Washington Hospitality Magazine Winter 2017

WA S H I N GTO N

Winter Edition 2017

LOOKING TO 2018 THE POWER OF CONTINUOUS IMPROVEMENT A CHECKLIST FOR HIGHER MINIMUM WAGE RATES & PAID SICK AND SAFE TIME

TIPS FOR REFRESHING

YOUR DISASTER PREPAREDNESS

Washington Hospitality Association 510 Plum Street SE Olympia, WA 98501-1587

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Get the low rates you want and the fuss you don’t.

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Credit Card Processing Program We’re delivering what members have asked for – volume pricing, no rate increases behind your back, no annual contract, no early termination fees.

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Amy Spradlin | 800.225.7166 x 117 | amys@wahospitality.org

YOUR PRIME SOURCE FOR LOCAL CENTER OF THE PLATE & PRODUCE Local Foods Initiative:

Sysco’s Local Foods Initiative was created in response to a growing consumer interest in nutritious, local food products. The buzz surrounding natural and organic product led Sysco to link the customer to the farmer, utilizing existing procurement and distribution supply chains to get the freshest regional flavors to your customers. Good things come from Sysco - naturally.

Quality Assurance

The core objective of Sysco’s Quality Assurance department is ensuring the quality and safety of all Sysco brand products. Adhering to specifications which are higher in many cases than those provided by regulatory agencies, Sysco’s Quality Assurance department inspects products during production and at redistribution centers, and navigates the complicated world of food safety - all without taking shortcuts..

Sysco Portland, Inc. 26250 SW Parkway Center Dr. Wilsonville, OR 97070 503.682.8700 • www.syscoportland.com

Sysco Seattle, Inc. 22820 54th Ave. S. Kent, WA 98032 206.622.2261 seattle.sysco.com

Sysco Spokane, Inc. 300 N. Baugh Way Post Falls, ID 83854 208.777.9511 • www.syscospokane.com

EDITORIAL STAFF Publisher, Anthony Anton Executive Editor, Lex Nepomuceno Editor-in-Chief, Marianne Scholl Art Director, Lisa Ellefson Managing Editor, Paul Schlienz Contributing Editors: Andy Cook, David Faro, Jillian Henze, Morgan Huether, and Sheryl Jackson

Inside

wahospitality.org

EXECUTIVE COMMITTEE Chair: Frank Welton, Hilton Worldwide Vice Chair: Chad Mackay, Fire & Vine Hospitality EXECUTIVE TEAM President and CEO, Anthony Anton Vice President, Teran Haase CFO: Darin Johnson Director of Business Development, Ken Wells Director of Communications & Technology, Lex Nepomuceno Director of Local Government Affairs, John Lane Director of State Government Affairs, Julia Gorton Director of Internal Operations, Kylie Kincaid Director of Membership, Steven Sweeney Education Foundation, Naja Hogander

510 Plum St. SE Olympia, WA 98501-1587 T 360.956.7279 | F 360.357.9232 wahospitality.org

Letters are welcomed, but must be signed to be considered for publication. Please include contact information for verification.

Features 11

Cash Register Philanthropy Made Easy

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What’s Coming in 2018

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A Journey to Continuous Improvement

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Just How Ready Are You for a Disaster?

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When in a Pinch, Call Washington Hospitality

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Don’t Let Pests Sink Your Best Efforts

In Every Issue 6

From Your President and CEO

Reproduction of articles appearing in Washington Hospitality Magazine are authorized for personal use only, with credit given to Washington Hospitality Magazine and/or the Washington Hospitality Association.

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News Briefs

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Association News

Articles written by outside authors do not necessarily reflect the views or positions of the Washington Hospitality Association, its Boards of Directors, staff or members.

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Local GA Update

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State GA Update

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Calendar/New Members

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Ask the Expert

Products and services advertised in Washington Hospitality Magazine are not necessarily endorsed by the Washington Hospitality Association, and do not necessarily reflect the opinions of the Washington Hospitality Association, its Boards of Directors, staff or members.

ADVERTISING INQUIRIES MAY BE DIRECTED TO:

Lex Nepomuceno

360.956.7279 lexn@wahospitality.org Washington Hospitality Magazine is published monthly for members. We welcome your comments and suggestions. email: news@wahospitality.org, phone: 800.225.7166.

Circulation: 6,310.

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VISIT WHAEF.ORG for more info.

SERVSAFE ALLERGENS

HOSPITALITY TRAINING SOLUTIONS Winter Edition 2017 │ 5

President and CEO Your Secret Weapon Growing up, Batman was my favorite superhero. One of the things that I liked about him was that he just wanted to get out there and get things done. He didn’t actually have any superpowers, though.

He relied instead on his intellect, physical prowess, martial arts abilities and detective skills, as well as his strong will and strong sense of justice.

Batman did have a secret weapon: Alfred, the butler, who stayed back at Wayne Manor, working upstairs or in the Bat Cave, where he used his prodigious skills to supply Batman with the information, technology—sometimes even science—he needed to go out and take down the villains.

With Marvel’s latest film, The Justice League, coming out this month, I’ve been thinking about Batman and his value as an icon. In my daily world, our members are superheroes like Batman, out there day in and day out, fighting the good fight when needed. You’re keeping your businesses up and running against difficult odds, providing great service to your guests, sustaining jobs and helping your employees succeed.

Our role as your Association, if you will, is to be your Bat Cave, ready to help you understand threats and find the information and resources you need to chart a new course or get past a road block. And if I take that analogy further, our area coordinators and area managers are your Alfreds, standing at the ready to hand you the tools and information you need to succeed.

One of my all-time favorite “AC” moments ever was when I was out on the Olympic Peninsula and one of the members stood up in front of a crowded room and said, “Thelma is worth my dues alone. If you’re a member and are not calling her regularly, I don’t know why. Every time I need something she’s there for me.” He went on in his enthusiasm. “I don’t even need my RETRO check, I just need Thelma.”

Thelma has since retired, and this month we have another one of our invaluable member coordinators saying goodbye after 30 years of being a partner and resource to Association members. Donna Tikker is retiring, and it is with pride that I say that many of our great accomplishments for members in Spokane wouldn’t have been possible without her. Donna has served both her members and our Association well. She will be missed.

Fortunately, we have another talented member coordinator waiting in the wings. And around the rest of the state, our membership team is now fully staffed and our AC team is eager to have you use them as your greatest resource.

Just like Batman, you won’t be able to save the day if you’re stuck behind a desk doing the research you need to solve new challenges. Instead, use the secret weapon that comes with your membership. This coming year, I hope you’ll have your AC on speed dial and will reach out to get the help you need to solve operational problems or other challenges when the arise.

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WE EXIST TO SERVE YOUR RESTAURANT NEEDS

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Put your best

Fish forward.

Food waste is bad enough. Contamination is worse! How do you stop a bad fish from reaching the table? You make sure that your line staff knows the rules, knows how to how to detect bad product, and absolutely knows how to rotate your walk-ins so that you are always putting your best ingredients on the plate. Do your people know how to do that? Let’s hope so.

Safe service is good service.

ServSafe is the best service.

Train your staff today!

VISIT WRAEF.ORG for more info.

SERVSAFE MANAGER HOSPITALITY TRAINING SOLUTIONS 8 │ wahospitality.org

Primary Source of Information | News Briefs

NRA Publishes New, Free Cybersecurity Guide October was Cybersecurity Awareness Month, and the National Restaurant Association released its second guide to protecting a restaurant against cyberattacks. Cybersecurity 201: The Next Step is designed to help independent restaurant operators integrate the National Institute of Standards and Technology’s well-regarded Cybersecurity Framework into their restaurants. The guide is a follow-up to its Cybersecurity 101: A Toolkit for Restaurant Operators.

It includes hypothetical case studies and lessons in how to look at cybersecurity as a continual process, not a checklist. It also provides information on how to evaluate your level of risk, how to involve your team in cybersecurity and how to continually assess your progress. Download both guides at www.restaurant.org/News-Research/News/Dont-get-caughtin-a-breach-Prepare-for-cybersecu.

Leaders of Hospitality Industry Associations Appointed to Apprenticeship Task Force On Oct. 17, U.S. Secretary of Labor Alexander Acosta announced the appointment of Dawn Sweeney, the National Restaurant Association’s president & CEO, and Katherine Lugar, American Hotel & Lodging Association president & CEO, to the DOL Task Force on Apprenticeship Expansion. The task force will work to identify strategies and proposals to promote apprenticeships, especially in sectors where apprenticeship programs are lacking, and they will report their plans to the President of the United States. The creation of the Task Force is a key step in implementing the President’s Executive Order to expand apprenticeships.

Last year, the DOL awarded a $1.8 million grant to the NRA Educational Foundation to fund our industry’s first-ever joint apprenticeship program.

The program, created in partnership with AHLA, officially launched last February. It aims to develop the next generation of restaurant and hospitality employees into successful managers and executives.

To date, several leading restaurant and hotel companies, including Golden Corral, FATZ Café, Firehouse Subs, Hilton, Wyndham and Hyatt, have committed to registering 482 apprentices from the program.

Association Delivers Win to Overturn LCB Limits on Retail Sales to Restaurants A big win for the Washington Hospitality Association! In 2012, the Liquor Control Board (LCB) limited sales of liquor from retailers to restaurants to 24 liters per day. We filed a lawsuit and the courts recently ruled in our favor by overturning the law. The LCB and distributors have decided not to appeal the court’s ruling, so this victory for the industry stands. For more information, contact Julia Gorton at juliac@wahospitality. org.

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Primary Source of Information | Association News 2017 Washington Lodging Awards Recognize Current and Future Leaders In keeping with the annual tradition of honoring the hard work and great service provided by employees in Washington lodging, the Hospitality Association celebrated the Stars of Washington Lodging Awards winners on Oct. 23, during the Washington Lodging Convention at Tulalip Resort Casino.

Members from around the state nominated a total of 30 lodging employees and managers, telling heartfelt stories about their dedication to deliver great guest experiences, giving their best to their Photo by Morgan Huether teams and making a difference in their communities. In the end, the judges chose 13 exceptional winners. Awards were also given to Rainier Guest Services (Good Earthkeeping), Embassy Suites by Hilton Seattle-Tacoma International Airport (Community Service) and the Mayflower Park Hotel (Innovation).

In the employee categories, the Paving the Way Award made its debut to recognize women who are leaders in their businesses, role models in the community and mentors committed to raising up those around them. The inaugural winners were Carla Murray, senior vice president of Marriott International and Julie Cohen, regional general manager of the Holiday Inn Express Downtown Spokane/Sterling Hospitality. Murray and Cohen will represent Washington in the American Hotel & Lodging Association’s 2018 Stars of the Industry Awards competition.

Here is the full list of the talented individuals recognized as 2017 Stars winners: Emerging Leader of the Year Paula Buck, Front Office Supervisor, Courtyard by Marriott Richland Columbia Point Jamilla Dixon, Breakfast Attendant, Hampton Inn & Suites by Hilton Seattle/Northgate General Manager of the Year Warren Beach, General Manager at Holiday Inn Express & Suites Everett and VP of Operations, SMJ Management Sean O’Rourke, General Manager, Courtyard Seattle Downtown Lake Union Lodging Employee of the Year Angela Grant, Front Desk Supervisor, Canterbury Inn, Ocean Shores Jianzhen Li, Restaurant Server, The Westin Bellevue Lodging Manager of the Year Markie Hamlin, Hotel Controller, Embassy Suites by Hilton Seattle-Tacoma International Airport Vanessa Polson, Holiday Inn Express Spokane Downtown Paving the Way Winners Julie Cohen, Regional General Manager, Holiday Inn Express Downtown Spokane/Sterling Hospitality Carla Murray, Senior Vice President, Marriott International Association’s Jillian Henze Earns Accreditation in Public Relations Jillian Henze, local communications manager for the Washington Hospitality Association, has earned the Accreditation in Public Relations (APR) designation.

Henze joins just 5,000 public relations professionals worldwide who represent an elite group of accomplished professionals committed to the highest standards in the field. Accreditation in Public Relations is a voluntary program for public relations professionals who have been practicing for at least five to seven years.

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Washington Hospitality Welcomes a CFO This fall, the Washington Hospitality Association hired Darin Johnson, CPA, as its new chief financial officer.

Johnson has jumped in with both feet to oversee the Association’s accounting and internal operations. Having worked as a certified public accountant since 1999, he brings extensive experience from public accounting and the banking industries. Darin has a bachelor’s degree from Western Washington University.

Cash Register Philanthropy Made Easy

By Jillian Henze

Here are some simple ways to raise money for a cause that resonates with your guests.

Looking to overhaul your holiday philanthropy program or looking to begin a program? Collecting change for charity or running a round-up-forcharity campaign can be logistically simple with big returns. Here is what some members are doing.

Cash Donation Boxes McDonald’s restaurants have had change donation boxes stationed by cash registers for years. Customers simply drop spare change into the boxes at registers and the drive-thru window and raise millions of dollars for Ronald McDonald House Charities.

In 2016, the donations allowed Ronald McDonald House Charities to serve 5.5 million children and their families.

The cash donation boxes in 30,000 McDonald’s restaurants around the world raised $28 million in the U.S. and $20 million outside the U.S. in 2016, according to Kristin Hylek, manager of PR and digital for Ronald McDonald House Charities.

The 252 Washington state McDonald’s restaurant locations raised $545,000 in 2016, she said.

The charity provides children a place to play after a long day at the hospital, parents a home for a good night’s sleep and a warm meal near the hospital and relief for families from the financial and emotional burdens of traveling for their child’s medical care, Hylek said.

A plastic donation box will cost $14 to $50 depending on how fancy and secure you want to get. The cash register is an ideal location as people can drop their change in after they pay for their food.

Round Up for a Cause Dick’s Drive-In Restaurants has raised $1.4 million in the 25 plus years of its change for charity program. “Our customers give extremely generously,” said Jasmine Donovan, vice president and director of communications for Dick’s. “We have raised a shocking amount from extra change.”

Last year, after decades as a cash-only business, Dick’s added credit card payment options. The team did not want the new system to be the end of charitable fundraising and giving. The business was able to program its point of sale system to allow customers the opportunity to round up to the nearest dollar, Donovan said.

While the round up fundraising via credit card is no longer a physical convenience allowing customers to drop in their unwanted change, Donovan said it is still a powerful tool for fundraising. The restaurants run specific campaigns and in September were raising money to support hurricane victims.

There was concern the introduction of credit cards would negatively impact the amount of donations, Donovan said. The primary beneficiaries of the donations are Seattle-area homeless and food services, which she calls “change partners.”

To highlight efforts and drive donations, she said the restaurants run strategic campaigns for one to seven days where the cashiers will ask customers if they want to round up to participate. At all other times, the restaurants spread the word on the website and through other marketing channels to let customers know the round up function is available.

The strategic marketing ensures the fundraising doesn’t interfere with the customer experience at the window, she said.“Accepting credit cards has been huge,” Donovan said. “It has brought back a lot of customers who didn’t carry cash often.”

The restaurants are seeing growth in new customers as well.

Dick’s success in fundraising has inspired fellow Seattle restaurateur Steve Hooper of Kigo Kitchen who is going to run his first round-upfor-charity effort in November and December this year to benefit the Union Gospel Mission. He is also running his program through his credit card processor. While the process isn’t simply pushing a button, Hooper said he can get his program set up within a few weeks. The credit card route was preferred because he didn’t want to interfere with the employee tip jars that already sit by the registers.

“This was a way to not take something away from the team,” Hooper said. He estimates raising just $200 from each of his four restaurants can provide a Kigo Kitchen dinner to 400 Union Gospel Mission neighbors.

“It’s a small amount of money to make an impact,” Hooper said. “I don’t think there’s an end in sight.”

Get Started Raising a Chunk of Change The Washington Hospitality Association’s credit card processing program was developed specifically for the hospitality industry and includes the ability to create a round-up-forcharity campaign.

If you are already participating in Washington Hospitality’s credit card processing program, email Amy Spradlin at amys@wahospitality.org to work out the details for your particular program. With the holidays around the corner, now is the time to take advantage of this great way to show you care.

If you aren’t taking advantage of the Association’s program, email your two most recent credit card statements to Amy. You’ll receive a quote within about 48 hours and will have the opportunity to review a proposal, current processing and your projected savings. With the rapid growth of the program, participating members now all receive the best possible pricing for credit card services, and these rates are locked and guaranteed.

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Local GA Roundup

By Jillian Henze and Morgan Huether

The tax on sweetened beverages will be levied on all distributors who sell certain drinks within city limits.

Distributors will likely raise prices for Seattle restaurants that buy soda or the powder and syrups that make sweet drinks or cocktails to offset this tax. We anticipate there will be a trickle-down effect.

Currently, foodservice businesses pay about $75 for a 5-gallon bag of soda syrup. Because the tax is on finished ounces, it will add about $67.20 to the price of the bag of syrup. We’ll publish information on the final in upcoming Weekly newsletters and on wahospitality.org.

Seattle Refocuses on Short-Term Rentals The Seattle City Council is working to get short-term rental legislation approved before the year’s end. In an important step forward, the council passed legislation regulating short-term rentals out of committee in September.

The goal of the legislation is to protect the supply of longterm rental housing, level the playing field in the shortterm rental market and protect guests and neighborhoods.

Seattle Sweetened Beverage Tax Update In September, the City of Seattle released its draft rules on the new 1.75-cent-per-ounce sweetened beverage tax passed by the City Council on June 5. The tax takes effect Jan. 1, 2018, and final rules are expected in November.

The draft rules suggest some flexibility in how the tax on syrups and powders will be calculated. They also provide for an exemption of milk-based coffee drinks and milkshakes. Under the draft rules: •

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•

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Manufacturers’ instructions or industry practice will be used to calculate the tax on syrups, which is based on the finished product. In other cases, to calculate the tax it will be presumed that one ounce of syrup yields 12 ounces of finished product, unless the distributor can document a different amount.

Foodservice businesses will be allowed to attest to a distributor the use of a product, which can be used as documentation to establish the tax rate the distributor pays.

Syrups used in drinks in which the primary ingredient is milk (or milk substitutes such as soy or almond) are exempted from the tax with a declaration submitted to the distributor. This exempts syrups that go into milkbased coffee drinks and milkshakes.

If a restaurant or retailer purchases sweetened beverages or syrups outside of Seattle and sells them to consumers within Seattle, the business will be deemed the distributor and liable for the tax.

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The legislation as drafted would require operators who list rentals on platforms like Airbnb and Vacation Rental

By Owner (VRBO) to have a special fee-based short-term rental license in addition to a Seattle business license.

Operators would be limited to two dwelling units within city limits. The platforms themselves would be required to have a license, pay fees and provide data to the city.

As of press time, the committee-approved draft legislation was moving forward for consideration by the full council, but had yet to be scheduled for review.

Waiver for Plastic Drinking Straws and Cutlery May Expire in 2018 Seattle restaurants have not yet had to comply with recyclable and compostable requirements set for certain foodservice ware items, but that may change in 2018.

In 2010, the City of Seattle began requiring foodservice businesses to use recyclable and compostable service ware.

At that time, Seattle Public Utilities determined there were several types of products that did not have compostable or recyclable alternatives or the alternatives did not meet acceptable performance standards for foodservice. As a result, Seattle Public Utilities has issued an annual waiver since 2010 exempting disposable plastic cutlery and plastic drinking straws from the recyclable and compostable requirements.

The current waiver expires June 30, 2018, and Seattle Public Utilities’ Waste Prevention and Product Stewardship Adviser Sego Jackson has said his department does not intend to renew the waiver for plastic drinking straws and plastic cutlery. This means foodservice businesses in Seattle will need to switch from plastic to compostable straws and cutlery.

The current waiver for plastic cocktail straws, cocktail picks and portion cups of two ounces or fewer is also not expected to be extended. Waivers for hot soup spoons and portion cups for hot foods, however, may be extended.

Please send feedback and questions to jillianh@ wahospitality.org.

Jobs Tax Idea Proposed to Fund Homeless Services In October, Councilmembers Mike O’Brien and Kirsten Harris-Talley proposed a tax on jobs.

The proposed tax would cost 4.8 cents per hour, per employee on businesses grossing more than $5 million in annual sales -- about $100 per employee per year.

The proposal aims to generate up to $24 million in 2018 for homeless services including $5 million for RV lots throughout the city. Visit wahospitality.org for updates.

Seattle Mayor Wants City-Run Retirement Plan As part of his budget proposal, Mayor Burgess is seeking to establish a city-run retirement plan. While his budget proposal includes funds for a feasibility study and legal analysis, he will also be proposing an ordinance to establish the program, to be passed with the budget.

Under the plan, employers not offering retirement accounts would need to enroll employees in the city plan and deduct money from their paychecks. Employers would be prohibited from contributing to the plan and employees may opt-out if they choose. The account would be tied to the employee and be transferable if the employee changes their place of employment.

Tacoma Council Votes to Keep Parts of City’s Paid Sick and Safe Leave Ordinance On Jan. 1, 2018, the paid sick and safe leave elements of Initiative I-1433 will go into effect at the state level. These paid leave requirements were approved by voters as part of the 2016 vote on increasing the minimum wage and made Tacoma’s own paid sick leave policy redundant.

Rather than repeal the city ordinance on paid sick leave, however, the Tacoma City Council voted to amend the ordinance. The amendment increases city requirements to match elements where the state policy is stricter and it leaves in place Tacoma policy that goes beyond state requirements.

The Tacoma City Council is now working on rulemaking with draft rules scheduled to be prepared in early November.

The council will then hold a comment period on the draft rules that will end on Dec. 1. The council plans to finalize rules in the first half of December.

Two public sessions explaining how the rules will be implemented are tentatively scheduled for Dec. 13 and 14. Look for a link to the draft rules and specifics on the December meetings in upcoming Weekly newsletters. If you have any questions, please contact Joe Bushnell, our Tacoma local government affairs manager, at joeb@wahospitality.org.

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Government Affairs | State GA Update

GA Meetings a Big Success Each fall, the Hospitality Association’s Government Affairs team meets with members across the state to discuss issues on the horizon and to get member input on the legislative priorities for the upcoming legislative session. This year, these regional GA meetings were more successful than ever, with the greatest combined participation to date.

More than 200 members participated at meetings in Walla Walla, Bellingham, Vancouver, Spokane, Leavenworth, Port Ludlow, Tacoma, Redmond and Seattle. Local lawmakers were invited to the latter part of the meetings, giving members the opportunity to get to know their elected representatives and to educate them on how trends in the local economy, regulations and tourism are impacting their businesses.

Tourism Funding to Be Top Priority There was consensus at the GA meetings that the Association’s top legislative priority for the 2018 session should be establishing funding for statewide tourism marketing.

Washington remains the only state in the nation without a statewide program for promoting tourism, and with neighboring state’s investing heavily in tourism promotion, Washington risks losing market share. It is time to ensure that Washington is not missing out on even greater tourism dollars that would help businesses, employees and communities succeed.

Our industry has made it through one of the worst recessions in our history, and this past session the Legislature resolved how to fully fund basic education as required by the State Supreme Court’s McCleary decision. Now it is time to focus on growing the number of customers who walk through our doors by getting more travelers to and through Washington.

Investing in tourism will contribute to a greater level of economic prosperity not just for our industry but for the state as a whole.

The 2018 goal will be to get the well-thought-out tourism funding proposal that was submitted in the 2017 session past the finish line. That proposal, among other things, redirects .1 percent of the existing state sales tax on lodging, restaurants and rental cars toward tourism marketing.

As it is every session, the GA team will be prepared to pivot and respond defensively if any proposed employment mandates or tax increases come to the fore during session.

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In 2017, we saw the largest proposed tax hike in state history, and our team worked to defeat that proposal and supported a reasonable funding solution to satisfy the McCleary requirements. It will be prepared in the 2018 legislative session to similarly defend our members against the imposition of any new regulatory and tax burdens.

Wins to Enjoy in 2018 Thanks to the success of the Association’s advocacy on behalf of Washington’s hospitality industry, members are able to enjoy several new wins: Liquor license holders may now use credit cards when purchasing alcohol, thanks to a law promoted by our team.

Liquor license holders are no longer subject to a limit on the number of liters of alcohol they can purchase directly from a retailer, thanks to the Association’s successful lawsuit against a Liquor Control Board regulation that set a 24-liter limit.

State B&O, capital gains and other taxes remain the same in 2018 thanks to the defeat of a tax proposal that would have levied over $12 billion in new taxes over the next four years.

The State GA team continues to work proactively on your behalf, and your participation and engagement in 2018 will strengthen our ability to deliver wins. Please consider subscribing to our Legislative News and participating in weekly Government Affairs Committee calls during the 2018 session. Contact Katie Doyle at katied@wahospitality.org to sign up.

AMBASSADOR SPOTLIGHT

In this issue, we would like to honor Matt Jensen, corporate director of sales and marketing at the Davenport Hotel Collection, for hosting our largest regional meeting this year in Spokane and for his unwavering dedication to creating a statewide tourism marketing program. Thank you Matt for commitment to your industry!

What’s Coming in 2018

Minimum wage rate increases and other requirements The minimum wage is going up again on Jan. 1, 2018.

Employers must pay employees age 16 and older at least $11.50/hour in 2018. ($9.78 for under 16) These higher local minimum wage rates supersede the state minimum wage rate: Seattle large employers that pay toward medical benefits: $15 Seattle large employers that do not pay toward medical benefits: $15.45 with 2018 inflation adjustment Seattle small employers that pay $2.50/hour toward medical benefits and/or employee earns $2.50/hour in tips: $14 Seattle small employers that do not pay $2.50/hour toward medical benefits and/or employee does not earn $2.50/hour in tips: $11.50 Tacoma: $12 Certain SeaTac businesses subject to minimum wage ordinance: $15.64 Statewide paid sick and safe leave requirements voted in with I-1433 go into effect Jan. 1, 2018.

Paid sick leave must accrue for all Washington employees at a minimum rate of one hour of paid sick leave for every 40 hours worked. This includes parttime and seasonal workers.

Employees are entitled to use accrued paid sick leave beginning on the 90th calendar day after the start of their employment.

Paid sick leave must be paid to employees at their normal hourly compensation and unused paid sick leave of 40 hours or less must be carried over to the following year.

Employers are allowed to provide employees with more generous carry over and accrual policies.

When more generous to the employee, local ordinances supersede the state’s requirements. Seattle’s 2012 paid sick and safe time ordinance stipulates that employees at large employers (250 or more FTEs) accrue paid leave at one hour for every 30 hours worked and are allowed to carry over 72 hours annually (108 for employers with PTO). At medium-size businesses (50-249 FTEs), accrual matches the new state requirements but employees may carry over 56 hours. Accrual and carry over requirements for Seattle employers with less than 50 FTEs match the state’s.

OTHER RECENT EMPLOYMENT LAWS IN EFFECT Seattle’s Secure Scheduling Law: Scheduling requirements for hourly employees who work at large food services and retail establishments went into effect on July 1. It applies to retail and food service establishments with 500+ employees worldwide and full-service restaurants with 500+ employees and 40+ full-service restaurant locations worldwide.

Seattle’s I-124 Hotel Ordinance: Although the rulemaking has still not gotten underway, the hotel ordinance approved by Seattle voters has been in effect since Nov. 30, 2016. Among other things, it has panic button, blacklisting and posting requirements for all Seattle hotels, and for hotels with 100 or more rooms it has provisions for additional compensation if housekeeping workload limits are exceeded and for the cost of medical coverage if the employee does not receive medical coverage at a gold level or higher.

Statewide Pregnancy Accommodation Law: As of July 23 if a pregnant employee works for an employer with 15 employees or more, she has the right to the following accommodations: Providing frequent, longer, or flexible restroom breaks; Modifying a no-food or -drink policy; Providing seating or allowing the employee to sit more frequently; and Limiting lifting to 17 pounds or less.

Employers may not ask for written certification from a healthcare professional for the accommodations above.

A pregnant employee may have rights to other workplace accommodation(s), as long as there is no significant difficulty or expense to the employer.

Washington’s New Family and Medical Leave Act: Premiums for the state’s new family and medical leave insurance program will begin being collected on Jan. 1, 2019 and benefits may be accessed beginning on Jan. 1, 2020.

Find more information on all of the above by using the search bar on wahospitality.org.

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A Journey to Continuous Improvement

By Paul Schlienz

Kaizen.

Some of us have heard of this concept. To others it will be unfamiliar, but it’s well worth learning about Kaizen and embracing its precepts.

Translated literally from Japanese, “kaizen” means “good change.” Nevertheless, that definition only scratches the surface of what it is all about and how it applies to doing business in the hospitality industry and other economic sectors.

“We've never arrived at our destination,” Anthony Anton, president and CEO of the Washington Hospitality Association said while describing Kaizen. “We're always on a journey to improve. Kaizen represents a commitment to constantly improve. Skills are never mastered. They can always improve.”

In other words, Kaizen is a philosophy of continuous improvement.

Eliminating Waste Kaizen, as a philosophy of running a business, originally emerged during the post-World War II reconstruction of Japan. During this era, several U.S. business consultants worked with Japanese companies to improve manufacturing. The result was the creation of several new management techniques, including Kaizen.

Kaizen works by reducing waste (“muda”) and removing overly difficult work processes (“muri”). Central to Kaizen is that all workers, from the CEO to entry-level employees, commit to continually improve and make suggestions to improve the business.

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Thus, Kaizen works best when all employees keep an eye out for areas that need improvement, providing suggestions based on what they see and experience. All suggestions are welcome and there are no negative consequences for participating. Instead, employees are rewarded for changes that improve the workplace. Under Kaizen, workers gain confidence and invest in improving their company.

When Kaizen is in full bloom, employees become leaders continually searching for areas that can be improved.

Innovation Although Kaizen’s roots are in Japanese manufacturing, its concepts can easily be adapted to other industries, including hospitality.

A restaurant running on Kaizen principles of continuous improvement would see less waste. Processes like writing down names on paper and calling them out when tables are available would disappear. Plastic alert buzzers requiring additional equipment and power to operate them would also become a thing of the past. Kaizen would cut to the bone and move these processes over to what restaurants and customers already have: computers and cellphones.

Thus, the employer gains more efficiency while customers’ experience also improves since they’ll have access to instant information on their order and when their tables will be ready.

A hotel running on Kaizen principles might focus on improving processes like check-in, reducing maintenance and utility costs and reducing time to turnaround rooms.

What is never acceptable under Kaizen is satisfaction with the status quo and resting on one's laurels. One must always be flexible and open to change.

A Step-by-Step Process One lodging chain that is embracing Kaizen principles of continuous improvement is Kimpton Hotels.

"Any company that is not moving forward will be lost in the shuffle, but change is always a challenge," said Tom Waithe, Kimpton's regional vice president for the Kimpton Hotels' Pacific Northwest and Mountain regions. "We use employee panels to solicit feedback and get further information on how we can enhance the experience for the guest. By involving more and more employees, they find they are part of a solution."

According to Waithe, Kimpton always seeks new technologies, procedures and programs that focus on the guest and the guest experience. Any idea or practice is carefully vetted and tested at one of Kimpton's 67 hotels before it's rolled out to the other properties.

"I hire my managers to find solutions and be creative," said Waithe. "The leadership team is always on the lookout for new and creative ways to better serve our guests. We have a forum for introducing ideas and they go through a step by step process to implementation."

A good example of this process can be seen in Kimpton's implementation of ‘pump bottles’ in its showers, eliminating small plastic 1.5 ounce shampoo bottles.

"Initially, we questioned how the guest would react to this change," said Waithe " We asked 'Do they want those little bottles?' We had test hotels try the install and did a forum with our customers, finding that the experience and the quality product was seen as a positive along with the fact that we were eliminating tons of plastic waste."

Another Kimpton initiative that followed a similar pattern was when the chain changed its door locks and security procedures all with the focus on the guest experience.

As with the shower bottle initiative, the locks were changed through a process of idea, discussion, test and implementation.

Waithe greatly values Kimpton's openness to new ideas from all levels in the company.

"We have had housekeepers provide feedback on room set ups and front desk agents reviewing credit procedures,"

Kaizen represents a commitment to constantly improve. Skills are never mastered. They can always improve. ­— Anthony Anton

Winter Edition 2017 │ 17

Waithe said. "Our open-door policy gives them a forum to introduce the plan and see it come through to fruition. It’s obviously very democratic and does allow us to examine any potential problem or raise the questions we are likely to have posed to us by the end user. Implementation by task force is very Kimpton."

Tech Ahead And it's not just the large hospitality chains that are embracing this kind of thinking. On a much smaller scale, the same push for continuous improvement and innovation, which is very Kaizen, can be seen at the West Seattle Bowl.

"I'm always asking what can make us more efficient," said Andy Carl, co-owner of the bowling alley, which has been a part of the fabric of the West Seattle community since 1948.

Innovation has always been an important part of the West Seattle Bowl, so much so Bowling Industry Magazine gave it its Best Use of Technologies Award in 2010. "We always strive for the newest tech, especially if it allows us to spend more time with the customer.

My bottom line and end goal is to always identify things that are taking up time.

And we've been way ahead of the curve in many ways."

Over the years, the bowling industry has seen a great deal of technical innovation from the time mechanical bowling machines were introduced, replacing human pin setters. Later, in the 1970s, came automatic scoring.

The West Seattle Bowl embraced it all, and the innovation continues today.

The bowling alley was an early adapter of UberEATS at its restaurant, the Highstrike Grill, and is now taking reservations online.

show host and two time James Beard Award winner whose chain of Seattle restaurants is an important part of the city's culinary scene. "Pamela Hinckley, our CEO at Tom Douglas' Seattle Kitchen, emphasizes continuous growth through education and service. We're always looking to make improvements whether it's in the form of better benefits for our staff or simply treating our customers better."

One program implemented by Hinckley to encourage Seattle Kitchen employees to improve their interactions with each guest is the concept of “customer connect.”

"We train our employees to be more specific, more direct and connected to the customer," said Douglas. "We want them to be more focused, not just more nice."

Management also makes great efforts to get to know employees, building a real sense of camaraderie and trust.

"We do Sunday suppers where we take staff out to other restaurants," said Douglas. "This allows us to get to know each other better."

Such team building exercises also allow the kind of environment where employees feel free to share ideas for improvement.

"In everything we do, we try to walk the walk as well as talk the talk," said Douglas.

So there you have it, snapshots of how three hospitality organizations, in their own unique ways are implementing principles that fit in with the Kaizen ideal of never resting on one's laurels.

"If it can make doing business easier and faster, then I'm for it," said Carl. "It's easy to sell technical innovations to young people. Millennials see tech as cool and trendy. The biggest challenge is how far corporate back offices are willing to go in embracing Internet-based applications and storage on the Cloud."

And if you're looking for a takeaway, here it is: In every organization, there is room to make small improvements, change the status quo and improve processes and practices. The Kaizen approach of continuous improvement will bring real benefits to your business. And over time, all of these changes add up.

Leading by Example

Keep your focus and keep the faith.

"The number one thing is to lead by example," said Tom Douglas, executive chef, restaurateur, author, radio talk

"There really are no obstacles if you believe in what you're doing," said Douglas.

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Delivering A Greater Customer Experience

PRODUCE ~ CENTER OF THE PLATE ~ GROCERY & FROZEN FOOD ~ SEAFOOD BUSINESS SOLUTIONS ~ BEVERAGE ~ DISPOSABLES ~ SUPPLY & EQUIPMENT seattle.fsafood.com

Winter Edition 2017 │ 19

Just How Ready Are You?

Let this year’s disasters inspire you to review your own disaster preparedness.

By David Faro and Marianne Scholl

Time and time again hospitality professionals have stood strong in the face of natural and man-made emergencies. This year, as communities from Puerto Rico to Texas, Las Vegas to California’s Wine Country, were battered by disasters of historic proportions, our industry has shown up to help. Restaurant and hotel owners, operators and team members have stepped in to do what they do best: offering food and shelter and using their business and hospitality skills to serve the communities they care about.

The tragedies we’ve seen unfold have also brought home the fact that disasters can, and do, happen anywhere, and as employers and community businesses we want to be as prepared as possible to reduce risk, protect our guests and staff, and make a difference when our services and skills are needed. The takeaway from 2017? Be ready on all fronts.

There has never been a better time to audit and update your emergency preparedness, crisis communication and business continuity plans. Make sure these plans are living documents and that you and your staff are trained to execute them should the need arise. If you are missing any of these, it is time to get cracking.

CHECKLISTS Smart planning can help you meet your goals of protecting guests, customers and your business if a disaster strikes. One way to plan is The U.S. Small Business to know Administration has what steps downloadable checklists for you need to take different types of disasters, before, during and after including those caused by a disaster, and checklists winter weather, earthquakes can help with that. In and cybercrime. www. a crisis, your ability to sba.gov/business-guide/ think critically will be manage/prepare-emergenciesdisaster-assistance.

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under a great deal of pressure and having checklists for different kinds of emergencies will facilitate your team’s ability to respond quickly and appropriately.

TRAINED STAFF The cruise industry is a notable example of an industry with staff trained for disaster. Famous for weekly crisis drills, there are big story examples of how training saves lives. These tales have become part of disaster preparedness folklore.

In 1991, it was the support staff, musicians, and servers who saved lives on the Oceanos when it sank off the coast of South Africa. Regular reviews of safety and emergency response plans can put your business in the history books—in a good way—and help you take care of your guests, your employees and your community.

The Washington Hospitality Association Education Foundation offers first aid/CPR and other emergency preparedness training, and the Association’s RETRO team can help you review workplace safety requirements. whaef.org/training or call 800.225.7166 INSURANCE Another important part of disaster preparedness is insurance. No one likes paying for insurance, until you have a claim to file. Talk with your broker and find out if your portfolio covers all your potential pitfalls. Do you have the coverage you would need to ride out a disaster and reopen after a month or two?

You should also have insurance contacts and policy information with your checklists, and you’ll want to have handy information on how to best document damages (with photos or video), get repair estimates and hire licensed, insured and reputable contractors to perform work. Be sure to note if your policy will require you to make temporary repairs to prevent further damage in an emergency. Don’t forget that a data breach could also be a very expensive disaster for your business, and insurance carriers offer cyber coverage to help cover the costs of your legally-required response if your guests’ personal information is stolen.

Washington Hospitality allied members are ready to help you meet industry-specific insurance needs. Click “vendors” in the menu bar of wahospitality.org and then go to services to find insurance companies already working with our industry.

RECORDKEEPING In this age of cloud storage, there is really no excuse for not having important records, financials and inventories after a disaster.

If there were a fire, would you have what you need to file claims accurately? Would you have the business information needed to get disaster assistance? Backing up is a must, but so is having offsite storage of important business information.

Confirm with your IT specialist that you have dataprotection and data-recovery plans in place that follow best practices for the industry.

CONNECT WITH YOUR COMMUNITY You have neighbors. In the face of a large disaster, these people and surrounding businesses will be your lifeline if you need them to be. In the same way, you will be theirs. Imagine the disaster is analogous to someone drowning. A line of people can reach way out and save the day if they hold hands and cooperate. Know your neighbors, plan with them, and share phone numbers and contact info of whom to call after hours or in a disaster situation. Our industry thrives on community, and our connectedness is a powerful resource.

Many destination marketing organizations have crisis communications plans and maintain emergency contact lists for customer-facing businesses like hotels. Check to see if your local DMO or your local chamber has location-specific emergency-related plans or resources you can take advantage of.

YOUR MOST IMPORTANT RESOURCE: YOUR TEAM Disasters happen to people, so the greatest impact of a disaster may be the effect the event has on “your people.”

If the disaster is a storm, an earthquake, or something that effects your entire city, your staff is going to have multiple concerns all at the same time. Work, family, and community concerns will all tax your staff’s ability to cope emotionally. Be sensitive to that, and everyone will rise to the occasion.

Winter Edition 2017 │ 21

WHEN IN A PINCH, CALL WASHINGTON HOSPITALITY

By Ross Boylan and Marianne Scholl Photos by Morgan Huether

Twenty years ago, the Washington Restaurant Association took a new approach to membership that today is still delivering benefits to members of the Washington Hospitality Association.

In 1996, the WRA reinvented the role of its membership team, launching an area coordinator system to engage members in advocacy efforts and connect them to their legislators. That innovative approach has since evolved beyond grassroots advocacy to “ACs” serving as the go-to resource for any and all questions related to running a hospitality business in Washington state. If your AC doesn’t have a ready answer, she’ll figure out who does.

At the one-year mark of restaurants and lodging joining forces in the Washington Hospitality Association, membership has met another milestone. The AC program now has 10 team members to deliver on the promise of engaging and serving members in all corners of the state. This includes area associates, who focus solely on relationship building and understanding the needs of members for their first six months on the team, and more experienced area managers who have moved up from area coordinator positions.

Your New Best Friend

This breadth and depth of support means every member should now have their membership expert on speed-dial.

Jane Schmidt, general manager of La Conner Channel Lodge and La Conner Country Inn, knows that to be true.

She originally joined the Association to get answers about HR issues, and she’s since developed a close working partnership with Kim Hildahl, the Northwest area manager.

“Kim sat down with me and talked to me about all the options available and things that they could help us with, including HR situations, which is where I needed the most help,” said Schmidt.

“Now I use Kim for any question I might have. I shoot Kim an email or a text to get a hold of her and say, ‘Can you help me with this?’ – it could be a random question – and then she’ll point me in the right direction.”

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Jenn Krogel, HR Director for Wenspoke Resources LLC, the Spokane-based franchisee for 33 Wendy’s restaurants in Eastern Washington, Idaho, Oregon and California, wasn’t sure what the Association and her AC would bring her when her company first joined the Association.

“Quite honestly, I had no idea what the benefit was going to be for me, my role or my organization,” she recalls.

Among many other things, having Area Manager Donna Tikker on hand has meant she has someone helping her stay current on requirements as an employer in Washington state.

“Donna provides us with regular information on the (Association’s) regional meetings and webinars to keep us up to date as legislation is changing,” said Krogel. “She’s very responsive. She just dropped off additional labor posters for us. She popped by and gave me a Hospitality Bluebook as well.”

Help!

As a small business owner who has many hats to wear, Gloria Martin values the support she gets from Tamorro Farrell, area manager for Pierce County. Martin is the owner of the popular Southern Kitchen in Tacoma and says it’s hard to run a business, especially a small one like hers.

“For me, it’s very helpful to have the support of Tamorro,” she said. “She told me about the paid leave ordinance that the city passed last year…Believe it or not, the city never informed us, but Tamorro has been very, very helpful— the organization has been very, very helpful—keeping me abreast of some of the legislation that’s going on.”

Tamorro has also helped connect her to some of the Association’s cost-saving programs. By joining the credit card processing program, Martin is now saving about $500 a month in credit card fees thanks to the Association’s low rates.

ACs also connect members to the Advisory Network for help addressing operational, HR or other challenges.

Lease renegotiation issues, P&L concerns, overtime

YOUR MEMBERSHIP TEAM Northwest Washington & Okanogan Kim Hildahl 360.480.2428 Snohomish, Chelan & Douglas Donna Haskill 360.522.7030 rules, termination questions are among the frequent topics members bring to their membership partners. If resources to answer a specific resource aren’t readily available, ACs connect their members to the right Advisory Network expert for 30 minutes of free consulting.

Martin can also testify to the effectiveness of using this member benefit. She turned to Tamorro when she needed legal advice, and thanks to the Advisory Network, she was able to speak with an attorney who helped her resolve her problem without incurring any legal fees.

The Takeaway

As Anthony Anton, Washington Hospitality’s president & CEO, writes in his column on page six, your AC should be an extension of your team, freeing you up to deliver great local experiences and helping your employees reach their full potential.

Mama Stortinis Ristorante & Catering General Manager Nathan Vaughn is another member who recognizes the time-saving benefit of bringing Tamorro on to his team.

She recently connected him to a program with his local electric company that provides small businesses with a free walk through. They found ways to achieve greater efficiencies and gave him a quote for upgrades at a greatly discounted cost.

“I could be searching those things out, but I just don’t have time,” he said.

He describes his AC as a “support line.” “She should be the first point of contact if you have a problem that you don’t know how to solve.”

Downtown Seattle Michele Schaub 206.423.3902 Seattle Neighborhoods Cathy Fox 253.277.1586 East King County and Southeast Washington Anna Lee 360.956.7279 x 148 South King County Casaundra Robinson 425.444.1191 Pierce County Tamorro Farrell 360.551.2269 Thurston, Kitsap & Peninsula Shawna Mendenhall 360.975.0262 Southwest Washington Mallory Campbell 360.956.7279 x 149 Spokane & Northeast Washington Marla Fruit 360.956.7279 Director of Membership Steven Sweeney 360.956.7279 x 122 Membership Administrator Jennifer Hurley 360.956.7279 x 126

Winter Edition 2017 │ 23

Don’t Let Pests Sink Your Best Efforts With all you do to give our guests a great experience, don’t let pests undermine your efforts.

In these days, the scream of a guest who encounters a rodent at your business may reverberate not just in your building, but across the internet, sink your best social media efforts and tanking your online reviews. Pest control has always been a priority for hospitality businesses, but as the year winds down, it is a good time to review best practices and to recommit to being proactive in making your business inhospitable to pests. Here’s some useful information on the three biggest pest problems for hospitality businesses.

1. Rodents

Rats and mice are attracted by food supplies and do not venture far from their shelter or nesting sites, so in a large facility they will nest close to accessible food stores. The best way to end a rodent infestation is to remove their sources of food, water, and shelter. Prevention is the best cure.

Keep Things Clean and Sealed • Place items on elevated shelves, preferably wire racking inches from the floor and ceiling • Move your dumpsters away from doors to eliminate an entry point for pests.

• Keep food waste in metal garbage cans with tight lids.

• Reduce microenvironments in your kitchen by selecting equipment with lockable wheels and installing flexible gas and electric lines, which can be moved to clean.

• Seal all gaps and holes into your building. Mice can squeeze through openings as small as a quarter of an inch. Seal any openings with weather resistant sealant.

• Trim vegetation and don't allow plants to grow up alongside buildings. Stone is less conducive for pests than bark or mulch.

• Yellow-spectrum exterior lighting keeps rodents from entry points.

• Regularly wipe down countertops and tables, and clean up any spills immediately.

• Repair any leaky sinks, vending machines, or ice machines.

• Sweep, mop and vacuum floors.

• Reduce the smells that attract pests by lining trashcans, keeping lids tightly shut and taking trash to the dumpster frequently. Wash down trashcans regularly.

• Monitor and sanitize floor drains on a regular basis to keep them from clogging.

Elimination • Electronic rodent traps, which deliver a high-voltage shock killing the rodent, are the best, albeit more expensive, way to end a rat or mouse problem.

• Snap traps are an inexpensive and effective way to control mice and rats. Unfortunately, rats can be very cautious and it may take several days before they approach the traps. Mice are less cautious and you're 24 │ wahospitality.org

• •

likely to catch one or more of them the first night you set the trap.

Poison baits can be problematic, and should be used in consultation with a professional.

Glue or live traps are not recommended as they keep the rodent alive, which allows them to continue to pose the risk of disease.

2. Cockroaches

Cockroaches are the most common type of crawling insect that thrive when they have abundant water, a source of food and shelter. Cockroaches are primarily nocturnal, sheltering in the daytime and coming out at night to find food and other sites for shelter. They shelter in dark places such as cracks, crevices, drains, sewers, inside equipment and furnishings and hidden spaces that provide the right temperature and humidity.

Prevent infestation • Cockroaches can feed on small residues of food: Keep surfaces thoroughly clean and de-greased.

• Store food in cockroach-proof containers, not cardboard.

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• •

• • •

Maintain drains in good condition to prevent accumulation of food debris and means of access and shelter.

Keep food waste in metal garbage cans with tight lids and make sure to position garbage away from food storage and processing areas. Empty and clean cans frequently.

Make sure to maintain seals and prevent access through spaces around pipe and cable ways, vents, screens, windows, doorways and sewers.

Have a good inspection regime for equipment, buildings and deliveries to uncover infestations and identify risks quickly.

Have pest control experts inspect the property on a regular basis, even if you are not experiencing a pest problem. Technicians know what to look for and can detect signs of roaches.

Elimination • Treatments should be limited to cracks, crevices and holes where roaches spend most of their time. Using a combination of roach bait, insecticide and an insect growth regulator will usually be needed.

• Apply roach baits in cracks or crevices where roach feces have been found.

• Apply an insecticide dust or foam, into wall voids where plumbing pipes exist and in wall voids behind stoves or dishwashers. These walls are most likely to have cockroaches hiding inside because of the humidity provided by the pipes.

• Liquid insecticides combined with insect growth regulators will also offer some control. Make sure they are labeled safe to spray in food handling establishments for roach control. Precaution should be used when applications are being performed. Apply in cracks and crevice at low pressure setting, being extremely careful not to splash or allow runoff that could potentially contaminate food prep surfaces.

3. Bed Bugs

The common bed bug has long been a pest. Although these bugs are called “bed bugs” they are not exclusively found in beds. They travel on people who can pick them up while traveling, in a dressing room, on an airline and any other places the bugs burrow and stay dormant for a period of time. Unlike rodents and cockroaches, bed bugs are not known to transmit or spread disease but they can be a serious problem for any size hotel regardless of the chain scale. Bed bugs can show up anywhere and are not about the cleanliness of the hotel or bed.

Prevent infestation • Be vigilant and take every precaution to protect guests from bed bugs.

• Hotel housekeepers and staff should be trained to regularly do spot checks. There are many resources for training staff like the Bed Bug Toolkit provided by EcoLab at bedbugtoolkit.com.

• Put bedding and clothing in the dryer at high temperatures for 30 minutes to kill bed bugs (just washing will generally not kill bed bugs).

• Heat infested articles (e.g., furniture, luggage, other items that can't go in a clothes dryer) and/or areas (i.e., a room in a house or apartment, or a whole house) to at least 120 ºF (approx. 49 ºC) for 90 minutes to ensure that eggs are killed.

• The higher the temperature, the shorter the time needed to kill bed bugs at all life stages.

• Use mattress, box spring, and pillow encasements to trap bed bugs and help detect infestations.

If you would like more information about hiring professionals to come to your place of business the Washington Hospitality Association has resources for you.

Contact Alina Day at (360) 956-7279, ext. 110, or by email at alinad@wahospitality.org.

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Are you experienced?

Remember when your liquor license was being called into question and you almost lost it?

Experienced servers will tell you; get trained, know your stuff, and don’t put your job or employer at risk.

Experienced bartenders know the rules.

Do yours?

VISIT WHAEF.ORG for more info.

SERVSAFE ALCOHOL HOSPITALITY TRAINING SOLUTIONS Winter Edition 2017 │ 27

NEW MEMBERS INDUSTRY CALENDAR November/December/January TRAINING

Auto’s Pub, Vancouver

Silk Thai Café, Tacoma

Bella Luna Pizzeria, Suquamish

Subway Micky Diwan, University Place

Breakwater Seafood, Aberdeen

Tofu Hut, Lacey

Goldies BBQ, Vancouver

Turning Leaf Townhomes, Spokane

Il Sicilano, Enumclaw

Union Square Deli, Union

Dec. 5

ServSafe® Manager, Seattle

Kitsap Pizza, Port Orchard

Vinny’s Ristorante, Friday Harbor

Dec. 11

ServSafe® Manager, Everett

McMenamins Anderson School, Bothell

Westside Pizza, Poulsbo

Dec. 12

ServSafe® Manager, Kent

Scotty’s Dog House, Spokane

Wild Buffalo, Bellingham

MEETINGS Nov. 8

Seattle Restaurant Alliance Meeting

Nov. 8

MSC Sub-Committee Meeting

Nov. 9

Seattle Hotel Association General Membership Meeting

Nov. 16

Retro Invest Workgroup

Nov. 16

Retro Trustees Meeting

Nov. 21

H.I.H.I.T. Board Meeting

Nov. 21

Spokane Hotel/Motel Association Meeting

Nov. 21

Spokane Chapter Board Meeting

Nov. 28

GAC Meeting

Jan. 30

Hospitality Board of Director’s Meeting

NEW ALLIED MEMBERS Associated Industries Stefanie Howe 1206 N Lincoln St Ste 200 Spokane, WA 99201-2559 509.326.6885 showe@aiin.com www.aiin.com

Fischer Restoration Jackie Davis 6608 220th St SW Ste 120 jackie@fischerrestore.com Mountlake Terrace, WA 98043-2120 206.633.2065 www.fischerrestore.com

Avitus Group Megan Breckenridge 3131 S. Vaughn Way Ste 400 Aurora, CO 80014-3527 303.557.7744 mbreckenridge@avitusgroup.com www.avitusgroup.com

Fischer Restoration specializes in Water Damage Remediation, Emergency Flood Removal, Sewage Clean up and Mold Remediation. We’re available 24/4 and have very quick response time. Our technicians are all certified and have excellent communication skills. Our customers’ needs come first! We service the greater Puget Sound Region.

Avitus Group is a full service, back office solutions company that specializes in services such as Payroll, Marketing, Accounting, Human Resources, IT, Recruiting, Co Employer, and Tax Plan and Prep.

With our endorsement agreement, we can offer members a 10% discount on our services.

Heritage Distilling Company Justin Stiefel 3207 57th St. Ct. NW Gig Harbor, WA 98335-7586 253.509.0008 justin@heritagedistilling.com www.heritagedistilling.com

CHOICE Insurance, LLC Jodie Foucault 1715 Market St Ste 100 Kirkland, WA 98033-4968 425.947.8104 JodieFoucault@CHOICEinsurance.net www.choiceinsurance.net

UPCOMING EVENTS Jan. 29

Hill Climb & Taste Our Best

Mar. 10

ProStart® Invitational

CHOICE Insurance collectively brings over one century of experience in commercial lines and personal lines insurance. We provide the best available insurance products and services in accordance with our demanding code of ethics and conduct, and do so in an utmost courteous, precise, and professional manner to achieve excellence in customer service.

Creative Ice Carvings Steve Cox 19428 66th Avenue South #Q 105 Kent, WA 98032-2123 425.251.0535 steve@creativeice.com www.creativeice.com

28 │ wahospitality.org

Heritage Distilling Company is the most awarded craft distillery in North America 2014, 2015, 2016, & 2017.

Westphal Insurance Agency Jeffrey Westphal 2829 Rockefeller Ave Everett, WA 98201-3599 425.330.1148 jwestphal@farmersagent.com www.farmersagent.com/jwestphal Award-winning insurance agency specializing in commercial insurance in Washington, Oregon, Idaho, Montana, and Arizona. Discounts offered to franchisees.

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Reel in New Guests to Spur Growth

By Rick Braa, CHAE

My business is growing sales two to three percent annually, but only because of price increases. As I’ve raised prices, guest counts are dropping. I don’t think I have any more room to increase prices and the cost of running my business continues to escalate. What is the next move to make?

While the economy continues to expand, the workforce has gotten more expensive, commodity prices are on the rise and inflation is knocking at the door for nearly everything else.

Add to that the noise a restaurant is competing against such as grocery store prepared food programs, box and delivered meal programs, in-home third-party delivery, and new restaurants sprouting up. Competition for guest counts is stiffer than ever. If 20 to 40 percent of sales comes from new or infrequent guests, it’s time to yell louder and drive the acquisition of new guests who if converted to regulars will replace lost guest counts. To acquire new guests, consider the following: Act like your livelihood depends on it. When a restaurant gets a makeover on the Food Network, what happens to that location? The star of the show beats the street with a megaphone and screams to the community that a makeover is on the way. New restaurants tend to be in the community-building momentum as well and use marketing and selling the concept to others to build buzz. Building that momentum takes effort and getting outside the four walls. You need to get out of the restaurant and connect to influencers. Take the approach that your restaurant is going to close if new guests are not coming in.

Get desperate.

Own your community. Spend at least one day per week in the community. Join the chamber of commerce to stay in the know and connect with area businesses. Hold fundraisers for local schools and causes people care about.

Visit area businesses and offer to host a happy hour at a mutually-convenient time to get crowds of people in. Every business is a target. Develop a concierge program for your local hotels and reward the concierge well for sending guests. Partner with popular charities particularly tied to something your community cares about. Send a personal letter to people new to the area inviting them in for a visit.

Be seen and heard in your community.

Be in the conversation. According to Nielson Global Survey of Trust in Advertising, 84 percent of word-of-mouth advertising from friends and family is considered the most trustworthy of all advertising. With 10 conversations about food taking place around the water cooler in the 30 │ wahospitality.org

workplace, being part of the conversation with great brand awareness will be integral to new guest acquisition. Give them something to talk about.

Be socially active. Facebook, Twitter and Instagram are the social platforms of today. Who knows what’s coming tomorrow, but using these social networking platforms actively is a must. Be interesting. Put people into posts, and create emotion by posting beautiful pictures. Highlight food and beverage in the moment with video featuring the chef or mixologist making the product and explaining what is being prepared. Use a product like GoPro to make inexpensive, authentic videos that resonate with the public.

If a post were to be shared and re-shared by 250 people, the multiplier would be well over 50,000 people that see it.

While raising prices is an immediate impact to sales, restaurant prices tend to be elastic or sensitive to increase with an adverse effect on product demand and, therefore, are finite. It’s important to do more than talk about lost sales and all the competitive issues, it’s time to do the work and fight for your business. To keep sales growing take a new restaurant, “your life depends on it,” focus on driving new guests into the restaurant and converting them to regulars.

For more information on improving profitability and driving sales, contact AMP Services at rbraa@ampservices.com. Rick Braa is the co-founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.

H.I.H.I.T. Open enrollment is right around the corner, and H.I.H.I.T. is cost saving built for hospitality organizations.

8779781839 Features of H.I.H.I.T. include: 50% Participation 50% Contribution Classing Out Dual Option Stand Alone Products Easy enrollment and group set ups Smart Phone App for TelaDoc PPO (Preferred Provider Organization)

HSA (Heath Savings Account) EAP (Employee Assistance Program) Direct Primary Care (DPC) Life Insurance Disability Insurance Cobra Administration Owners covered for on the job injuries

Call to find out more about H.I.H.I.T. and other standalone benefit programs like “TelaDoc” at $2.55/month/person.

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