't have the same constraints we do in flying people across the world, our bar still has to be just as high. It sounds like senior executives are really invested in this. Did you have a lot of work to do to prove that this innovation group works? Yes. Working on moonshot ideas is not for the faint of heart. It's for people who get excited about what might be, and who aren't held back by fear of what might go wrong. advertisement Our job is to prioritize the really gnarly challenges that we face as an airline and then ask over and over: What would need to be true for this challenge to go away? What tasks can we do that are fast and inexpensive so we can learn more, whether it's that a technology isn't ready yet or that a process could be automated, or that we should communicate differently with guests? We constantly ask ourselves: Are there different ways to tackle this problem? What are the hard-and-fast rules, and where can we think differently to get different results? What are some of the challenges that design has helped the airline industry overcome? Design has helped more people travel. Historically, aviation was expensive and not accessible to everyone. But design has changed that. Now, more people can travel safely, independently, and with dignity. Think about booking a trip—an airline, a hotel, a car, fun activities. Design helps deliver not just information, but the right, relevant information for each person. It helps guests who are blind, deaf, traveling with a service animal—it helps them enjoy travel with the same independence and dignity as anyone else. There's still more work to do, but one of the major successes of design in this industry is making travel more accessible to more people. How are you using AI in your work? Do you think AI can improve design's contribution to the travel industry? AI is a big part of our innovation strategy and really, almost every department's strategy. It's well integrated across the airline to elevate how we work. Right now, we're using AI where it excels: looking at lots of data sources and synthesizing them for humans. AI is great at pattern recognition, prediction, detecting things, and using rules to make quick decisions. We use AI for complex scheduling, improving safety, rerouting aircraft around storms, and in computer vision. It's already being applied in machine learning and automation. But the next level I'm excited about is AI as your best team member where it helps humans make nuanced decisions, use intuition, and observe when automated processes are going wrong. That's where we'll start to see jobs improve in quality. We're currently using automation on the ramp to help move bags from plane to plane more effectively—especially with tight connections. AI can track bags, planes, and people, and find the best routes for bag transfers. That frees up human ramp agents to focus on the complex problem-solving they're experts in. You work with both creative and noncreative people. How do you motivate them—especially people who don't consider themselves creative? I have a spicy take. I believe, deep in my soul, we are all creative. Creativity is a form of problem-solving—a trial-and-error process. My heart breaks when people say, 'I'm not creative.' I want to say, 'Who told you that?' Because almost everyone I work with is a great problem solver. They may use analytical tools, but they're still making creative choices. How do I motivate people? A lot of it is looking at problems from a different perspective. Asking, What if? What would need to be true for this to work? When you invite people into that way of thinking, they can contribute using their own methods—sketches, words, process flows, or whatever it may be. The killer of creativity is fear—fear of embarrassment, fear of failure. Most of what we try doesn't work out, but we learn so much from the process. That's the point. To me, that's creativity. What advice do you have for aspiring designers—especially students? I used to teach at the University of Washington, my alma mater. I loved seeing lightbulbs go off when students finally got something. I'd assign them to go somewhere and experience a challenge firsthand. Want to design for a user group? Be that user for a day. Don't just observe them. If you're ambitious and want to be a senior designer or creative director, spend time around those people. Watch how they carry themselves. Learn from their presence. One of my mentors walked into a room with confidence—heels clicking, bag down, commanding attention. You can't learn that on Teams. So my advice is to get in front of people in real life. Experience what they experience. Sit with coworkers. Build bonds. Learn from mentors—how to be and how not to be. That all requires showing up in person. Working from home is efficient—and I love the flexibility with my kids. But creative teams need bonds. You need trust to have honest conversations about work without it feeling personal. You have to apologize when you mess up—be transparent. When I show vulnerability, my team can too. Vulnerability is a requirement for trust. The early-rate deadline for Fast Company's Most Innovative Companies Awards is Friday, September 5, at 11:59 p.m. PT. Apply today.


Forbes
21-07-2025
- Forbes
Stanford Analyzes Worker Preferences For AI
workers with AI getty Many of us have internalized this notion that we're soon going to be working side-by-side with robots, or at least AI agents and entities. So as humans, what do we want these digital colleagues of ours to do? How does delegation work? A Stanford study recently went into this where authors surveyed 15,000 workers in over 100 types of jobs, to see what they really thought about AI adoption. I thought this comment by one of the authors sums up the purpose of the report well: 'As AI systems become increasingly capable, decisions about how to deploy them in the workplace are often driven by what is technically feasible,' writes project leader Yijia Shao, a Ph.D. student in the Stanford computer science department, 'yet workers are the ones most affected by these changes and the ones the economy ultimately relies on.' In other words, it's the front-line workers who are going to be most affected by these changes, so we might as well hear what they have to say (in addition to doing all kinds of market research.) There's a reason why the suggestion box is a time-tested element of business intelligence. Technology has to be a good fit – it's not something you just implement carelessly, throwing darts at a wall, and then expecting all of the people involved to sign on and go along for the ride. Some Results In terms of actual study findings, the Stanford people found that a lot of it, as Billy Joel famously sung, comes down to trust: 45% of respondents had doubts about reliability, and a reported 23% were worried about job loss. As for the types of tasks that workers favored automating, the study provides a helpful visual that shows off various must-haves against certain danger zones of adoption. Specifically, Stanford researchers split this into a 'green light zone' and a 'red light zone', as well as a 'low priority zone', and an 'opportunities zone' featuring uses that workers might want, but that are not yet technically viable. Uses in the green light zone include scheduling tasks for tax preparers, quality control reporting, and the interpretation of engineering reports. Red light uses that workers are wary of include the preparation of meeting agendas for municipal clerks, as well as the task of contacting potential vendors in logistics analysis. There's also the task of researching hardware or software products, where surveyed computer network support specialists seem to prefer to do this type of work themselves. I thought it was funny that one item in the low priority zone was 'tracing lost, delayed or misdirected baggage,' a job typically done by ticket agents. It explains a lot for those legions of hapless travelers entering their faraway AirBnBs without so much as a toothbrush. As for opportunities, it seems that technical writers would like AI to arrange for distribution of material, computer scientists will largely sign off on technology working on operational budgets, and video game designers would like production schedules automated. Why Automate? I also came across a section of the study where researchers looked at reasons for automation desire on the part of survey respondents. It seems that over 2500 survey workers want to automate a task because it will free up time for other kinds of work. About 1500 cited 'repetitive or tedious' tasks that can be automated, and about the same number suggested that automating a particular task would improve the quality of work done. A lower number suggested automating stressful or mentally draining tasks, or those that are complicated or difficult. The study also broke down tasks and processes into three control areas, including 'AI agent drives task completion', 'human drives task completion' or 'equal partnership' (and two other gradations). You can see the entire thing here , or listen to one of my favorite podcasts on the subject here . One of the headline items is a prediction of diminishing needs for analysis or information processing skills. That connects with more of a focus on managerial, interpersonal or coordination job roles. However, how this will shake out is concerning to many workers, and I would suggest that 23% of respondents worrying about job displacement is a wildly low number. Almost anybody anywhere should be worried about job displacement. Regardless of what happens in the long term, many experts are predicting extremely high unemployment in the years to come, as we work out the kinks in the biggest technological transformation of our time. Anyway, this study brings a lot of useful information to the question – what do we want AI to do for us in enterprise?


Newsweek
03-07-2025
- Newsweek
Airbnb Announces Change to Bookings From October 1: What to Know
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Newsweek AI is in beta. Translations may contain inaccuracies—please refer to the original content. Airbnb has announced a major change to its booking system starting in October, which some people are saying shows the company "couldn't care less about the hosts." Airbnb, however, said it's because "...over 40 percent of guests say free cancellation is one of their top needs when choosing to book a stay..." The change will see all hosts' current cancellation policies switch from "strict" to "firm" by October 1, unless hosts choose to opt out of this new protocol. New listings will not have a 'Strict' option for cancellation. The Strict option means that hosts will be paid 50 percent of the fee for guests who cancel 7 days or more before check-in (after their allowed 24-hour cancellation period), and hosts will be paid 100 percent of the fee for guests who cancel less than 7 days before check-in. The Firm option includes these two cancellation payments, but also enables guests to cancel 30 days or more out from their booking and receive a full refund, with no payment to the host. An Airbnb spokesperson told Newsweek that the change was made because "over 40 percent of guests say free cancellation is one of their top needs when choosing to book a stay," and hosts who switch from Strict to Firm earn 10 percent more on average for their properties. An airbnb logo shot off an iphone 6s, December 9, 2020. An airbnb logo shot off an iphone 6s, December 9, 2020. STRF/STAR MAX/IPx Why It Matters Airbnb has said this will increase revenue for hosts, but several hosts have said this will impact their revenue as they rely on the seasonal earnings from their Airbnbs. If people cancel a month out, it is difficult to find last-minute guests to fill that booking, meaning hosts will lose out on the money they were assuming they'd earn from the stay. What To Know This change is one of several cancellation policy changes being implemented by the holiday rental company. Another change listed on their website is "Starting on 1 October 2025, all standard cancellation policies for shorter stays (less than 28 nights) will include a 24-hour cancellation period allowing guests to cancel for a full refund for up to 24 hours after the reservation is confirmed, as long as the reservation was confirmed at least 7 days before check-in (based on the listing's local time)." This booking change comes at a difficult time for the company, as their appeal in Spanish court regarding the shuttering of nearly 66,000 of their rental units in the country was rejected. The rental company suffered a legal blow this year when Spanish courts ruled that 65,935 of their units violated Spanish law by failing to list whether they were owned by people or by companies, or having mismatching identification. Airbnb said this ruling was unfair, as the courts should prosecute the individual property owners, not the company as a whole. Airbnb is also being pointed to as one of the causes behind Spain's housing crisis, leading to anti-tourism protests in popular cities such as Barcelona. The company has also rejected this premise, saying the housing crisis comes down to supply and demand, and discussing Airbnb as part of the issue is "a distraction." Banners against tourist holiday rentals hang on the facade of a building in downtown Madrid, Spain, June 3, 2025. Banners against tourist holiday rentals hang on the facade of a building in downtown Madrid, Spain, June 3, 2025. Manu Fernandez, File/AP Photo What People Are Saying Reddit user 'Darth-Taytor': "I hate this. Airbnb and VRBO are always trying to get us to loosen our cancellation policies. I get it for small properties, but we have a couple 7-8 bedroom cabins and our guests almost always book 3+ months out. Big groups like that aren't booking 1-2 months out. I'd be fine with a policy that offers almost 100% 90 days out, but that's not available." An Airbnb Spokesperson told Newsweek: "We are updating our cancellation policies to be more flexible because over 40 percent of guests say free cancellation is one of their top needs when choosing to book a stay, and globally, hosts who have moved from a Strict to Firm cancellation policy earn 10 percent more money, on average. The vast majority of hosts have the option to opt-out of the migration." What Happens Next This change will be implemented on October 1, meaning hosts still have time to opt into retaining their Strict policy. Anyone who creates a new listing after October 1 will not have the option to list their cancellation policy as Strict.