Total Food Service by Forty One Madison

NEWS

NEW OPENINGS

KRISPY KREME’S LARGEST NYC STORE TO OPEN THIS MONTH WITH A DOUGHNUT-GLAZING WATERFALL

fter months of holding out, Krispy Kreme has finally put a date on the calendar for the opening of its sprawling Times Square flagship store. On September 15, the new store — located at 1601 Broadway, at West 48th Street — will flip the switch on the world’s largest hot light, the company’s signal that fresh doughnuts are ready for eating. Unlike the doughnut chain’s other New York City outposts, the Times Square location has lots of bells and whistles, including a glaze waterfall and a production line capable of making close to 400 dozen doughnuts per hour. There will also be a 24-hour walk-up window, where

customers can order boxes of doughnuts for takeout. Despite tourism numbers still being down in New York City, Krispy Kreme expects the new flagship store to be the chain’s busiest location among its roughly 1,400 stores internationally. The 48th Street Krispy Kreme was originally slated to open in May, though the novel coronavirus pandemic delayed those plans. The new store features a massive wraparound Krispy Kreme LED screen covering the building; in the day, it looks like the white top of a donut box. At night, it turns black with a neon New York City sky-

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line filling the space. As mentioned, this store will be home to the LARGEST hot and ready light in the world, AND it will be open 24/7. Inside the 4,500-square-foot store,

visitors are be able to watch the donut-making process from start to finish. “Stadium style seating” overlooks bakers mixing ingredients and placing donuts on the delivery line to pass under the glaze waterfall. Earlier this year, the doughnut chain quietly opened four additional storefronts in New York City and now has locations in Harlem, the Bronx, Midtown, the Financial District, and inside Penn Station. By the end of the year, Krispy Kreme plans to have eight locations in New York City with stores previously planned for the Upper West Side.

September 2020 • Total Food Service • www.totalfood.com • 3

NEWS

NEW REVENUE STREAMS

MCCALL AND US FOODS METRO NY SET TO LAUNCH GHOST KITCHENS PROGRAM

mong the most significant impacts of the Pandemic has been the dramatic growth in Takeout & Delivery. Tri-State and the nation’s leading distributors have taken notice as they seek to support their customer base through these most challenging of times. On the heels of the emergence of that trend comes the launch of US Foods Ghost Kitchens program. The curriculum is designed to guide restaurant operators every step of the way when opening their own opera-

tion, helping them easily add a new revenue stream. “The Ghost Kitchens program was developed in response to growing interest among our customers, but we’ve also been tracking the trend, and ghost kitchens are projected to reach a $1 trillion global market by 2030, making them an attractive concept for operators even after dine-in restrictions are lifted,” said Jim Osborne, Senior Vice President of Customer Strategy and Innovation. Ghost kitchens, also referred to

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“And since operators using the program often set up within their existing facilities, we’re able to help them open a ghost kitchen with minimal start-up costs in a matter of weeks, with the goal of higher profit margins and expanded customer reach.” — Jim Osborne as dark or virtual kitchens, are professional kitchen facilities set up to support delivery or carryout meals only, offering restaurant operators

an opportunity to start an additional revenue stream.

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September 2020 • Total Food Service • www.totalfood.com • 5

NEWS

INDUSTRY AWARDS

NEW YORK BASED JAMES BEARD FOUNDATION SET FOR MODIFIED VIRTUAL AWARD CEREMONY THIS MONTH

he James Beard Foundation announced late last month that its annual Awards program will not present winners in the remaining categories at the upcoming ceremony on Friday, September 25, an unprecedented decision in the Awards’ 30-year history. The choice comes as restaurants continue to suffer the

grave negative effects of COVID-19, and as substantial and sustained upheaval in the community has created an environment in which the Foundation believes the assignment of Awards will do little to further the industry in its current uphill battle. The resulting ceremony, which will be broadcast live via Twitter from the host city of Chicago, will instead celebrate previously announced honorees in categories such as America’s Classics, Lifetime Achievement, Humanitarian of the Year, Design Icon, and Leadership Awards. “We did not come to this decision lightly,” said James Beard Foundation CEO Clare Reichenbach. “The uncertainty of this time for our industry is already a hard reality and considering anyone to have won or lost within the current tumultuous hospitality ecosystem does not in fact feel like the right thing to do. In short, an honor which we know is held in high

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“The uncertainty of this time for our industry is already a hard reality and considering anyone to have won or lost within the current tumultuous hospitality ecosystem does not in fact feel like the right thing to do. In short, an honor which we know is held in high regard, at the moment, feels minor when compared to the dire situation we are in.” — Claire Reichenbach regard, at the moment, feels minor when compared to the dire situation we are in. As we strive to provide an Awards program with the highest ethical standards, one that is fair, equitable, and reflective of the industry which we serve, we know that the right move is to step back

Main Office 282 Railroad Ave. Greenwich, CT 06830 Publishers Leslie & Fred Klashman Advertising Director Michael Scinto Art & Web Director Mark Sahm Director of Public Relations and Special Events Joyce Appelman Contributing Writers Morgan Tucker David Scott Peters Joyce Appelman Wyatt Semenuk Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com

Cover photo courtesy of Smeeta Mahanti

continued on page 102is published Total Food Service ISSN No. 1060-8966 monthly by IDA Publishing, Inc., 282 Railroad Ave., Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2020 by IDA Publishing Inc. Contents in full or part may not be reproduced without permission. Not responsible for advertisers claims or statements. Periodicals Postage paid at the post office, Greenwich, CT and additional mailing offices. Additional entry at the post office in Pittsburgh, PA. Subscription rate in USA is $36 per year; single copy, $3.00. Postmaster: Send address changes to Total Food Service, P.O. Box 2507, Greenwich, CT 06836

and take stock of the nominees’ and honorees’ achievements. We hope to focus our collective energy on helping our community get through this crisis and on addressing the inequities in the industry going forward. We look forward to bringing the Awards back when the industry is once again ready for them.” The Foundation has also made

continued on page 81

September 2020 • Total Food Service • www.totalfood.com • 7

ASK ANDREW

FROM THE NYC HOSPITALITY ALLIANCE

NYC HOSPITALITY ALLIANCE AND INDUSTRY LEADERS CALL FOR IMMEDIATE INDOOR DINING PLAN Two Months After Indoor Dining Successfully Reopens Statewide, 25,000 New York City Restaurant and Bar Owners Still Waiting Outdoor Dining Not ‘Silver Bullet’ for Owners Struggling to Pay Rent and Survive, 200,000 City Industry Workers Remain Jobless

s thousands of New York City restaurants struggle to survive and stay open during the pandemic, the NYC Hospitality Alliance and restaurant owners from all five boroughs recently held a press conference calling on Governor Cuomo and Mayor de Blasio to develop and implement an immediate plan for the return of indoor dining in New York City. More than six weeks after indoor dining in New York City was indefinitely put on pause, but reopening plans for schools, museums, gyms, bowling alleys have since been announced, restaurant and bar owners are desperate for answers and action from the government. New York City restaurants and bars anticipated that indoor dining could resume at 50% capacity under phase three of reopening on July 6, however restaurants elsewhere in the state have been serving customers indoors since June 17 and during this time New York’s coronavirus infection rate has dropped to .071, one of the lowest in the nation. With feasibility and demand for outdoor dining during the cold winter months expected to be tenuous, insiders are predicting a death knell for the industry if indoor dining

does not resume by mid-September. According to an NYC Hospitality Alliance survey of nearly 500 restaurants and bar owners and operators across the city, 83 percent could not pay full commercial rent in July. Absent the return of indoor dining, New York City’s hospitality will continue to shed jobs. Local restaurants

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and bars employ 200,000 fewer people than they did in March, and nearly 60 percent of hospitality industry workers are jobless, according to the latest unemployment figures from the state. “Despite the fact that the City exceeds and sustains the metrics that have allowed restaurants through-

Andrew Rigie is the Executive Director of the New York City Hospitality Alliance, a trade association formed in 2012 to foster the growth and vitality of the industry that has made New York City the Hospitality Capital of the World.

out the rest of the State to reopen, government leaders have still yet to provide any guidance on when small business owners, workers and customers can expect indoor dining to return,” said Andrew Rigie, executive director of the NYC Hospitality Alliance. “Our industry’s survival over the next several months depends on government immediately developing and implementing a

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September 2020 • Total Food Service • www.totalfood.com • 9

NEWS

PACKAGING SOLUTIONS

TAKEOUT & DELIVERY MARKETPLACE FORCES CHANGES IN RESTAURANT STRATEGIES

he pandemic has ravaged the restaurant and foodservice industry. However, where it has burned away many established practices, the virus has also created room for the industry to grow and evolve as new protocols come into play. Demonstrating safety to consumers has become a mandate, while enabling consumer demand for great takeout and delivery is more critical than ever before. Although many restaurants had takeout and delivery options before the COVID outbreak, their primary focus was always on-premise service in their dining room. The surge in off-premise dining due to official mandates and customers’ reluctance to dine in a restaurant has revealed flaws in many of the existing systems that restaurants have in place. This is because, in many cases, it was previously considered a secondary revenue source. Business owners must recognize that food safety and the risk of spreading infection have taken on a level of importance that is well beyond anything experienced previously. Following the new CDC guidelines has become an imperative, and it is essential to recognize that consumers are now far more informed about these guidelines. In the past, many establishments had utilized durable menus and permanent-ware

dishes for their dine-in customers. Recently, the CDC advised operators to avoid the use of sharable or reusable items, advocating instead for disposable or contactless options. This way, restaurants don’t risk spreading contamination among consumers. Some restaurants have gone even further by replacing permanent–ware dishes with disposable options for dine-in customers to reduce risk and signal their commitment to safety to their customers. Within the area of Maintaining a Healthy Environment, there are specific recommendations to:

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Packaging has taken on a much more strategic role with the increased importance of signaling safety and serving more consumers via takeout and delivery; Paper-based packaging simply can’t hold up to the new challenges. • Discourage the use of items that are difficult to clean • Avoid the use or sharing of reusable items. Instead, use disposable or digital menus, single-serving condiments, and no-touch trashcans or doors. • Use disposable food service items (e.g., utensils, dishes, napkins, tablecloths) • Avoid the use of food and beverage containers brought in by customers In the current environment, packaging has taken on a much more strategic role with the increased importance of signaling consumer safety, while serving more consumers via takeout and delivery. When diners choose to utilize a takeout/delivery service, they are looking for an experience that is as close as possible to dining in their chosen establishment. Business owners can accommodate this by optimizing how they package food that leaves their restaurant. Aspects such as presentation, the

performance of the packaging, and the degree to which the menu item is conducive to transit, all affect the off-premise dining experience. To improve operational efficiency and reduce waste, operators should consider the modification of menus and the execution of cooking lines. In addition to dish preparation in the kitchen, restaurants now need to devote workers and space to packaging food for transit and to accommodate the various delivery services. Consequently, a very different cadence is required to cook, package, and then deliver with success. To mitigate this strain, many restaurants have pared down their menus considerably. The new focus is only on items that can be prepared efficiently and maintain their quality during transit. Doing this allows restaurants to maintain their level of output while simultaneously protecting the quality of the dishes they send out. This approach enables them to continue to deliver an experience that matches that of dining on-premise, as closely as possible. If menu reduction is not feasible, an alternative approach is to devel-

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September 2020 • Total Food Service • www.totalfood.com • 11

By Wyatt Semenuk

CHEFCETERA

LEGENDARY TV TOQUE ROCCO DISPIRITO DEBUTS HOTEL POPUP

t’s rather fitting as TFS celebrates its 30th anniversary this year, that we check in with those who were such an important part of the Metro New York restaurant scene. Rocco DiSpirito burst into the scene in the late 1990’s with the Gramercy Park restaurant Union Pacific, followed years later by a memorable starring role in one of TV’s first culinary reality shows: The Restaurant. After a flurry of TV guest food judging, talk show hosting, and an appearance on Dancing with the Stars, he has returned to build a solid career at a number of notable eateries including The Standard. Rebuilding following the devastation of the pandemic has been difficult for both customers and those in the food industry. Fortunately however, many are doing their best to not only breathe back life back into their own businesses, but into the city as a whole. One of these figures is legendary chef and television persona DiSpirito. Having come a long way from a young boy working in pizza parlors for money to buy his favorite music albums, Rocco recently announced the debut of a new, limited-time pop-up at the Mondrian Hotel that aims to provide a delicious selection of Italian comfort food while adhering to the highest standards of both nutrition and safety. While excellent experiences and great food are the main focuses of the restaurant, DiSpirito is a firm believer in the idea that nutrition and

enjoyment of a dish are not mutually exclusive, and is setting out to prove it. Initially waking up to the importance of nutrition after his declining health gave him a harsh reality check, DiSpirito has spent much of the last decade championing the importance and benefits of a healthier lifestyle. “At the pop-up, I’m trying to create food that fits the times,” proclaimed Rocco. “Everybody is looking for comfort foods, like pasta, chicken, and burgers. Things that are familiar and inexpensive. Knowing this, I’m trying to create a menu that meets these needs, but also takes into consideration the wealth of local, organic ingredients, and keeps the food as healthy as possible, despite this being one of the more indulgent menus I’ve created.” Although balancing indulgence and wellness is difficult, DiSpirito has done an excellent job striking it. Historically, Rocco’s menus have typically been more elaborate, but this isn’t the case for the new pop-up. “Usually my menus are all original compositions and a mix of very eclectic ingredients. This one is designed to be very comfortable and accessible.” Given the times, DiSpirito felt that this approach would provide a better experience. “Most of the time when I’m writing menus, I’m trying to create new dishes and new experiences, without relying on the past. DiSpirito continued: “I always try to push forward into the future, but

“Most of the time when I’m writing menus, I’m trying to create new dishes and new experiences, without relying on the past.” — Rocco DiSpirito 12 • September 2020 • Total Food Service • www.totalfood.com

the future is not a good direction right now. We need to just get back on our feet as an industry by having staff feel comfortable working again and customers feel comfortable dining. This isn’t the time to be challenging people with food. This being said however,

the food is unique and delicious. If you’ve ever wondered what a whole young chicken raised by Buddhists, or a burger inspired by the trappings of a classic Italian hero might taste like,

continued on page 94

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September 2020 • Total Food Service • www.totalfood.com • 13

FIORITO ON INSURANCE

COVID-19 IMPACTS ON COMMERCIAL INSURANCE: WHAT WE KNOW TO DATE

hile historical losses led to current insurance price increases and reduced limits, a potential COVID-19 industry correction may not be far behind. At the onset of 2020, insurance carriers found themselves literally under water. Across lines of coverage, from professional liability to property, carriers were playing catch up from the catastrophic claims of 2016 to 2019. Over the past several years, natural disasters, increasing sexual harassment liability from the #MeToo movement, nuclear verdicts in transportation and property water damage claims, all joined forces to

It’s never been more important to partner with a broker that specializes in the hospitality industry, understanding your unique exposures, with risk services capabilities and strong carrier relationships. send the insurance market into correction. In early 2020, many carriers were operating at combined loss ratios of 100% and then, the COVID-19 pandemic hit. For the last several years the insurance industry has been attempting to overcome years of unprofitability, caused by a combination of inadequate pricing models, under

reserving of losses, a general, lack of underwriting discipline, and, unprecedented nuclear jury verdicts. A decade of increased natural disasters, an influx of sexual harassment liability stemming from the #MeToo movement and unprecedented property water damage losses have all joined forces to send the insurance market into correction mode.

Robert Fiorito serves as Vice President with HUB International Northeast, a leading global insurance brokerage, where he specializes in providing insurance services to the restaurant industry. As a 25+ year veteran and former restaurateur himself, Robert has worked with a wide array of restaurant and food service businesses, ranging from fast-food chains to upscale, “white tablecloth” dining establishments. Robert can be reached at 212-338-2324 or by email at robert.fiorito@ hubinternational.com.

These causes have subsequently led to a major reduction in capacity, i.e., insurers unwilling to offer coverage, and, major price increases across the many insurance lines, especially in the property and umbrella capacity. The insurance industry was planning for 2020 to bring both correction and stability to the marketplace. Insurance companies were hoping to stabilize pricing, capacity and profitability. In fact, the first quarter of 2020 returned record earnings to insurance companies and we were well on our way. But in early 2020, COVID-19 proved to be the proverbial “fly in the ointment”. COVID-19 has affected every corner of the globe and every segment of our economy. Insurance companies will ultimately have to decide on how much more risk they are willing to take on to respond to this and similar events in the future while again trying to keep an eye on profitability. Reinsurance carriers, the backbone of the insurance industry, have and will continue to raise their rates in anticipation of more exposure, the inevitable exit of weaker carriers and demand for

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September 2020 • Total Food Service • www.totalfood.com • 15

NEWS

NEW OPENINGS

ICONIC CHEESEMONGER MURRAY’S DEBUTS NEW LONG ISLAND CITY EATERY

urray’s Cheese has expanded its footprint in New York with the opening of a new location in the Long Island City section of Queens, New York. The cheese shop and restaurant, which features a design from locally based Rockwell Group, will serve as the brand’s flagship location. Equipped with the brand’s first full-service bar, Murray’s Cheese Bar LIC occupies a new residential structure, and is crafted to echo the industrial vernacular of the neighborhood. The onsite retail space is conceived as a “cheese library,” putting a minimalist twist on Murray’s traditional cheese laboratories and nearby cheese aging caves. Light oak, black and white tiles, and abundant concrete round out the shop, which is also outfitted with pendants inspired by the organic drape of cheesecloth. Copper and terracotta colors recall vats and molds used to make cheese as well. The restaurant space showcases a deeper, more bold materiality with a vibrant color palette of purple, green, blue, and brown. At the moment, the restaurant has tables on the sidewalk, socially distanced, and there’s waiter service for sandwiches, including a grilled cheese, a cheese board assortment and

The onsite retail space is conceived as a “cheese library,” putting a minimalist twist on Murray’s traditional cheese laboratories and nearby cheese aging caves. salads. For dinner, there’s a half roast chicken with puttanesca sauce and cheesy polenta, and a risotto. The menu from Chef de Cuisine Clare Malfitano highlights cheeses and fresh dairy alongside seasonal produce, carefully sourced meats, and ingredients from the Murray’s shop. Next to the restaurant is the well-stocked cheese shop, where no more than three customers are per-

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mitted at a time. Murray’s has also made some changes in Manhattan, moving its Mac + Cheese from 250 Bleecker Street to 264 Bleecker Street Murray’s Cheese is an artisanal cheese and specialty foods retailer and wholesaler based in Greenwich Village in New York City. The store was founded by Murray Greenberg in Greenwich Village in 1940 as an

egg and dairy wholesaler. Louis Tudda later took over as the store’s owner until 1991, when the store was purchased by Robert Kaufelt, who published the 2006 book The Murray’s Cheese Handbook. After a second location was opened in New York’s Grand Central Market in Grand Central Terminal in 2002, in 2008 a charcuterie named Murray’s Real Salami opened, also in Grand Central Market. In 2010 the two Grand Central Market locations merged to become a second flagship store. After 2010, Murray’s has since expanded to include a 48-seat cheese-centered wine bar and restaurant (also located in Greenwich Village) named Murray’s Cheese Bar, opened in 2012. In 2017, Kroger Co. purchased Murray’s Cheese and acquired the building housing the New York City flagship of the specialty cheese shop, which has outposts in hundreds of Kroger supermarkets nationwide. “For cheese lovers and connoisseurs, it doesn’t get more authentic than Murray’s,” said Rodney McMullen, Kroger’s chairman said. “Our customers are excited to buy the unique offerings of Murray’s Cheese right in our stores, and we’re excited to ensure this iconic cheese shop will remain a part of the Kroger family for many years to come.”

September 2020 • Total Food Service • www.totalfood.com • 17

NEWS

INDUSTRY OUTLOOK

NY RESTAURANT ASSOCIATION SURVEY: 90% OF RESTAURANTS UNLIKELY TO BE PROFITABLE IN THE NEXT 6 MONTHS WITHOUT GOV’T ASSISTANCE Owners throughout the Empire State ask for federal stimulus to help industry

ithout a comprehensive relief package specifically for restaurants, 89.7% of New York’s restaurant owners say that it will be very or somewhat unlikely that their establishments will be profitable in the next six months. This will force more restaurants to close their doors for good and put many New Yorkers out of work. This information comes from the latest survey conducted by the New York State Restaurant Association (NYSRA). “Our members have been courageously working and innovating

to be successful in this changing landscape. We are forever grateful to the loyal New Yorkers who have supported their neighborhood and favorite restaurants, without whom this modest success would not be possible. Now we are urging the federal government and the New York State Legislature to show their support for this industry which plays such a vital role in our state’s economy,” said Melissa Fleischut, President & CEO of NYSRA. The survey found that the financial impact has been devastating and the steps taken to provide relief at the federal and state levels

will determine how and whether the restaurant industry will ever recover and thrive again. Here are some of the other significant findings from the survey: •

93.6% of New York restaurant operators saw lower sales volume from April – July of 2020 as compared to last year. Many restaurant operators reported a decrease in sales volume from the previous year of 70% or greater.

•

91.8% of New York restaurant operators have been forced to furlough or lay off employees since the COVID-19 outbreak, and a majority of restaurant operators (54.7%) had to lay off or furlough 90-100% of employees. • 74.2% of New York restaurant operators have no plans of hiring additional employees in the next 30 days. • 18.6% of restaurants remain closed, either temporarily or permanently. For those still closed, the top reasons were a lack of business, lack of employees and limited

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or no indoor dining. NYSRA members are asking for a relief package at the federal and state levels to help keep these important community resources viable and keep people employed. When asked what government could do to help their businesses to survive the pandemic, the top three answers were: • Provide commercial rent relief • Insist that business interruption insurance claims are paid • Increase the capacity for indoor dining “Our members are grateful for the leadership Governor Andrew Cuomo has shown in these trying times. But we’re still struggling. We are now asking the Governor, the state Legislature and those at the federal level to help us get back on our feet so we can keep our doors open and hire back the hundreds of thousands of New Yorkers that we had to let go. Give us an opportunity to succeed and be a positive impact on our economy,” added Fleischut. NYSRA conducted this survey to gain a clear understanding of the current and ongoing impacts of the COVID-19 pandemic on New York restaurants. More than 625 New York restaurant operators completed this survey in the first week of August.

September 2020 • Total Food Service • www.totalfood.com • 19

NEWS

MANAGEMENT CHANGES

WESTCHESTER’S BLUE HILL AT STONE BARNS SET TO CONVERT TO CHEF-IN-RESIDENCE PROGRAM WITH BARBER’S DEPARTURE

hen Blue Hill in New York City and Blue Hill at Stone Barns in Tarrytown, New York reopens their doors in 2021, the Michelin-starred restaurants — which have been closed in their original formats since March — will operate under different names and formats, chef and co-owner Dan Barber. Instead of featuring the fine-dining cuisine of one chef and one kitchen’s vision, Blue Hill at Stone Barns will become a chef in residence program featuring different menus from four chefs, one for each season. The New York City location of Blue Hill, meanwhile, will not initially reopen for dine-in service and will instead focus on continuing to create the to-go food boxes popularized during the height of the COVID-19 pandemic, as well as supporting the new

“These plans were in the works before coronavirus hit and the crisis just fast-tracked our plans.” — Dan Barber Stone Barns endeavor. After 2021, Barber’s plans for his restaurants are up in the air, and they might return to their original format by the time 2022 rolls around. Although this significant change in plans may seem to echo other fine-dining decision to combat the industry-shaking effects of the COVID-19 pandemic, Dan Barber said. These plans were in the works before coronavirus hit and the crisis just fasttracked our plans.” “This came about because we have been reflecting on this moment in time and where a restaurant belongs

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in our culture,” Dan Barber said. “The staff has been pushing some of the issues.” He added that the chef in residence program would be an opportunity to “shine a light on a chef who has not had a space like this” and is looking for a diverse lineup of chefs who have lost their jobs because of the pandemic and have a strong interest in agriculture. The restaurant will be renamed quarterly to reflect the current chefin-residence. Blue Hill was one of several finedining restaurants criticized this year for lack of diversity, particularly at the

senior leadership level, Northern California chef Preeti Mistry said in a recent interview. “The entire leadership is white — and mostly male, definitely all cisgendered, and probably all heterosexual,” Mistry said. After the Blue Hill team secures financing and nails down details for this next project, he expects to announce the first chef-in-residence by the fall, with the first program starting in early 2021. Stone Barns Center for Food & Agriculture is a non-profit farm and educational center with a partner restaurant, Blue Hill at Stone Barns, located in Pocantico Hills, New York. The center was created on 80 acres formerly belonging to the Rockefeller estate in Pocantico Hills by David Rockefeller and his daughter, Peggy Dulany.

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(201) 437-7440 | ImperialDade.com September 2020 • Total Food Service • www.totalfood.com • 21

NEWS

Article by McDonald Paper

CATERING SOLUTIONS

7 MUST-HAVES FOR CATERING IN THE POST-COVID-19 PERIOD

irtual events and small gatherings in the postCOVID-19 world are still thriving, even as cafes and eateries are opening little by little. Catering offers a creative, fun way to serve clients with proper social distancing for everything from corporate meetings to graduations and galas. Having the appropriate tools and items is essential in the post-COVID-19 period. Here are a few musthave items and some practical advice for catering. 1. Furniture, Table, and Seating Catering requires proper table settings. Disposable options are best because they allow for fewer concerns when cleaning up. Items that fit into this category are: • Charger plates • Dinnerware • Flatware If you have the opportunity to choose tables and seating for your catered event, prefer items with a rapidly disinfectable surface. To ensure the maximum sanitary, avoid tablecloths in favor of paper napkins, the best option is to place individual disinfectant wipes on tables for each guest. Place the cutlery wrapped in a napkin or a paper envelope, even if it is disposable. The settings will be different depending on the type of event that you hold. Still, it’s better to eliminate unnecessary items on the tables giving preference to minimalism and individual serving. Outdoor spaces remain a priority for people gathering as they ensure social distancing. But regardless of

tering company’s bottom line while also providing a better service to clients.

location, you may want to be sure that tables are arranged at an appropriate distance. When social distancing is not possible, install transparent plexiglass screens between tables. Display cases and sneeze guards in front of the bar and on the buffet will protect the food from germs. 2. Display and Décor Items Clients want to enjoy a robust service, with catering companies able to charge more for the display and décor items provided. Clients would much rather pay the catering company for these items than source them themselves.

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A few of the must-have items in this category are: • Centerpieces • Candles and accessories • Chalkboards • Stands • Vases • Risers • Numbers for tables Chairs and tables can also be offered to guests. With social distancing being an integral part of many events, these items are going to be in higher demand. Vertical spacing for food can help take advantage of space restraints. These simple items will allow for a robust offering that adds to the ca-

3. Disposable Supplies The world is going disposable. Since there’s a risk of contamination using traditional supplies and silverware, disposable options are starting to become a popular choice. There are a lot of different choices, including: • Compostable bowls • Paper cups and lids • Plastic bowls Additional disposable catering supplies that should be added to the list include: • Plastic cutlery • Napkins • Cocktail picks • Plastic cups • Foil pans High-end catering can replace the fancy serving items with silverlike plastic, such as serving tongs, seafood tongs, dinner and dessert spoons, salad and fish forks, steak knives, tiny tines, or the cake cutters. Whenever possible, compostable options will be beneficial for both the catering company and client while also being an eco-friendly alternative. Work in the catering industry requires proper hand protection. You need to be sure that your employees and your product are fully protected in every step of the food preparation and presentation. Therefore, in addition to disposable tableware, you need to purchase a sufficient num-

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September 2020 • Total Food Service • www.totalfood.com • 23

By Wyatt Semenuk

CHEFCETERA

ESTEEMED PASTRY CHEF OPENS HEALTHY BAKERY IN EAST VILLAGE

ver the last decade, awareness of nutrition and wellness, particularly when it comes to the options one has when selecting ingredients for cooking and baking, has seen a dramatic increase. Many people have realized that there are healthier alternatives to traditional ingredients including sugar and wheat flour. The professional baking community has also realized that synthetic flavorings and artificial dyes simply don’t cut it with today’s

sophisticated palettes. A New York City based chef has tackled the challenge of working around the use of sugar as a core ingredient with desserts and baked goods. Chef Elisa Lyew is proving that it can in fact be accomplished. She is now offering a tasty selection of desserts at her newly opened Elisa’s Love Bites Dessert Atelier in Manhattan’s East Village. The Panama-born toque aims to satisfy her customers’ sweet cravings in a healthier fashion, and

Chef Elisa Lyew

24 • September 2020 • Total Food Service • www.totalfood.com

“I wanted to fill the void in the market for people who want to eat well all the time, including dessert.” — Elisa Lyew without them incurring the usual side effects of feeling stuffed and guilty. ‘Gluten-free, guilt free,’ Lyew’s motto, is achieved through natural ingredients and low-glycemic sweeteners. “There are very few dessert options that aren’t harmful to people’s health; most desserts are full of refined sugar, refined wheat flour, low-quality fats, artificial dyes, synthetic flavorings, and other questionable ingredients. I wanted to fill the void in the market for people who want to eat well all the time, including dessert,” stated Lyew. There has always been an unfilled

niche for healthier desserts. Attempts made to fill this niche in the past have usually been quick to fail, due to the chalky textures and unpleasant aftertastes that result from trying to emulate the qualities of sugar and flour without actually utilizing these ingredients. According to Lyew however, this is precisely the problem. “My recipes don’t try to emulate desserts made with wheat flour or white sugar.” she said. “I let my ingredients behave the

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anchorpac.com September 2020 • Total Food Service • www.totalfood.com • 25

TREND TALK

WITH JOYCE APPELMAN

OUTDOOR DINING KEEPS ON: 2020 SUMMER IN THE CITY

estaurateurs reopened with increased safety measures and fresh outdoor dining concepts. They faced many challenges, but the community of people who make up our industry are incredibly resilient, supportive and knowledgeable and made it through these tough times. Here’s a sampling of dining in NYC Summer 2020. Scarpetta’s Outdoor Garden Cafe presented by Whispering Angel NoMad, Manhattan Open seven days a week, Scarpetta’s Outdoor Garden Cafe is an instagrammable haven. The outdoor space has been transformed into a verdant venue featuring a floral archway, orange trees, bistro lights,

and pink umbrellas. Mediterranean inspired dining was brought to NYC with a special Aperitivo series available nightly from 4PM - 7PM, featuring a Cichetti menu with signature cocktails and wines by the glass. Whispering Angel created exclusive 375ML bottles in a 6-pack available only at Scarpetta. The dinner menu featured classics including the Spaghetti Tomato Basil, Short Rib Bone Marrow Agnolotti and Lobster Tagliolini. Diners looking to cool off from the summer heat enjoyed The Sgroppino, a refreshing cocktail featuring a scoop of vodka infused lemon sorbet in prosecco and served in a hollowed lemon. Leuca Williamsburg, Brooklyn Inspired by Southern Italy, guests

The dining area at Scarpetta’s Outdoor Garden Cafe presented by Whispering Angel

26 • September 2020 • Total Food Service • www.totalfood.com

enjoyed house-made pastas, woodfired pizzas and rustic dishes from Chef Andrew Carmellini’s NoHo Hospitality Group. They dined in the heart of Williamsburg with outdoor seating located in The William Vale’s plaza, featuring bistro lights, vibrant seating and umbrellas. Leuca also reintroduced brunch with notable dishes including Lemon

Joyce Appelman is the Director of Public Relations and Special Events for Total Food Service and previously the National Communications Director for C-CAP, Careers through Culinary Arts Program. An industry leader supporting education and scholarships, she has been instrumental in opening career opportunities for many young people in the foodservice industry. Email her at joyceappelman@gmail.com

“While the pandemic has been devastating in so many ways, there have been a few silver linings,” says Winser. “There’s been a sense of camaraderie among the hospitality industry where everyone is trying to help one another as much as they can.”

A sampling of Scarpetta’s cuisine, including their hand made pastas

The rooftop area at Time Out Market NYC

At Leuca, guests have enjoyed Chef Andrew Carmellini’s OG wood fired pizza

Ricotta Pancakes with toasted pine nut butter; Hanger Steak Vesuvius with sunny side up eggs, salsa rossa and crispy potatoes; and the OG wood fired pizza with pepperoni, ‘Nduja, and Fresno Chili. Time Out Market New York Dumbo, Brooklyn

Located along the Dumbo waterfront, Time Out Market New York expanded its outdoor seating to over 10,000 square feet of space for guests to dine, drink and soak up iconic Manhattan skyline views. Hosting a variety of spaces to choose from including the 5th floor rooftop terrace or along the riverside, plus

local eateries-Ivy Stark’s Mexology concept, Pat LaFrieda Meat Purveyors, Bessou, Jacob’s Pickles and more. A new Time Out Market app is available for contactless ordering for guests who wish to eat in, take out or share a picnic with friends at the Brooklyn Bridge Park.

The Fat Radish / The Orchard Townhouse Chelsea, Manhattan The LES kitchen that helped popularize a vegetable-driven vision that is common on menus today officially closed its doors in August

continued on page 90

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September 2020 • Total Food Service • www.totalfood.com • 27

NEWS

By Wyatt Semenuk

EQUIPMENT & SUPPLIES

PARTSTOWN/HERITAGE SETS STRATEGY FOR FOODSERVICE DEALERS AND SERVICE COMPANIES TO NAVIGATE PANDEMIC CHALLENGES

he controlled reopening of restaurants served as a beacon of hope for both owners and customers. Warm weather in Metro New York has allowed owners to generate revenue while allowing customers to return to their favorite establishments. Although this is great news, reopening in the midst of a pandemic brings with it its own set of complications. One of the foremost among these being the acquisition and the maintenance of kitchen parts and appliances. With a focus on helping the foodservice industry, major parts dealers Parts Town and Heritage Food Service group merged last October. This union strengthens their distribution footprint, and now they are strengthening how they help the restaurant and food service community navigate pandemic-born challenges. One of the biggest challenges for business owners when it comes to appliances has been proper operation and maintenance of them in a pandemic environment. “It all begins with the fact that operators had no idea that they were going to shut down for four months,” said Erik Koenig, VP of Strategic Marketing. They turned off their equipment thinking they’re going to be back tomorrow, but then the state mandates came out. As you’d have it, they didn’t have the chance to shut the equipment down per manufacturer recommendations, which causes problems with the equipment in the long run.”

“It is important whether you’re a service company or a restaurant owner to make sure your staff have been adequately retrained to face the challenges of the current environment” — Erik Koenig The Parts Town/Heritage team is now providing help and consultation when it comes to cleaning the equipment, restarting it properly, and making sure it runs efficiently going forward. Parts Town/Heritage service and dealer customers also find themselves in the proverbial crosshairs of pandemic stress. “Being a service agent in general can be stressful,” Koenig added. “You are usually in the kitchen dealing with an unhappy customer because their equipment isn’t working. Now you’ve

28 • September 2020 • Total Food Service • www.totalfood.com

got the added stress of walking into an environment where you have to wear PPE, and you’re running the risk of contracting the virus. It is important whether you’re a service company or a restaurant owner to make sure your staff have been adequately re-trained to face the challenges of the current environment.” The most important factor for the restaurant and foodservice industry now is meeting new sanitation and safety protocols. It is more important than ever for owners to promote the

idea of routine cleaning, whether it’s daily or weekly, rather than just cleaning when an appliance clearly needs it. To this end, many of the manufacturers Parts Town/Heritage work with are emphasizing self-cleaning equipment and easy-to-clean features, as well as supporting end users in their sanitizing efforts. “With a retrained staff on-board, cleaning can be repositioned as theater,” Koenig noted. “This is the idea that you need to do everything you can, in a very transparent fashion, to instill the idea in customers that the establishment they are walking into is clean. The more that is done in front of their eyes, the more likely they are to feel comfortable dining in your establishment.” Koenig concluded: “This prioritizing of safety and sanitation is here to stay, especially with cases on the rise again in many locations. In the past, sanitation in many restaurants amounted to just covering the basics, but this is no longer the case. “The commercial kitchen now needs to set the standard for cleanliness to ensure the safety of employees and service partners and reassure guests that they’re making a smart choice by dining with you.” Koenig urges any who might be interested in more information on the evolving industry to check out partstown.com. Their website has a variety of resources regarding best practices and tips for cleaning appliances and equipment maintenance.

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For more information, visit Oddlygood.net September 2020 • Total Food Service • www.totalfood.com • 29

NEWS

By Wyatt Semenuk

TRAINING STRATEGIES

IMPERIAL DADE UNVEILS TURNKEY PROGRAM TO HELP IMPLEMENT NEW INDUSTRY CLEANING PROTOCOLS

irst and foremost, on the mind of every restaurateur and foodservice operator since the onset of Covid, has been sanitization. While this may have seemed a relatively simple aspect to manage at first with the use of pre-pandemic protocols, many business owners quickly realized that managing health and safety would now require a fresh new approach. Basic sanitation of the kitchen and topical cleaning before closing and as tables turned simply is

not enough. Now factors like transparency, constant front-of-house cleaning, and advanced staff knowledge all play equally large roles, and missteps in any of these areas could spell disaster. Fortunately, Imperial Dade, the nation’s leading distributor of packaging and janitorial supplies, has unveiled HyProtection Zone, a new program designed to train restaurant staff to more effectively implement sanitization protocols in their establishments. “Many restaurants are doing their best to follow health and safety

“Before, people simply cleaned for appearance. Now, people understand that cleaning isn’t just theatre.” — Laura Craven protocols, but simply lack the knowledge base to effectively utilize the resources they have at their disposal,” noted Imperial Dade’s Vice President of Marketing Laura Craven, “Fortunately, at Imperial Dade, we have that knowledge, so that’s where we come in.” Whereas simply wiping down tables with tabletop sanitizer was sufficient in the past, this is no longer

the case with Covid. Now, factors such as dwell time, touchpoints, and disinfectant efficacies all play a role. “These are just a few of the topics we cover during the Imperial Dade Cleaning Institute for restaurants,” Craven continued. “When we come into the restaurant and address the staff, we briefly cover terminology, the virus itself and how it is transmitted, and the difference between cleaning, sanitizing, and disinfecting. We discuss the proper use of personal protective equipment like masks, gloves, and eye protection. After that, we demonstrate the proper procedures to clean and then disinfect hightouch surfaces throughout the restaurant.” For businesses who think they might have trouble budgeting for HyProtection Zone due to the current state of their revenue streams, Imperial Dade has

continued on page 74 30 • September 2020 • Total Food Service • www.totalfood.com

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September 2020 • Total Food Service • www.totalfood.com • 31

Q&A

EXCLUSIVE FOODSERVICE INTERVIEW

TANYA HOLLAND F oodservice professionals in Metro NYC are used to hearing the story that if you can make it here, you can make it anywhere. Chef and restaurateur Tanya Holland has taken that adage to a whole new level. She began her successful career in Manhattan working for notables including celebrity chef Bobby Flay. Holland has since gone on to build a career on the

West Coast that includes restaurants, books and digital media. Her work leading the Bay Area chapter of the Les Dames d’Escoffier has focused on breaking through the glass ceiling and creating opportunities for women in our industry. Total Food Service wanted to get Tanya’s perspective on surviving COVID-19 and the future of our industry. Who got you interest-

Tanya Holland, Executive Chef and Owner, Brown Sugar Kitchen (Photo by Smeeta Mahanti)

32 • September 2020 • Total Food Service • www.totalfood.com

Executive Chef and Owner, Brown Sugar Kitchen ed in cooking as a child? Both of my parents. They actually were part of a neighborhood cooking club that would rotate through our house for 20 plus years. They were home cooks from Virginia and Louisiana. I learned early on that if people are going to get along anywhere, it’s over food and drink. It really brings people together. At the University of Virginia, you were a Russian language and lit-

erature major. Pretty unusual background for a chef/restaurant owner? I applied to engineering schools because I was excelling in math and science, but when I got to school, I didn’t like it. I started studying a bunch of different things, and I was getting straight A’s in Russian, so I decided, “Let’s major in that!” Even though I had no idea what I was going to do with it. I had a fantasy of being an ambassador for the State

continued on page 34

September 2020 • Total Food Service • www.totalfood.com • 33

Q&A

TANYA HOLLAND, from page 32

Department, but the exam was just too daunting. My interest in language really is all about my desire to connect with people of many different backgrounds. I find that diversity to be a staple in the restaurant community with a mix of people that may or may not have college degrees. Some who went to culinary school, and others that are self-taught. Whereas in corporate America, where I had worked several summers, it was really regimented. You wouldn’t get this position unless you have that exact degree with a linear ladder dictating the opportunity to grow. What impact did the opportunity to study in France have on your career? It was significant in terms of credibility and credentials. The industry looks at the discipline that come with a European cooking education as representing the highest of standards. In addition, the experience enabled me to build a very diverse lifelong support network. Not everybody became a chef. Some became food writers and cooking school teachers. When did you know it was something you wanted to do for a living? I started taking cooking classes in 1990, and I went to cooking school the following year. But it wasn’t really to be a chef as much as it was to be a restaurateur and have an understanding of food. I was always a good cook and it came naturally to me, but I wanted to be a restaurant owner. Where did that desire to open and operate your own place come from? It was noticing the absence of representation in the genre of my heritage. So African American cuisine in an environment that was contemporary with service with excellent food. The example I like to give is that you could always find some down home place with good food. But the service was casual, and the room and ambiance were really casual. Or you would find a nice-looking space, but the food wasn’t there. So, I could see

“I think it’s too soon to tell [if the industry has empowered women and broken through the glass ceiling]. I’ve seen a lot of great change with groups over the years, including the James Beard Foundation offering great women’s entrepreneurial leadership classes as well as regional summits. It’s great to see kitchens I couldn’t work in, now having women in leadership roles. We’ve woken up, but there’s still a long way to go. We need companies like Compass and the Chili’s and Cheesecake Factory conglomerates and hotels to help us take the next step.” the opportunity and there simply were not that many African American restaurateurs. I love creating an environment and entertaining people while making them feel comfortable and feeding them. What was your takeaway from working in New York? A number of different things. When I first worked in New York in the front of the house in the late eighties and early nineties, it opened my eyes to how many dining options there were to dine. The hustle and bustle was amazing. It was a time in which there were so many up and coming chefs including Bobby Flay, Mario Batali, Tom Colicchio and Jean Georges Vongerichten. You had so many great chefs competing with each other and launching their first restaurants, so it was fiercely competitive. What impact did Bobby Flay have on your career? I began at Mesa Grill as a server in 1991 before I went to cooking school. I was really inspired by him and his journey and the food there. I also learned the power of television working for him. Bobby’s success is all about picking the right partners, and to be authentic by cooking with big bold flavors. The volume that we did at Mesa Grill was really intense and that trained me for having my own high-volume place.

34 • September 2020 • Total Food Service • www.totalfood.com

How did your cooking style evolve? I was cooking French food. I went to school with a bunch of Americans. I remember we had one Thanksgiving dinner, but I couldn’t find cornmeal anywhere so I couldn’t make cornbread or stuffing or yams. There’s a lot of ingredients, like okra, that don’t translate.

What led to your leaving New York for California? I simply wasn’t finding the type of opportunities I was looking for in New York. The way I looked at my career is that I had gone from line

continued on page 36

September 2020 • Total Food Service • www.totalfood.com • 35

Q&A

TANYA HOLLAND, from page 34

cook to chef because I couldn’t find the right mentors or backers even though I had been on the Food Network, or even an executive chef opportunity for which I would be properly compensated. I even thought that maybe it was time to move into teaching and writing fulltime. I actually had one of my mentors at the time tell me that I would never find the type of opportunity in New York that I was after. I knew San Francisco was a food capital so I just decided to go for it and I haven’t looked back. I also came to the Bay Area because there were so many women chefs/owners including Alice Waters and Elizabeth Faulkner. What happened to a fulltime career in writing and teaching?

I actually did write my first cookbook. I got involved with Meals on Wheels in San Francisco and one of the benefactors that had tasted my food told me if I ever wanted to open my own place, she would invest in it. That led to meeting with a landlord, who also wanted to invest. So in 2008, we were able to open Brown Sugar Kitchen. Congratulations, twelve years is an eternity in the restaurant business. It’s a good run and ironically, we are now in the original space that I wanted to rent in ‘08. I tried to rent probably about a dozen other spaces and more prominent, neighborhoods with more business and residential foot traffic. Originally, I didn’t have access to those leases.

I didn’t have enough backing, so I ended up at a former truck stop in West Oakland. I raised very little money, $5,000 to 10,000 here and there from developers who want an amenity like nothing they had ever seen. I bootstrapped and it became a destination place. We succeeded by providing a consistent product. Good service and delivery more than people expected. That led to a substantial amount of media attention which created a reputation and access to more funding. Soon we had a 2nd BBQ spot that got great press but wasn’t profitable and I had to close it. We ventured into San Francisco but eventually had to close it. So we are back where we began in Oakland.

What are the differences in a restaurant succeeding in San Francisco vs Oakland? The clientele is much more transient in San Francisco, so you don’t get as much customer loyalty. The particular location I was in has evolved into a very touristy area. I just wasn’t a fit. There are several places that people seek out in Oakland. For the most part, Oakland just has residents that are really committed to supporting Oakland. It’s a very proud community. We are curious for your thoughts on the differences between succeeding on the East Coast and succeeding on the West Coast? On the East Coast, most restaurateurs were male, white or of European descent. A male chef told me in the early or mid-nineties that I needed to leave New York City to succeed. And I was like, ‘What? No, I don’t want to.’ He told me: No, it’ll be really hard for you here to get the kind of support that you need as a woman and let alone a black woman. I like to use this example: if you watch Chopped on TV, you’ll see Alex Guarnaschelli, who was my roommate in cooking school. Amanda Freitag was a sushi chef at a restaurant I cooked at. Both of them are incredibly talented. They have media presence and yet have struggled to open and keep restaurants. That speaks to how challenging it is for women to really get established and build a business the way the men do. There’s certainly exceptions for sure, but, you look at their resources, their gifts and what they can do. They’re both fairly ambitious, so it’s like, wow, why are they not there yet? What positives do you see coming out of the last five months with the Pandemic? I am already seeing it with my new landlord. He is amazing and has become a true partner. He’s an investor, and we’re going to percentage rent because I win, he wins. But if I

Tanya Holland was recently added to the James Beard Awards Committee. (Photo by Smeeta Mahanti)

36 • September 2020 • Total Food Service • www.totalfood.com

continued on page 38

September 2020 • Total Food Service • www.totalfood.com • 37

Q&A

TANYA HOLLAND, from page 36

lose, then he loses, you know? And pre-COVID, they hadn’t been seeing it that way. Landlords are starting to see that restaurants are in many cases the fabric of a community. We are not robots; we need social interaction and dining provides that.

trouble getting where I want to go. So I am concerned if I can’t get there and that’s not my ego, then how is the next generation going to get there? I’m fine with being a pioneer and taking a hit for the team but it gets exhausting. It’s happening though, I do see progress after 30 plus years.

You touched on food journalism. Where does TV and cookbooks and restaurants in Las Vegas fit in terms of building your brand? Those are elements all on my list. I try to emulate what the Bobby Flays, Emerils and Batalis have done. Because I know that I have the talent and desire to accomplish what they have done. It’s all about getting on the right radar. Our next step will have a kiosk with our fried chicken sandwich at the Raiders new Allegiance Stadium in Las Vegas. I would love to see that grow into an opportunity at one of the hotels there. Bobby Flay told me that having a place in ‘Vegas is like having an annuity. I know that our brand has legs because I have heard from landlords and developers around the country. What impact has Les Dames d’Escoffier had on your career? A mentor of mine who was involved in food writing asked me if I wanted to teach classes in Mexico at a cooking school. That turned into a conversation about Les Dames and she offered to sponsor me for membership. So in 2010, I became a member and it gave me the opportunity to learn from those with far more experience than I had. We’ve been able to build the Bay Area chapter into something that is so special. We have created local scholarships for food writers’ chapter, and we just added a culinary scholarship. It is so rewarding to have an opportunity to give back within your industry and to really mentor and impact careers. The national conferences have enabled me to build an incredible national and international network that has opened so many doors. Has the industry finally empow-

The podcast Tanya’s Table debuted this July and the first season continues through October. As Tanya describes it: “We will learn from some of the most interesting people in our culture today. We have so much to learn from each other. The more we know, the smarter, more kind and more understanding we become. The world could use a large dash of that right now, in 2020. We will engage in many topics tethered by food and culture. Let’s learn together to make our world better. Let’s break bread.”

ered women and broken through the glass ceiling? I think it’s too soon to tell. I’ve seen a lot of great change with groups over the years, including the James Beard Foundation offering great women’s entrepreneurial leadership classes as well as regional summits. It’s great to see kitchens I couldn’t work in, now having women in leadership roles. We’ve woken up, but there’s still a long way to go. We need companies like Compass and the Chili’s and Cheesecake Factory conglomerates and hotels to help us take the next step. Where is the restaurant industry in terms of race, creed, and color im-

38 • September 2020 • Total Food Service • www.totalfood.com

pacting the ability to succeed, given the emergence of Black Lives Matters this summer? You can only imagine the number of interviews and conversations I’ve had since that Friday; it’s been insane. It’s too early to tell if this is going to be a little blip, or whether we really are going towards longstanding change. I do believe we are, because there’s enough of a population of African Americans in the industry. We just haven’t been empowered with the access to the same funding opportunities, information, and promotions. What’s disappointing is that I’ve worked to earn a certain amount of privilege and resources and I still have

I noticed that you’re an accomplished figure on Instagram and on social media. What role does it play? I don’t use it to tell my story as much as using it to share events I have attended. I use it to help journalists tell our story until I get the time and space to write my memoir. The really interesting trend is how you used to have to be in a major city, recognized by the James Beard Foundation, or a national magazine. What’s happened is that many chefs decided that they don’t want the overhead of a big city, so great chefs can now be found everywhere and social media enables them to share their stories. You now see these incredible culinary scenes in cities like Asheville, Charlotte, Louisville, Cincinnati and Cleveland. As you look at 2021, what’s in the Crystal Ball for the Tanya Holland brand? I am working on a third cookbook, would like to create a presence in wine country, do more TV, we are looking at launching another podcast and even a line of frozen product for supermarkets. I can hear that same passion that “got you there “ in your voice. For the first time in a long time, I can see the opportunity for real true positive change in our industry. I feel like my voice is visible and amplified. People may have thought I was acting like a victim, but I just wanted the opportunity.

September 2020 • Total Food Service • www.totalfood.com • 39

NEWS

MENU SOLUTIONS

VALIO USA ROLLS OUT NEW PLANT BASED ODDLYGOOD™ CHEESE TO CREATE SIGNATURE VEGAN PIE ALTERNATIVE

oday’s Tri-State chefs and foodservice operators are looking to maximize outdoor dining and takeout and delivery revenues. The search to accomplishing that goal has focused on menu additions that can create signature items that are versatile and functional. Many of those industry professionals have discovered that the Valio USA line of cheese can easily accomplish those goals. Since 1905, when 4,700 Finnish dairy farmers founded the dairy co-op that operates the brand, Valio has been one of the leading dairy companies in Europe. An introduction to the structure of Valio USA’s ownership is crucial to understanding the consistent quality of the brand. “From the very beginning over 100 plus years ago, the farmers have owned the company,” noted Joseph Cecere, Direc-

“You use less product, creating more yield and profits for the pizza operator. We call it the perfect takeout pizza cheese.” — Joe Cecere tor of Sales, Natural Channels and Foodservice Group of Finlandia Cheese. “We pay out all the profits to the farmers through regional dairy co-operatives. This is our way of making sure that we have access to locally produced food whose origin we know.” For many US and North American operators, even with the challenge of the Pandemic, sustainability continues to be a priority. “It’s part of our DNA and our Nordic roots, I like to call it the evolution of sustainability,” Cecere continued. “For 7 years in a row, our company has been awarded the most sustainable company in Finland, which is one

40 • September 2020 • Total Food Service • www.totalfood.com

of the most sustainable countries in the world. Simple ingredients, clean food and no waste – get the most out of what you have. This is the Nordic way.” With a goal of providing the World’s Finest Swiss and awardwinning butter under the brand Finlandia, Valio USA is constantly looking at global and regional consumer trends and emerging categories to develop products that meet these needs. That legacy of unwavering attention to quality began with Nobel Prize winner A.I. Virtanen who was the leader of Valio’s R&D laboratory. “Our mission is to increase people’s wellbeing through innova-

tions, and we have a proud foundation for reaching and exceeding those targets,” the New Jersey based executive continued. Valio USA with the Finlandia brand has deep roots in the US marketplace. “We actually started in foodservice in the 1950’s and quickly became a staple in the NY delis. That footprint quickly expanded into supermarkets, cheese shops and restaurants throughout the Northeast.” A key to Valio’s long term success has been its ongoing ability and agility in listening and responding to the needs of its customer base. Most recently, this has included an entry into the fast-growing plantbased cheese marketplace. Cecere continued: “It was a natural evolution for the company. Valio is based in sustainability and not wasting

continued on page 86

September 2020 • Total Food Service • www.totalfood.com • 41

RESTAURANT EXPERT

WITH DAVID SCOTT PETERS

3 TOOLS TO LOWER FOOD COST 2-3 POINTS OVERNIGHT

re you looking for proven restaurant solutions lower your food cost? I bet you are since food costs are through the roof with COVID-19. Lower sales, higher costs. It’s crazy. But I have a set of three restaurant solutions that can cut your food cost 2-3 percent overnight. Food cost has been a number one challenge for independent restaurants as long as I can remember. And I’m old! I have more than 30 years in this industry and there have been three key national crises that have resulted in higher food cost: 1. 9/11 2. 2008 Recession 3. COVID-19 Right now, COVID-19 is driving

sales down, food cost up and labor cost up. How can you control your food cost? With what I’m about to teach you, I’m going to guarantee you a two to three-point drop in your food cost. No heavy lifting is required. No recipe costing cards are required and no shelf-to-sheet inventory. While those are critical to your success, and they’re in the top five of the restaurant systems I teach, you can use the three restaurant solutions I’m about to teach to have an immediate impact on your restaurant’s bottom line. (Your prime cost is factor here, which is the combination of your total COGS and labor cost. Visit my website davidscottpeters.com/blog and search for prime cost to learn the complete prime cost formula).

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The first solution is a purchase allotment system, something I call the Restaurant Checkbook Guardian. I named it that because most of the owners I work with are scared to authorize their managers to place orders because they think they’re going to go wild with the money and there won’t be anything left in the bank. But with my Restaurant Checkbook Guardian, you will still have control of the checkbook and the money in the bank. This purchase allotment system also stops the common practice in independent restaurants of writing checks to solve all the missteps, under-orders, over-orders, etc. The Restaurant Checkbook Guardian allows you to give your managers a budget that tells them exactly how much money they can spend. It’s five minutes of work a day using your sales forecast, your daily sales report, a budget where your food cost should be and tracking purchases on your invoice log and paid-out log. With all of this information, you can tell your managers how much money they can spend on the next order. With the purchase allotment system in place, you can give up ordering. You can have a little freedom from your restaurant. Enjoy a

David Scott Peters is an author, restaurant coach and speaker who teaches restaurant operators how to use his trademark Restaurant Prosperity Formula to cut costs and increase profits. His first book, Restaurant Prosperity Formula: What Successful Restaurateurs Do, teaches the systems and traits to develop to run a profitable restaurant. Known as THE expert in the restaurant industry, he uses a no-BS style to teach and motivate restaurant owners to take control of their businesses and finally realize their full potential. Thousands of restaurants have used his formula to transform their businesses. To learn more about David Scott Peters, his formula for restaurant success, his book, or his coaching program, visit davidscottpeters.com.

little dinner out with family. Maybe even go to a restaurant show (when we can travel and do that again). As you gain more confidence in management’s abilities, you will even give them a little leeway to order a bit over if they can justify it. Not only can you give up the ordering and get some freedom back, your management team will start to become more judicious with your product, wanting to scrape out every last ounce in a jar and rotate products as they come in so they’re using what’s already on the shelves first. While they’re doing this, they’re going to discover waste and theft. That’s where the Key Item Tracker comes in to prevent theft. A key item report, or Key Item Tracker as I call it, is where you track your high-dollar items, maybe filets, or things you don’t want stolen. It could be just French fries because you sell so many of them, and you have cooks prep them, put them in 5-ounce portion bags that you use order by order

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September 2020 • Total Food Service • www.totalfood.com • 43

NEWS

By Patrick O’Reilly Principal, Marcum LLP

WORKPLACE SOLUTIONS

COVID CONCERNS: EMPLOYMENT BEST PRACTICES

he pandemic has precipitated a sea change in the way we do business. In this unprecedented time, innovation is the key to survival. The true innovator is the one who can rise to the challenge and find ways to thrive. This is especially true in how we attract and retain our employees. Getting Employees Back to Work First and foremost, restaurant operators need to do everything they can to keep their staff as safe as possible. This starts at home. Staff must be aware of the risks they take when going out or socializing with others. If they make contact with someone who is sick or had been exposed, they must know to communicate to their employer what the situation is. Employees should be regularly taking their temperature before leaving to go to work or immediately at

Patrick O’Reilly is a principal at Marcum LLP and a member of the Firm’s Food & Beverage Services Group. Mr. O’Reilly serves his clients by supporting informed decisions on technology, business plan implementation, financing, succession planning, and taxation effects. He works to manage all aspects of their accounting and finance operations, with an emphasis on improving internal controls and operational efficiency. patrick.oreilly@marcumllp.com

work if provided a way to do so. If sick, stay home. Employers should, where possible, make accommodations for staff who have at risk issues themselves or live with people who are at elevated risk. Several of our clients are making such accommodations. One has a dessert chef who lives with a cancer patient at an end stage of life. The client set her up with the tools she needs to bake at home and deliver the goods to the restaurant during off hours. Another has a prep cook with severe asthma who is coming in during the wee hours of the morning when no one else is in, to do his work. This isn’t possible for all situations, but we must be willing to get creative. There will be absences, walk outs, and send-homes, so be prepared by over-scheduling or, better yet, have an on-call slot for key shifts where the employee gets paid whether they work or not. Plan to succeed. If possible, try to schedule staff in permanent groups so that the same people are being exposed to one another and not potentially cross contaminating the entire staff, which could be catastrophic. The bottom line is many of the pitfalls of spreading the virus can be mitigated by communicating with your customers, communicating with your staff, and communicating within the management crew. Training Plan on spending a couple shifts with your staff prior to re-opening to review the procedures that you have thought out and established. Review how curbside pickup and

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delivery will integrate with your in-house customers. How will you direct customer flow from host to table to restroom to exit? Lay out a plan and try to enforce it by sending the same consistent message to all staff. Review when and how they should be wearing face coverings and how often they should be cleaned. We all know now the proper hand washing techniques, but preparing, handling, and serving food and drinks elevate the frequency and importance of this essential task—even in the restaurant industry, where it has always been paramount. The cleanliness and sanitation protocols laid out by your respective CDC office should be followed as closely as possible. I won’t dive into this much here, but the guidelines should be used religiously and be on-hand should a question arise or a customer issue comes up. Please remember that the guidelines are a moving target and should be

checked for changes at least weekly. Reemployment So you have now done your homework, made your space safe and socially distant, and you are ready to ramp up your employment again. Maybe you have a PPP loan and want to pay folks to come back to work part time at a higher rate of pay, so you can meet the requirements of the loan forgiveness. If you have recalled employees who have not come back for a variety of reasons, be sure to document that you recalled them in writing with the date, the number of hours, and the pay rate offered. Some will not come back because they have child care issues, or are caring for an at-risk loved one, or they have health concerns themselves. Regardless of the reason, in order for these re-employment rejections not to hurt your PPP loan forgiveness

continued on page 46

MARCUM’S

FOOD & BEVERAGE SERVICES GROUP

We have the perfect recipe of knowledge and service capabilities to help you stay ﬂexible ‒ accounting, tax, and consulting services so that you can concentrate on the growth of your business. www.marcumllp.com/industries/food-beverage

September 2020 • Total Food Service • www.totalfood.com • 45

COVID CONCERNS

from page 44

application, you must have them documented and reported to your state unemployment office. The pessimist in me thinks that many are not returning to work because they were receiving an extra $600 in federal unemployment weekly benefit, on top of what their state is providing. These folks may still be counting on the feds extending that benefit, which terminated at the end of July. Congress is currently debating a possible extension, which could be retroactive perhaps reaching out as far as next January. Stay tuned for updates on this and how it will impact your business. What if we do everything we are supposed to do as restaurant operators, and there is another spike in COVID cases or people still just don’t feel safe dining in a restaurant? I suspect there is pent up demand that will drive better sales to start, but then there very well could

be a leveling off that is below expectations? Will there be another round of layoffs or reduced hours for employees? I could go into a deep discussion of why the feds set a flat $600 supplemental amount, but let’s just make it simple by saying that the various state unemployment offices couldn’t facilitate variable calculations. In many rural and less populous states, the $600 supplement has had an affect counter to the intention of unemployment payments where it is disincentivizing a return to work. In my home state of Maine, workers are receiving about 130% of their pre-COVID pay through unemployment. This is creating a very precarious position for many businesses, not just restaurants. The bottom line is there is no right answer for everyone when the finish line keeps moving. The true innovator pays attention to the changes and adapts to meet them.

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September 2020 • Total Food Service • www.totalfood.com • 47

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September 2020 • Total Food Service • www.totalfood.com • 49

LEGAL INSIDER

WITH MARIA LOUISA BIANCO, ELLENOFF GROSSMAN & SCHOLE LLP

NEW YORK STATE SICK LEAVE: THE MAJOR CHANGE THAT NO ONE NOTICED BECOMES EFFECTIVE SEPTEMBER 30, 2020

fter being closed or relying on limited take-out and delivery for the past few months, restaurants in New York are finally resuming service. Under Governor Cuomo’s New York State’s Business Reopening Plan, restaurants may start offering outdoor dining in Phase 2, What is Work Share? On April 3, 2020, New York enacted a statewide permanent sick leave law that will remain in effect after the current pandemic and its temporary protections have expired. No one paid much attention because New York was at the height of the pandemic at the time, but now it’s time to understand this new employer requirement. Beginning September 30, 2020, employers of all sizes throughout New York State will be required to provide a certain amount of either paid or unpaid sick leave to all employees for certain medical and safety-related reasons. Employees may not begin using the accrued sick leave until January 1, 2021. While employers in New York City and Westchester have been required to provide sick leave for several years, those employers will now be required to comply with the state law as well as the local laws. The New York State sick leave is similar to the NYC and Westchester sick leave laws, however, larger employers in those locations will be required next year to increase paid sick leave from

Maria Louisa Bianco is an Labor & Employment Associate at Ellenoff Grossman & Schole LLP. She represents and advises clients in a variety of labor and employment matters. Her experience includes defending clients in federal and state court as well as before various governmental agencies against claims of wage and hour violations and employment discrimination. Ms. Bianco also counsels employers of all sizes on workplace issues such as proper pay practice, employee classification, discipline, termination, and leave. Maria Louisa Bianco (MBianco@egsllp.com) can be reached via phone at 212-370-1300.

whichever is greater. 40 hours to 56 hours. Also, the state sick leave law will have a significant impact on employers in Long Island and upstate who have not previously been obligated to provide sick leave. Employers throughout New York who already have an equal or more generous paid sick leave or paid time off policy will not be required to provide additional leave. How Much Sick Leave and at What Rate? The amount of sick leave an employer must provide and whether it must be paid is determined by the number of employees. The state law does not specify whether the number of employees is within New York state or the total number of employ-

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ees. Employers with 99 or fewer employees must provide 40 hours of sick leave. If the employer has 4 or fewer employees and a net income of $1 million or less in the previous tax year, the sick leave may be unpaid. Employers with 4 or fewer employees and a net income of greater than $1 million in the previous tax year and employers with 5 to 99 employees, regardless of income, must provide paid sick leave. Employers with more than 100 employees must provide 56 hours of paid sick leave. An employer’s size is determined by calendar year ( January 1 to December 31) but there is no further guidance. An employer must pay employees at their regular rate of pay or applicable minimum wage,

What Can Sick Leave be Used for? Sick leave can be used for mental or physical illness, injury or health condition of employee or employee’s family member, regardless of whether such illness, injury or health condition has been diagnosed or requires medical care at the time that such employee requests leave. Sick leave can also be used for the diagnosis, care or treatment of a mental or physical illness, injury or health condition of, or need for medical diagnosis of, or preventive care for, such employee or such employee’s family member. Finally, sick leave can be used for an

continued on page 74

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RESTAURANT STRATEGIES

WITH RYAN GROMFIN

IS YOUR RESTAURANT CULTURE SURVIVING THESE CHALLENGING TIMES?

pen. Close. Open. Close. For some restaurants, this has been their COVID-reality. How can a restaurant owner maintain the culture you’ve worked so hard to build in this environment? The good news: it’s not impossible! Today, I am sharing my tips for keeping your restaurant’s culture alive during these uncertain times. I wish I had a magic spell that would just create the perfect culture in your restaurant. You’d gladly pay me almost any amount of money to wave my wand and make all of your problems disappear. So then what is the magic? It’s hard work, of course. I believe that the restaurant business isn’t hard, but what makes the restaurant business hard is doing a lot of little things really well. YOUR CULTURE IS YOUR STANDARDS Culture does not happen by accident. When people look at companies like Chipotle, In-N-Out, or Chick-Fil-A as shining examples of an incredible culture – it’s not by accident. When Truett Cathy was developing and growing Chick-Fil-A, he was incredibly intentional about keeping one thing at the company’s core: their standards. So, what are your standards? What is acceptable and not acceptable to

Ryan Gromfin is an author, speaker, chef, restaurateur, and founder of therestaurantboss.com, clickbacon. com, and scalemyrestaurant. com. He is the most followed restaurant coach in the world helping Restaurant Owners and Operators increase profits, improve operations, and scale and grow their businesses.

you? Are you okay with your employees not correctly wearing their masks during a shift? Do you care if your employees are on their cell phones? Or should I say, do you enforce a no cell phone policy? Do you mind if they show up a few minutes late and if they do, what do you do about it? If your standards are so lax that you allow your employees to do these things, then you shouldn’t be surprised when a late employee bails on you. You may think one has nothing to do with the other, but, of course, it does. All of these little things are killing your culture; not instantly, but death by a thousand

You may think that your restaurant is incredible, and you are doing everything great, but if you’re not holding to your standards, you’re going to fall or rise to the medium level of your standards. 52 • September 2020 • Total Food Service • www.totalfood.com

cuts. I’ve been in your shoes. I’ve operated restaurants. I’ve made these mistakes. I know just how easy it is to do all of the things I just mentioned. But, the only way to have the restaurant that you desire is to have an amazing restaurant culture. A culture where you and your employees want to come to work, a culture of improvement and high standards, and a culture where your guests feel safe dining with you again. This will happen for you when you hold other people, and even yourself, accountable to the rules and standards. The Navy SEALS have an expression that soldiers don’t rise to the occasion when put under pressure; they rise or fall to their average level of training. NBA star Kobe Bryant was often criticized for not passing the ball. His response was plain and simple: when his teammates start to practice as much as he did and perform at his level in practice,

he would give them the ball. Until then, he knew that he was the most prepared to take the shot. You can also think of this as ‘a chain is only as strong as its weakest link.’ So what does this mean to your restaurant? Very simply: your restaurant is only as good, excellent, strong, or successful as its weakest standard. You may think that your restaurant is incredible, and you are doing everything great, but if you’re not holding to your standards, you’re going to fall or rise to the medium level of your standards. We could even say your restaurant is only as healthy as the average of your standards. MAINTAINING A POSITIVE RESTAURANT CULTURE Maintaining, improving, or estab-

continued on page 94

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SCOOP

INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

Do you have the SCOOP on any Metro New York City foodservice and hospitality news? Send items to SCOOP Editor Joyce Appelman at tfs@totalfood.com

CBD INFUSED BEVERAGES MARKET SIZE EXPECTED TO REACH $2.8 BILLION BY 2025 SCOOP knows that in the past, THC and CBD were (and still are) battling it out for what segment is achieving the higher percentage and the total amount of revenues generated… but when it comes to the beverages market… there seems to be green fields aplenty for them both! A recent report by Grand View Research said that the global cannabis bev-

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to ready that include: Cannabis Global, Inc. (OTCPK: MCTC), Aphria Inc. (NYSE: APHA) (TSX:APHA), CV Sciences, Inc. (OTCQB: CVSI), Hexo Corp (NYSE: HEXO) (TSX:HEXO), Molson Coors Beverage Co. (NYSE: TAP). erages market size is expected to reach USD 2.8 Billion by 2025 at a CAGR of 17.8%. The report looked at alcoholic and non-alcoholic beverages using either THC or CBD. It said: “By component, the market is segmented into Cannabidiol (CBD) and Tetrahydrocannabinol (THC). The demand of THC infused cannabis beverages is majorly driven by rising product demand from adult consumers for recreational purposes. Rising demand for the therapeutic effects of the component along with the euphoria it provides is expected to bode well for the growth of the segment in the forthcoming years.” Active companies in the industry making moves

AGW SONO PARTNERS LAUNCHES TAKE-OUT & DELIVERY PLATFORM THAT LETS LOCAL NORWALK RESTAURANTS KEEP 100% OF THEIR SALES! SCOOP hears that To-Go, a custom take-out and delivery platform designed to support Norwalk, CT restaurants, began taking orders last month. Norwalk To-Go is another support component developed by local real estate collective AGW SoNo Partners, to assist their restaurant tenants with their newly developed/enhanced take-out and delivery portion of

continued on page 56

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SCOOP

METRO NY INSIDER NEWS, from page 54

their businesses. The program is fully funded by AGW whose portfolio includes 25 properties on Washington Street Historic District and was created so their restaurant tenants no longer need to absorb the 30% fee that third party delivery companies gouge them with. Adding to the platform’s appeal, consumer delivery and service fees are practically cut in half and faster delivery is possible due to Norwalk To-Go’s private delivery company.

many marketing tools AGW has integrated into their real estate management practices. In June, the group introduced OnWashington, an internal support arm for AGW tenants, as well as an external marketing platform to promote the Washington Street Historic District as a premier destination to live, work, and play. OnWashington is a valuable resource for locals, visitors, and entrepreneurs looking for a unique space to house their dream businesses or to simply find a great place to dine, shop, or be pampered. Additional OnWashington events and promotions include the on-going Art OnWashington local artists exhibition which features massive art installations displayed in open storefronts, as well as Dine OnWashington and the SoNo Arts Festival OnWashington coming in September. Norwalk To-Go www.norwalktogo.com

FINALISTS FOR ROCKEFELLER FOUNDATION FOOD SYSTEM VISION PRIZE REVEALED “Our portfolio in SoNo includes 8 restaurants. Paying 30% commission does not make sense in today’s environment, so we built something much more sustainable,” says Adam Greenbaum, Principal, AGW SoNo Partners, referring to the exorbitant fees charged by Uber Eats, Seamless, Grubhub, and DoorDash. “Seeing a landlord invest in their tenants to this level is amazing. Communication and a partnership between tenant and landlord are foundational to mutual success,” says Mark Moeller of The Recipe of Success® and the Director of the New England Culinary Group. The Norwalk To-Go support initiative is one of

SCOOP hears that The Rockefeller Foundation has revealed the 10 finalists for the Food System Vision Prize, a contest for organizations, institutions, companies, universities, and governments to develop actionable solutions for the food systems of tomorrow. The finalists were selected from a pool of 76 semifinalists due to their potential to inspire real, positive, and bold transformation of a specific food system that is actionable, concrete, and believed to be attainable by 2050. In September, the finalists will advance to a three-month virtual accelerator phase during which they will receive support to refine their visions and find pathways for implementation and impact. Each Finalist is eligible to become a Top Visionary and to receive a prize of $200,000. Top Visionaries will be announced in December 2020. The finalists include: • 7Gen Food System: Led by the Sicangu Lakota people, this vision for the Rosebud Indian Reserva-

MENU SOLUTIONS FOR TODAY’S WORLD. ANTIMICROBIAL, WIPEABLE AND DISHWASHER SAFE. TASTE-ENVY.COM 56 • September 2020 • Total Food Service • www.totalfood.com

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PAPER RESIN NOTCHED MENUS AND PLASTIC OVERLAYS

tion of South Dakota, outlines a regenerative agricultural system that creates economic opportunities for tribal members. • Arakunomics: Focusing on the regions of Araku, Wardha, and New Delhi, India, this vision empowers tribal communities and seeks to ensure environmental sustainability, fair profits for farmers, and food and nutrition security for all. • Eat Right: This vision from New Delhi, India looks to create a national movement towards healthier diets through a systems-based approach of reducing food waste; improving hygiene and sanitation across the value chain; and increasing access to and affordability of healthy foods. • Food Innovation Nervecenter: This vision from Lagos, Nigeria identifies six key food challenges for the region, from food waste to aging farmers, and outlines a multi-faceted plan to build a more regenerative and nourishing food system. • From Mama’s Kitchen to Metropolitan Beijing: This vision from Beijing, China imagines a plantbased dietary transformation for the world’s most populous nation, contributing to reductions in greenhouse gas emissions and pollution. • Kwayeskastasowin Wahkohtowin: Led by local

Shop Online: allenbrothers.com - or - For Chefs: chefswarehouse.com

September 2020 • Total Food Service • www.totalfood.com • 57

SCOOP

METRO NY INSIDER NEWS, from page 56

First Nations communities, this vision from Manitoba, Canada aims to create a just and sustainable agrifood system while addressing the process of decolonization and reconciliation between Indigenous and settler populations. • Lima 2035: This vision for Lima, Peru imagines a regenerative and nourishing food oasis by 2035, with the aim of securing climate-resilient running water for all in Lima’s fragile desert environment. • Re-rooting the Dutch Food System – From More to Better: This vision from the Netherlands outlines a transformed, circular Dutch food system that safeguards natural resources, promotes a healthier and more sustainable plant-based diet, and recycles unavoidable losses and wastes. • Restoring Nairobi to “A Place of Cool Waters”: This vision for Nairobi, Kenya aims to develop a more equitable, just, and sustainable urban space, where access to nutritious food is a reality for everyone. • Stone Barns Center: This vision from the Hudson Valley in New York, seeks to bring about a new food culture—rooted in the ecological, nutritional, and communal potential of organic agriculture—through groundbreaking culinary experimentation.

INDUSTRY LEADER FARKAS JOINS GREAT PERFORMANCES SCOOP learned Georgette Farkas just joined Great Performances, one of New York’s most beloved caterers, as Culinary Ambassador. She’s creating new menus and recipes, both healthful and satisfying, and often with organic produce from their very own Katchkie Farm. “What a privilege! This creative role happily takes me back to my roots in the kitchen, nurturing my love of hospitality and the pleasures of a life in and around wonderful food.” Says Georgette. Her first endeavor at Great Performances is their summer bento boxes. She will also bring you the sophisticated world cuisines, yet in the safety, ease and comfort of your own home, particularly at a time when you may not yet be ready to venture out. Her

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good food. I would be honored to contribute my cooking to the pleasure you find at your table and look forward to reconnecting and serving you again very soon.” You can contact Georgette at georgette.farkas@ greatperformances.com.

SHFM FOUNDATION PURSUES MISSION TO FILL INDUSTRY PIPELINE Georgette Farkas

menus take you from Provence to Spain, Israel, East Asia and then home again for the “American Summer” edition, and her personal favorite, “Grains and Greens”. She offers them in their charming bento boxes, or arranged as traditional seated lunches and dinners. She’s also planning special family dinner menus for the September holidays. “This comes at a time when it is particularly gratifying to tie my work to a purpose, the essential role healthy eating plays in our well-being and our communities. I was drawn to Great Performances by its decade’s long reputation for superb food, service and innovation, yet also by its community spirit. Founder Liz Neumark imbues her work with an inspiring sense of mission. This comes to life with The Sylvia Center, an organization that teaches children and their families about growing fresh food and the joys of cooking, all of which lead to healthier lives ahead. I am honored to have the opportunity to collaborate in this arena.” She adds, “during these challenging times, I am so grateful for the simple pleasures of gathering around

Scoop notes the SHFM Foundation is celebrating 13 years of supporting the industry by helping students prepare for careers, supporting colleges’ and universities’ high-quality educational curricula, and delivering a pipeline of qualified job candidates for the corporate foodservice and workplace hospitality. The SHFM Foundation efforts include education and research through a program which invites faculty members to submit research proposals on operations and management issues in the corporate foodservice and workplace hospitality industry. Awards are based on the strength of each proposal and the funding supports scholarships for the student researchers and stipends for the faculty. The program also supports attendance at the SHFM National Conference where students and faculty interact with the SHFM membership and learn specifically about the industry. In fact, one student from the first year of the program gained employment with an SHFM member company through the network he gained at the SHFM conference. The SHFM Foundation additionally funds collegelevel courses that teach future foodservice and hospitality managers about the corporate foodservice and workplace hospitality segment. Funded courses expose students to industry topics and to industry professionals who visit classrooms to speak to students, as well as field trips to on-site corporate loca-

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PRESENTED BY

PERFORMANCE SOLUTIONS WITH DAY & NITE/ALL SERVICE’S MIKE BERMAN

STAYING AHEAD OF THE COMING WAVES OF THE TRANSFORMED WORLD

hen Total Food Service asked us to write a weekly crisis management column, we couldn’t conceive it would last more than eight weeks. This is now our 20th weekly column, and with no apparent end in sight, we can no longer consider these crisis conditions. At the same time, we also thoroughly reject the notion that anyone should grow accustomed to continued public health, economic and societal challenges as being the new normal or some such thing. Accepting this level of turmoil as a new status quo would mean we have no control over our businesses or fate. Hospitality entrepreneurs are too dynamic, the industry is too vital, and there is far too much at stake for us to resign ourselves to being victims. In truth, there is every reason to expect overall business conditions will worsen as Summer 2020 fades to Fall. With greater urgency, our best guidance is to refer back to, double down on, and incorporate in your standard managerial practices proven fundamentals highlighted during our initial three installments, paying particular attention to April 20, “Planning and Purposeful Pivoting.” If nothing else, COVID-19 and everything related to it has come at us in waves. The combination of planned school reopening and traditional flu season leads us to believe there will not only be many more

waves, waves we believe will roll in and out with particular fury. Your level of ongoing analysis, planning, and business dexterity will determine whether or not you will master these waves like a champion surfer or be capsized. Although we couldn’t have been more wrong about how long COVID-19 would devastate everything around us without interruption, all of the Day & Nite/All Service/Popular Plumbing research conducted before and during the pandemic has been prescient. Further analysis provides additionally useful guidance: 1. Crisis management typically requires short term adjustment to meet new conditions without significant structural, operational, or business model change. COVID-19 is a transformational event, its impact to be felt far beyond the actual public health dangers. Transformational is the operative word as it is passively experienced, reactively managed, as a result of signifi-

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cant change thrust on us with precious little warning or prior experience; 2. Globally, we are conditioned to respond to transformational change by waiting for brilliant experts to rapidly come to our rescue, telling us what to do and how to do it. Whether it is the World Health Organization or respected US institutions like the Centers for Disease Control, ambiguity coupled with instruction-on-the-fly shows there are no experts to be relied on; 3. Therefore, COVID-19 can only be viewed as a transformative event. This then classifies it as conditions to be actively managed to, totally dependent on possessing the power and capacity to anticipate, catch and fully ride every single wave; 4. Unprepared organizations will suffer from the worst possible of all afflictions at a time demanding transformative management: analysis paralysis. Consider the five months of mid-March to mid-August 2020 your business version of surfer training where you now have gotten your bearings and know-how to balance your business board. The months ahead promise to be a daily version of something between Oahu’s Pipeline and Western Australia’s Cyclops business surfing. As an active pursuit that must be practiced with precise urgency, steering clear of analysis paralysis, transformative management harnesses multi-

Mike Berman is the Chief Operating Officer of New Hyde Park, NY based Day & Nite/All Service. The veteran executive joined the service leader in 2016. He has held leadership positions in his career across a range of business-to-business service sector. Prior to joining Day & Nite he served as Chief Operating Officer of Outside Ventures, LLC, the parent company for several B2B service businesses with a particular concentration in merchant services. As Director and Chief Operating Officer of Meridian Capital Group LLC, he overhauled the corporate structure and enabled the company to achieve a 2006 run rate in excess of $30 billion.

disciplinary strengths with a clear purpose of getting maximum control of more than current events. Indeed successful transformative management initiatives always emphasize long term impact. Day & Nite Performance Solutions serves not only as an invaluable resource for you to rely on, but its history is a prime example of transformative management. The Company’s practice started over a decade ago and is the marriage of several disciplines now entirely repurposed around indoor environmental quality, workplace, visitor, guest, and food safety. Further propelled by the Company’s advanced Balanced Scorecard practices, the Company is oriented to take a highly collaborative, change-asa-routine, evolutionary approach to all facets of business. On technical, strategic, and operational levels, the Day & Nite family of companies is anxious to help you become your best transformative self so you can master every wave as the business version of Duke Kahanamoku.

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NEWS

By Wyatt Semenuk

DESIGN SOLUTIONS

AUSSIE COMPANY ELIMINATES WOBBLY TABLES WITH INNOVATIVE TECHNOLOGY SOLUTION

any factors can lead to an A complaint leads to the same conunacceptable dining exsequences regardless of the cause. perience. The usual susOften the cause of lost inventory and pects, poor service and disgruntled customers, wobbly tables low quality food, are the most obvious. should be dealt with just as a priority.” However, there are others that are FLAT offers two distinct products far more subtle and potentially even which can be used to remedy this more damaging in the long run. widespread issue. The first line of The most insidious and unnecesproducts offered are FLAT Table Bases, sary of these, that every diner has exthese robust table bases utilize FLAT’s perienced at least once, is the dreadPAD stabilization technology. These own distinct tables. To that end, we ed wobbly table. Whether leading to innovative tables stabilize automatiwork very closely with all the tabletop spilled drinks, sullied napkins, or just cally and also let operators align admanufacturers here in the U.S., allowthe sheer frustration of having to hold joining tabletops. ing them to design the table tops while the table down for an entire meal, “We also understand that in many we provide guidance based on how the wobbly tables have soured many expecases, the restaurant operator has bases will look. Speaking of bases, we riences. made a major investment in tables, provide a large variety, ranging from Fortunately, FLAT Tech Inc., a rela“Hughes added. Therefore, FLAT lightweight folding aluminum for the tively new Australian company, has Equalizers are are retrofittable staoutdoors, to heavier options such as developed new hydraulic technology bilizers that easily replace a table’s cast iron and stainless steel.” FLAT can to deliver us from this evil. “A lot of existing screw-in glides. These reineven provide color customization and operators invested all their time and forced plastic feet each contain a steel laser etching options. money into the front of the house.” thread that activates FLAT’s hydraulic Furthermore, FLAT’s products are noticed Nils Hughes, Vice President technology when compressed, allowjust as useful outdoors as they are inof Sales at FLAT Tech. “They agonized ing for perfect stabilization and table doors, if not even more-so. Restauraover flatware, dinnerware, menus, alignment. teurs looking to maximize their outmenu presentation, food and drink FLAT also offers varying degrees of door dining revenue will find FLAT’s presentation. They spent so much customization. “One of the latest trends technology invaluable. “We use lighttime on these aspects that they newe’ve seen is restaurants each trying to weight aluminum for our outdoor glected to realize that at the end of the establish their own very unique look bases, they are easily lifted and carday, nearly every dining experience and atmosphere.” noted the Chicagoried. Our stabilizing technologies are in every establishment would take based Vice President. “So, part of that also perfectly suited to any outdoor place at a table. Many restaurateurs is every restaurant now wanting their fail to address the ergonomics of the dining experience. What goes on beneath the tabletop is just as important as what happens on the plate. Playing a game of Twister underneath the table to keep your wine from spilling is just as unpleasant as receiving Fix your existing, wobbly indoor or outdoor tables in minutes by installing FLAT Equalizers. undercooked food.

62 • September 2020 • Total Food Service • www.totalfood.com

“What goes on beneath the tabletop is just as important as what happens on the plate.” - Nils Hughes

terrain, be it brick, concrete, asphalt, or any other uneven surface. What it boils down to is no matter what environment you find yourself suddenly working with, our products will adapt to it,” explained Hughes. For those worried about finances during these troubled times, FLAT has taken great care to make their products extremely affordable and cost efficient. A box of Equalizers, which will cover one table, costs around twentytwo dollars. “It’s less than dollar per day for the first month, and even then, that cost is made up the instant you receive your first cleaning bill, or on the first set of glasses that would have otherwise been broken. The reputation benefit lies in the fact that you simply won’t receive complaints anymore. It’s an instant fix to a problem many of your competitors are too lazy to solve.” Although FLAT Table Bases are a bit more expensive, ranging from $70 to $100 dollars, the return on investment is attractive, given all the costs saved that might be incurred had one not installed the product. FLAT has already proven to be incredibly successful, with their product being utilized by large brands such as Disney, Microsoft, and Hilton. “Any establishment that plans on taking food and beverages seriously should consider FLAT,” proclaimed Hughes. FLAT sells through all major distributors in the US and has a dedicated website (FlatTech.com) where any who are interested can browse catalogs or get in touch with the company in order to find a representative in their area.

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FREE SHIPPING IN NY METRO AREA September 2020 • Total Food Service • www.totalfood.com • 63

NEWS

RESTAURANT CONCEPTS

HYDROPONICS & CULINARY COME TOGETHER IN WINNING HX EXPERIENCE FOODSERVICE PIONEERING CONCEPT

eimagining hospitality, the HX Experience — an annual trade show held at the Jacobs Javits Center in Manhattan, NY — asked designers, architects, and creatives to put their expertise and imagination together to create a cutting-edge foodservice concept. The Foodservice Pioneering Concept winner, “G2,” was submitted by elite|studio e (Farmingdale, NY) and 3.14 DC (Seattle, WA). “G2,” short for Grains & Greens, combines foodservice trends, such as an indoor urban garden, healthy menu options and the ability to craft your meal with a small, touchless fast casual model. The menu is designed to engage customers from breakfast to dinner. In addition, the incorporation of a mobile app and other technologies make it a safe meal option during and following the COVID-19 pandemic. Melanie Corey-Ferrini, founder and CEO of 3.14 DC, explained the process. “The customer is asked to engage in the nutrient rich mobile app. A custom G2 bowl is ordered. The making of the bowl is fully transparent, and once complete is put into a UV-cleaned touchless locker. The container is a fully compostable low waste solution.” Although the pandemic cancelled this year’s HX Experience, the team is designing a virtual reality experience that will be rolled out before the end of 2020. At the 2021 tradeshow, G2 will have the opportunity to showcase a built prototype. “Melanie, myself and the entire team are excited to see our vision of G2 come to life. It’s a versatile concept that’s feasible for hotels, shopping centers, universities, hospitals and any high impact space,” said Joshua D. Mass, Vice President of Project Solutions at elite|studio e.

From start to finish G2 provides a touchless experience creating a safe, user-friendly foodservice concept during the COVID-19 pandemic.

elite|studio e is a design, build and consulting firm specializing in foodservice and hospitality solutions. For more information about the concept or elite|studio e, contact Marcy J. Weiss, Director of Marketing, at mweiss@elitestudioe.com or 631.420.9400. 3.14 DC brings a sustainable approach to planning and project management of foodservice spaces. For more information about G2 or the company, contact Melanie Corey-Ferrini, at melanie@314dc.com or 206.353.1687. HX is presented and managed by Emerald (EEX) in cooperation with the Asian American Hotel Owners Association (AAHOA). For information about the trade show or the Foodservice Pioneering Concept competition visit www.thehotelexperience.com. 64 • September 2020 • Total Food Service • www.totalfood.com

G2’s design features a hydroponic garden providing healthy, hyper-local options to consumers.

September 2020 • Total Food Service • www.totalfood.com • 65

NEWS

CUSTOMER SOLUTIONS

NEARLY 50% OF SURVEYED RESTAURANT GUESTS PRIORITIZE CLEANLINESS AND SAFETY WHEN ORDERING DELIVERY

According to Toast’s 2020 Guest Report for Restaurateurs: Findings identify top ways restaurateurs can earn guests’ attention, influence guests’ decision-making, master takeout, and create safer spaces during the COVID-19 health crisis

oast, the leading restaurant management platform, found that 65 percent of guests care most about the quality of food when delivered, with ease of ordering and cleanliness both coming in at nearly 50 percent of guests’ top delivery concerns, according to a survey unveiled this week by Toast. The “Guide to the Restaurant Guest During COVID-19” industry report results also suggest top priorities for guests include offering hand sanitizer at the table, contactless payment and/or pay at the table capabilities, as well as single-use menus. “We set out at the beginning of the year to understand guest behaviors and trends to inform our restaurant community and the products we could build to support them. Just as we were about to hit publish on the results, the whole world changed, and restaurants around the U.S. saw their daily sales decline by 80 percent, compared to last year. Generally, those sales are starting to trend upwards again, but things remain, and will remain, different,” said Kelly Esten, VP of

product marketing at Toast. “That’s why we ran our guest survey a second time and have a trove of ‘before’ and ‘after’ data that’s represented in the ‘Guide to the Restaurant Guest During COVID-19.’” Additional key findings include: With increased safety and health precautions due to the COVID-19 health crisis, restaurants may have to increase prices. 35 percent of restaurant diners reported that they would pay $2-$5 more per bill, and 17 percent even reported that they’d

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be willing to pay $6 – $10 more per bill. When asked which technologies would be most important to their dining experiences when dining out during and after the COVID-19 health crisis, restaurant guests reported that drive-through availability is most important, with 37 percent of respondents marking it as extremely important. In response to social distancing guidelines, the majority of guests are regularly placing online orders with restaurants; 29 percent of guests re-

ported that they place an online order a few times a month; 25 percent of guests reported that they place an online order a few times a week, and 22 percent of guests reported that they place an online order once a week. To access the full report, visit Guide to the Restaurant Guest During COVID-19 at https://pos.toastt a b. c o m / re s o u rc e s / re s t a u r a n t guest-industry-report Survey Methodology In partnership with Qualtrics, the survey was deployed on June 2 and completed on June 3. In order to take part in the research, respondents had to have ordered delivery, ordered takeout, ordered food in-person, or visited and ate at a restaurant in the past month. There were 707 respondents total – 63.7% female, 35.1% male, 1% other/prefer not to answer. 22.1% of respondents live in the Northeast; 15.8% of respondents live in the Midwest; 41.2% of respondents live in the South; and 20.9% of respondents live in the West.

September 2020 • Total Food Service • www.totalfood.com • 67

NEWS

RESTAURANT OPERATIONS

VENTLESS COOKING: FUEL UP WITH FOOD TRUCKS

hether you are visiting a farmer’s market, a brewery with a patio, or taking the kids to the campground seeking outdoor dining options that are safe and delicious is a must. Food trucks, the obvious and enticing factor of eating outdoors is a perfect way to offer exactly that. Not to mention you can set up shop in different locations in just one day to help expand your brand. So, let us talk about how we can help Food truck owners make the right purchasing choices and ease the cost of getting on the road. We know that the food service industry isn’t for the meek and mild. You must bring your best 24/7 and

Food trucks, the obvious and enticing factor of eating outdoors is a perfect way to offer exactly that. Not to mention you can set up shop in different locations in just one day to help expand your brand. that goes for your equipment too. Owners and operators need to put money into tools that will increase production, guaranteeing return on investment, and saving them money. At Motion Technology, Inc., we have spent decades perfecting our portable, ventless kitchen equipment. With our high-speed oven, the MultiChef XL™ and line of fully contained deep fryers, the Auto-

Fry®, will make your food truck flourish! Not sure what kind of food your truck will serve? Prepare all the classics! Everything from chicken wings

and tater tots, to pizzas and paninis. Feel free to think outside of the box and try fun menu items like deep fried peanut butter and jellies or prosciutto and fig jam flatbreads. Now, maybe you’re thinking that you will have to hire a chef to execute these menu items. Well, don’t put out the ad just yet. Both the AutoFry and MultiChef XL are simple to use and can be operated with the press of just a couple buttons. So, fuel up the food trucks and get ready for a ride.

continued on page 130 68 • September 2020 • Total Food Service • www.totalfood.com

September 2020 • Total Food Service • www.totalfood.com • 69

NEWS

IN MEMORIAM

INDUSTRY MOURNS PASSING OF CAROL BROCK, TRAILBLAZING FOUNDER OF LES DAMES D’ESCOFFIER INTERNATIONAL

arol Brock, Food Journalist, Philanthropist, and trailblazing Founder of Les Dames d’ Escoffier International (LDEI) passed peacefully, surrounded by family on July 27, 2020, of natural causes. She was 96. In her illustrious seven-decade culinary career, Brock championed women in the food, beverage and hospitality industries. She founded LDEI’s inaugural chapter in New York City, NY in 1976. Under her leadership LDEI has formed 45 chapters with over 2400 members worldwide. Brock dedicated her life to culinary excellence. Her distinguished food career began in 1944 working as an assistant food editor at Good Housekeeping magazine where she developed recipes and practiced food photography. She also was a contributing editor on several Good Housekeeping cook-

Carol Brock

books and co-authored “The Good Housekeeping Party Book.” Later, she became the food editor of Parents Magazine. In 1971, Brock worked as a food reporter for the New York Daily News. For the next 15 years she produced the newspaper’s weekly food section. After she retired from the New York Daily News she later contributed as a restaurant critic for the Times Ledger in Queens, NY. Additionally, she served as Culinary Arts Coordinator for the Great Neck Adult Education Programming for 25 years. Inspired by Boston’s Les Dames des Amis d’Escoffier, a dining and philanthropic society of women formed in 1959, she received a charter from the New York Chapter of Les Amis d’Escoffier in 1973. Her intent, however, was to garner visibility and elevate women in the culinary space. Brock said, “We didn’t want a dining society. We wanted to show what women could do. We wanted to raise the Pyrex ceiling.” In 1976 Brock established the first chapter of Les Dames d’Escoffier as a response to inequalities of women working in the culinary industries. She, along with 50 culinary leaders, established Les Dames d’Escoffier New York (LDNY); the first professional platform to promote and support women in the food, beverage and hospitality industries. Brock holds the title of Grande Dame, an honor awarded by LDEI for exceptional philanthropic and education contributions to the culinary

70 • September 2020 • Total Food Service • www.totalfood.com

“I am saddened by the passing of Carol Brock,” says Bev Shaffer, LDEI president. “At her very heart, Carol was a visionary – a woman with fierce determination, passion, and motivation. As founder of Les Dames d’Escoffier International, she wasn’t satisfied with the opportunities others thought were “good enough” for a professional woman and wasn’t afraid to ask, “what if?” Her legacy will inspire us to dream more, learn more, and become more…all while being enveloped in the memory of her ever-present smile.” world. Recipients include M.F.K. Fisher, Julia Child, Marcella Hazan, Alice Waters – among others. Brock will also be remembered for her generosity of time and community outreach as seen through leadership of LDEI along with her Board of Directors service as former national president of the Round Table for Women in Food Service and president of New York Home Economists in Business. She also served as a member of Women Restaurant and Chefs Association; New York Women’s Culinary Alliance; International Hospitality Committee of the National Council of Women; New York Culinary Historians; Roundtable for Food Professionals; and the James Beard Foundation. In remembrance of Carol Brock’s legacy, donations can be made to

LDEI’s Brock Circle; Brock’s namesake fund enabling LDEI to bring more opportunities to serve its members and communities through education and improvement in the food, beverage and hospitality industries. For additional information, visit LDEI Brock Circle. Les Dames d’Escoffier International (LDEI) is a worldwide philanthropic organization of professional women leaders in the fields of food, fine beverage and hospitality. The invitationonly membership, composed of over 2,400 women in 45 chapters across the US, Canada, France, the United Kingdom and Mexico, is highly diversified and reflects the multifaceted fields of contemporary gastronomy and hospitality. For more information, visit www.ldei.org

September 2020 • Total Food Service • www.totalfood.com • 71

NEWS

EQUIPMENT SOLUTIONS

RATIONAL SET TO LAUNCH PAIR OF INNOVATIVE COOKING SOLUTIONS FOR METRO NEW YORK FOODSERVICE PROFESSIONALS

ATIONAL, the market leader in combi oven technology, today announces the launch of the iCombi Pro and the iVario product lines in in the United States. This next-generation family of combi ovens is now available from RATIONAL dealers nationwide. The market leader with a 60% share of the North American combi oven market, RATIONAL raises the bar on kitchen equipment intelligence, power, efficiency and flexibility with the release of iCombi Pro. The iCombi Pro offers commercial kitchens higher productivity, shorter cooking times and lower energy consumption compared to the previous model, while still providing outstanding consistency of results, even at full loads.

The iVario debuts a powerful new performance class in foodservice equipment defined by faster cooking times, extraordinary flexibility, and acute precision that delivers unmatched results. It also is up to four times faster and uses up to 40% less electricity when compared to conventional equipment. The iCombi Pro Introduces New Features New, market-leading features of the iCombi Pro include time and energyoptimized cooking for high-production kitchens. The iCombi Pro indicates which foods can be cooked together, and items can be prepared as quickly as possible, produced in the most energy-efficient way, or sequenced to be

RATIONAL’s iVario and iCombi Pro displaying their efficiency in a restaurant kitchen

72 • September 2020 • Total Food Service • www.totalfood.com

“This is the perfect time to introduce the iVario product line because every foodservice operation is looking to increase efficiencies, maximize productivity and produce outstanding food.” — Markus Glueck ready at a specified time. The iCombi Pro will tell operators when to load and take out each food item to align with the production plan. In response to customer feedback, now chefs can intervene when using an automatic cooking path on the RATIONAL combi. It’s also possible to switch from cooking just one type of food to a mixed load with different foods on each shelf. When this happens, the iCombi Pro will update the cooking parameters and automatically adjust the temperature and cooking times for each item. Another breakthrough iCombi Pro feature is the ultrafast, approximately 12-minute interim cleaning cycle. This ensures minimal downtime by quickly eliminating cooking smells and preparing the iCombi for its next use. This means staff can grill proteins, run the cleaning cycle while they take a break, and then bake or steam delicate food items without fear of flavor transfer. “Beyond the outstanding cooking results, the new iCombi Pro offers operators the opportunity to improve their kitchen management and business operations,” says

Markus Glueck, executive vice president for RATIONAL North America. “All commercial kitchens are under pressure to operate differently, with a heightened focus on safety, productivity and cost-efficiency. The intelligent functions of iCombi Pro help operators conquer today’s most pressing challenges.” RATIONAL made a substantial investment in the research and development of the new iCombi product line. Nearly 95% of this product line is redesigned, reengineered and reprogrammed. Teams of product designers, physicists, engineers, software engineers, data architects, nutritionists and chefs worked together to create the iCombi Pro with the aim of creating a cooking system that would define the modern commercial kitchen. “The iCombi Pro will be the heart of the kitchen of the future,” states Glueck. “The advanced technology makes this cooking system easier to use, and due to its intrinsic intelligence, the iCombi Pro responds just like an experienced chef. It easily performs routine tasks and could sustainably change the way commercial kitchens operate.” The iCombi Pro is now available from RATIONAL dealers in various sizes, from the compact XS to the 20-

continued on page 80

iCombi Pro. iVario Pro.

All of a sudden, so much more is possible. The NEW iCombi Pro and iVario Pro cover 90% of all conventional cooking applications. Kitchens can now save on energy, raw materials and time, while increasing productivity. For more information visit: rationalusa.com

September 2020 • Total Food Service • www.totalfood.com • 73

IMPERIAL DADE

from page 30

anticipated this issue and solves it in two ways. First, saving money is a core part of the HyProtection Zone program. Not only will Imperial Dade’s consultants improve protocols, they will also identify current practices and products that are inefficient and replace them with cost-effective alternatives. “Although owners may have to invest in additional cleaning supplies initially, they will soon realize that the efficiencies and compliance benefits of implementing the HyProtection Zone program are worth it and can be cost neutral,” claimed Craven. Second, in support of the restaurant and foodservice industry, Imperial Dade is offering initial consulting services completely free. “We believe in paying it forward,” says Craven. “What’s most important right now is insulating these businesses against potential violations or illness outbreaks with a goal of keeping operators and customers safe.” Imperial Dade’s Cleaning Institute

LEGAL INSIDER

actually pre-dates the COVID-19 pandemic. The Jersey City, NJ based distributor has had a long-term commitment to educating customers on cleaning and safety practices. “At the end of the day, Covid has changed this industry by creating a heightened awareness for safety and health, and it has provided people with a deeper understanding of cleaning for health is important,” emphasized Craven. “Such a notion transcends this pandemic, and is something that has altered our industry permanently. Before, people simply cleaned for appearance. Now, people understand that cleaning isn’t just theatre, and they have seen what poor cleaning standards lead to. This awareness, on both the cus-

come,” Craven concluded. Interested restaurateurs can work through their existing Imperial Dade representative. New customers can contact Laura Craven directly at 305-805-2716 and she will answer questions herself or pair interested parties with appropriate personnel. They can also visit the company’s web site www. imperialdade.com

tomer and operator side, is here to stay, and for good reason. Spending a little extra now to get the jump on this health and safety renaissance will pay dividends for a long time to

Founded in 1935, Imperial Dade serves more than 60,000 customers across the United States and Puerto Rico. Since CEO Robert Tillis and President Jason Tillis assumed their roles in 2007, the company has grown both organically and through acquisitions to become a leader in the disposable food service and janitorial supplies industry.

from page 50

absence for work for the employee or a covered family member to access services or assistance related to being a victim of domestic violence, a sexual offense, stalking or human trafficking as those terms are defined by New York law. The state sick leave law defines family member as employee’s (1) child, (2) spouse, (3) domestic partner, (4) parent, (5) sibling, (6) grandchild, (7) grandparent, and (8) the child or parent of an employee’s spouse or domestic partner. While an employer can set a minimum increment for use of leave, the minimum increment cannot be more than 4 hours. How is Sick Leave Accrued? Employees accrue sick leave at the rate of no less than 1 hour for every 30 hours worked. Employees begin accruing sick leave at the start of employment or on the effective date of the law, i.e., September 30, 2020,

whichever is later. For the purpose of using and accruing leave, a calendar year means the 12-month period from January 1 through December 31, or a regular and consecutive 12-month period, as determined by the employer. The state sick leave requires employers to carryover unused but accrued sick leave to the following year. However, a smaller employer (fewer than 100 employees) may limit the use of sick leave to 40 hours per calendar year and a larger employer (100 or more employees) may limit the use of sick leave to 56 hours per calendar year. Employers are not required to pay accrued sick leave upon separation from employment for any reason. Recordkeeping Ideally, employers will include an employee’s accrued and unused sick leave on payroll records. Employers must provide a summary of

74 • September 2020 • Total Food Service • www.totalfood.com

leave accrued and used to employees within 3 business days of any request and retain records relating to sick leave for 6 years. Effect on Current Statutes and Policies The state sick leave does not replace or preempt any existing city or county-level paid sick leave laws. As such, employers already covered by the New York City Earned Safe and Sick Time Act or the Westchester Earned Sick Leave law must continue to provide employees with leave that meets or exceeds the requirements of both the statewide and local laws. Employers that already have an equal or more generous paid sick leave or paid time off policy, with regard to amount of leave, accrual of leave, carryover and use requirements, are not required to provide additional sick leave. Any employer with a unionized workforce should be aware that the

state sick leave law does provide that a collective bargaining agreement (“CBA”) entered into, on or after the effective date of the law, i.e. September 30, 2020, may negotiate terms and conditions of sick leave different from the provisions of this section provided that the CBA specifically acknowledges the sick leave law. Retaliation Prohibited Finally, discriminating or retaliating against or in any way penalizing employees for exercising sick leave rights is prohibited. Additional guidance on the state law from the Department of Labor is anticipated. Employers with sick leave policies should have them reviewed and revised for compliance with state sick leave and those without sick leave policies should prepare to implement them prior to September 30, 2020.

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September 2020 • Total Food Service • www.totalfood.com • 75

TRANSPORTATION INSIDER

WITH ALIX JONES

SELECTING THE RIGHT VAN FOR YOUR METRO NY RESTAURANT/ FOODSERVICE OPERATION

an you share your background with our readers? Where are you from? Where did your interest in cars & trucks come from? I’m originally from Seattle, WA and now living in Brooklyn. My father worked in the car business my whole life and I had a strong interest in following in his footsteps. How have the needs of the professional van/truck buyer evolved since you began in the business? Customers are becoming more savvy with their business ideas, the ways of purchasing, and are definitely a lot more educated. With $10 billion in Takeout and Delivery acquistions in the past two months and COVID-19, delivery is here to stay. Can you talk about what a restaurant operator should be thinking about in terms of selecting the correct vehicle(s)? Cost of ownership, resale and overall longevity/durability is key. Keep in mind it is an office on wheels, to shave a few dollars for initial savings to overall obtain less fuel efficiency, no resale value, short lived longevity, no where near as durable, not a good way to go. Many of our operator/readers use their trucks to go to “Restaurant Depot”/Cash and Carry’s to pick up food and beverage? How would you approach the right selection? How much weight/volume/fuel efficiency one vehicle has over another. Overall cost of ownership is obviously a factor as well.

When purchasing a vehicle for the sole purpose of using it for business, it makes the most sense to think about a few key factors: longevity, durability, reliability, total cost of ownership, down time in the shop, and factory warranty. Many of our caterers depend on their vehicles to move food safely from a central/kitchen commissary. What would you suggest? You mentioned the availability of a refrigeration package? Using refrigeration for MOST meat/ produce/general grocery delivery is the safest way to transport to ensure the freshness for the customer/store/ restaurant that is purchasing it. We can also produce vans that have heat insulation for catering or just build a catering vehicle with hot spaces for warming and cold stations for cooling (like a fridge and oven like set up) We have a number of food and beverage vendors that depend on vans to deliver ontime and safely to their customer base. What’s your/MB of Brooklyn’s advice? When purchasing a vehicle for the sole purpose of using the vehicle for business, it makes the most sense to think about a few key factors: longevity, durability, reliability, total cost of ownership, down time in the shop, factory warranty that is included in the price and also what is offered at the time of purchase for extending

76 • September 2020 • Total Food Service • www.totalfood.com

and another big factor is the types of upfits that are available/turn around time for them and if warranty is covering for these types of upfits. We’ve seen a number of reefer/refrigeration options through the years. Does one size fit all? Not really, some people want 4050°, some want 32-0° and so on, some want to be able to plug in after hours and some just load and deliver same day. If you carry pallets it will be different wants/needs than a business that carries catering or produce. Are there creative approaches that combine dry and refrigerated/frozen? Yes of course, we can put a partition in the middle or rear of the truck that is insulated or has options. It seems as if when you shop online that there is a race to the bottom in terms of pricing? Why should value be the approach rather than just price? Everything I mentioned above is worth more than the price itself. I would never consider Mercedes-Benz the least expensive or the “best deal”, but what you get with MercedesBenz is a price that is competitive to

Alix Jones is the Commercial Van Manager at MercedesBenz of Brooklyn

the market and a van with more history than any other brand. What most people don’t know is that Benz has more than 100,000 patents including the first automobile, first gas powered engine, first diesel engine, patent the van the car the truck the bus airbags anti lock brakes and much much more. So... with us, you get the best of all worlds. The best part, service interval is 20k miles or 1 year, that’s for routine oil/ filter services. We also offer up to 8 service packages pre paid to make it convenient for the fleet customer or just the customer that has van and needs ease of service (set up appointment, pull up get a loaner and come back same day next day or just wait, whatever is convenient for the client). Also we offer up to 140k miles on the extended warranty which is one of the longest with the most coverage in the commercial world. We also offer a standard powertrain warranty that covers 5yr/100k, great added value. What’s in the “Crystal Ball” in terms of electric options? Daimler does offer EDRIVE vans but not in the USA yet. What’s the next step for an operator that would like more info on the Sprinter? Contact local dealer or go directly to MBVANS.com. There are also many forums like SPRINTER forum, that has real customers and real opinions which I think is a cool portal to visit.

September 2020 • Total Food Service • www.totalfood.com • 77

RE-OPENING STRATEGIES

WITH GERRY MURPHY

FALL KICKOFF MEANS NEW GAME PLAN FOR YOUR RESTAURANT

ongratulations, you have made it to the Fall! In case some members of your team forgot you’re in the hospitality business. The dictionary says that hospitality is a noun. The friendly reception and treatment of guests or strangers. The quality or disposition of receiving and treating guests and strangers in a warm, friendly, generous way. I think we can agree that the definition is accurate. With that said, I disagree with hospitality being called a noun. In order to succeed you need to turn that noun into a verb. So, think about some of your past practices. As the old saying goes actions speak louder than words. As Steve Saunders (president of Sea Breeze Concentrates) likes to say, “People like to do business with people they feel comfortable with and whom they trust.” Today is the first day of the rest of your restaurant’s life. It is time to blow up all old habits and rethink what a best practice was to a new COVID-19 Best Practice. Overall, what I am saying is you and your staff are the most important people in your restaurant. Yes, that is correct. The reason I say this is because if you and your staff are not the authority on serving safe food during a pandemic than who is? Let’s be honest, sadly the old saying of the customer is always right does not work during a pandemic. You must be correct. Practice Murphy’s Law always: “What can go wrong will go wrong”. Okay? Time to move forward. Get training for you and your staff. It is easy right now via Zoom etc. Get info from Rada at Letter Grade Consulting. List industry training sites. Make sure your staff is at ease with new COVID-19 practices. Give your staff rescores to quote to customers. If pos-

sible, give latest pandemic updates as a handout to customers with each order. Give them a reason to come back for good food and good information. Let customers know that you and your staff train daily. Pre-COVID-19, you and your staff could talk about sports to customers, let’s be honest, not much going on there. Please forbid yourself and staff from talking politics. It does not matter how good or bad a situation is, one customer will hate it and another will love it. So now you are open, and it is a series of first encounters. First for your customer and first for your service staff. The trick is to turn the first into the next and not the last. There used to be no shortage of customers. When you think about it, today you are really fighting for customers. Has there ever been too many customers? The National Restaurant Association survey says that great service can carry poor food. Do you think poor service carries great food? I think not. Restaurants cannot live off what they used to be.

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Now is the time to train and empower your staff to do the right thing. Each property is different. However, the goal is the same: Customer Satisfaction. Believe it or not, there was a time when if you had to wait to for your reservation and things where running late the manager offered you a complimentary (alcohol-based) drink. I know that there are many dangers in offering free alcohol to people. It seems to me we need a return to that spirit. Look around the corner to see what you can do to make sure your customers return. If your property has a pickup line have a server with proper distancing offer hospitality. Hospitality comes in many forms. It used to be a smile and a handshake; those days are gone. What does hospitality look like in this new pandemic world? It could be a small soft drink, a small bag of chips, or snack served in individual packages of some kind. If you were doing some office catering or catering at customers’ homes.

Gerry Murphy is a culinary consultant, inventor, and accomplished professional leader offering 35 years’ experience in Culinary Consulting with expertise inRestaurant Operations, Live Cooking Competitions, Certification Consultations, Budget & Finance Administration, Personnel Management, and Project Management. He can be reached at chefgerard@aol.com.

Forget the larger platter and think the “individual complete meal”. Each guest gets their own meal. Post COVID-19 meals must be thought through. Perhaps think of catered food as a gift. The entire meal in one container water, salad, appetizer, entrée and dessert. Plan for success, think about every item one could need to enjoy said meal that must be in the container. Don’t put the host in an awkward position. If hot sauce is needed, then supply individual containers. “Sharing Not Allowed”. During this pandemic “Sharing is not caring”. Make the host happy the way to do that is that the guest asks for nothing because you planned it through, and the rest will take care of itself. Failure to plan is a plan for failure. Give customer what they want, and they will create a path to your door. What do they want? They want Hospitality, they want to feel like you are care about them. There was a time when the energy of a restaurant would embrace your customers just like a hug. That crowd said this place must be great it’s crowded. Today people see a crowd the see fear. One other thing to consider is having the reverse baker system on display. Post the new capacity and they post the number present allowing the customer to know without thinking that your restaurant is safe. Safe is what people want. A crowd may help you short term, but you will

continued on page 84

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September 2020 • Total Food Service • www.totalfood.com • 79

RATIONAL

from page 72

full size. In addition to the iCombi Pro, RATIONAL released the iCombi Classic for chefs who prefer to operate in manual mode, and control the heat and steam inside the cabinet themselves. The New iVario Is More Than a Tilt Skillet The iVario is an intelligent multifunctional cooking system that exceeds the capabilities of conventional tilting skillets, kettles and deep fryers. Previously unavailable in the USA, the new iVario Pro is perfect for boiling, steaming, blanching, pan frying, deepfrying, overnight cooking and in 2021 will offer a pressure cooking option. The iVario’s fast, even and precise heating is accomplished via patented heating technology. The iVario uses ceramic heating elements attached to a durable heat-conductive, scratch-resistant pan base designed to withstand extreme temperature swings and heavy everyday use. The iVario pan base reaches 400°F in less than three

minutes, and can reduce the temperature with similar speed. Numerous sensors measure the pan base every second to adjust temperatures for consistent results and energy efficiency. Another innovative feature provides flexibility by allowing the user to divide the iVario pan base into as many as four individual cooking zones. Each zone can have a different shape, size and cooking temperature. The feature even can save cooking zones, to keep operations consistent while helping staff to produce better food. “This is the perfect time to introduce the iVario product line because every foodservice operation is looking to increase efficiencies, maximize productivity and produce outstanding food,” Glueck explained. The iVario also includes a number of features that improve working conditions and safety in the kitchen. Chef favorites include the automatic lifting and lowering function that, for example, brings baskets of pasta out of the water automatically when done,

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avoiding overcooking and manual lifting. This function is also great for frying. Another favorite is the pan tilt feature. At the touch of a button, the pan tips forward making it easy to remove soups, stews and other cooked items, always pouring straight down. The pan edges remain cool at all times, and the optional electronically controlled height adjustment improves kitchen ergonomics. The iVario Pro L and XL integrate the optional height-adjustment into their bases, while heightadjustable stands are available for the iVario 2-XS and Pro 2-S. The iVario perfectly complements the iCombi Pro combi oven. Together they replace 90% of traditional cooking appliances, and provide a solution to many pain points such as unskilled labor, budget pressure and the demand for outstanding food quality. They share a similar operating system, access to the RATIONAL ConnectedCooking digital platform, and define the kitchen of the future. To see the new iCombi Pro and iVario

in action, plan to attend an in-person MORE Tour event or an online MORE Tour webinar. The MORE Tour event dates and additional iCombi information is available on www.rationalusa. com Metro New York dealers and the end-user operators they serve can get information on the RATIONAL line by contacting Westchester based Tri-State Marketing at www.tri-statemarketing. com or by calling 914-941-1717. “We are excited to share this innovative new technology with the Metro New York foodservice community,” added Lynn Schultz of Tri-State Marketing. “It provides a valuable opportunity to help commercial kitchen operators do more with less space, waste, energy, cost and stress.” The RATIONAL Group is the world market and technology leader in the field of hot food preparation for professional kitchens. Founded in 1973, the company employs more than 2,300 worldwide. RATIONAL is listed on the Prime Standard of the German Stock Exchange and is included in the SDAX.

JAMES BEARD FOUNDATION the decision to forgo its traditional Awards presentations in 2021. The Awards recognize work done during the previous calendar year, so any intent to hold a ceremony in 2021 based on 2020 work would be unfair and misguided, taking into account the unprecedented hardships which restaurants and potential nominees faced this year. Instead, the 2021 ceremony will be a celebration of the independent restaurant community who have shown leadership during this crisis and honoring those who have made a significant impact on the industry and in their communities. This celebration will be held in Chicago and broadcast nationwide in May 2021. The September 25th ceremony will honor winners in a virtual ceremony for: America’s Classics, Lifetime Achievement, Humanitarian of the Year, Design Icon, and Leadership Awards. The broadcast will shine a spotlight on the previously announced nominees and be a night of storytelling surrounding the historic challenges this community faces, and how we can work together to rebuild a stronger and more equitable restaurant industry. The Awards Committee and subcommittees consists of volunteer members from within the broader food, restaurant, and media industries. The Foundation is also proud to announce the addition of Foundation trustee Tanya Holland to the James Beard Awards Committee, the governing body of the James Beard Awards. Holland is chef/owner of Brown Sugar Kitchen in Oakland, CA, author, podcast host, and alum of the Beard Foundation’s Chefs Boot Camp for Policy and Change and Women’s Entrepreneurial Leadership program. The Foundation will use the hiatus to engage an outside social justice agency to overhaul the policies and procedures for the Awards. The objectives are to remove any systemic bias, increase the diversity of the pool of candidates, maintain relevance, and align the Awards

from page 6 more outwardly with the Foundation’s values of equity, equality, sustainability, and excellence for the restaurant industry. To thoroughly conduct this audit, allow ample time to issue new recommendations and changes to future Awards, and take into account the catastrophic effects that COVID-19 has had on the restaurant industry in 2020, the Foundation has made the decision to hold on

what would be considered the “traditional” Awards in 2021. In their place, the Foundation will host an industry celebration shining a light on the members of the independent restaurant community who have shown leadership during this crisis and honoring those who have made a significant impact on the industry and in their communities when it was needed most. This celebration will be held in Chicago and broad-

cast nationwide in May 2021. The James Beard Awards will continue in their more traditional, but overhauled state, with the Entry and Recommendation Period in Fall 2021 for Awards taking place in 2022. (Eligibility rules will be expanded to include any relevant work that would have been eligible for a 2021 award.)

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September 2020 • Total Food Service • www.totalfood.com • 81

CATERING MUST-HAVES ber of disposable gloves. One more important part of disposable supplies is masks. You’ll want to make sure that all staff at the event are wearing masks if required by local governments. There should be enough to provide a mask to your customers if needed. 4. Transport Supplies Transport is always going to be a major consideration for catering companies. Food items need to be transported in a safe way that still allows the food to stay fresh and heated. There are numerous options available that reduce or stop heat loss, for example, chafers and soup stations. Insulated food pans are ideal and are a catering company’s go-to choice for fresh, warm food arrival. The catering company will need an array of different food pans with varying sizes. Dry ingredients can be stored in boxes or totes. Outdoor coolers can be used for drinks. Additional items to add to your transport supplies list are: • Food pan carriers • Outdoor coolers • Food totes • Food boxes • Racks As we continue to face COVID-19, maintaining high standards of hygiene has been of increasing importance and complexity. Your staff needs to be fully aware of how to maintain and transport food complying with food safety guidance. Here are a few of them: • Use food delivery packaging that is COVID-19 safe - clean and disposable. Food carriers should be appropriately insulated and sealed. Kitchen appliances like soup warmers, chafers, coolers should be cleaned and sanitized, internally and externally. • It is recommended that transported food will be ready to serve, rather than to be cooked at the event location. Cold and hot ingredients should be held separately.

from page 22 • •

Think over the route to shorten the delivery time. All staff must wash their hands or use sanitizer before and after collecting food to avoid cross-contamination.

5. Serving and Cooking Equipment When chef stations are required at an event, you’ll need to bring along various cooking equipment. A variety of different cookers will be needed, and a few of the many items to add to your list are: • Holding cabinets • Stir-fry stations • Portable grills • Outdoor burners • Induction cookers Serving equipment, to some extent, has been covered. But there are items that you’ll want to offer or bring along to the event. A few of the many serving options include: • Uniforms • Aprons • Chafers • Fuel • Tray stands • Serving utensils • Trays These items will vary depending on the type of catering that you’re offering. Flexibility is key and will allow you to rapidly adjust to the needs of guests and clients. Remember, safety-first in today’s “different” world. You may need to keep equipment well-spaced and have additional supplies, such as gloves or masks, available. 6. Beverage Items and Equipment Beverages can be as simple as soda or coffee, or they can include wine. Hot and cold beverages may need to be transported, and this would be dependent on the event and what you plan on offering. A multitude of options is at your disposal, including: • Beverage dispensers • Coffee or teapots • Chafer urns You’ll also need to bring along cups and ample ice to keep cool beverages cool. The right items and

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equipment will keep guests happy and may need to change based on outdoor temperatures or the drinks being served. To avoid cross-contamination by passing on the paper menu, install display boards with drinks menu behind the bar station. 7. Cleaning and Janitorial Supplies Of course, there are an array of other supplies that are even more important after COVID-19: janitorial and cleaning supplies. Catering companies are, more often than not, responsible for trash removal. The event, and amount of time you have to spend cleaning up, can go along much smoother when you bring: • Garbage cans • Recycling cans • Gloves • Hand sanitizer • Handwashing stations Train all employees in new sani-

tary procedures. It’s important to do your best to keep workers happy and healthy and do not contribute to the spread of the virus. Here are a few more tips to stay safe and sanitized: • Provide bins with lid and pedal in guests’ restroom as well as in employees’ areas • Permanently check the presence of soaps and paper hand drying napkins • Unplug air dryers • Make sure the personnel uniforms are washed at 60 degrees and transported in a closed packaging • Have hydroalcoholic gel dispensers available at the entrance, on the tables, and at the toilet entrance A little diligence can go a long way, and this includes washing your hands often, using disposable items as much as possible, and taking the proper precautions early on.

US FOODS GHOST KITCHENS Currently, with dine-in restrictions due to COVID-19, most restaurants are experiencing challenges with the minimum dining room capacity which operators say is needed to make reopening work financially. As a result, 75 percent of restaurant operators now consider off-premise dining to be their best growth opportunity. “We also know ghost kitchens are a departure from the traditional brick and mortar format, so some independent operators need help to jumpstart a new venture, which is why our program takes out all the guesswork,” Osborne continued. “We help the operator through every major decision. And since operators using the program often set up within their existing facilities, we’re able to help them open a ghost kitchen with minimal start-up costs in a matter of weeks, with the goal of higher profit margins and expanded customer reach.” Ghost kitchens, also referred to as dark or virtual kitchens, are professional kitchen facilities set up to support delivery or carryout meals only, offering restaurant operators an opportunity to start an additional revenue stream. With the addition of this program, US Foods customers now have access to exclusive resources developed to streamline the process of starting a ghost kitchen, including proprietary technology to help identify menu opportunities, a detailed playbook to guide decision making, dedicated marketing support, webinars, and one-on-one consultations with US Foods specialists. US Foods is leading the industry with its first-to-market, easy-to-activate program for operators exploring a ghost kitchen service model. The program will help restaurant operators drive profits by: accessing US Foods’ proprietary technology to identify the right concept based on their unique, local market conditions. It will also focus on leveraging US Foods’ knowledge and support in building and creating strong brands and digital marketing.

from page 4

The US Foods Ghost Kitchen program is available in Metro New York through the Shawn McCall led US Foods/Metro New York unit based in Perth Amboy, NJ. The program also focuses on helping the foodservice operator create and optimize their menu based on US Foods’ exclusive food-costing tools, industry analysis and recipes designed by in-house chefs that focus on both profitability and diner trends. It also provides guidance on how to

quickly get started so that operators are up and running in a matter of weeks. The US Foods ghost kitchen program came to fruition as a result of data that reveals future profitability, which is set to transcend the pandemic when dine-in restrictions are lifted. EuroMonitor estimates that ghost kitchens and off-premise dining are projected to become a $1 trillion global market by 2030.

September 2020 • Total Food Service • www.totalfood.com • 83

RE-OPENING STRATEGIES lose the war if you are crowding people in. One other thing to remember is there are spotters out there now so why chance it. When we come through this thing and we will you want to be the operator that followed the rules and shed light on customer safety. Remember this customer safety translates to your safety and that will keep you open through this pandemic. Fall is just around the corner start planning. Look to old sales records and plan a focused fall menu. Give all departments time to plan. Analyze each and every item. What is the career path of each item? If you have unused food items, what is the second use of said item? If a food item is so special that it only has one use than do not allow over purchasing. Underestimate demand for that item all the time. Have an unlimited supply of items that you can turn every other day. Sadly, it is better to run out. Having leftover raw food laying around with no place to go is not part of a plan for success. Don’t chase away your summer buzz. Slowly

from page 78 start to change decor perhaps small pumpkins on the table offer a box of crayons for decorating pumpkins and put them on display. Have a pumpkin decorating competition on a Saturday evening and will announce the winner the following week allow customers to vote for the pumpkin of their choice. One vote free. $ 5 for each extra vote and the proceeds go to charity. The restaurant relief fund. With Fall coming what are you going to need to keep open you outdoor dining area. What will you need in the form of extra? (Heaters lighting side walls for tents, etc.). Depending on the type of establishment your run maybe you offer logo long sleeve shirts for sale. Another item that might make a hit is a small blanket like the airlines offer. Perhaps you can partner with a sponsor for said items Think about the end of the meal. Maybe with cooler temperatures having a fresh selection of coffee and tea readily available. Offer coffee and tea is well constructed to go containers

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with a lid. Serve hot beverages to the table and allow the guest to self-serve cream and sugar. At the Self-Serve counter allow for refills and have a selection of deserts on display in clear to go containers. Think about the containers a florist might use to sell a corsage it might be a way to increase desert sales. Now the guest has an option for later at home evening coffee and dessert. With all this planning for customer satisfaction make sure you wave your own flag. Awareness is also a new item to be considering. In the pre COVID-19 days you and everyone else took your menu and hours of operation for granted. To survive and traverse to a Post pandemic world you are at war for business. You just can’t show up you and your staff must always be promoting your establishment. Remember utilizing the internet via e-mail send out weekly email reminders. Offer coupons with your e-mails. It is a way to see if your advertising is working offer buy one get one free

dessert. How about house made Pet Treats. Customer goes out for dinner and brings back treat for the Pet. Don’t allow the supermarkets to eat your lunch there in the prepared food business go after some of their business. Specialty Tomatoes and exotic produce that you already have in stock. What I am saying is you can’t do what you always did. You are no longer the same old restaurant business. At your takeout counter have additional items for sale. Be it lip balm, hand sanitizer or anything you think your customers want. Maybe insulated bag with your name on it to easily carry food home in. Where I live the grocery stores charge for plastic bags to carry food out, that they once given for free. Reminds me of the airlines used to store your luggage for free. Luggage is now a billion-dollar industry. If you are headed for survival, then you need to change the way you did things. Good Luck & Be Safe.

September 2020 • Total Food Service • www.totalfood.com • 85

ODDLYGOOD CHEESE

from page 40

any resources, which is why we have always emphasized a strong R&D department. We turned to our award-winning R&D department to look at the future and develop a product line that fits with our culture and is on trend – plant based was the solution.” Valio USA’s entry into the plantbased marketplace proved to be a logical adjunct to the company’s operations. Valio has a long history of producing non-dairy products, like juices, vegan foods etc. and using Nordic grains in production. Once again, Finlandia’s ability to capture the imagination of its diverse customer base came to the forefront with the naming of the new plant-based product. “When we first started doing consumer testing with our products, consumer feedback kept coming back with ‘odd but good’, ‘this is oddly good’, etc.,” Cecere noted. “We think the name Oddlygood™ captures perfectly the brand spirit.” Among the challenges in launching the Oddlygood™ brand has been the need to create a healthier product with a flavor popping taste profile. “That’s always a key issue with Vegan items is the taste. It also needs to be functional (meltability, for example) and if possible, provide the vitamins and nutrients that vegans need,” Cecere explained. “At the end of the day, it has to be usable and provide a good taste. I think that is something we have focused on from a product standpoint and we have delivered a cheese product that hits all these notes. Iodine, Vitamin B12, Vitamin D.” Once again with the Oddlygood™ line, Finlandia is offering packaging that reflects the needs of its foodservice customer base. The product is being offered in foodservice friendly packaging, with a convenient Loaf’s ready to shred. It is also being offered in, shredded 2.2 lb. Bags and pre-sliced bulk packs. The challenges of COVID-19 and previous economic downturns have always benefitted the pizza industry. Once again in 2020, both independent and national chain

pizza outlets have seen tremendous growth based on a consumer base that simply needs to inject the normalcy through comfort food that pizza brings to consumers. With that has come the emergence of a vegan pizza marketplace that need a plant-based cheese that would melt with the same profile as traditional mozzarella. The Oddlygood™ line solves both a flavor pile and P&L issue. “Mozzarella melts, so it stands to reason that vegan cheese needs to melt but they don’t until we brought our solution to the marketplace. This forces the pizza operator to add more cheese to compensate for this, costing them profit. And it doesn’t look appealing at all. We use shea and coconut, which has a creamier texture and feel and melts. You use less product, creating more yield and profits for the pizza operator. We call it the perfect takeout pizza cheese,” Cecere added. Finlandia’s rollout of Oddlygood™ has been a success as noted operators including Mario’s Pizza in Niagara Falls, NY are using the line on their menu. Cecere concluded: “We are convinced with early returns that operators will be able to both expand their customer base and increase revenues by offering to substitute vegan Cheese on any Pizza for an upcharge.” Metro New York operators can sample the line by contacting their local distributor. As always, Finlandia is looking to help restaurants and pizzerias with a product that was developed for them, generates incremental profits and fit consumer trends. Oddlygood™ is in the process of creating foodservice specific “How To” videos of our products and creating an Ambassador Program which will showcase restaurants and chefs that use the product and will be featured on the web and through social media. For more information, visit Finlandia online: https://www.valio.com/brandsand-products/valio-oddlygood/ https://oddlygood.net/

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CHEF ELISA LYEW

from page 24

way they behave rather than add a ton of additives to make them resemble gluten desserts.” Lyew used a few of the delectables she sells as examples. “My almond flour brownies are very different from those made with wheat flour. They have a nuttier flavor, with a superior texture and taste. My lemon squares taste like real lemon, not sugar. I let the ingredients do what they naturally do, and the results speak for themselves, they’re beautiful and tasty.” Not only does Lyew take a unique approach to desserts, she does so with baking in general, “A lot of people like to follow recipes, and create new ones based on recipes that they already know. Although that’s a totally valid approach, I come up with new recipes and ingredient combinations by playing around with different elements. I enjoy experimenting with measurements to create new tastes. I like toying with my ingredients, seeing what happens when I mix this with that. I enjoy noting the results from whatever that was and finding out how it changes when I introduce a third element. I’m always looking to improve my food; how can I make this lighter or that airier. While I enjoy experimenting with different flavor combinations and measurements, there is of course a lot of trial and error that comes with it. But the final products (and the look of absolute delight on our patrons’ faces) are

always worth it!” Chef Lyew has come a long way from the young girl who watched and helped her Grandmother bake on their farm. Although Lyew has since worked as a pastry chef at a bevy of restaurants in New York City, her aspirations always extended beyond simply baking what she was instructed to bake. “I have always been interested in healthy eating, but none of the restaurants I’ve worked for wanted to invest in the kind of desserts I really wanted to make,” Lyew said. “I started working on my own during my offhours, and in 2014 decided to quit my job at the time and work full time on developing Elisa’s Love Bites.” A year later, the first iteration of the health-oriented bakery opened for business. Now, Elisa’s Love Bites has not only reopened in a more favorable location in the East Village, Lyew has persisted against the challenge of doing so during the pandemic. This serves not only as a testament to her commitment, but even more so to her desire to share her passion for healthy baking with those around her. Lyew knows dessert not only makes people feel good, it’s the capstone of every meal, and therefore will always be the first thing that comes to mind when people look back. Doing so while adding nutritional value into the mix makes it all a wonderful dining experience.

September 2020 • Total Food Service • www.totalfood.com • 87

SCOOP

METRO NY INSIDER NEWS, from page 58

tions to see an operation and observe the creativity used in these operations. To qualify for the course funding awards, colleges and universities across the country submit original applications, providing both a course syllabus and a detailed description of how the funds would be used. A panel of educational professionals evaluate the applications and make recommendations concerning the awards annually. For information about activities and opportunities, contact: Tony Butler, Executive Director SHFM, tbutler@hqtrs.com, www.shfm-online.org

TOQUES IN BLACK COOKBOOK AND THE KITCHEN SESSIONS RAISES FUNDS TO HELP CHEFS SCOOP notes that the award-winning NYC-based photographer Battman initially intended for the bulk of the sales from his book project, Toques In Black, A Celebration of Black Chefs to support young black and brown high school age students enter the culinary field in a partnership with the High School of Food and Finance in NYC. Now Forty percent of the proceeds from sales of this title go to a fund to

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help those chefs featured in the book who are now unemployed due to the COVID-19 crisis. In addition, Toques In Black has launched Kitchen Sessions, a series of online cooking classes, staring the chefs featured in the book. You don’t have to order to participate in the Kitchen Sessions, yet having access to the book makes the sweet and savory even more powerful. When ordering, you will also receive a t-shirt and e-book from The Chefs Connection. For information on ordering, visit The Chef’s Connection. To view the Toques in Black Kitchen Sessions, check out the details on Eventbrite.

LOCAL GIVE PROGRAM LENDS A HAND TO THE TRI-STATE FITNESS COMMUNITY SCOOP learned that The Give Program is a newly formed nonprofit food delivery service that emerged from a personal connection to New York’s fitness industry. When two local gyms, CrossFit Queens and FlexFiit, closed their doors due to COVID-19 stay-at-home orders, they wanted to find a way to be productive and support their community.

With the help of their membership, both gyms were able to keep their staff employed and utilized the time to develop a food delivery system that uses all net proceeds generated to help those in the fitness community who are struggling financially. That was the inception of The Give Box: 9 pounds of quality protein (a combination of Beef, Chicken, Salmon and Shrimp, sourced from Sysco), delivered vacuum-sealed and frozen, direct-to-door. The price is $99 and includes shipping. Subscriptions are also offered at a 10% discount. With its net proceeds The Give Program donates free boxes monthly to out of work fitness professionals who sign up as Team Give Ambassadors, offering another avenue of income relief with a 20% rebate received on every box sold. Gyms can also sign up as affiliates for the same benefit. The Give Program is currently expanding its line with the additions of a Grill, Land & Sea, Poultry and Plant box. The Give Program is a grassroots charitable tri-state subscription service that fills a real need for those who can’t get to the store while directly giving back to its local community in a meaningful way. The Give Program is also eager to partner with like-minded organizations and companies. For more information, visit www.thegiveprogram.com or contact Aja Campbell, PR Director, aja@thegiveprogram.com.

September 2020 • Total Food Service • www.totalfood.com • 89

OUTDOOR DINING

from page 27

due to the Covid-19 pandemic. However, as the restaurant was to celebrate its 10year anniversary this October, the team wanted to give everyone the chance to give a proper goodbye. That’s why they will be hosting a four-month long popup at its sister restaurant, The Orchard Townhouse, which soft-opened before Covid-19 hit. The pop-up will continue throughout the end of October, and is equipped with a take-out window and beautiful backyard seating area. Classic menu favorites from the past decade, like Kale Caesar Salad, Seared Tuna and Watermelon with Gochujang and Fried Oysters with Cucumbers and Buttermilk Dressing, will be served alongside cocktails from famed bartender Naren

“The resilience of New York, and the restaurant industry, is so inspiring,” says Winser. “It’s the energy of this city that makes the dining experience so different from anywhere else in the world, and that energy is going to come back.”

INDOOR DINING NYC

Mouth watering takeout: the lamb ribs from The Orchard Townhouse

Young (Dante, Saxon + Parole, La Esquina, and Pegu Club). The downtown favorite started with a simple concept: home away from home. The British founders Phil Winser and Ben Towill wanted a comfortable and homey space during their visits to New York, and aimed to extend this welcom-

ing environment to neighbors and New Yorkers of all stripes. They created a rustic space reminiscent of London’s Covent Market. The fare was elevated home cooking, with offerings driven by sustainability and seasonality. Local New Yorker, Natalie Freihon joined the Fat Rad-

ish team as owner and managing member in 2017 to help expand the brand to new markets and spearhead the 2021 official opening of The Fat Radish’s sister restaurant, The Orchard Townhouse (which had its official opening postponed due to the pandemic).

“New York City has forever been recognized as the culinary capital of the world,” said Alfonso Zhicay, owner of Casa de Chef in Queens. “From every corner of the globe, individuals come to start their own businesses in New York City or visit to enjoy the culture and life that it offers. That’s what so many of our restaurants represent, and if the government can’t soon provide us a clear reopening plan, we risk losing it all.” In addition to calling on government officials to develop and implement an immediate plan for indoor dining in New York City, industry leaders renewed the urgency for sweeping relief for restaurants across all five boroughs, inclusive of extending the moratorium on evictions, extending the suspension of personal liability guarantees in leases, pausing commercial rent taxes, providing rent relief, and extending small businesses cash grants. The New York City Hospitality Al-

liance has been a leading voice for the industry since the beginning of the pandemic. The trade organization representing the over 25,000 restaurants and bars of New York City helped pave the way for the City Council to pass crucial legislation – including caps on fees charged by third-party delivery platforms and outdoor dining plans that extended lifelines to the city’s most vulnerable small businesses. The NYC Hospitality Alliance is a not-for-profit association representing restaurants and nightlife establishments in the five boroughs. The Alliance advocates on behalf of its members in the halls of government and in the media. We support pro-growth policies that support small business and reduce regulatory burdens. We offer restaurateurs and nightlife professionals information, education, consulting and events to help them grow, succeed and forge a strong and vibrant hospitality industry community.

from page 8

plan that allows restaurants in New York City to safely reopen indoors like our counterparts everywhere else in the State.” Rigie’s call to action was reinforced by restaurant owners from across the five boroughs, including Tren’ness Woods-Black, owner of Sylvia’s in Harlem; George Constantinou, owner of Bogota Latin Grille, Miti Miti and Medusa in Brooklyn; Alfonso Zhicay, owner of Casa de Chef in Queens; Massimo Felici, owner of Vinum in Staten Island, and Marisa Joy Davis, owner of Kirvens in the Bronx. “Restaurants, and especially Black-owned restaurants, have been financially crushed by the pandemic,” said Tren’ness WoodsBlack, owner of Sylvia’s in Harlem. “If we truly want to save thousands of small businesses that sustain our neighborhoods and local economies, then we urgently need a plan for reopening indoors.” “50% capacity is 50% capacity,”

said George Constantinou, owner of Bogota Latin Bistro, Miti Miti and Medusa in Brooklyn. “Location shouldn’t make any difference on whether you can appropriately social-distance at 50-seat restaurant. If you can do it in Westchester, then we can most certainly do it safely in Brooklyn as well.” “If there isn’t an immediate plan in place for welcoming customers back indoors, it’s anybody’s guess which industry businesses will survive the winter and which will close permanently,” said Alfredo Angueira, owner of Beatstro in the Bronx. “So many of our restaurants are struggling to survive,” said Massimo Felici, owner of Vinum in Staten Island. “Running a business — especially one that relies on the revenue of one week to pay for the wages, food, and drinks of the next, or even the prior – without knowing when and how our businesses will be able to fully reopen is extremely challenging.”

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FIORITO ON INSURANCE

from page 14

coverage. Many businesses, including restaurants and celebrity chefs, have already filed claims seeking reimbursement from their insurers1. They’re the first of what legal experts predict will be widespread litigation brought by policy holders. As customers demand solutions to possible future events the role of the insurance broker becomes ever more important.

based on the inability to prove COVID caused “physical loss or damage.” Moving forward, most policies will have very specific language excluding pandemic coverage with COVID coverage most likely cited as well. Where coverage is granted, it will be with specific sub limits and the customer will elect to “buy up”. There is also potential for a federal “backstop” to address the concern at a catastrophic level.

While not yet officially an insurance industry disruptor, here are 4 ways COVID-19 is currently affecting commercial insurance that businesses should be aware of:

4. Businesses need to think profit and loss management. There’s a good chance COVID-19 will further impact insurance costs. Prepare now. Look at every line item of your business’ profit and loss margins to see what can be redirected. Have conversations around business strategy and maintain a conservative outlook on spending, while planning for higher insurance rates this year and in the immediate future.

1. The evolving role of the broker. Our customers are looking to their broker for advice more than price these days. Insurance brokers are spending more time on consultative services than ever before. Topics include COVID-19 privacy and liability employment issues, how to present as a best-in-class risk to underwriters, worker’s compensation eligibility, claims and coverage and more. It’s never been more important to partner with a broker that specializes in the hospitality industry, understanding your unique exposures, with risk services capabilities and strong carrier relationships. 2. Increased scrutiny from underwriters. Underwriters are inquiring about every renewal. Before taking risk on, underwriters want to know your business’ pandemic response. What is your business’ level of exposure with COVID? What are you doing to mitigate it? Underwriters will want to know that your business is healthy financially before writing new coverage or even renewing an existing policy. 3. COVID coverage or lack of coverage is being very specifically addressed. The vast majority of COVID Business Interruption (BI) and Property claims have been denied

Although current policy limits and cost increases are linked more to historical losses than the current pandemic, the question still lingers: When will COVID-19 exposure catch up to the market? The answer is unknown. As 2020 unfolds, carriers, insurance advisors and business owners alike will remain watchful for changes in exposure and its resulting effect on the commercial insurance market. Work with an experienced insurance broker and their risk management experts to learn how to develop a security risk management program and business continuity plan that will help protect your business and employees from the unexpected and prepares you for the market ahead. For the latest information, guidance and resources on COVID-19 to help you protect what matters most, please visit www.hubinternational. com/coronavirus. 1 . h t t p s : / / w w w. i n s u ra n c e journal.com/news/national/2020/03/27/562627.htm

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DAVID SCOTT PETERS

from page 42

by order. You can keep track of them on the Key Item Tracker. All you have to do is take five to 15 items on a daily basis and track them every shift. How many do you start with, how many prepped or purchased and what your ending inventory should be. Go to the POS system and find out how many you sold. Subtract that number from the Key Item Tracker to find out how many should still be in the freezer. Take your clipboard, go back there, open up the walk-in and count. You should have the same number and if you don’t, you need to find them. Where should they be? They were either wasted or stolen. That leads us to the Waste Tracker, the third solution. With this system you are tracking everything in the kitchen that gets thrown away. It allows you to look for patterns and problems. If tomatoes are going in the garbage every Thursday because you’re over ordering them on Monday, maybe you should reduce your par level. You can stop that dumb mistake, see it today

and fix it today. The same thing can be happening with staff – front and back. Are you throwing out burnt burgers? Maybe a line cook needs to be taken off the line for retraining. Or maybe the new server keeps running back to the kitchen yelling, “Don’t make, don’t make,” after the order’s been made. She might need some training on the POS system. And back to the possibility of theft. If items are missing from the Key Item Tracker and not showing up on the Waste Tracker, you could have theft. Train everyone to use the systems and then verify. The theft will virtually disappear. Once a thief knows you’re paying attention, they stop. When you put your management team on a budget, hold them to that budget, prevent theft and track waste, not only can you fix mistakes when they’re discovered, you take control of your food cost. Use these three systems, and I guarantee you will see a 2–3 point drop in your food cost.

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TAKEOUT PACKAGING

from page 10

op a packaging strategy that enables the inclusion of all menu items that will remain. Rigid plastic packaging can maintain heat and temperature longer and more consistently than alternative options. Secure closures eliminate spills during transit, antifog lids prevent errors before the food goes out and present an appealing meal when food is delivered. Additionally, the performance of vented packaging, notably the Crisp Food Technologies line by Anchor Packaging, can maintain texture, even for fried foods, for over 30 minutes, which exceeds the duration of most deliveries. Making these packaging options part of your plan can quickly put more items back on the menu, including many signature items that drive repeat consumer traffic to your restaurant. Some rigid plastic packaging options can add additional value to the customer as well. Polypropylene containers are dishwasher and mi-

ROCCO DISPIRITO

from page 12

this is your chance.” With the pandemic still looming over us, safety is Rocco’s priority. “I want customers to understand two things, that they’re coming into an en-

Chef Rocco DiSpirito

crowave safe, making them genuinely reusable for the consumer. Many options are available that are produced using less plastic, and polypropylene is curbside-recyclable through most US waste collection services. With the recent spikes in COVID-19 cases across the country, it is clear that takeout and delivery will continue to reign supreme. Although for many operators, the revamping of off-premise services appears expensive, it will be well worth the investment, as takeout and delivery continue to grow as significant revenue sources. One only needs to look at the two mergers in that space with GrubHub being acquired by Just Eat and Uber Eats teaming with Postmates in deals that valued at over $10 billion for confirmation of the phenomenon.

vironment carefully managed in terms of all the Covid protocols, and that we’re ready to provide the experience that they feel most comfortable dining in, be it contactless or traditional,” DiSpirito added. Providing customers with the opportunity to try some delicious Italian comfort food is important, but only if they can do it in an environment in which they feel secure.” Although safety is still the name of the game, Rocco feels strongly that it is more important than ever to revitalize the industry. “People like me need to step up to the plate and take these shots, because if enough of us stay home or if enough of us don’t try, the industry is doomed. Everyone who’s in the game is going to have to participate, because these restaurants aren’t going to just open by themselves. We have to get out there and take some risks. I feel like we owe it to the community, to the customers, to the city of New York, to restore as many of these experiences as we can.”

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RESTAURANT STRATEGIES lishing a great culture in your restaurant starts with standards and accountability. Please don’t think of this as a huge undertaking. Instead, think of it as raising your standards on the things most important to you, one step at a time. For example, what is your tolerance for being late? If you have a zero-tolerance policy on tardiness, then you have to enforce that. If someone comes in late, what’s their consequence? Maybe they can’t work that shift or they get taken off of a good one. Eventually, your employees will learn that they can be replaced with employees who will respect your standards. When you raise your standards, you improve your culture. SIMPLE STEPS FOR RAISING YOUR STANDARDS When my clients tell me about the challenges they are having with their staff, here is the plan we put in

from page 52 place: 1. Identify areas where standards are lacking, weak, or nonexistent. 2. Set new standards, make the changes, and clearly document them. 3. Raise the standard by holding the team accountable. 4. Measure its success. 5. Refine. Are we making improvements? If not, what can we tweak in the standard, system, process, or procedure to make it better? There is no better time than now to improve your culture and raise your standards. If every time you allow a standard to be broken, you feel a gut-wrenching pain in your stomach and think ‘I know I should be enforcing that’ or ‘I know I should be doing a better job on this,’ but you don’t do anything to fix it, you are killing your culture one small cut at a time.

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