Main Ingredient - November December 2017 by Oregon Restaurant & Lodging Association

A PUBLICATION OF THE OREGON RESTAURANT & LODGING ASSOCIATION | NOV/DEC 2017

ITâ&#x20AC;&#x2122;S A MILLENNIAL WORLD How the Younger Generation is Influencing Dining Trends

also in this issue Legislative Wins Reap Savings for Members Maximizing Your Hiring Budget Women and Leadership

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NOVEMBER / DECEMBER 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.

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

SUBMISSIONS For submission guidelines or other editorial input, please contact Lori Little at LLittle@OregonRLA.org.

ADVERTISING Please support the advertisers herein; they have made this publication possible. For information on advertising opportunities, please contact Mt. Angel Publishing.

Pok Pok Restaurants on UberEATS MAGGIE PATE MT. ANGEL PUBLISHING, INC. 541.968.3544 | Maggie.P@MtAngelPub.com

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

ORLA BOARD OF DIRECTORS Zach Poole, Chair, Pig ‘N Pancake Buggsi Patel, Vice Chair, BHG Hotels

Features 18

| IT’S A

MILLENNIAL WORLD

How the Younger Generation is Influencing Dining Trends

Jerry Scott, Secretary, Elmer’s Restaurants, Dani Rosendahl, Treasurer, On Deck Sports Bar & Grill Vijay Patel, A-1 Hospitality, Immediate Past Chair

14 | Maximizing Millennial Productivity

John Barofsky, La Perla Pizzeria / Beppe & Gianni’s Trattoria

Chris Bebo, Provenance Hotels

Richard Boyles, InnSight Hotel Management Group

Why Training Means a Lot to the Younger Generation

Erin Gilchrist, Bandon Dunes Golf Resort Terry Goldman, Canopy by Hilton Portland, Pearl District Wray Hutchinson, Buffalo Wild Wings Vickie Irish, Shari’s Restaurant Group Steven Johnson, Vip’s Industries Eli Katkin, Brickroom Masudur Khan, Seaside Lodging LLC Matt Lowe, Jordan Ramis Attorneys at Law Bobbie McDonald, Sysco Tom O’Shea, Sunriver Resort Harish Patel, Hampton Inn & Suites Komal (Tina) Patel - Ex Officio Board Member, ALKO Hotels Michael Rowan, Deschutes Brewery & Public House Randy Xavier, Food Services of America

4 | President's Letter The Ever Evolving Landscape 13 | Building Businesses Oregon Lottery Dollars Important Ingredient for Economic Development Recipe

22 | Women and Leadership Let’s Talk About It. 25 | Incident Investigation Preventing Reoccurrence 26 | Hiring Budget? Do We Need A Hiring Budget? Maximizing Your Hiring Budget When You Don’t Have One

Emma Dye, Crisp Treva Gambs, Gamberetti’s Italian Restaurant

Membership

Government Affairs 7 | Advocacy Update Local and Federal Issues Impacting the Restaurant Industry

8 | Legislative Wins Reap Savings for Members ORLA Defending Hospitality

27 | News Bites Information From Around the Industry

29 | Member Solutions

ORLA Cost-Saving Programs

30 | Meet Your New Board Members

ORLA’s 2017-18 Board of Directors Voted In at Membership Meeting

in the 2017 Session

11 | You Can Make a Difference

Help Protect the Future of Your Business with the Oregon Political Tax Credit

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PRESIDENT'S LETTER

The Ever Evolving Landscape

t’s a fact – for the first time in American history we have five different generations in the workplace. This edition of Main Ingredient focuses on the behaviors of Millennials, a group which three years ago represented approximately half of the employees in the world according to Harvard Business Review. Their buying power and process for decision making is something that deserves our full attention. But what about the other generations? How do we continue creating an environment in our businesses that deliver unique dining experiences that cater to all five generations, not just the Millennials? Here’s a reminder of the generations: Traditionalists (born 1945 or before), Baby Boomers (born 1946 to 1964), Generation X (born 1965 to 1976), Millennials (born 1977 to 1995) and Generation Z (born 1996 and after). Each generation is defined by world events that helped shape their view of the world. And of course, behavior shifts as each generation learns from both accomplishments and mistakes of past generations through their own subjective lens. In a recent presentation at a national restaurant conference, President of Tecker International Paul Meyer shared the following tips for leading a modern business. My hope is that you find these lessons useful as you continue the important work of keeping your business relevant through the eyes of the consumer. Right People in the Right Places As leaders of organizations we understand the importance of making sure the right people are in the right positions. The unfortunate reality is that we don’t always have the workforce supply necessary to create an environment where this is possible. If you have over 100 applications for an open server position but only three for an open position in the kitchen, how do you make sure both the server and kitchen staff position have the right employee in the right place? It might be time to look at your job application form or whatever document you currently use to recruit new employees. Try avoiding the creation of silos that pits back-of-the-house openings against front-of-the-house openings. A more multi-faceted application process that provides open doors to various roles may open up broader possibilities with your overall pool of applicants who seem exclusively interested in front-of-the-house positions based on how they apply to join your company.

High Levels of Trust and Respect With an overwhelming number of generations in the workforce it takes constant time and care to make sure all employees know what to expect from leadership. Do you lead by example? Can employees trust you to be open and honest as you consider business model changes for your operation or will they hear about it first through another employee? How often does the staff huddle to make sure everyone has access to the same information? Sometimes leaders get caught up in caring about how much they’re liked. Being liked can certainly help but it’s less about being liked and more about being respected. Respect comes with a constant commitment to leadership. Enjoyable Culture and Experience Creating a culture where employees enjoy coming to work and providing the best customer service to your guests can be a constant challenge. Rest assured it’s a challenge worth working on. If the right people aren’t in the right place you’ll quickly find erosion in the culture you’re working hard to build and protect. If those you choose to employ approach their days focused on making the lives of their co-workers better, then you’re on the right path. The importance of attitude in the workplace is rarely overstated. It’s your ‘main ingredient’ to building an energized workplace. Reputation for Ongoing Relevance So much of our success is built on word of mouth and online reviews. Decisions about where to eat are made at such a rapid pace that you owe it to yourself and your business to have a fluid plan to manage your online reputation. If you haven’t had the chance, take a look at ORLA’s new Hospitality Hub services through Third River Marketing to take more control of your online reputation. Our journey in the industry continues. And those of us at ORLA are in your corner. If you’re interested in taking that next step to engage further in your industry association here in Oregon, email me at JBrandt@OregonRLA.org.

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

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ADVOCACY UPDATE Local and Federal Issues Impacting our Industry

vertime Rule Struck Down After a district court overturned the Obama-era overtime regulation in August and the Department of Labor (DOL) decided not to contest the ruling, the Fifth Circuit Court of Appeals made the final ruling last month by closing the pending case that first put a temporary hold on the rule last November. As the National Restaurant Association’s Restaurant Law Center was part of the management team that oversaw the legal strategy, we’re pleased the controversial rule is behind us, as it could have done significant damage to both employers and employees. The NRA has put together comments for the DOL in response to their Request for Information (RFI). ORLA will keep you informed when updates are available. All User Restroom Challenge Continues Portland City Commissioner Nick Fish challenged businesses in Portland to convert their single stall restrooms from “Men” and “Women” to “All User” earlier this year, an effort ORLA supports and has been vocal about in the industry. In 2016, the City of Portland converted over 600 single-stall gender-specific restrooms to all-user restrooms, demonstrating a more welcoming place for all. Commissioner Fish has formally challenged the business community to convert 1,000 single-stall restrooms by the end of 2017. This simple act will benefit everyone, including parents with young children, older adults, people with a disability or an attendant, and the transgender community.

Congressman Kurt Schrader Visits with Restaurant Operators Eight active members of ORLA engaged with Congressman Kurt Schrader recently at a “Restaurant Roundtable” to discuss important national and local issues impacting the restaurant industry. Those topics included:

supplies. The costs of the tax are passed on to consumers and it should be repealed.

Joint Employer – Congressman Schrader indicated he would vote “Yes” on HR 3441, the “Save Local Business Act” in Congress. This bill would help bring clarification to the Joint Employer definition providing restaurants and other small businesses with certaintly and clarity to run their businesses.

• Section 1332 of the ACA allows states to innovate and share in health savings while offering strong plans with all essential health benefits. Some states have begun to experiment in this regard, with great potential for success. However, some technical legislative changes and/or revised HHS guidance may improve attractiveness to additional states.

Health Care – Congressman Schrader worked with other members of the Problem Solvers Caucus to come up with and present solutions on Health Care Reform including: 1. Bring cost-sharing reduction (CSR) payments under the Congressional Oversight and Appropriations process, but ensure they have mandatory funding. CSR payments are an important part of helping households earning between 100 and 250 percent of the federal poverty level afford to participate in the individual market. Bringing CSR payments under the appropriations process ensures that Congress can provide proper oversight. 2. Create a dedicated stability fund that states can use to reduce premiums and limit losses for providing coverage - especially for those with pre-existing conditions. 3. Adjust the employer mandate by raising the threshold on the requirement for employers to provide insurance under the employer mandate to businesses of 500 employees or more. The current employer mandate places a regulatory burden on smaller employers and acts as a disincentive for many small businesses to grow past 50 employees. Additionally, the definition of “full-time” under the employer mandate should indicate that a full-time work week is 40 hours. 4. Repeal the medical device tax. This tax adds a 2.3 percent sales tax on medical device

5. Provide technical changes and clear guidelines for states that want to innovate on the exchange or enter into regional compacts to improve coverage and create more options for consumers.

• Similarly, Section 1333 of the ACA allows states to enter into Health Care Choice Compacts, which allow insurers to sell across state lines in participating states. However, HHS has not yet released regulations on Section 1333. HHS should issue clear guidelines and work with states to spur innovation and bring more choice and competition to the market while protecting consumers. Tax Reform – Congressman Schrader understands the importance of S Corporations, LLCs and other pass-through entities being included in the discussion on tax reform and not just C Corporations. As a former small business owner, he knows firsthand the challenges of running a business and the complicated tax laws and rules on the books affecting owners. Other Issues - We also discussed issues having an impact on Oregon restaurants such as the ongoing minimum wage increases, paid sick leave, restrictive scheduling, OregonSaves (the Oregon state retirement program), housing afffordability and availability, Josephine (a gig economy company based in Silicon Valley offering home cooked meals for purchase out of people’s homes), unemployment numbers and the recent wildfires in Oregon and their impact on tourism and Federal forest management practices. | GREG ASTLEY, OREGON RESTAURANT & LODGING ASSOCIATION

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Legislative Wins Reap Savings for Members ORLA Defending Hospitality in the 2017 Session SMOKING PORCH ENCLOSURES - SB 235 • SB 235 re-established the “old rule” for the definition of a smoking porch enclosure. • Establishments were in danger of having to remodel or redesign existing smoking porch enclosures to comply with the “new” interpretation of the rule $10,000 SAVINGS per establishment

EXCISE TAX ON COFFEE - HB 2875 • HB 2875 would have imposed a .05 per pound excise tax on all coffee beans and ground coffee. • Any person selling these products would have had to submit to the Department of Revenue, on or before the last business day of the month, on forms prescribed, a signed statement of the gross weight of coffee beans and ground coffee subject to the excise tax imposed under this section during the preceding calendar month, whether sold at wholesale or used in preparing specialty coffee beverages for sale at retail. $350 SAVINGS per establishment (on average)

UNUSED GIFT CARDS - SB 113 • SB 113 would have transferred any unused amount on gift cards to the Department of State Lands five years after the last transaction. $2,500 SAVINGS per establishment

PROPERTY LIEN - HB 2180 • HB 2180 would have allowed an employee who has a claim against the employer under this subsection or the assignee of an employee who has filed a wage claim under this subsection a lien upon all property of the employer, real and personal, located in this state for the amount of the unpaid wages to which the employee is entitled. • Employees would also have the ability to bring an action of a lien prior to presenting a wage claim to the Bureau of Labor and Industries. $125,000 SAVINGS per establishment

FILM & VIDEO TAX CREDIT - HB 2244A • HB 2244A extended the greenlight tax credit for film and video companies working in the state of Oregon. • This continuation helps Oregon attract film and video production companies who spend money at local restaurants and lodging properties while filming movies and TV shows here. $140 Million in direct spending

ERODING 70% FOR TOURISM PROMOTION - HB 2049 • HB 2049 would have expanded the definition of “tourism promotion and marketing” to include items such as flower baskets, sidewalks and benches. • Research has shown transient lodging tax dollars directed to active marketing and promotion of Oregon and local communities is the best return on investment of these dollars. $26 Million protected for local and regional tourism promotion

ESTABLISHING OCEAN BEACH FUND - HB 2506 • HB 2506 would have redirected current lodging tax dollars from state parks on the Oregon Coast away from local marketing and promotion efforts into a dedicated Ocean Beach fund to be used for sand erosion control, search and rescue and beach cleanup efforts. • Carving out individual accounts of money for specific, geographic or boutique project purposes defeats the results from coordinated marketing and promotion efforts and diminishes the return on investment of those dollars to the local economies. Over $600,000 per biennium protected for local and regional tourism promotion

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JOIN US NEXT YEAR â&#x20AC;˘ NOV 2018

THANKS FOR YOUR SUPPORT! This highly-regarded annual event is made possible by our generous sponsoring partners and hospitality industry leaders who attend. Getaway participants take pride in knowing their attendance at this event directly benefits ORLAPAC and its ongoing efforts to promote and protect the foodservice, lodging, and tourism industry in Oregon. SPONSORED BY:

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Kayoko Kaye & Matt Kaye Kayo’s Ramen Bar, Portland

“Being new to the restaurant industry, ORLA has been a wonderful resource for us. Their website, podcasts, and magazine are treasure troves of helpful information. We especially appreciate their advocacy efforts focused on promoting and protecting our collective interests.”

JOIN NOW! With strength in members comes a stronger voice for the industry. To learn how being a part of ORLA can help you, contact Membership@OregonRLA.org or call 800.462.0619. 10 - Main Ingredient - Nov / Dec 2017

You Can Make a Difference

Help Protect the Future of Your Business with the Oregon Political Tax Credit

ould you rather give your hard-earned money to the state government or the only statewide organization representing the hospitality industry?

Oregon has a unique political tax credit allowing individuals a no-cost way to support the political cause of your choice and direct a portion of your tax dollars in a way YOU choose. Most people can give up to $100 for joint filers or $50 per individual to an Oregon political action committee and that amount is credited back to you1. This is a credit, not a deduction like your home mortgage interest deduction or contributions to a charity. This is a dollar-for-dollar credit. In other words, if your total state refund for 2016 was $100 and you made a political contribution of $100 to a qualified political committee, your refund would then be $200. Contributions must be dated no later than December 31st, 2017 to receive the credit on your 2017 tax return and you can only give up to the maximum amount (so choose wisely…). Finally, the Oregon Political Tax Credit is not a refundable credit. So, if your taxes are already zero, then you won’t get your $50 back!

Less than 10 percent of those eligible take this credit to help support something they believe in. So the question remains, would you rather contribute $50 or $100 to ORLAPAC and help support our efforts to elect business-friendly candidates who understand what it takes to run restaurant or lodging property in Oregon or would you rather give that money to the state government? ORLAPAC is the only PAC fighting exclusively for hospitality interests at the Capitol, but we need your support to succeed. Thank you for considering the opportunity to support your industry! For more information on ORLA’s PAC, visit OregonRLA.org/ORLAPAC. | OREGON RESTAURANT & LODGING ASSOCIATION 1. Due to a recent change in Oregon law, individuals with adjusted gross income over $100,000 or joint filers with combined income exceeding $200,000 no longer qualify for the Oregon Political Tax Credit. Seek help or advice from a licensed professional for more information.

ORLA POLITICAL ACTION DONATION FORM Please make checks payable to ORLAPAC and send to: 8565 SW Salish Lane, Suite 120, Wilsonville, OR 97070 Name

Address

City / State / Zip Code

Employer

Employer City

Occupation

Card Number / Expiration Date

Name on Card / Signature

ORLAPAC Contribution

$ OregonRLA.org - 11

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Building Businesses Oregon Lottery Dollars Important Ingredient for Economic Development Recipe

“The Lottery money really helped me open the store, and it’s becoming a destination in Corvallis,” he said. “We are always trying new products and sourcing local ingredients.” Benny’s philosophy is easy, he wants to bring people happiness. “People come into the donut shop for two reason, they are having a great day and smiling with happiness or they want to have a good day and come in to get that happiness in each bite! Our donuts are great because we have Gluten Free and Vegan options that are really popular plus we use a lot of locally inspired farm-to-table flavors like Marionberry.” Revenues from the Oregon Lottery also help existing businesses expand, as in the case with Secret Aardvark in Portland. Through a Business Oregon Export Trade Promotions program, funded by Lottery dollars, the Portland-based hot sauce company received $13,000 to participate in three different tradeshows.

“That grant helped us get into the Canadian markets,” said Stacy Moritz, owner. “That was the first time we had attempted to be in Canada.”

or more than 30 years Oregon Lottery revenues have helped to create jobs across the state. In fact, that’s why the citizens of Oregon voted to create the Lottery - to fund economic development projects to help lift the state out of the job recession of the 1980s. Since 1986 nearly $3 billion in Lottery revenue has been dedicated to creating jobs in every corner of the state across a wide range of industries, including restaurants and food manufacturers. Take for example, Benny’s Donuts in Corvallis. Benny Augeri was attending college in Corvallis when he realized there were few donut shops in town. So in 2016, with $2,000 he had from a student loan, he took his family recipes and started a donut delivery service. He set up a website for what he calls a “one-click” donut service. “A friend had a commercial kitchen and I made 2,400 donuts,” he said. “I thought it would last a week, but I had to shut down in the first hour of being open. I thought the website was broken.” So Benny did what any good entrepreneur would, he got more product, and made more of his family’s delicious donuts. “The third day I sold out in 9 minutes and 54 seconds. That’s when I realized I had a business,” he said. When Benny wanted to open a store front, Business Oregon assisted him with a loan made possible with Lottery dollars. With a band of friends, Benny built his storefront as a do it yourself project using reclaimed wood from all over the state.

Anyone who eats in Portland knows that Secret Aardvark is the city’s “unofficial” hot sauce. It’s available in many restaurants and bars around the Metro area. Now the small company is expanding to other markets, and using Oregon Lottery dollars to help. “We use as many local ingredients as we can source,” Mortiz said. “Most of our ingredients are from the U.S.” The six-person company is ready to grow, and Mortiz said that staying out in front of people and sharing their story is the key. “People want to know the story and support products that make a connection,” she said. “I think we have done that and continue to try to share our story as we grow. We appreciate everyone who plays Oregon Lottery for creating the revenue and giving us the resources to expand into international markets.” | OREGON LOTTERY

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Maximizing Millennial Productivity Why Training Means a Lot to the Younger Generation

hen baby boomers took their first “real” jobs upon entering the workforce, their demands and expectations were ridiculously low by today’s standards. On their first day on the job they got an employee handbook that they took home and scanned while eating dinner or watching TV. Company training, if there was any, was minimal.

• 50 percent of millennials strongly agree that they plan to remain in their jobs for at least the next year. That might sound like a big percentage, but 60 percent of members of all other groups plan to stay in place for at least a year. Baby boomers and others are planning on sticking around, while millennials are weighing their options.

For the most part, they accepted the idea that it was normal to feel ignorant and unskilled in the first weeks or months on a new job. They expected to “learn the ropes” by making mistakes.

Learning and Training Are Key to Retaining Millennials and Maximizing their Productivity Findings like those – and you can easily find more – document that millennials are more likely to be engaged and to stay on their jobs if they have opportunities to plan their career paths and learn.

When it came to promotions, most boomers were equally willing to proceed by trial and error. Nobody told them, “Here is just what you need to do to get ahead in our company… here is the next position we’ll be considering you for.” One day in the hazy future, they hoped that their bosses would call them in and say, “We just gave you a promotion… you may leave early and take the family to dinner to celebrate.” Was there feedback? Of course, there was. There were quarterly, semiannual, or yearly job reviews that usually followed the script, “Here’s what you’ve been doing wrong, here’s where you need to improve—so do it, session over.” In short, many baby boomers were happy to toil away in black boxes, learning jobs and building careers in a loose way that would seem absurd to the members of today’s younger millennial workforce. Millennials Have Far Different Expectations and Demands Boy, have things changed. Today, most millennial workers would object strenuously to the same kind of conditions that baby boomers (and members of the generation that preceded them) thought were normal. If today’s millennials start new jobs and discover conditions like those in a new workplace, they are going to start looking for new jobs in a matter of hours. Ample research documents that millennial attitudes are different. One major study from Gallup, “How Millennials Want to Work and Live,” reports these findings: • 60 percent of millennials say that the opportunity to learn and grow on the job is extremely important. In contrast, only 40 percent of baby boomers feel the same way. 14 - Main Ingredient - Nov / Dec 2017

Here are the trends: • Millennials like to feel capable and confident in their jobs. Millennials do not like to feel like rookies. Many think of themselves as leaders – or as leaders who are waiting to be discovered. They want to look good, and thrive on being able to confidently contribute from the first day they arrive on the job. The right kind of training—both for new and current millennial employees—makes that happen. • Millennials are usually skilled students. They like to apply the learning skills they built while they were in school. To them, learning feels as natural as eating three meals a day. As the Gallup study found, they are eager to learn. In contrast, getting baby boomers to believe in training can be a harder sell. They tend to view training as a burden, something they have to endure. Millennials say, “Wow, when can I start?” • Millennials are tech-friendly. Most of them love to be trained on their mobile phones and tablets, which are the most powerful training options available to many companies today. The result is better knowledge transfer, even to groups of employees who work in multiple or far-flung locations. Baby boomers, in contrast, are more tech-resistant. They are likely to freeze and resist when they hear they are going to be taking company training on their smartphones. Training Is the Place to Build Millennial Productivity and Retention A lot of training focuses on teaching needed skills. It should. But training can accomplish a lot more than that, if you use it to

establish some of the following things that many millennials are looking for: • Mentoring relationships with their supervisors. Gallup found that 60 percent of millennials feel that the quality of the people who manage them is extremely important. With that in mind, your training for new employees can set up mentoring, not reporting, relationships between them and their managers. Explain how often check-ins and job reviews with their managers will happen, and what they will cover. And schedule frequent check-ins rather than “on the calendar” pro-forma reviews that both managers and the people they manage find boring, or worse. • A sense of belonging on an energized and innovative team. This is a bit of a contradiction, but at the same time millennials think of themselves as individualist entrepreneurs, they also expect to be part of an interesting team. Letting millennials get to know their teammates during training, and fostering a sense of team/group identity, can help convince them that they have joined the right organization. • A well-defined career path. Consider creating a personalized career development plan for all new employees (the exception being seasonal or other shortterm workers who will probably not remain with your company for long). Another idea? Enroll new employees in management training programs from their first days on the job. In retail, for example, you can enroll them in training that will enable them to manage their own stores in two years, or after another stated period. Millennials like to know their next steps as they build their careers, and training is a fine place to explain them. Yes, training is important to millennials. They are the most energized, skilled and capable generation ever to enter the workforce. Train them well and they will become your organization’s brightest future. | EVAN HACKEL

About Evan Hackel is CEO of Tortal Training, a firm that specializes in developing and implementing interactive training solutions for companies in all sectors. Evan created the concept of Ingaged Leadership and is Principal and Founder of Ingage Consulting (Ingage.net), a consulting firm headquartered in Woburn, Massachusetts.

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MILLENNIAL WORLD

How the Younger Generation is Influencing Dining Trends 18 - Main Ingredient - Nov / Dec 2017

MILLENNIALS ARE NOW THE LARGEST GENERATIONAL GROUP IN THE UNITED STATES. According to the Pew Research Center, there were 75.4 million people between the ages of 18 and 34 living in America in 2015. The baby boom generation, which has long held the title of largest living generation, now has just under 75 million consumers. The sheer size of the millennial generation makes them worth paying attention to. But their purchasing power and genuine interest in dining out makes them very important for the hospitality industry. The research firm Accenture estimates that this group spends $600 million on goods and services annually. According to the National Restaurant Association’s (NRA) 2017 State of the Industry report, 66 percent of millennials would rather spend money on an experience (including eating at a restaurant) than something they could purchase at a store. Restaurants looking to make themselves appealing to this important demographic group should pay attention to several food trends, some of which are driven by millennials and some of which are important to people in all age brackets. On the NRA survey, millennials, baby boomers and members of Generation X all indicated a strong interest in healthy meals, dishes made from locally-sourced ingredients, and foods identified as “environmentally friendly.” While 53 percent of baby boomers and 41 percent of Gen Xers said they would rather interact with a real person than an iPad or restaurant app, 48 percent of millennials said the same thing. These national trends jive with what Jessica Ritter, co-owner of Ritter’s Housemade Foods and Wild Pear Restaurant and Catering in Salem, hears from her millennial-aged employees. “When I asked, ‘What’s important to you?’ they talked about the menu,” she said. “They like to

know the foods are healthful. Some of them are still going to fast food places, but they appreciate quality foods and drinks. They like that we use small farms. They appreciate the craft of what we’re doing.” That being said, there are several areas where the interests of millennials and baby boomers diverge. On the NRA survey, 74 percent of millennials said being able to view a restaurant’s menu online would make them more likely to eat there than at another establishment. Only 50 percent of baby boomers agreed. Seventy percent of millennials said they read online reviews when considering a restaurant; 49 percent of baby boomers said the same thing. While 67 percent of young people would pick a restaurant with delivery services or an online ordering system over one without, only 49 percent of baby boomers agreed. Pok Pok Restaurants in Portland is one example of an Oregon restaurant that’s seeing good success with such services. The company has its own app and website widget that customers can use to order food from their smartphones or computers. “Our pick-up ordering app has been surprisingly successful,” says Toby Roberts, the company’s president. “I was really surprised at the traffic we get from that ordering channel.” Pok Pok also utilizes several delivery services with ordering apps, including Caviar, Uber Eats and Amazon Restaurants. Working with these vendors does add some complexity to their operations. Orders placed through each service come in on tablets placed near an in-store POS machine. Every service has its own tablet, which clutters the register area. The employee working that register must enter all of those orders as well as the ones that come from walk-in traffic, which can be stressful.

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Pok Pok Restaurants: Uber eats, Amazon Restaurants, Caviar

Using a third-party delivery service means less control over the brand experience, Roberts pointed out. His staff has no way to influence important details like whether the food arrives hot or cold. “You do want to be careful about how your food travels,” he said. “You may want to leave some items off the online menu if you know the experience is going to be poor for the guest.” But there’s an upside to delivery services and ordering apps too. “It’s nice not to be on the receiving end of customer complaints,” said Roberts. And although Pok Pok gets to keep all of the revenue from food orders made through its own app and website, the outside vendors bring in additional customers. “It’s been our experience so far that when we add a new delivery service, especially for Pok Pok Wing, the revenue goes up by the amount of revenue that service brings in,” he said. “So there’s not very much cannibalism between the services. We are not just adding complexity to our operations without corresponding returns.” Roberts has a few recommendations for restaurants new to ordering apps. “Pick one to start with so you can work out the kinks and make sure you’re not getting a bottleneck anywhere in your operation,” he said. “Definitely make sure you’re not sacrificing any foot traffic, because these sales are more expensive than somebody just coming in and ordering from you. If you compromise the service experience for people who are actually in the store, that’s not good.” Although online ordering and delivery services can give restaurants a leg up with some consumers, it’s just as important that websites be mobile friendly and share some basic details. Ritter’s website gives patrons the ability to order food online, but many of her employees said they were more likely to use the website to look up the menu, understand the restaurant’s philosophy and find a phone number. “They said, ‘I want to know what a special is. I want to talk with a human and make sure the order is placed right,’” Ritter said. Wild Pear Catering, which serves the business community, is another story. “Businesses really want online ordering,” she said, along with convenient delivery before meetings or other events. That website sees plenty of online orders throughout the year. The other area where technology is changing restaurant operations is social media. Pok Pok doesn’t engage in traditional

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Ritter’s Housemade Foods: counter service, roasted beet salad, caprese pizza

advertising, preferring to communicate with its customers through Facebook, Twitter and Instagram. Of the three, “I’d say Instagram is the most important,” Roberts said. “It gets tiresome sometimes seeing all of the food pictures, but that’s what people respond to.” Ritter cites authentically engaging with millennials as the most important way to turn them into repeat customers. That interaction can take place online – the restaurant is on Facebook and Instagram, and Ritter says the latter is more valuable – but engagement that takes place offline can be just as powerful. “Talking to your client and getting to know them is extremely

important,” Ritter says. “A simple direct question is, ‘What would you like us to do better?’ It’s genuine and they might not offer it up until I ask.” A potential new opportunity for restaurants looking to engage millennials is prepare-at-home meal kits. The NRA survey showed that 62 percent of people ages 18 to 34 would consider buying them from their favorite restaurants. The reason? Young people are increasingly interested in cooking for themselves. Rather than losing that market share to grocery stores or meal kit services, this gives restaurants one more interesting way to appeal to young buyers. | SOPHIA BENNETT

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Women and Leadership Let’s Talk About It.

f you haven’t already heard, we have partnered with the ORLA Education Foundation to host what we hope will be a unique and valuable event this fall. Our aim is to gather current and future women leaders from a host of backgrounds, as well as those within the restaurant and hospitality industries, to talk about leadership. We are calling it: “Women and Leadership: A Candid Conversation About Barriers, Bias, and Building Alliances.” In particular, we intend for it to be a time to celebrate some notable success stories and talk about lessons learned along the way. While we hope the event will be fun, we also think the topic couldn’t be more timely. In fact, the latest statistics clearly show that when it comes to overall advancement and achieving key leadership positions, women still lag far behind their male counterparts. According to a recent study published by the Oregon Employment Department, women outnumber men in the accommodations and food services industries in Oregon at 54 percent, yet they only earn about 87 percent of what their male counterparts earn.1 While that’s better than the statewide statistic of only 69 percent earning capacity, there is still room for improvement.

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That’s true nationally as well. In fact, according to the most recent national census data, over the last half a century, women’s median earnings only grew from 61 percent of what their male counterparts averaged to just 83 percent.2 Similarly, women-owned businesses increased to 35.8 percent in 2012.3 Yet at the same time, U.S. women are now graduating college at a higher percentage and still outnumber men 2 to 1 overall.4 Likewise, according to a recent Forbes study, when it comes to major Fortune 500 companies, there are only 32 with women CEOs, which amounts to only 6 percent.5 On the bright side, the percentage of women managers is definitely on the rise, and the food, beverage, and hospitality industries appear to be leading the way.

For more information and registration details, visit bit.ly/WomenAndWhiskey. I look forward to seeing you on November 15th. Cheers! | AMY ROBINSON, JORDAN RAMIS PC 1 State of Oregon, Employment Department, “Where Women Work and How Much They Earn” online at Qualityinfo.org/-/where-women-work-and-howmuch-they-ea-1 (visited October 12, 2017). 2 Bureau of Labor Statistics, U.S. Department of Labor, The Economics Daily, Women’s earnings compared to men’s earnings in 2014 online at BLS.gov/opub/ted/2015/womens-earningscompared-to-mens-earnings-in-2014.htm (visited October 12, 2017). 3 U.S. Census Bureau, “FFF: Women’s History Month: March 2016” online at Census.gov/ newsroom/facts-for-features/2016/cb16-ff03. html (visited October 12, 2017). 4 National Center for Education Statistics

It’s certainly exciting to see these tangible records of success, but I think it’s fair to say that there is still a lot of room for growth when it comes to creating pathways to success for women in today’s workplaces and boardrooms. I hope you will join me and our distinguished panelists to hear some inspiring success stories and collaborate on how we can all support, promote, and encourage continued progress.

online at NCES.ed.gov/fastfacts/display. asp?id=72(visited October 12, 2017); Also, U.S. Census Bureau , “FFF: Women’s History Month: March 2016” online atCensus.gov/newsroom/ facts-for-features/2016/cb16-ff03.html (visited October 12, 2017). 5 State of Oregon Employment Department, “Working Women: Participation and the Earnings Gap” online at Qualityinfo.org/-/ working-women-participation-and-theearnings-gap (visited October 12, 2017).

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BIG THANKS

OR L A’s ANNUAL C O N V E N TIO N W O U L D N O T B E P O S S I B LE W I T H O U T T H E S U P P O R T O F T H E S E A L L I E S : PRESENTING SPONSOR

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S EMINAR SPO NSO R S • Clark Nuber PS • Cafe Yumm! • Elmer's Breakfast, Lunch, Dinner • Shari's Cafe & Pies

V E ND O R SH O W C A SE • • • • • • • •

Amana PTAC • CoHoRes • Crater Lake Spirits • Creative Lighting Company • Crystal Investment Property • Deacon Corp. Dr. Pepper Snapple Group • Dyson • Elliott, Powell, Baden & Baker • Energy Trust of Oregon - Existing Buildings Enterprise Merchant Services • First Data • Fisher Phillips • Fournier Group • Friends of Doernbecher Dru’s Chapter GE Appliances/Hospitality Supply • Great Northern Staff Administrators, LLC • Harvest Restaurant Consultants • HospitalityVison JD Fulwiler & Co. Insurance • Kennedy Restoration • Liberty Mutual Insurance • Metro • My Accounting Team • NewsHawk Media Northland Furniture • Occuscreen, Employment Screening • Performance Systems Integration • Peterson Equipment Co. Righteous Clothing Agency Inc. • SAIF • Serta • SeQuential • Snagajob • Summit Cleaning & Restoration • Swire Coca-Cola, USA WhirLocal Neighborhoods, a division of Third River Marketing • Visiting Media • World Wide ATM

S PEC IAL ACKN O W L EDGEME N TS • J.Wilbur Foods has generously donated Bloody Mary Mix for our enjoyment at the opening lunch. • Vesta Hospitality has donated 100 room nights to the ORLA Education Foundation fundraiser.

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INCIDENT INVESTIGATION: Preventing Reoccurrence

hen a person in a workplace is hurt, all coworkers are impacted. Investigating incidents so that risks leading to them can be addressed is one of the most important things safety programs should support. Effective incident investigations should start with the knowledge that: • There are multiple contributing factors that led to the incident. • Human error is a sign that the contributing factors exist, but is not the cause itself. Incident investigation is most productive when people that know the most about how work is done are involved and bring their unique perspectives. Using a team approach is a proven method for understanding how risk can be reduced at its source. The work of these teams benefits greatly from using a process that avoids jumping to conclusions by identifying contributing factors. Better understanding of what happened produces better ideas on preventing the situation that led to the incident. Engaging people closest to the work that genuinely want to prevent similar incidents from occurring in the future can also influence effective decision making as risk is carried out.

by a sequence of why questions that do not suggest fault or failing of an individual.

for more than 30 years. For more information, contact your independent insurance agent or call 800.463.6381.

If, for example, root causes of employee slips and falls in the work area are not identified and acted upon, actions to prevent them may fall short.

The principles contained in this material 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

Using the Five-Whys Analysis can make understanding the risk at its source easier and provide more effective prevention. See a complete example of the Five Whys Analysis in the following action: INCIDENT: An employee slipped and fell at work. 1. Why? Because the floor was slippery. 2. Why? Because there was a liquid on the floor. 3. Why? Because it was not cleaned up after the spill. 4. Why? Because there is no process outlined for spill detection and immediate clean-up procedures. 5. Why? Because general cleaning is done afterhours by a cleaning company. In this simple example, the Five-Whys Analysis points to the need for processes to detect spills as they occur and clean them up immediately. When those steps are put in place, the risk of employee slips and falls will be reduced. | LIBERTY MUTUAL INSURANCE The principles contained in this material are general in scope and, to the best of our knowledge, current

Root Cause Analysis Incident investigations are successful when they lead to understanding of the root causes. This means going beyond just looking at who was involved and where it occurred, and examining why the incident happened.

at the time of publication Liberty Mutual Insurance

One widely used root-cause analysis technique is the Five-Whys Analysis. It starts with stating what happened without suggesting fault or cause. This is followed

For more than 60 years, the award-winning Liberty

specifically disclaims all liability for damages or

KEEP IN MIND • 5 MILLION workers are injured in the U.S. annually.1 • Incidents are rarely the fault of the worker. • There are multiple contributing factors to incidents. • The total annual cost of the top 10 most disabling workplace injuries is $61.88 BILLION.2 • Preventing a workplace injury can save businesses an estimated average of $39,000.3 • Ask your manager how you can be involved in incident investigation. 1

National Safety Council. {2017) How to conduct an accident investigation. Retrieved from http://www.nsc.org

2016 liberty mutual workplace safety index. Retrieved from https://www.libertymutualgroup.com

United States Department of Labor, Occupational Safety and Health Administration (Dec2O15). Incident [accident] investigations: A guide for employers. Retrieved from https://www.osha.gov

personal injury alleged to arise from reliance on the information contained in this document. @2017 Liberty Mutual Insurance, 175 Berkeley Street, Boston, MA 02116

About 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

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Hiring Budget? Do We Need A Hiring Budget? Maximizing Your Hiring Budget When You Don’t Have One

f you’re a small business owner and you’re asking yourself that question right now, you’re not alone. Most small restaurant, retail and hospitality businesses operate on razor-thin margins and don’t separate hiring costs from overall labor costs—both in their minds and in their budgets. But Employee Recruiting and Hiring deserves its own line item in the budget, and here’s why: 1) You don’t know how much you’re spending to acquire each employee; and 2) Your employees are your business and your entire brand, so it’s worth allocating a percentage of your labor budget to finding the very best ones. So, when it comes time to hire another employee, you’re likely looking for low-cost options. Unfortunately, some of the lowand no-cost options will cost you another resource that comes at a premium—time. Below are four ways you can maximize a hiring budget you didn’t budget for, helping you save time and money this hiring season. WAYS TO MAXIMIZE YOUR HIRING BUDGET Get A Job Slot, Not A Job Posting What’s the difference? A true job posting is expirable and is based on the point in time in which you posted it. A job slot is a job posting that surfaces based on relevance, no matter how long ago it was posted (as long as it hasn’t been filled). With job slots, you can switch jobs in and out as you need them, helping you decrease recruiting dollars spent and your time-to-fill, while also maximizing your applicant exposure. Your jobs stay relevant longer, helping maximize your dollars spent. Take the popular job board Craigslist. Craigslist uses the traditional job posting approach. So, even if you’re lucky enough to be hiring in a location like Bloomington, Indiana, where it’s $10 to post a job, you’ll 26 - Main Ingredient - Nov / Dec 2017

still spend time posting and reposting the job daily because Craigslist jobs appear only in chronological order. To stay in front of job seekers’ eyes, you’ve got to post multiple times for several days. If you’re in another location like San Francisco where the fees are much higher— up to $75 per post—you can easily spend several hundred dollars to post and repost your job several times throughout your recruiting process. According to our research, employers take an average of 22 days to fill a position, which means posting and reposting jobs on Craigslist until every position is filled can really add up. For example: $10 per post per day x 22 days = $220 $75 per post per day x 22 days = $1,650 When you post a job on Snagajob, you’re reserving a spot - making it much easier. Your listing shows up based on relevancy, which means if you’re hiring a cashier and someone searches for “cashier” in your location, you’ll show up in results. You also get the added benefit of connecting with job seekers who aren’t visiting the site regularly—relevant job listings are sent to thousands of job seekers in your location every day. Automate Your Job Application Beyond just posting a job, finding the right person to work at your business is timeconsuming. Every small business owner/ operator knows that creating a great customer experience is one huge key to growing your business. This means it’s incredibly important to hire the right people who can wow your customers every day. Weeding through hundreds of low-quality resumes can take hours of your—or another manager’s—time, which is better spent actually running your business.

If reviewing each resume and conducting phone screens takes 25 hours of your manager’s time, you could easily spend a few hundred dollars trying to figure out just who you’ll call for a phone screen. For example: 25 hours x $12/hour = $300 just to review resumes and screen candidates Snagajob can help you reduce the amount of time you spend reviewing resumes and screening candidates. Our personality prescreenings can help you avoid reviewing candidates that just won’t be a good fit for your business, so you can focus your time on interviewing only the highest-quality candidates. Ask for Employee Referrals Encourage your current employees to reach out to their networks and friends to help spread the word about your open positions. Employee referrals are one of the highest-quality applicant sourcing channels businesses have… and it costs little to nothing from your bottom line. Millennials are social and chances are your current employees have friends that are also looking for jobs. But don’t just ask them to refer friends: talk to them about how they can tap into their social and personal networks. Millennial employees don’t need a big referral bonus program to be involved in the hiring process. They just want to be included! Promote Your Jobs on Social Media Using social media to help fill your open positions helps get your jobs in front of more applicants, without costing you a penny. Post information and connect directly with job seekers who want to learn more. Plus, as you find the employees you need, they too can let their friends and family know about any future job opportunities you’ll have available. | LIZ DILLON (PREVIOUSLY PUBLISHED ON SNAGAJOB.COM)

MEMBERSHIP

NEWS BITES

Information from around the industry Restaurant Industry Awards Open Nominations for NRAEF’s Restaurant Neighbor and Faces of Diversity Awards are now open and we encourage members to apply! The awards recognize the restaurant industry’s impact on diversity, community service and hospitality in local communities across the country. Industry members have until November 17, 2017 to apply or nominate individuals for the restaurant industry awards. Visit NRAEF’s website at ChooseRestaurants.org/awards for more information and to apply.

Carrying on a Legacy Our industry mourns the loss of a wellrespected and admired leader, Tom Drumheller, CEO of Escape Lodging Company (owners/operators of hotels, branded and managed hospitality projects and restaurants in Oregon and Washington). Tom served as a past chair on the ORLA Board of Directors and was very involved with tourism to the state. A memorial fund in honor of Tom has been set up at Washington State University where he graduated in honor of the good work Tom did mentoring employees of Escape Lodging, WSU TriCities students and teaching staff. Visit bit.ly/TomMemorial for more information.

Music Licensing Legislation Introduced The National Restaurant Association applauds Rep. Jim Sensenbrenner (R-Wisc.) for introducing the Transparency in Music Licensing and Ownership Act in the House of Representatives. If passed, the legislation would require the U.S. Copyright Office to establish and maintain an authoritative database of all copyrighted music ownership and licensing information, making it easier for restaurants and other small businesses that play music to make rational businesses decisions regarding which performing rights licenses best fits their music needs.

WELCOME | ORLA would like to welcome these new members from August and September 2017 • Associated, Portland

• Fitzpatrick Painting, Inc., Corvallis

• Bagel Sphere, Eugene

• Fortune, Portland

• Oven and Shaker, Portland

Tillamook

• Sam’s On Franklin, Eugene • Shut Up & Eat, Portland

• Ball Janik LLP, Portland

• Foster Burger, Portland

• Ox, Portland

• Silverton Inn & Suites, Silverton

• Beer O’Clock, Portland

• Grassa, Portland

• Pearl Tavern, Portland

• Sonny’s Tavern, Springfield

• The Blue Diamond, Portland

• The Hi-Lo Hotel, Portland

• Performance Resources, Springifeld

• St Jack, Portland

• Brand Steakhouse, Corvallis

• Ickabod’s Tavern, Beaverton

• Philippe’s Bread, Portland

• Stratex, Chicago

• Chefstable Catering, Portland

• Portland Marriott City Center, Portland • Super 8, Portland Airport

• Chula’s Restaurant & Cantina, Eugene

• Jo’s Motel and Campground, Fort Klamath

• Prep A Chef’s Kitchen, Bend

• Super 8, Woodburn

• Columbia Gorge Inn, Cascade Locks

• Kask, Portland

• Redfish, Port Orford

• Superbite, Portland

• Comfort Inn & Suites, Salem

• King’s Row Inn, Milwaukie

• Two Sisters Play Café, LLC, Milwaukie

• Comfort Suites Redmond Airport

• La Moule, Portland

• Sabrina Hodges Insurance Agency, Portland

• Coopers Hall, Portland

• Lardo, Portland

• Sadie Mae’s Deli Dogs, Portland

• XLB, Portland

• Dundee Bistro, Dundee

• Las Palmas, Jacksonville

• Eastside Deli, Portland

• Loyal Legion, Portland

• Econolodge, Portland

• Lucky Millers, Portland

• The Evergreen, Portland

• Motel 6, Portland

• Figaro’s Italian Pizza Inc., Salem

• OpenTable, San Francisco, CA

• Figaro’s Pizza, Mollala

• Oregon Coast Visitors Association,

• Whey Bar, Portland

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

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CELEBRATING THE FOOD SERVICE INDUSTRY

NEW NAME

NEW VENUE

CELEBRITY CHEFS • MENU & NEW FOOD IDEAS • EQUIPMENT MANUFACTURERS •

• FREE EDUCATIONAL SEMINARS • SPIRIT, WINE & CRAFT BEER TASTING • 100,000 SQ FT OF EXHIBIT SPACE (Formerly the Northwest Foodservice Show)

APRIL 22-23, 2018 •

PORTLAND EXPO CENTER

WANT TO GAIN AN EDGE? | RESERVE YOUR BOOTH TODAY!

FREE QUARTERLY WEBINAR SERIES:

Essential Analytics | Friday, December 8, 10 - 11:30 AM This quarterly webinar series by ORLA and Travel Oregon, in collaboration with Sparkloft Media, shares expertise and best practices on digital marketing strategies. These complimentary webinars are geared toward smaller, independent businesses in the hospitality industry and cover topics such as productivity tools, analytics, social media, and online reputation management.

OregonRLA.org/Webinars 28 - Main Ingredient - Nov / Dec 2017

MEMBERSHIP

MEMBER SOLUTIONS

HOW CAN WE SERVE YOU?

ORLA ENDORSED SERVICE PROVIDERS: Vetted and Board Approved!

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!

Cost-Saving Programs

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. 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 self-insured plans that carry low liabilities for participating ORLA member businesses. OregonRLA.org/Savings

MUSIC LICENSING

MEMBERSHIP REPRESENTATIVE CONTACTS:

STEVEN SCARDINA Regional Representative 503.718.1495 SScardina@OregonRLA.org JOEL POMERANTZ Regional Representative 541.517.3791 JPomerantz@OregonRLA.org

CREDIT CARD PROCESSING

SEX TRAFFICKING RECOGNITION AND RESPONSE TRAINING

PROPERTY & LIABILITY INSURANCE

OFFICE PRODUCTS & SERVICES

KIM LEIGHTY Regional Representative 503.510.9036 KLeighty@OregonRLA.org MARLA McCOLLY Director of Business Development 503.428.8694 MMcColly@OregonRLA.org GOVERNMENT AFFAIRS CONTACTS:

WORKERS' COMPENSATION INSURANCE

HOURLY MARKETPLACE

ORLA’S HOSPITALITY HUB

Visit OregonRLA.org/Savings to view additional member-exclusive offers from allied members aimed at improving your bottom line.

MEMBER-TO-MEMBER EXCLUSIVE OFFERS

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 OregonRLA.org - 29

Meet Your New Board Members

everal new industry members were voted in as new directors for the association during the Annual Meeting of the Members at ORLA’s Convention in Bend this past October. These elected Board of Directors represent some of the most engaged leaders in our industry, volunteering countless hours of their time and talents to ensure our members’ business interests are a top priority. John Barofsky La Perla Pizzeria / Beppe & Gianni’s Trattoria – Eugene John has more than 35 years in the Eugene restaurant scene. He started out working for 16 years at the iconic Mazzi’s Italian restaurant. In 1998, John and his business partner Beppe Macchi opened their own restaurant, Beppe and Gianni’s Trattoria near the University of Oregon campus. After 10 years as a chef owner, John – along with Beppe – opened their second venture, La Perla Pizzeria. La Perla is one of a select few restaurants in the nation producing authentic Neapolitan Pizza, which is made in the authentic Italian style. Emma Dye Crisp – Portland Working in corporate America for almost 20 years, Emma was a frequent flyer who was always on the hunt for fast, healthy food options while on the road. A lover of vegetables, variety and fun flavor combinations, Emma was inspired by several different “chopped to order salad” restaurants across the country where she could get a little bit of everything in every bite. With the support of her husband, Emma opened Crisp on North Williams Avenue on August 28, 2015. Her favorite aspects of being a novice restaurateur are the relationships she has developed with her employees, regular customers and other businesses in the neighborhood including non-profits. Her least favorite aspects are paperwork, equipment that fails, and being mistaken for a chain restaurant.

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Elijah Katkin Brickroom – Ashland Elijah received a BA from the University of Montana in 2001 with a double emphasis in Marketing and Management. He moved to Southern Oregon 11 years ago to work as the Director for Business Development at Papaya, Inc., where he traveled the world managing sourcing operations and cultivating distribution relationships. In 2011 Elijah and family opened a retail store in downtown Ashland, Papaya Living, LLC. In 2013, Elijah opened Brickroom, utilizing the concept of a “gathering house,” with the goal of breathing new life and energy into an iconic space that had been at the heart of our community since 1866. As an advocate for business in the community, Elijah is enthusiastic about being part of the planning process for future economic growth and continued prosperity. Tom O’Shea Sunriver Resort – Sunriver Tom has served as Regional Managing Director of Sunriver Resort since 2008. Prior to that, he was affiliated with Benchmark Hospitality for 22 years as its Senior Vice President of Operations. During his tenure at Sunriver, Tom’s primary responsibility was to shepherd the resort through the recession in 2007/2008, in conjunction with overseeing a significant capital reinvestment to position the resort for future growth and prosperity. In addition, he has been instrumental in developing programs to benefit associates, both job training and life enrichment, all contributing to an overall positive guest experience. Tom is very involved in the local community, including serving as Chairman of the Central Oregon Visitors Association (COVA), and with OSU Cascades Circle of Friends that assisted in the creation of a 4-year school. Harish S. Patel Florencein, Inc. – Pendleton Harish is owner and President of Florencein, Inc. He is an engineering graduate with a Doctorate in Fluid Mechanics from the University of Birmingham, England. His

community and industry involvements are vast, including Holiday Inn Express Committee for Intercontinental Hotel Group Owners Association; Vice Chairman - Board of Directors, Chairman - Regional Advisory Board, Chairman – Fair Franchising Committee for Choice Hotels Owners Council; and Governor – Best Western International. Harish is also a past President of Oregon Lodging Association, and has served in multiple leadership roles in the Florence, Oregon area and the Crescent City, California area. Matthew Lowe Jordan Ramis Attorneys at Law – Lake Oswego A member of Jordan Ramis PC’s Business Law team, Matthew focuses his practice on hospitality law, corporate governance, real estate and business transactions, including purchase and sale of hotel and restaurant businesses, contracts, and state and federal taxation for both profit and nonprofit organizations. Matthew has served as legal counsel to hotels and restaurants throughout the Pacific Northwest for more than 15 years, and offers a wealth of knowledge in real estate and leasing transaction, employment matters, the formation of business entities, and estate planning and probate. 2017-2018 ORLA Board Of Directors Zach Poole, Chair, Pig ‘N Pancake Buggsi Patel, Vice Chair, BHG Hotels Jerry Scott, Secretary, Elmer’s Restaurants, Dani Rosendahl, Treasurer, On Deck Sports Bar & Grill Vijay Patel, A-1 Hospitality, Immediate Past Chair John Barofsky, La Perla Pizzeria / Beppe & Gianni’s Trattoria Chris Bebo, Provenance Hotels Richard Boyles, InnSight Hotel Management Group Emma Dye, Crisp Treva Gambs, Gamberetti’s Italian Restaurant Erin Gilchrist, Bandon Dunes Golf Resort Terry Goldman, Canopy by Hilton Portland, Pearl District Wray Hutchinson, Buffalo Wild Wings Vickie Irish, Shari’s Restaurant Group Steven Johnson, Vip’s Industries Eli Katkin, Brickroom Masudur Khan, Seaside Lodging LLC Matt Lowe, Jordan Ramis Attorneys at Law Bobbie McDonald, Sysco Tom O’Shea, Sunriver Resort Harish Patel, Hampton Inn & Suites Komal (Tina) Patel - Ex Officio Board Member, ALKO Hotels Michael Rowan, Deschutes Brewery & Public House Randy Xavier, Food Services of America

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