Main Ingredient - May June 2017 by Oregon Restaurant & Lodging Association

A PUBLICATION OF THE OREGON RESTAURANT & LODGING ASSOCIATION | MAY/JUN 2017

Balancing Automation with Human Touch Weighing Out Technology Trends in Restaurants

also in this issue Restrictive Scheduling: Bad for Business FRAUD RISKS IN FOODSERVICE

Immigration and Documentation

OregonRLA.org - 1

2 - Main Ingredient - May / Jun 2017

MAY / JUNE 2017 Main Ingredient is published six times a year by the Oregon Restaurant & Lodging Association (ORLA), 8565 SW Salish Lane, Suite 120, Wilsonville, Oregon, 97070, 503.682.4422, 800.462.0619. Articles address issues, programs, news and trends important to Oregon’s foodservice and lodging industry. To learn more visit OregonRLA.org.

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To become a member of the Oregon Restaurant & Lodging Association, please contact Jennifer Starr, JStarr@OregonRLA.org or 503.682.4422.

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Features

PUBLISHER

Jason Brandt, President & CEO, ORLA EDITOR   Lori Little, ORLA DESIGN  Heidi Janke, ORLA

ORLA BOARD OF DIRECTORS Vijay Patel, Chair, A-1 Hospitality

| BALANCING

AUTOMATION WITH HUMAN TOUCH

Weighing Out Technology Trends in Restaurants

Michael Carbiener, Vice Chair, Oswego Lake Country Club Zach Poole, Secretary, Pig ‘N Pancake Buggsi Patel, Treasurer, BHG Hotels Chris Bebo, Provenance Hotels Richard Boyles, InnSight Hotel Management Group Lucinda DiNovo, The Mill Casino Hotel Treva Gambs, Gamberetti's Italian Restaurant

14 | 2017 Restaurant Industry Outlook Restaurant Industry

Expected To Post Modest Sales Growth In 2017

Jim Hedlund, Bugatti’s Family of Restaurants Wray Hutchinson, Buffalo Wild Wings Vickie Irish, Shari's Restaurant Group Steven Johnson, Vip's Industries Masudur Khan, Seaside Lodging LLC John Lenz, Jaspers Cafe Kent Lewis, Anvil Media Jennifer Nelson, Inn at the 5th Komal (Tina) Patel, ALKO Hotels (Ex Officio) Dani Rosendahl, On Deck Sports Bar and Grill Michael Rowan, Deschutes Brewery Jerry Scott, Elmer’s Restaurants Randy Xavier, Food Services of America

4 | President's Letter It’s ‘Go Time’ on Restrictive Scheduling.

12 | Immigration and Employee Documentation Don’t Let I-9 Audits Put You on Thin Ice.

21 | Virtual Experience of Consumers How Technology Impacts Everyday Restaurant Operations

24 | Fraud Risks in Foodservice What You Can Do to Control the

Risk of Fraud in Your Restaurant

26 | The Importance of Hand Washing Don’t Serve Up Infection and Illness in Your Restaurant.

Erin Gilchrist, Bandon Dunes Golf Resort Terry Goldman, DoubleTree by Hilton Portland

Membership

Government Affairs 6 | Oregon Represented on the Hill Restaurateurs Meet with

29 | News Bites

Information From Around the Industry

Lawmakers in D.C. to Tackle Tough Issues

8 | Restrictive Scheduling: Bad for Business Employees and Employers Urged to Take Action on These Harmful Bills

11 | Legislative Update

ORLA on the Front Lines Advocating for Members

OregonRLA.org - 3

PRESIDENT'S LETTER

It’s ‘Go Time’ on Restrictive Scheduling.

veryone knows we are waging a war with the current legislative majority to pass a first of its kind statewide scheduling regulation on the backs of the hospitality and retail sectors. We’ve seen this story before. Grandiose plans to make unionization in restaurants more feasible starts in San Francisco, then moves to Seattle and eventually makes its way to Portland. The difference in Oregon is that the population base of Portland as a proportional share of the rest of the state creates stronger political leverage for statewide regulations compared to our counterparts in California and Washington. This started with paid sick leave, continued with minimum wage and is now unfolding with restrictive scheduling in the 2017 Legislative Session as the piece of labor regulation Democrats are expected to pass. The sheer power one party currently has in Oregon with just one Republican in the House and one Republican in the Senate from stopping party line votes on any tax measure should be worrisome to anyone working in small business.

Unfortunately, regulations like restrictive scheduling do not require a supermajority vote in Salem (3/5ths vote in both chambers). All they need is a simple majority to send the restrictive scheduling bill to the Governor’s desk for her potential signature. In our conversations with ORLA members, restrictive scheduling is broadly opposed by both our Democrat and Republican members alike. The policy pursuits we are seeing unfold in Oregon are nothing short of extreme and are alienating swaths of Oregonians from both sides of the aisle. So what are we doing about it? The month of May will prove to be crucial for ORLA mobilization. Internally at ORLA we have launched a comprehensive campaign with coalition partners to protect the rights of workers, convenience for customers, and freedoms of employers to continue creating schedules and adjusting those schedules based on supply and demand. Our industry and its workers thrive on this flexibility and government is threatening to take that away.

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This ongoing assault on hospitality should anger us. Our members haven’t had time to adjust to ongoing minimum wage escalations and are just now getting a handle on paid sick leave benefits. And now we’re being asked to do more with no scientific data to justify their cause. In fact, the data is on our side as evidenced by a recently released study of scheduling regulations out of San Francisco and a scientific survey of Portland Metro restaurant workers. We need you engaged now. Visit WeWorkForOregon.com and learn more about how you can call and email your legislators about this ridiculous move to have government control scheduling. In addition to utilizing our mobilization tools on WeWorkForOregon.com you can also schedule appointments with your legislators so they know just how crazy this proposal is. The proof is in our corner. On our website at OregonRLA.org you will find results from a recent analysis conducted in San Francisco regarding the unintended consequences of their scheduling law after one year of implementation. In addition, you will find a link to a scientifically significant survey of Portland Metro restaurant employees. A staggering 85 percent say the way their job is currently scheduled allows them to choose how they spend their time and enjoy life. Take this data and contact legislators to tell them you oppose restrictive scheduling. Don’t sit on the sidelines – get out on the field. We need you fully engaged on this one.

JASON BRANDT, PRESIDENT & CEO, OREGON RESTAURANT & LODGING ASSOCIATION

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Oregon Represented on the Hill

Restaurateurs Meet with Lawmakers in D.C. to Tackle Tough Issues

ecently, ORLA members and staff went to Washington, D.C. to talk to Oregon’s U.S. Senators and Representatives. The trip was part of the National Restaurant Association’s 2017 Public Affairs Conference. The conference included a day of meetings, presentations and networking, along with a day of meeting with our Congressional delegation and their staff including:

Greg Astley, Jerry Scott

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• • • •

U.S. U.S. U.S. U.S.

Senator Ron Wyden Senator Jeff Merkley Representative Greg Walden Representative Peter DeFazio

• U.S. Representative Suzanne Bonamici • U.S. Representative Kurt Schrader We covered issues including tax reform and asked for reform to both individual and corporate tax codes. In addition, we discussed the need for necessary reforms to the Affordable Care Act including support for the American Health Care Act as a first step to repeal employermandate penalties. Protecting debit card swipe fee restrictions was also on our agenda, specifically, maintaining the sections in Dodd-Frank that caps the fees

ORLA, Travel Oregon, U.S. Senator Ron Wyden

that can be charged to restaurants by financial institutions. A big thank you goes to all the members who joined ORLA’s Jason Brandt, president and CEO and Greg Astley, director of government affairs, as part of our small contingent in D.C. including:

• Laura Anderson, Local Ocean Seafoods • Mike Nesbitt, Papa’s Pizza • Ed and Karen Pfannmuller, The Adobe Resort • Jerry Scott, Elmer’s Restaurants Their commitment to our industry and our issues went a long way in helping to share the story with our elected officials about how important the restaurant

industry is to Oregon. The size of our group was beneficial in fostering meaningful conversations with our elected leaders and their staff. This is an annual trip so if you’re interested in joining us next year, please contact Greg Astley at Astley@OregonRLA.org. | GREG ASTLEY, OREGON RESTAURANT & LODGING ASSOCIATION

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Restrictive Scheduling Employees and Employers Urged to Take Action on These Harmful Bills

here are two bills in the Oregon House and Senate, HB 2193 and SB 828 respectively, placing restrictive scheduling requirements on employers in certain sectors including restaurants. These bills would also implement punitive penalties and unfair reporting requirements for businesses. ORLA opposes HB 2193 and SB 828 and is asking for employees and employers to make their voices heard on these critical bills. A stated goal of these bills is to help workers balance the demands of their jobs with family responsibilities. However, the actual result is reducing the flexibility of employers to make important business decisions, and employees who chose flexible jobs for that reason. Adopting one-size-fits-all regulations hurts all Oregon businesses and employees. • Employees and employers shouldn’t be penalized for bad weather. Severe weather has an adverse impact on businesses because it suppresses demand. For some businesses, the added costs would make it difficult to stay in business. • Employees and employers should be able to adjust to changes in supply and demand. Demand is not always predictable. Anything can affect consumer behavior, and businesses must have the flexibility to adapt in order to remain viable. • Employers shouldn’t be penalized for making employment decisions. This bill would penalize employers for “retaliation” against employees for asking for scheduling changes, even when the employee is wrong about their claim and there was no retaliation. This puts employers in a difficult position of not being able to make the choices right for their businesses, for fear of being charged with an unlawful employment practice. 8 - Main Ingredient - May / Jun 2017

• Employees and employers benefit from flexible hiring and need-based driven schedules. Flexibility in scheduling for both employees and employers is essential to expanding a small business. In addition, penalties for hiring temporary or seasonal employees result in less hours for all and poor customer service for the business’s guests. • Employees and employers should be able to deal with unexpected life events. Scheduling mandates make it harder for employers to approve lastminute time-off requests. ORLA recently conducted a scientifically significant study in the Portland Metro area of restaurant employees on their work environment including scheduling practices. Among other findings: • 85 percent say the way their job is currently scheduled allows them to choose how they spend their time and enjoy life • 84 percent say they can talk to their employer or manager and give input about the work environment, scheduling needs and what employees need to do a good job at work • 89 percent say there is no change needed or only minor change needed to improve the effectiveness of how often employers change the work schedule In addition, a recent report from the California Retailers Association approximately one year after the implementation of restrictive scheduling shows it is not working for either employees or employers. From the report (emphasis added): “FRE (Formula Retail Employers) Employees have encountered problems with scheduling flexibility and lifestyle changes, including but not limited to the demands of school, parenting, caregiving, and potential unexpected and changing daily responsibilities. In addition, FRE Employees (especially part-time employees) in need of extra

income are having more difficulty adding extra work hours. Moreover, FRE Employers have experienced added unnecessary administrative burdens, removal of their ability to be flexible in running their businesses with changing economic and inventory demands, increased administrative and penalty costs for Predictability Pay and scheduling mandates, and unreasonable interference in their communication and relationships with their employees – many of whom went into retail for the scheduling flexibility due to school, family, and lifestyle choices. Additionally, the impact upon the local economy could become significant with decreased retail profitability, lower retail sales taxes, decreased customer service, and the reduction in work hours and income to FRE Employees across the City.” We are providing legislators with these surveys and reports and are asking them to oppose SB 828 and HB 2193. There is also a website for both employees and employers to visit and learn more about these bills and their negative impact on flexible scheduling, WeWorkForOregon.com. Go there today and use the Take Action Now! widget to contact legislators and tell them you’re opposed to these bills and the harm they will do to employees and Oregon’s restaurant industry.. It is clear there is little or no change needed in how scheduling is handled between employees and employers. The kind of broad, sweeping changes these two bills would make will harm employees, employers and customers. No state has adopted a statewide predictable scheduling policy. Oregon shouldn’t be the first. | GREG ASTLEY, OREGON RESTAURANT & LODGING ASSOCIATION

changes that aren’t needed 70

Portland Restaurant What Employers Portland Restaurant Can Focus On

E RS SURVE Y WORK EWORK RS SURVE Y 70

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WORK E RS SURVE Y 56

69% have one job

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Restaurant Workers What We Heard Who Took the59%Survey

work 30 hours or more each week

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What Employers What Employers Can Focus Can On Focus On 74

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69% have one job

OregonRLA.org - 9

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industry

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LEGISLATIVE UPDATE ORLA on the Front Lines Advocating for Members

ow that we have passed the deadline for first Chamber, the following represents the status (as of this writing) of the key bills we are currently following in the Oregon State Legislature.

PAID FAMILY LEAVE HB 3087 - Creates family and medical leave insurance program to provide covered employee with portion of wages while on family medical leave or military leave. ORLA opposes this bill. This bill was moved to the House Rules Committee but requires a 3/5ths vote of the Chamber (36/60 votes). It does not appear likely it will receive the required number of votes and will likely die in Committee.

HUMAN TRAFFICKING HB 2141 - Directs court to order suspension of person's driving privileges upon person's conviction for offense related to sexual solicitation. ORLA supports this bill and others like it related to curbing or eliminating human or sex trafficking. This bill was not passed out of Committee and is effectively dead. This bill was not moved out of Committee and is effectively dead.

RESTRICTIVE SCHEDULING SB 828 and HB 2193 – Require employer to pay employee equivalent of at least four hours of work if employee is scheduled or called in to work but, due to employer, does not work entire shift. ORLA opposes these bills due to their restrictive and punitive nature and because research has shown that three out of four employees do not want the government interfering with their work schedules. SB 828 has been moved to the Senate Rules Committee with a “dopass” recommendation. If it passes in the Senate Rules Committee, it will move to the Senate floor and then to the House for review. HB 2193 has been moved to the House Rules Committee and is awaiting a vote.

TOURISM HB 2744 - Amends definition of “tourism-related facility” to include improvements to real property that have substantial purpose of supporting, promoting or accommodating tourism or tourist activities. ORLA opposes this bill. This bill would remove the requirement that local governments that agreed on or before July 1, 2003, to increase percentage of local transient lodging tax revenues expended to fund tourism promotion or tourism-related facilities must increase percentage as agreed.

HB 2768 - Expands definition of “tourism promotion” for purposes of local transient lodging tax revenue expenditures. ORLA opposes this bill. This bill would have allowed cities, counties and other municipalities to use lodging taxes for purposes other than what has traditionally been defined as tourism-related including beautification projects and sidewalks. This bill was not passed out of Committee and is effectively dead.

HEALTHCARE SB 997 - Establishes penalty to be imposed by Department of Consumer and Business Services on employers that offer health insurance coverage to employees but that have employees working at least 20 hours per week who receive healthcare coverage through medical assistance program. ORLA opposes this bill. This bill would penalize employers who offer healthcare coverage to employees but the employee chooses the Oregon Health Plan instead. This bill did not move out of Committee and is effectively dead. For more information, please visit OregonRLA.org/GA or Astley@OregonRLA.org. | GREG ASTLEY, OREGON RESTAURANT & LODGING ASSOCIATION

OregonRLA.org - 11

Immigration and Employee Documentation DON’T LET I-9 AUDITS PUT YOU ON THIN ICE.

ately, there has been a lot of increased chatter about a potential surge in U.S. Immigration and Customs Enforcement (ICE) raids at employers’ places of business. These raids are part of an effort to root out employees who have lied on Form I-9s and to catch employers who have not properly checked identification documents or have failed to complete I-9s. However, drastically increasing I-9 audits for purposes of engaging in a mass deportation scheme is a Herculean task. With the President attempting to slash the budget to other federal departments while simultaneously increasing defense spending and trying to fund the construction of a border wall, in reality, a large increase in raids may be somewhat cost-prohibitive. Nevertheless, we are likely to see an uptick in the number of I-9 audits that ICE conducts, and there are some reports of these raids occurring already. According to a 2015 Pew Research Center study, more than one-third of undocumented immigrants in Oregon’s labor force work in the service industry. Due to the large volume of undocumented workers employed in the hospitality industry, there has certainly been some concern that restaurant and lodging businesses may be one of the focuses of such an increase in ICE enforcement and raids. With the hefty fines (and even potential prison time) that can accompany instances of knowingly employing undocumented workers, hospitality industry employers should not underestimate the risk of an audit. So what is an employer in the hospitality industry to do?

HAVE AN ICE PLAN Having a plan if your business finds itself in the crosshairs of an ICE investigation is crucial. ICE has the power to subpoena documents from an employer—namely, the Form I-9s and related documentation— to see if there are irregularities in the paperwork that the employer is legally required to collect. The time for an 12 - Main Ingredient - May / Jun 2017

employer to respond to such a subpoena is usually very short, so being prepared to respond timely is vital. If your business is subjected to an ICE audit, the agents will most likely show up unannounced, as no advance warning is required. Remember, if ICE agents do arrive at your business, they will need to have a warrant to enter the business. However, agents are allowed to enter places of your business that are generally open and accessible to the public without a warrant. While it can be intimidating for a team of ICE agents to show up on site, the fact that they are government agents does not give them a free pass to inspect the premises or speak to employees absent a warrant. Furthermore, while employers should not impede any investigation or be combative with the agents, employers do have the right to remain silent, speak to their attorney, and should call counsel immediately if faced with an audit. It is also a good idea to have people, such as management personnel, who are trained for ICE visits. These employees would be responsible for speaking with the agents directly, and keeping the agents from wandering around the business into areas outside the scope of the warrant. Furthermore, other employees would know exactly who to notify in the event your business is visited by ICE agents. If you have multiple offices or facilities, consider having at least one point person per facility that is given this responsibility.

PERFORM AN INTERNAL AUDIT In preparation for a visit from ICE, employers may consider conducting an internal I-9 audit to make sure that the business has all its records complete. Hopefully, you’ve done everything by the book and your I-9s exhibit no anomalies. If there are issues with your I-9s, however, you should act with care in remedying them. An employer who only selectively audits I-9s of certain employees could give rise to allegations of discrimination. It is important to note that employers cannot continue to employ a worker that the employer knows

to be undocumented (and is therefore not legally eligible to work in the United States).

BE CAREFUL NOT TO DISCRIMINATE! As the hysteria grips employers and word of the first ICE audits begins to trickle out, employers should remember that discrimination stemming from actions taken in regard to citizenship can land the employer in hot water with the Department of Justice under the Immigration and Nationality Act. One key thing to remember is that employees should only be re-verified in certain circumstances. If you undertake an internal audit to shore up the company’s I-9 records and find that a few people submitted suspect information which the employer initially accepted as valid (or worse yet, did not even bother to view the required documentation), re-verifying these employees could subject the employer to liability. Additionally, employers are prohibited from requesting additional or different documentation than otherwise required to verify eligibility for employment. Employers also cannot reject seemingly authentic documents. Employers are not tasked with being experts at sniffing out identification fraud, but should know what the required documents look like and be able to spot obvious fakes. This, of course, is not to say that conducting an internal audit is a bad idea or should not be done. On the contrary, such practice can be a good thing, particularly when faced with a potential ICE audit. However, employers should enlist the help of an HR professional or employment law attorney to make sure that your workplace follows best practices and avoids discrimination claims in the process. | SEAN RAY, BARRAN LIEBMAN LLP.

ABOUT Sean Ray is a partner at Barran Liebman LLP. He advises and represents employers in labor and employment matters and disputes. Contact him at 503.276.2135 or SRay@Barran.com.

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2017 RESTAURANT INDUSTRY OUTLOOK Restaurant Industry Expected to Post Modest Sales Growth in 2017

gradually improving economy will help restaurant-industry sales continue to advance in 2017, even as restaurant operators face continued margin pressures, a tightening labor market and some lingering consumer uncertainty.

sector employer, providing jobs and careers for about one in 10 working Americans.

federal, state and local levels add pressure on business performance and bottom lines.

2. Recruiting is a top challenge. Recruitment and retention of employees continues to strengthen as a top challenge 1. A challenging business for restaurant operators in 2017. As environment. While restaurant operators the economy keeps improving and The National Restaurant Association generally are optimistic about the outlook employment There is no doubt technology is becoming the new normal in some restaurants, though it’s levels more arise, there is more marathon than a sprint when it comes to implementation. More restaurant operators consider (NRA)is projecting that the restaurant for future business, a range of challenges competition for their qualified employees to fill operations lagging in technology use than those who say they’re leading edge, but the gap may be industry’s workforce will increase slightly put awill damper their enthusiasm in vacant restaurant positions. narrowing as will a quarter devoteon more resources to technology this year. to 14.7 million in 2017. Restaurants will 2017. Rising labor costs and a complex remain the nation’s second-largest private- RESTAURANT TECHNOLOGY SURVEY 2016 legislative and regulatory landscape on Five key trends to shape the restaurant industry in 2017:

MAPPING THE RESTAURANT TECHNOLOGY LANDSCAPE IN 2016

Sponsored by:

FROM NRA's 2016 RESTAURANT TECHNOLOGY SURVEY

LAGGING vs. LEADING

COMPETITIVE EDGE

Restaurant operators who consider the technology in their restaurant lagging vs. leading edge:

Four in five restaurant operators agree that…

All restaurants 32%

12%

Technology makes their restaurant more productive.

Tableservice restaurants 40%

Use of technology in a restaurant provides a competitive advantage.

11% Limited-service restaurants 25%

Technology helps increase sales.

POS SYSTEMS

13%

81% of restaurant operators say their restaurant uses a POS or electronic cash register system.

Independent 42%

7% 78%

83%

69%

94%

Franchisee/chain 22%

Tableservice restaurants

17%

63%

Cost of implementation Lack of infrastructure

50%

Service and repair

49%

Per transaction/usage costs

49%

Customer acceptance

48%

14 - Main Ingredient - May / Jun 2017

Franchisee /chain

More than half of systems feature card processing, labor management, inventory management and accounting tools.

Restaurant operators who say the following are barriers to adding customer-facing technology:

Staff training

LimitedIndependent service restaurants

44%

WEBSITES

Four in five restaurants have a website

83% of websites are mobile friendly.

3. Elevated pent-up demand. among restaurant operators in 2017, but will be more engaged and discerning than Consumers’ pent-up demand for the process is not without challenges. Cost ever when dining out in 2017. Diners SMARTPHONE APPS restaurant services remains elevated in various forms remains a significant are more knowledgeable about food and compared to historical levels. As barrier, and while acceptance of the more 50% have come to expect menu options that fit Limited-service restaurants Americans remain relatively cautious common types of restaurant technology their dietary preferences no matter when s nt 18% Tableservice restaurants ra with their spending inRe 2017, — such as online ordering, kiosks and or where they visit restaurants. This has stau restaurant a at havemedia operators will engage inthsocial mobile payment — gains ground among resulted in food trends becoming more smartphone 14% Independent marketing and other innovative tactics to consumers, some are still on the fence concept-based than ingredient-based, with p ap highlight exceptional quality, service and about more advanced technologies. an evolving focus on production, sourcing 55% Franchisee/chain value to nudge consumers into action. and preparation. | NATIONAL RESTAURANT 5. Food and menu trends lean toward ASSOCIATION 2017 RESTAURANT INDUSTRY OUTLOOK, More than half of apps feature: 4. Technology gains ground. concepts. As their food-decision matrix RESTAURANT.ORG Technology adoption will keep growing grows increasingly complex, consumers

1/3

Menus

Maps/ directions

Loyalty program

Payment options

Ordering

Nutrition information

TODAY’S TECH

LEADING-EDGE TECH

Restaurants that currently offer the following:

Restaurant operators who say they would implement the following technologies if they were available:

Tableservice Limited-service

53%

Predictive ordering Wi-Fi for guests

71%

64%

Automatic menu-price adjustment based on demand Drone food delivery off-premises

Touch-screen ordering kiosks

N/A

42%

Automatic food preparation system

36% 16% 13%

Automated onsite drink or 9% food delivery Online ordering

25%

49%

TOMORROW’S TECH Mobile payment

15%

Online reservations

25%

49%

N/A

Restaurant operators who consider these the most important areas of development for restaurant technology over the next 5 years:

37%

25%

Customer ordering

Loyalty programs

Payment options

Robotics & automation

Restaurant.org/TechnologyTrends Methodology: A telephone survey of 502 restaurant owners/operators/general managers was conducted March 31 - April 22, 2016, by ORC International on behalf of the National Restaurant Association, asking respondents about their restaurant’s use of technology.

OregonRLA.org - 15

BALANCING AUTOMATION WITH HUMAN TOUCH Weighing Out Technology Trends in Restaurants

he lobby at Red Robin in Albany is packed at 5:30

“We are also implementing a seating software program called

on a Wednesday night, and there isn't a senior

Dine Time, which will allow more accurate waitlists, efficient

citizen in sight. The blur of managers, hostesses

seating of guests, and metrics that can be evaluated during

and servers darting about almost looks choreographed, as staff

and after a shift to see how well we did. This is a cloud-

do their best to seat and feed the growing crowd of hungry

based program that uses iPads as its platform, which allows

guests on hand. It's difficult to imagine the restaurant being

much greater flexibility operationally. The staff can carry

more efficient, but Bill Powell, vice president of operations at

iPads through the restaurant and immediately update seating,

Restaurant Development Company of America (RDCA), claims

cleanliness, and waitlist. If this works as expected, our seating

it's possible. These days, Powell is applying the latest technology

efficiencies should improve, which will translate into better

to improve everything from the accuracy of orders to the speed

service for our guest, and more efficient table turns (read:

of food traveling from kitchen to table at RDCA’s Red Robin,

profitability) for our restaurants.”

Johnny Carino’s, and Greg’s Grill restaurants in Oregon. While favorite recipes may be sacrosanct, restaurants could “For our Red Robin restaurants, we are introducing KDS

stand to benefit by modernizing their business systems and

(Kitchen Display Systems),” shares Powell. “We hope this will

operations. “The ‘good old fashioned way’ takes time to go

allow us to speed up the process of preparing and serving food

through the tasks manually with timeclock, sales mix and

to our guests. We utilize KDS in our Carino’s franchise, but the

inventory,” points out Alex Frantz, a business development

difference in volume and speed is significant with Red Robin,

manager with Enterprise Merchant Solutions, which offers

so we’re hoping to see an impact in our overall speed of service.

hardware and software products to help operators run their

16 - Main Ingredient - May / Jun 2017

restaurants. “Leveraging a true technology platform that delivers a strong integration will ultimately, positively impact the guest experience.” But he warns, “Selecting technology for the sake of technology without proper perspective or diligence in how those applications will come together could negatively impact the experience. For example, even the most beautiful mobile app that isn’t seamlessly integrated into the restaurant can negatively affect the consumer experience the same way a bad meal could.” Today’s technology also provides the opportunity to positively influence potential patrons before they ever sit down to eat at your establishment. For example, Portlandbased Southpark Seafood is using Visiting Media TrueTour™ Technology to give its website visitors a 360-degree virtual tour of the restaurant and the local farms, vineyards, and breweries that supply its fare. “For us the dining concept of ‘farm to table” has always been much more than the latest dining fad,” explains General Manager Jason Gerlt. “We recognize that the best ingredients begin at the source and understand the benefit (both in flavor and economy) of using locally sourced products. “As a team, we discussed how we could emphasize this aspect of our business, and since bringing each guest to every farm was a little too much, we thought of ways we could bring the farm to the guest. Using 360 technologies allows us to highlight the many regional products that make up our menu, including our produce, fish, meats and wine selection.” Gerlt adds that feedback from guests has been positive and the virtual tours have even stimulated more customer conversations with staff.

“Leveraging a true technology platform that delivers a strong integration will ultimately, positively impact the guest experience.”

Gadget-happy foodies in generations X, Y, and Z are often quick to adopt the latest dining advances; however, research indicates that not everyone favors wholesale change. “Younger consumers are generally more accepting of all types of technology and use more of it, likely because they have been using various forms of it most of their lives – there is very little learning curve there,” notes Annika Stensson, director,

ALEX FRANTZ, Enterprise Merchant Solutions

Research Communications at the National Restaurant Association. “Twenty-four percent of consumers ages 18-34 and 29 percent of consumers ages 35-44 actually say they prefer to use technology rather than interact with human restaurant staff. Millennials also are more likely to have used in-store restaurant technology in the past year, including touch-screen ordering kiosks and tableside payment.

OregonRLA.org - 17

“Our goal is never to have technology replace

“But, while younger generations may be more comfortable using restaurant-related technology, it doesn’t mean they always like it. For example, 36 percent of millennials say technology makes the restaurant experience more complicated. While that number is higher among older adults, it’s not too far off the 45 percent

human engagement,

of all consumers who agree with that statement. I’d say it’s our overall culture that’s driving technology trends, not just younger

but to simply enhance

consumers.”

it by giving us and the

Southpark Seafood’s business model is all about striking a

consumer options that

to Gerlt. “We recognize that technology is appealing to a

may help them have a better experience through technology. ”

balance between automation and human interaction, according younger crowd and that is very important for our long-term success. However, we also understand that at the end of the day, if we aren’t delivering both a quality product and memorable service experience, that no amount of technology will make us successful,” he maintains. “Our goal is never to have technology replace human engagement, but to simply enhance it by giving us and the consumer options that may help them have a better experience through technology. ”

JASON GERLT, Southpark Seafood

Even some of the most talked about e-commerce and mobile solutions haven’t been rolled out industry-wide. “While technology trends in the restaurant industry are evolving fairly rapidly, a majority of restaurants still don’t feature an extensive amount of customer-facing technology,” reports Stensson. “For example, 37 percent of restaurants currently offer online ordering, 34 percent have a smartphone app, and 32 percent accept mobile payment. So, the primary trend right now is essentially about implementing more of it across the board. That said, there are certainly restaurants out there that are more leading-edge, experimenting with things like chatbots, delivery by robot, and predictive ordering. Generally, however, while operator interest is there, the primary barrier to additional adoption is cost in various forms.” Don’t count on ordering your meal from a friendly android anytime soon, at least not in most northwest restaurants. That

18 - Main Ingredient - May / Jun 2017

said, self-service options are catching on in at least one niche.

where we can have one platform for all needs, both FOH

“More casual dining restaurants have added table-top tablets to

and BOH, and guest-related,” he says. “Inventory, invoicing,

their tables, with extremely mixed reviews,” points out Powell.

ordering, and projections all streamlined into one dashboard.

“The potential for improved profitability is often overshadowed

They are out there, but in many cases, the cost of them is

by the perception of poor guest service, so the trade-off has

prohibitive, especially for the small-business owner. Improving

been wildly contested by many companies. Red Robin, as a

the intuitive nature of these programs has the potential to make

corporation, added the Ziosk (self-service) tablet to their table.

a huge impact in the restaurant business!”

Our franchise chose not to do so, as we felt it would imply a lesser interpersonal experience for our guests.”

As Powell applies today’s latest innovations to enhance service and profitability at RDCA’s restaurants, he recognizes how

Yet surveys show that many restaurateurs are adopting new

many exciting new options he has at his disposal. “By default,

technology where it makes sense, and some are already

I’m the ‘IT guy’ in our company. It’s one of the many hats I

looking forward to the next generation of products. “We

have to wear, and quite frankly, it’s the one that moves and

asked restaurant operators what the most important area of

changes the quickest. In a recent conversation that I had

technology development will be in the next five years,” says

with a restaurant IT professional, he reminded me that the

Stensson. “Thirty percent said it’s in customer ordering, and 30

restaurant business has some of the most robust technology of

percent said it’s payment options. We also asked which leading-

all businesses per square foot,” concludes Powell. “As we looked

edge technology restaurateurs would consider implementing

around at the restaurant we were in, it was pretty hard to argue

if it were available to them today. Here, more than two in five

with him.” With a world of new products and services just a

said they’re curious about predictive ordering – in other words,

click away today and next-generation solutions on the horizon

ordering systems that suggest items based on what customers

tomorrow, northwest restaurateurs have an exciting future

have ordered before or their selections in their current order,

ahead. | KIRK RICHARDSON

similarly to how Netflix suggests what to watch next. Nearly a third also said they would consider exploring automatic price

About

adjustment based on demand, similarly to how Uber does it.”

Kirk Richardson is a food and travel writer based in Corvallis, Oregon. In addition to his regular feature articles in ORLA's Main Ingredient and

Frantz foresees more growth in technology that leverages ‘the

Lodging News magazines, Kirk is writing Craft Beer Country: In Search of

internet of things’ or IoT. “With IoT, look for opportunities

the Best in the West (Summer 2017) and authors a craft beer book blog at

to improve the guest experience with server and kitchen staff

craftbeercountry.pub.

perhaps leveraging wearables, kitchen productions systems that are actively supported using IoT technology, and certainly the ability for guests to control more of their own experience through things like beacons, new drive-through technologies, etc.,” he predicts. Powell imagines a better way to remotely manage operations at the company’s ever-growing chain of restaurants. “As we move forward, we will begin to look for more ‘enterprise’ situations,

OregonRLA.org - 19

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20 - Main Ingredient - May / Jun 2017

Virtual Experience of Consumers How Technology Impacts Everyday Restaurant Operations

n the last decade, advancements in technology can be seen in many aspects of our daily lives. Amazon Echo, Apple HomeKit (using Siri) and others, offer voice activated home controls providing the ability to turn on and off lights and adjust climate settings among other things. More and more, items are being integrated on a regular basis. PayPal, among other companies, lets you make instant payments online safely, with companies as well as transactions with individuals. Keyless car entry and ignition are becoming common features. Let’s face it, electronic circuits are controlling more of what we do, and we can use our smartphones to interact with each other and many things that are run by a computer. Almost 90 percent of Americans are online, with 77 percent of those using smartphones, and 69 percent of adults in the U.S. are social media users. And these numbers skew higher in the 18-29 demographic, including broadband usage according to Aaron Smith Fact Tank. Google also tells us that more than 50 percent of internet searches are now coming from mobile devices. UPS shippers recently reported that for consumers who do any shopping online, now over 51 percent of their purchases are made online.

What Do These Numbers Mean For You? These numbers are growing larger and restaurateurs need to have a plan. Whether you are a full-service restaurant, quick-service or a food cart, or somewhere in between, how you and your customers interact has been changing and will continue to change. Let’s start with how customers decide where to eat. They are searching on their smartphones. Consumers want to find information quickly and if they can’t find you or your menu

they will move onto someplace else. Do you have a website? Is it optimized for mobile? And with a current menu? Accurate information on Yelp, TripAdvisor and Google? If you don’t have these, you are missing out on potential customers. Search for your establishment online. If you can’t find your establishment, your location, hours of service, your website, your menu… if you can’t find these things, neither can your hungry customers. Stay calm and visit the rating sites to claim your listings (for free); make sure all your information is correct. Do get a Facebook page. Do get a website. You can find inexpensive templates if you want the minimum. Remember that you only get one chance to make a first impression and that is no longer limited to when a customer walks in the door. By the time a customer walks in the door they have already checked you out and have some preconceived notions of what to expect and how much they plan on spending. What about reservations? If you take reservations, you most likely already know that the same rules apply. People are on their smartphones and want to make the reservation online, ASAP. Whether you use a full-service company like OpenTable or simply have a reservation application on your website, make sure you provide a way to make a reservation online.

Your New Customer Steps Through The Door

OK, so your customers found you and decided to come in. Great! Now, how are you interacting with your customers and how are you utilizing your staff? Obviously, different styles of restaurants will approach this in other ways, but if you are quick/counter service, mainly to-go, a busy lunch spot in a business district, then speed and efficiency are expected by the consumer. OregonRLA.org - 21

JEFFREY PASSEROTTI

Co-Owner with Kiyallah Heatherstone and Wendy Watson

Rye, Eugene

â&#x20AC;&#x153;We're thrilled to be part of the ORLA community. We're looking forward to their guidance in navigating the legislative maze in Oregon.â&#x20AC;?

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TODAY’S TECH

LEADING-EDGE TECH

Restaurants that currently offer the following:

Restaurant operators who say they would implement the following technologies if they were available:

Tableservice Limited-service

FROM NRA's 2016 RESTAURANT TECHNOLOGY SURVEY 53%

Predictive ordering

Wi-Fi for guests

1/3

71%

Touch-screen ordering kiosks Restaurants that have a smartphone app Online ordering

Mobile payment

Limited-service restaurants N/A 42% Tableservice restaurants Independent 25%

15%

Automatic menu-price

64%

36%

adjustment based on demand SMARTPHONE APPS

49% Franchisee/chain

Drone food delivery off-premises 50% Automatic food preparation system 18% 14%

16% 13%

Automated onsite drink or 9% food delivery 55%

TOMORROW’S TECH

More than half of apps feature:operators who consider these the most Restaurant 49% important areas of development for restaurant technology over the next 5 years:

Menus Maps/ Online reservations 25% directions

Loyalty N/A program

37%

Payment options Customer ordering

25%

Ordering Nutrition Loyalty information Payment programs options

8% Robotics & automation

TODAY’S TECH LEADING-EDGE TECH Restaurant.org/TechnologyTrends

RestaurantsAthat currently following: Restaurant operators who say they Methodology: telephone survey offer of 502 the restaurant owners/operators/general managers was conducted March 31 -would April 22,implement 2016, by ORC International on behalf of the National Restaurant Association, asking their restaurant’s usewere of technology. the respondents following about technologies if they available: Tableservice Limited-service

53%

Predictive ordering Wi-Fi for guests

71%

64%

Through your POS or other apps, customers can order and pay online so food is ready to eat or pick up when they arrive. Additionally, you can greatly increase your flow if you add an easy Touch-screen to use self-service kiosk. One counter N/A person can take orders 42% from ordering kiosks one line while monitoring tickets coming through one or two additional kiosks. In addition to speed and efficiency, consumers purchase more when they are in charge. Everyone is familiar with that problem from shopping at sites The more Online ordering 25%like Amazon. 49% you look, the more you see, and the more you buy. Consumers at restaurants will often add that side or dessert in the guilt-free environment of the screen. Mobile payment

15%

49%

Automatic menu-price adjustment based on demand

36%

what is already on the shelves. Someone who has never taken Drone delivery inventory can now food do that as well, and 16%actually know how much off-premises money is sitting on their shelves and know their actual food cost. Automatic food preparation system

13%

These are just a few areas where automation and technology have onsite on drink or had aAutomated significant impact everyday restaurant operations. Each 9% delivery restaurant needs tofood carefully select the technology best suited for their customers. If you want assistance, talk to your Sysco Marketing Associate. They can help arrange a customized business TOMORROW’S TECH review with the experienced team of resource managers and chefs. The ultimate goal of a restaurateur is to run a profitable Restaurant operators who consider these the most business. When you understand automationfor and technology can help important areas ofhow development restaurant thewill next years: about what is you, insteadtechnology of avoidingover it, you be5excited happening. | DENNIS PRIME, SYSCO PORTLAND BUSINESS RESOURCES, EDITED BY

How about behind the scenes? Properly managing the ordering, and use of food has always been a challenge at small restaurants. 37% 25% 25% 8% Less than 20 percent of small restaurants run a regular inventory. GARETT SMITH, MARKETING MANAGER, SYSCO PORTLAND Online reservations 25% this is an area N/A As the costs of goods and labor keep rising, where Customer Loyalty Payment Robotics & ordering programs options automation technology has stepped in to help with problems that are only About getting worse. Sysco Corporation now offers apps that allow Want help getting on trend? Bring in an expert from your foodservice customers to place and track orders, take an inventory, pay distributor partner; a Sysco Marketing Associate is backed by a foodie army bills, and shop for supplies all from their tablet or phone. This of experts, and they have the ingredients and solutions to help you offer reduces over- and under-ordering, and greatly increases efficiency memorable endings to your delicious meals. Syscoportland.com when differentMethodology: people are Aplacing orders. Now customers can telephone survey of 502 restaurant owners/operators/general managers was conducted March 31 - April 22, 2016, by ORC International behalf of the National Restaurant Association, asking respondents about their restaurant’s use of technology. have standard order guides andonpar levels and can train multiple members of the staff to place a correct order simply by counting

Restaurant.org/TechnologyTrends

Fraud Risks in Foodservice What You Can Do to Control the Risk of Fraud in Your Restaurant

estaurants can be easy targets for fraud because of the higher volume of cash transactions and the common appeal of the food and beverage inventory. Indeed, restaurants can tell many classic tales of fraud, but there are proven prevention and detection measures you can use to avoid becoming one of those stories. Two Types of Controls Fraud prevention falls into two main focal areas: umbrella controls and transactional controls.

assessment can be valuable in tailoring a fraud prevention program that really fits your business. • Policies. Publishing a code of conduct, requiring employees to review and sign an employee handbook, providing classroom style training that includes how to identify issues and how to report them, and the availability of a hotline are subtle reminders that reinforce the tone at the top. All companies should have umbrella controls in place.

Umbrella controls serve as a net to catch all types of unwanted behavior. These are typically softer controls and fold into the overall company culture or attitude. Examples of these kinds of controls are:

• Drop safe. A drop safe is a great way for servers to drop their banks at the end of their shift. It allows them to turn in their bank securely and log how much they’ve turned in. However, one risk is if the server reports the proper amount but the manager later alters that amount, then the finger-pointing starts. If a drop safe is used, it is important that each drop by a server is witnessed by someone else, and that they both sign a log. This creates a stronger chain of custody if something goes wrong later.

• 24x7 hotline. According to the Association of Certified Fraud Examiners as noted in their Report to Nations on Occupational Fraud and Abuse for 2016, hotlines continue to be the number one way to detect ongoing frauds. Someone knows what the perpetrator is doing and wants to get it off their chest. With the availability of cash and inventory on hand in the restaurant industry, and the possibility of theft or skimming, hotlines are extremely valuable. • Tone at the top. An owner or general manager vocalizing their work ethic can go a long way to setting expectations. Creating an attitude of compliance and accuracy, being transparent with your employees, and maintaining a professional atmosphere is infectious. Likewise, cutting corners, talking about others behind their back, and showing favorites or making exceptions can create a ripe environment for fraud. • Fraud risk assessments. Particularly for larger businesses, completing a formal fraud risk 24 - Main Ingredient - May / Jun 2017

• Register tapes. In a quick-serve environment, appropriate management should run register tapes/reports after each cashier’s shift to make sure the cash in the drawer reconciles with the amount per the tape/report. It is also important that only one person use each register, so that if mistakes or errors are identified, the person responsible is clear. This control is key in a casual dining setting as well. The servers need to run reports at the close of their shift and have those reports analyzed by the shift manager at that time.

Controls That Need to Be Part of Your Daily Routine Transactional controls are tactical and need to be performed frequently, some on a daily basis. These controls include: • Ticketing system. Most restaurants have a ticketing system for the kitchen, but the kitchen needs to be instructed to not prepare any orders unless it has been rung into the POS system and a ticket printed.

• Data analysis. Skimming is a major risk for the restaurant industry. It is also one of the most difficult types of fraud to detect because it happens before the transaction hits the accounting records. Check to see if your POS system produces stock reports, which can help managers review this information. In conjunction with the review of register tapes/reports noted above, a few examples of additional procedures include: o Review voids and returns, by server. An unusual volume of voids and returns may be a sign of a cover-up. o Review sales by server and identify trends over time. If a typically high volume server all of a sudden has a

prolonged drop-off, it may be a sign of skimming. o Review margins. If revenues aren’t showing up in the accounting records because a server has put the cash in their pocket, the food costs for those orders are still being incurred. If someone is perpetrating a skimming scheme like this, gross margin percentages will suffer as a result. This can be difficult to detect on a monthly basis because the overall volume is too great. Watching this on a daily basis is important to identify trends.

the last order, how much was ordered, how much is left) and compare that to the accounting records to help identify potential theft. If the orders in the POS system reflect a lower number than the physical usage suggests, you may have a problem.

• Inventory management. Conducting physical counts of inventory in conjunction with orders is a routine task. From those counts, you should spot check the usage of certain items (i.e., what was the count before

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• Tracking waste. Accidents happen. Food burns or falls on the floor, or customers ask for a fix. Tracking instances of waste will help with the accuracy of physical counts and usage. Start to Control and Manage Fraud These are generalized prevention and detection measures; each restaurant will have unique aspects that create their own risks for fraud. An individual assessment is the best path to prevention. Just like any other cost, the cost of fraud needs to be managed and these controls are a great place to start. | PETE MILLER, CPA, CFE

About Pete Miller is an audit and assurance shareholder at Clark Nuber PS. He leads the firm’s Fraud and Forensic Accounting practice. Pete can be reached at PMiller@ClarkNuber.com.

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Give your business, your brand and your customers the best protection possible. OregonRLA.org - 25

The Importance of Hand Washing Don’t Serve Up Infection and Illness in Your Restaurant.

hroughout the workday, we touch our eyes, ears, and noses without even realizing it. In doing so, we may be inadvertently contaminating our food with a plethora of sickness. Signs of sickness to look for are fever, diarrhea, vomiting, and coughing, as these airborne germs can spread rapidly. How Germs are Spread Enteric bacteria typically enter the body through the mouth, and are acquired through contaminated food and water, by contact with animals or their environments, or by contact with the feces of an infected person. One best-known example is Escherichia coli (E. coli). E. coli consists of a diverse group of bacteria that can cause diarrhea and spread some respiratory infections. These germs can get onto hands after people use the toilet, but also after handling contaminated raw meats. According to Centers for Disease Control and Prevention (CDC) studies, a single gram of human feces can contain one trillion germs. Germs can also get onto your hands when touching any object that has germs on it from a cough, sneeze, or being touched by another’s contaminated hands. Norovirus is the leading cause of illness and outbreaks from contaminated food in the United States and is spread and introduced primarily by the unwashed hands of food handlers who are themselves infected. Norovirus, a highly contagious virus, can be found in your feces even before you start feeling sick, and the virus can stay in your stool for two weeks or more after you feel better. Help Prevent the Spread of Illness While following strict hand-washing policies and procedures will not eliminate all types of illnesses encountered in the restaurant industry, it is still one of the best ways to stop many germs from spreading. In the case of a foodborne illness outbreak in your restaurant, the local health department will evaluate your hand-washing policies and

26 - Main Ingredient - May / Jun 2017

procedures. According to the CDC, studies have shown that effective hand washing can reduce respiratory illnesses by 16-21 percent and diarrheal illnesses by 31 percent. Food workers can follow some simple tips to prevent illnesses from spreading: • Stay home and avoid preparing food while you are sick and for at least 48 hours after symptoms stop. Many health departments require this measure. • Wash your hands carefully and often with soap and water. • Rinse fruits and vegetables and cook shellfish thoroughly, as norovirus outbreaks can also occur from these foods that become contaminated at their source. • Clean and sanitize kitchen utensils, counters, and surfaces routinely, as microbes can be transferred from one food to another food by using the same knife, cutting board, counter surfaces, or other utensils used in food preparation. • Wash table linens, napkins, and other restaurant laundry thoroughly. • Wash work clothes thoroughly, as they may have been contaminated. Colds and the flu are always a present danger and contagious, as viruses that cause colds easily spread from infected people to others through the air and close personal contact. You may also get infected through contact with stool or respiratory secretions from an infected person. The CDC notes that getting the flu vaccination can reduce flu illnesses, and if you do get sick, early treatment with antivirals can be lifesaving. For common colds, most people recover in about 7-10 days; however, people with weakened immune systems, asthma, or respiratory conditions may develop serious illnesses such as pneumonia.

Unfortunately there is no vaccine to protect you against the common cold. The way that food is handled after it is contaminated can also make a difference in whether or not an outbreak occurs. Fully cooked food can become contaminated if it touches germ-laden surfaces or spray from a sneeze or cough. Practice good cough and sneeze etiquette; always cough and sneeze into a tissue and immediately throw it away. If you do not have a tissue handy, cough or sneeze into your upper shirt sleeve, completely covering your mouth and nose.

take disciplinary actions. Have a back-up plan to replace sick workers. | LIBERTY MUTUAL RESEARCH INSTITUTE FOR SAFETY

About For more than 60 years, the award-winning Liberty Mutual Research Institute for Safety has helped to improve the safety and health of people throughout the world. Liberty Mutual has been partnering with the Oregon Restaurant & Lodging Association for more than 30 years. For more information, contact your independent insurance agent or call 800.463.6381. The principles contained in this material

Lead by example when using handwashing best practices. Have regular times throughout the day/shift to wash your hands in your restaurant. Include proper hand-washing polices as part of your restaurant’s overall Standard Sanitary Operating Procedures. When employees do not adhere to hand-washing policies,

are general in scope and, to the best of our knowledge, current at the time of publication. Liberty Mutual Insurance specifically disclaims all liability for damages or personal injury alleged to arise from reliance on the information contained in this document.

HAND WASHING BEST PRACTICES: 1. Wet hands with warm running water and apply soap. 2. Lather hands by rubbing them together with soap; be sure to get the back of the hands, between fingers, and under nails. 3. Scrub your hands for at least 20 seconds. 4. Rinse hands under clean running water. 5. Dry hands by using a clean towel, or air dry them. WHEN TO WASH: • Before, during, and after preparing food. • Before and after treating a cut or wound. • After using the toilet/restroom. • After blowing your nose, coughing, or sneezing. • After touching garbage.

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Customized Guest Service Training For Oregon's Hospitality Industry CURRICULUM INCLUDES SEVEN PRINCIPLES: 1. Recovery: Turn it around 2. Personalization: Provide an individualized experience 3. Knowledge: Be in the know 4. Passion: Inspire others 5. Commitment: Be all in 6. Inclusion: Include everyone 7. Personality: Be yourself PARTICIPANTS WILL RECEIVE: • Downloadable workbook • Video featuring true Oregon employee stories that illustrate core concepts • Diploma and lapel pin upon passing • Bonus course: TripAdvisor’s Reputation Management for Front-Line Staff

Two Guest Service Training Options for Oregon: Tourism Gold: Oregon Edition applicable to a broad cross-section of hospitality-related organizations including restaurants

Golden Opportunities hotel scenarios, applicable to accommodations-based organizations FOR ONLINE TRAINING: go to AHLEI.org/Oregon. Special Oregon rate of $30 (regularly $58-85) FOR ON-SITE TRAINING: contact ORLAEF at 800.462.0619. Special Oregon rate of $30 (plus Iinstructor fee)

For more info and to view the introductory video visit:

OregonGuestService.com

MEMBERSHIP

NEWS BITES

Information from around the industry Menu Labeling Legislation Congress recently introduced the Commonsense Nutrition Disclosure Act: H.R. 772. If passed, restaurants may lose preemption from state and local laws as well as the liability protection needed to preserve current regulation - resulting in a patchwork of inconsistent, confusing laws. The National Restaurant Association (NRA) supported the national uniform menu labeling law that would have ensured a clear, effective, equitable, and transparent way to present calorie information to best meet the public interest. If you have questions relating to this legislation, please contact Cicely Simpson, NRA’s EVP of Policy & Government Affairs at CSimpson@restaurant.org. ORLA Regional Meetings This Spring, ORLA’s government affairs and membership teams will hit the road again for several regional meetings around the state. Discussions include restrictive scheduling, income equality, immigration, and paid leave among other timely topics. Our goal is to continue with our commitment to meet our members where they do business and make sure they have the latest information available to make thoughtful decisions in running their business. This next round of meetings are scheduled for May, June, and July. Visit OregonRLA.org/grasstops.

How to Deal with FOG The National Restaurant Association’s Conserve Program released a new toolkit for restaurants on how to properly dispose of fats, oils and grease as well as information on grease control devices (GCDs). The toolkit includes free resources, such as downloadable employee best-practice posters and videos. Visit Conserve.restaurant.org/ Best-Practices/FOG for more information. OLCC Chair Rob Patridge Resigns Rob Patridge, Chair of the Oregon Liquor Control Commission, recently submitted his resignation to Oregon Governor Kate Brown. Patridge left the OLCC to join the private sector. During his time with the Commission and as Chair, Patridge was instrumental in guiding the OLCC during a period of increased consumer interest in craft alcohol beverages, and translated that interest into policies and actions to re-invent the agency and its interaction with the community and the public.

WELCOME | ORLA would like to welcome these new members from February and March 2017 21st Avenue Bar and Grill, Portland

Hotel Modera, Portland

Ponderosa Grill, Klamath Falls

3 Sheets at the Harbor, Portland

Island Café at McCuddy's Marina, Portland

Ritter's Homemade Foods, Salem

Babica Hen Café, Lake Oswego

Latigo, Sisters

Schmizza Public House, Lebanon

The Blue Room Bar, Portland

Lovejoy's Tearoom & Restaurant, Florence

Seaside Vacation Homes, Seaside

Bumpers Grill & Bar, Fairview

Luminant Digital Security, Milwaukie

Travelodge, Depoe Bay

Cedars Restaurant & Lounge, Detroit

Mackey's Steakhouse & Pub, Ontario

World Wide ATM, Portland

CoHo Res, Vancouver, WA

Manzanita Beach Getaway Rentals, Manzanita

Xeros Inc., Manchester NH

Crystal Investment Property, Portland

McKenzie General Store, Blue River

Drake, Bend

Molina Insurance Group, Hillsboro

Evergreen Pub & Café, Rainier, WA

Mystery Shack, Portland

Fisher Phillips, Portland

Papa Haydn, Portland

Forks & Corks Catering, Corvallis

Papa Murphy's Pizza, Bend

Hilton Garden Inn, Medford

Papa's Soul Food Kitchen, Eugene

NOT YET AN ORLA MEMBER? Give us a call or email to discuss membership or sign up online now! 800.462.0619 | Membership@OregonRLA.org OregonRLA.org - 29

Join Us Next Year:

APRIL 22-23, 2018 â&#x20AC;¢ PORTLAND, OR NWFoodserviceShow.com

Thank You TO ALL OUR SPONSORS, Exhibitors and Attendees for Another Great Show! Presenting Sponsor:

Industry Partner:

Show Bag Sponsor:

Charging Station Sponsor:

Water Sponsor:

Educational Seminar Sponsor:

The Northwest Foodservice Show is produced by the Oregon Restaurant & Lodging Association and the Washington Hospitality Association.

SUBSCRIBE TO BOILED DOWN Hospitality industry insights, intelligence & discussion ORLA's new podcast series, Boiled Down, condenses valuable information and intelligence on the world of Oregon hospitality. Subscribe to Boiled Down on iTunes or wherever you get your podcasts so new episodes are delivered directly to your device! We'd love to get your feedback. Email us: Info@OregonRLA.org Tweet us: @ORLABoiledDown.

MEMBERSHIP

ORLA's ENDORSED SERVICE PROVIDERS

HOW CAN WE SERVE YOU?

Your association is dedicated to helping members operate with greater ease, efficiency and savings. Member participants save millions of dollars each year by using ORLA’s Endorsed Service Providers. For more information contact Jennifer Starr at 1.800.462.0619.

Membership in ORLA means being a part of the only organization in the state devoted to protecting and promoting the interests of the hospitality industry. Contact us for questions; let us know what issues are affecting your business and how we can help. We have your back!

HEALTHCARE COVERAGE ORLA’s Health Plan provides members with affordable healthcare coverage for employees that meets preventative care requirements with three new Essential Coverage plans. All options are selfinsured plans that carry low liabilities for participating ORLA member businesses. OregonRLA.org/ESP

MUSIC LICENSING

CREDIT CARD PROCESSING

EMAIL MARKETING

HEALTH INSURANCE SERVICES

INDUSTRY TRAINING

INSURANCE PROGRAMS

OFFICE PRODUCTS & SERVICES

JOIN YOUR ASSOCIATION TODAY!

Contact a representative or the ORLA Offices to become a member.

MEMBERSHIP REPRESENTATIVE CONTACTS:

STEVEN SCARDINA Regional Representative 503.718.1495 SScardina@OregonRLA.org JOEL POMERANTZ Regional Representative 541.517.3791 JPomerantz@OregonRLA.org MARLA McCOLLY Director of Business Development 503.428.8694 MMcColly@OregonRLA.org GOVERNMENT AFFAIRS CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@OregonRLA.org GREG ASTLEY Director of Government Affairs 503.851.1330 Astley@OregonRLA.org GLENDA HAMSTREET Executive Coordinator Government Affairs 971.224.1509 GHamstreet@OregonRLA.org GENERAL INQUIRY:

Info@OregonRLA.org Membership@OregonRLA.org 503.682.4422 | 800.462.0619 OregonRLA.org OregonRLA.org - 31

You put your heart and soul into your business. We put ours into protecting it. You live for the ideas, the independence, the feeling of making things happen. You have a passion for your business. Liberty Mutual Insurance has a passion for protecting it. For 30 years, weâ&#x20AC;&#x2122;ve partnered with the Oregon Restaurant and Lodging Association to offer industry-specific programs for hospitality businesses. With specialty coverages and comprehensive safety resources, we reward exemplary safety performance with end-ofyear savings. Our member policyholders have saved over $100 million in insurance costs since the planâ&#x20AC;&#x2122;s inception. Talk to your independent agent today about our Liberty Mutual hospitality programs, or go to libertymutualgroup.com/business.

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