Restaurant & Lodging - Winter 2021

W I N T ER 2021

Beyond Awareness Creating a Company Culture That’s Diverse and Inclusive

2021 LEGISLATIVE SESSION Industry Training in DEI What’s Shaking?

Cocktails-To-Go!

OregonRLA.ORG 1

ng Food Waste

e Hallmark The Hallmark The Hallmark Resort sort Resort Reducing Food Waste Reducing Food Waste

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Beki Hueth and Executive Chef Alfredo Cacho, Beki Hueth and Executive Chef Alfredo Cacho,

Labelling processes in the kitchen allowed

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what items, especially in plate waste that are

what items, especially in plate waste that are Georgie’s shifted to smaller plates, which h area to measure howand much coming back from the tables, and maybe reduced portions the amount of coming back from the tables,have and maybe reduced portions and the amount of Throughout the process, those are things that you staff need to addressbeen in food customers left uneaten.

They used during meal preparation and those are things that you need to address in food customers left uneaten. They used the engineering of your menu.” spreadsheets to measure buffet production inspired to see their efforts yielding results. the engineering of your menu.” spreadsheets to measure s left on guests’ plates after buffet production Beki Hueth noted that staff engagement ating food waste in these key Learn how you can prevent food waste was easy FoodWasteStopsWithMe.org and said, “Seeing how food much Learn how you can prevent waste staff to see what was wasted FoodWasteStopsWithMe.org Food Waste Stops with Me is a the collaboration between food is wasted by utilizing clear plastic as wasted in order to identify Metro, theWaste Oregon Restaurant Lodging Association, Food Stops with Me&is a collaboration between theMetro, Oregon Department of Environmental Quality, the Oregon Restaurant & Lodging Association, containers is really eye opening to people as well as city and county governments to help food or improvement and set goals. the Oregon Department of Environmental Quality, service businesses reduce food waste. as well as city and county governments to help food in and is very beneficial in helping see trends

ed to smaller plates, which 2

service businesses reduce food waste.

what items, especially in plate waste that are

Oregon Restaurant & Lodging Association | WINTER 2021

ons and the amount of

coming back from the tables, and maybe

OregonRLA.ORG 3

OREGON RESTAURANT COVID ASSISTANCE Restaurant industry experts stand ready to help you find effective solutions to sustain during the Covid-19 pandemic. Utilize no-cost, confidential, one-on-one guidance funded through the Cares Act.

Restaurant owners and managers are matched with industry experts who will provide free guidance on essential issues: • Marketing and Customer Relations • Financial Operations and Analysis • Menu Planning • Human Resources and Employee Management • Loyalty Programs • Online Sales and Takeout Service • Site Management and Lease/Landlord Negotiations • Front/Back of House Operations • Social Media • Point of Sale Systems • Coping with Covid

WEB: OregonSBDC.org/ORCA | EMAIL: ORCA@OregonSBDC.org | PHONE: 541.896.1714

Oregon Small Business Development Centers are funded in part through a cooperative agreement with

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the U.S. Small Business Administration, and by the Oregon Business Development Department.

Oregon Restaurant & Lodging Association | WINTER 2021

ABOUT

Restaurant & Lodging is published four times a year by Oregon Restaurant & Lodging Association (ORLA), 8565 SW Salish Lane, Suite 120, Wilsonville, Oregon, 97070, 503.682.4422, 800.462.0619.

To learn more about ORLA log on to OregonRLA.org.

PUBLISHER JASON BRANDT / PRESIDENT & CEO

JBrandt@OregonRLA.org LORI LITTLE / EDITOR

LLittle@OregonRLA.org HEIDI JANKE / DESIGN

26 WINTER 2021 Diversity, Equity, and Inclusion COVER STORY 26 Beyond Awareness

Creating a Company Culture

That’s Diverse and Inclusive

HJanke@OregonRLA.org

MEMBERSHIP

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

ADVERTISING

Please support the advertisers herein; they have made this publication possible. For information on advertising opportunities, please contact ORLA: Marla McColly Director of Business Development at 503.428.8694 or MMcColly@OregonRLA.org

SUBSCRIPTIONS

To update your digital and print subscriptions to this publication and all ORLA communications visit OregonRLA.org.

2020-21 ORLA BOARD OF DIRECTORS

Masudur Khan, Chair, Seaside Lodging LLC John Barofsky, Vice Chair, La Perla and Beppe & Gianni’s Trattoria Shannon McMenamin, Secretary, McMenamins Harish Patel, Treasurer, Hampton Inn Dani Rosendahl, Immediate Past Chair, The Pit Stop Sports Bar & BBQ Grill Richard Boyles, Mereté Hotel Management Joe Buck, Babica Hen Cafe, Gubanc’s, Lola’s Cafe Don Crowe, Bandon Dunes Golf Resort Mike Daley, Pollin Hotels ​Emma Dye, Crisp Treva Gambs, Gamberetti's Italian Restaurant Jim Hall, Independent Restaurant Concepts (IRC) Steven Johnson, Vip's Industries ​Eli Katkin, Brickroom​ Matt Lowe, Jordan Ramis Attorneys at Law Bobbie McDonald, Sysco Portland Patrick Nofield, Escape Lodging Company Tom O’Shea, Sunriver Resort Buggsi Patel, BHG Hotels Komal (Tina) Patel - Ex Officio Board Member, ALKO Hotels Katie Poppe, Blue Star Donuts ​Rick Takach, Vesta Hospitality Randy Xavier, US Foods

ADVOCACY 8 Advocacy Update

Engaging Oregon Elected Leaders with

Priorities for the Hospitality Industry 11

Elections Recap ORLA’s Analysis of the 2020 Elections

INDUSTRY CHAMPIONS 15 Serving Through the Smoke

Hospitality Members Offer Hands and

Meals to Help Communities

IN EVERY ISSUE 7 From the CEO

21 Percent Discount in 2021 for

Your ORLA Group Workers’

Compensation Insurance Premium

OREGON HOSPITALITY FOUNDATION 22 Hospitality Training in DEI

Why, Where to Begin, and

Current Resources

SOLUTIONS 24 Time to Reimagine Equality

No Other Industry Offers More

Opportunity to People of Color. It’s

Time For Those Opportunities To

Move Beyond Minimum Wage.

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Real Inclusion is a Top-Down Message Diverse Workplace Communities Start at the Top

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A Shift in Focus Embracing Diversity Provides New Perspectives

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Partnership and Pursuit Actionable Human Trafficking Training For the Hospitality Industry Now Offered at No Charge What’s Shaking? Cocktails-To-Go! OLCC is Prepared if the Legislature Gives Approval

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Lodging Performance Report Hotel Benchmark Data

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News Briefs Industry Happenings

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What Your Peers Are Saying Meet Some Oregon Restaurant & Lodging Association Members

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It’s Your Business Taking Care of Employees, Taking Care Of Business

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Cost-Saving Programs Member-Exclusive Benefits

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Safety is More Important Than Ever SAIF is Here To Help Keep Your Employees Safe

49 New Members Welcome!

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Looking Ahead ORLA Three-Month Calendar OregonRLA.ORG 5

Ask your agent for an ORLA Group quote.

Your s s i M Don’t ance For Ch

• 1 2 1in

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The ORLA Group now getting an additional SAIF WORKERS’ COMP PREMIUMS FOR 2021 ORLA members who meet the group eligibility requirements can receive

an additional 21% discount with SAIF in the ORLA group plan, upon workers’ comp renewal date.

THIS IS THE LARGEST DISCOUNT AVAILABLE FOR OREGON’S HOTELS AND RESTAURANTS! ORLA MEMBERS: Contact your agent and ask for an ORLA Group quote, or contact SAIF directly at 888.598.5880.

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EXISTING SAIF CUSTOMERS: Ask your agent or contact SAIF directly at 888.598.5880 for an ORLA Group quote.

OregonRLA.org/SAIF

Oregon Restaurant & Lodging Association | WINTER 2021

FROM THE CEO 21 Percent Discount in 2021 for Your ORLA Group Workers’ Compensation Insurance Premium – It’s the Best Discount Anywhere

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ctive ORLA members who qualify for the ORLA group program continue to represent top tier performance in worker and industry safety and we are thrilled to announce an unprecedented 21 percent discount on participant premiums for operators who qualify in Oregon. The new discount available to ORLA group participants with premium renewals during the 2021 calendar year represents the best available discount for restaurant and lodging establishments. There is no better deal available anywhere through any other statewide association.

SAIF Corporation has proven to be an unparalleled partner in bringing hard cost savings to ORLA members who are working hard to keep their environments safe for employees and guests.

Their intentional efforts to launch new safety programs and resources through a variety of mediums represents a pursuit of excellence we expect in our agency relationships.

My personal favorite is the expansive video library available at saif.com in their Safety and Health section. Anyone visiting this webpage will immediately notice the incredible strides being taken by the agency to make virtually every type of safety training video available for viewing. The sections devoted to ‘Hospitality’ and ‘Slips, Trips, and Falls’ are particularly important to any ORLA members who hope to qualify as part of the ORLA group and access our premium discount program. If you are interested in accessing safety videos, SAIF’s video library section has a userfriendly online form to fill out. The videos are available for SAIF policyholders only.

agency continues to expand on their role focused on injury prevention. Proactive steps taken to prevent injury can pay off in spades and the learning center helps operators navigate the world of risk prevention, business management, and efforts to control costs. The quickest way to get what you need to take one new proactive step towards better safety in your workplace would be to email learningcenter@saif.com.

Remember, the safer the ORLA group, the better chances we have to maintain a steady deep discount on our workers compensation insurance rates each calendar year.

ORLA is fortunate to have a cross section of relationships based on trust and integrity. We would like to take a moment to personally recognize the efforts of Pat Morrill, SAIF Agency and Group Program Coordinator and Christy Witzke, Vice President of Marketing, Sales, and Communication. Both SAIF professionals represent the very best we could ask for in coordinating all details associated with our formal partnership.

We hope 2021 represents the needed turning point we are all longing for after a grueling year in 2020. Find strength in your loved ones and find the extra gear you need to take your commitment to safety to a whole new level.  JASON BRANDT, PRESIDENT & CEO, ORLA

Jason Brandt serves as the President & CEO of the Oregon Restaurant & Lodging Association. He can be reached via email at JBrandt@oregonrla.org.

Another helpful tool available at saif.com is the “SAIF Learning Center” in the trainings section. Our ability to access discounts and receive ongoing incentives for our intentional approach to safety is partially due to SAIF’s core values – claim processing remains a central theme for the public corporation while the OregonRLA.ORG 7

ADVOCACY UPDATE Engaging Oregon Elected Leaders with Priorities for the Hospitality Industry

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Oregon Restaurant & Lodging Association | WINTER 2021

ORLA Sets 2021 Legislative Agenda For the 2021 regular legislative session set to start January 19th, ORLA’s Government Affairs Committee, led by Co-Chairs Nick Pearson (Jupiter Hotel and Jupiter Next!) and TJ Birkel (Darden Restaurants), has identified a number of key policy issues as priorities.

ORLA will be working to support and pass the following issues: 1) To-Go Cocktails 2) Protecting the Lodging Tax Funding Distribution 3) Restriction on Third-Party Delivery Apps’ Use of Restaurant Information 4) Extension of HB 4204 – Commercial Mortgage-Backed Securities 5) Extension of Commercial Eviction Moratorium 6) Liability Protection for Businesses 7) Protecting UI Tax Rates for Restaurants 8) Statewide TID Approval ORLA will be working to oppose the following issues: 1) Excise Tax (Alcohol) 2) Using TLT For Public Safety, Housing, Other Purposes 3) Privacy Bills 4) Workers’ Comp Presumption Industry members are encouraged to share your story of why an issue or issues are important to you, your employees and your livelihood. Make it personal and ask Legislators to support or oppose a concept that’s affecting your business.

ORLA Government Affairs Committee ORLA’s Government Affairs (GA) Committee, formerly the Public Policy Committee, met twice recently to hear presentations from the OLCC on their new proposed warehouse and from Civitas, a private company working to help form Tourism Improvement Districts (TIDs) around the country. Agenda items covered in these meetings included approving the ORLAPAC budget for 2021, passing and recommending to the ORLA Board a slate of legislative issues to support and oppose, and recommending a position for ORLA to take with regard to Project Turnkey.

In the next few months, the Committee will begin work on a series of white papers helping to outline and clarify ORLA’s position on topics such as food pods, ride sharing and health inspections. ORLA has already created position papers on issues such as short-term rentals and third-party delivery platforms.

welcomes any ORLA members interested in participating in the meetings to contact Greg Astley at Astley@OregonRLA.org.

ORLA’s Portland Kitchen Cabinet The Portland Kitchen Cabinet, a joint project between ORLA and the National Restaurant Association, has been active in our listening sessions with Legislators and in key meetings with other elected officials in Multnomah County, Metro and the City of Portland.

The pandemic has made it challenging to pull off a signature charitable event so we will be looking at ways to do that remotely in 2021 as well as engage with other stakeholders to help our community.

This leadership team will also be looking at a rebranding and renaming of the Portland Kitchen Cabinet early in 2021. The goal will be to choose a name more representative of the restaurants, bars and other food establishments involved in the work being done by this group.

If you are interested in being part of the Portland Kitchen Cabinet, whatever name or brand it may have in the future, please reach out to Greg Astley at Astley@OregonRLA.org.

Workers’ Compensation Presumption Late in 2020, ORLA’s Nicole Peterson testified on behalf of ORLA as part of a Management-Labor Advisory Committee hearing (MLAC) on whether a workers' compensation presumption should apply when an employee is infected with COVID. The business lobby, including ORLA, came out in full force for the last committee meeting in October and testified against a presumption that would say it is presumed the workplace was responsible for the infection. The MLAC committee discussed the possibility of drafting a compromise or much more limited presumption.

For the most current information, visit https://www.oregon.gov/dcbs/mlac/Pages/2020.aspx.

New Temporary Rule

Oregon OSHA Infectious Disease Standard (COVID-19) Rules Oregon OSHA adopted a new temporary rule on COVID-19 workplace risks intended to slow the spread of coronavirus in workplaces. Visit OSHA's website for resources to help understand and comply with the requirements as well as access a new online course addressing COVID-19 safety training. osha.oregon.gov/rules/advisory/infectiousdisease  GREG ASTLEY, OREGON RESTAURANT & LODGING ASSOCIATION

The GA Committee is chaired by TJ Birkel, Darden Restaurants, and Nick Pearson, Jupiter Hotel and Jupiter Next! Hotel, and OregonRLA.ORG 9

COMMITMENT TO SAFETY CHECKLISTS

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SHOW GUESTS YOUR COMMITMENT TO SAFETY AND STOPPING THE SPREAD OF COVID-19

SAFETY POSTINGS

With industry input, ORLA has developed comprehensive Commitment to Safety checklists for both restaurant and lodging operations to serve as helpful guides to improve operational safety and stopping the spread of COVID-19. ​ embers who complete the checklist will receive a ​ M Commitment to Safety Seal window decal and digital graphic to prominently display for customers and employees.

Help amplify your commitment to safety with consumer-facing Safety Postings and Table Sanitation Cards.​ If your company is not currently a member but would like to earn a Commitment to Safety Seal and utilize these collaterals, contact your ORLA Regional Representative and learn more about the range of benefits that come with membership in your statewide association. Visit OregonRLA.org for more info.

TABLE SANITATION CARDS

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Oregon Restaurant & Lodging Association | WINTER 2021

ELECTIONS RECAP ORLA’s Analysis of the 2020 Elections

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n a momentous election year, Oregon’s vote-by-mail system, in place for over twenty years, appears to have once again performed as intended. Oregon’s Secretary of State is reporting over 80 percent of Oregonians voted in this election with some counties reporting almost 90 percent participation.

This year the hospitality industry has an array of immediate needs as well as long-term opportunities and challenges that must be addressed in Washington, D.C.. Similarly, we need to work with our newly elected leaders here in Oregon alongside those re-elected to office to help ensure outcomes for the hospitality industry if we are to survive.

Like many of you, we followed closely the election results at every level: Federal, State and Local. Below is a quick recap from the Government Affairs team on the results.

FEDERAL UPDATE These are the key takeaways in the Federal races. Joe Biden garnered enough Electoral votes to be elected the 46th President of the United States. The House will remain under Democratic control (although with fairly significant Republican gains), and control of the Senate will be decided by two runoff races in Georgia taking place in January.

The White House At the time of this writing, there are still several legal challenges in a few states, but it appears very unlikely the election results will be changed or overturned at this point.

In Oregon, Vice-President Joe Biden beat President Trump 57 percent to 40 percent to earn Oregon’s seven Electoral votes.

The Senate Republicans started the cycle at a distinct disadvantage, defending 23 Senate seats, compared to 12 for Democrats. Moreover, only two Democratic seats were ever in play, whereas Republicans had to aggressively defend 12 seats, including several in blue and purple states.

So where does that leave us in terms of the Senate’s balance of power? If Joe Biden wins, Senate Republicans must hold their remaining net losses to one seat in order to retain control.

Oregon Seats: US Senator Jeff Merkley (D) defeated challenger JoRae Perkins (R) 58 percent to 39 percent to retain his seat for another six years.

The House Contrary to conventional and media wisdom, it was a positive election night for the House GOP. Not enough progress to win back majority control of the House, but many seats were won where victory was far from certain. With several decisions outstanding, as of this writing, the Republican candidates have officially defeated seven Democratic incumbents and only lost two seats, which were the result of redistricting in North Carolina.

Oregon Seats: ​In Oregon, our Congressional delegation looks much the same as it did prior to the election.

In Congressional District (CD) 1, incumbent Suzanne Bonamici defeated her challenger 65 percent to 35 percent.

In Congressional District (CD) 2, an open seat, Republican and former State Senator Cliff Bentz was victorious over Democrat Alex Spenser with the vote coming 60 percent to 37 percent.

In Congressional District (CD) 3, incumbent Earl Blumenauer defeated his challenger 75 percent to 22 percent.

In Congressional District (CD) 4, incumbent Peter DeFazio defeated his challenger 52 percent to 46 percent.

In Congressional District (CD) 5, incumbent Kurt Schrader defeated his challenger 54 percent to 43 percent.

STATE UPDATE

Oregon Secretary of State In an open seat, State Senator Shemia Fagan (D) defeated State Senator Kim Thatcher to win this seat currently held by a Republican, Bev Clarno, appointed to serve out the remainder of Dennis Richardson’s term as he passed away partway through his service. Fagan won the seat 51 percent to 43 percent.

Oregon Treasurer Incumbent Tobias Read (D) defeated second-time challenger Jeff Gudman 52 percent to 41 percent to retain his position as Oregon State Treasurer.

Oregon Attorney General Incumbent Ellen Rosenblum (D) defeated her challenger, Michael Cross 57 percent to 41 percent to retain her position as Oregon Attorney General.

OregonRLA.ORG 11

State Senate Key Races Oregon Democrats currently hold 18 of the 30 State Senate seats, allowing them a supermajority. This means they do not need any Republicans to pass tax bills or other legislation. If the Democrats were to win two more seats, they would have a quorum-proof majority, meaning they could pass legislation without needing any Republicans to show up and vote.

In 2020, there were three key races for both Democrats and Republicans. Republicans had to defend two seats, one in the Salem area and one in Central Oregon and Democrats had to try and hold an open seat on the coast just to maintain the current makeup.

Here are those races: SD 5 – This is an open seat currently held by State Senator Arnie Roblan (D). Lincoln City Mayor Dick Anderson (R) ran against County Commissioner Melissa Cribbins (D) and won this seat.

SD 10 – Incumbent Denyc Boles (R) ran to hold her seat against challenger Deb Patterson (D) in this Salem area district. After a very close race, Patterson won this race and will be the new Senator for SD 10.

Here are those races and where they currently sit: HD 9 – This open seat is currently held by Caddie McKeown (D).

Republican Boomer Wright was pitted against Cal Mukumoto (D).

Wright ultimately won the race meaning Republicans picked up this seat.

HD 19 – Incumbent Raquel Moore-Green (R) was being challenged by current Salem City Councilor Jacqueline Leung (D).

Representative Moore-Green has won her race and held on to her seat.

HD 32 – This open seat is currently held by Tiffiny Mitchell (D).

Tillamook Mayor Suzanne Weber (R) ran against Debbie BootheSchmidt (D). Weber won this race meaning Republicans picked up this seat.

HD 54 – Incumbent Cheri Helt (R) ran against Deputy District Attorney Jason Kropf in this Bend seat. Helt lost this race to Kropf, 60.09 percent to 38.87 percent, meaning Democrats picked up this seat.

BOTTOM LINE

SD 27 – Incumbent Tim Knopp (R) ran to hold his seat against challenger Eileen Kiely (D). Knopp held on to win this seat and return to the State Senate.

In Oregon, at the Federal level, incumbents won, and Republicans retained Congressman Greg Walden’s seat meaning there is effectively no change.

What this effectively means is that Democrats flipped one seat (SD 10), Republicans flipped one seat (SD 5) and Senator Knopp held his seat resulting in a net gain/loss of zero for both parties.

At the State level, Democrats retained Attorney General, State Treasurer and took back the Secretary of State position they lost in 2016.

State Representative Key Races Oregon Democrats currently hold 38 of the 60 State House seats, allowing them a supermajority. This means they do not need any Republicans to pass tax bills or other legislation. If the Democrats were to win two more seats, they would have a quorum-proof majority, meaning they could pass legislation without needing any Republicans to show up and vote.

In 2020, there were four key races for both Democrats and Republicans. Two open seats, one on the southern coast and one on the northern coast and two seats Republicans were defending, one in the Salem area and one in Bend.

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Oregon Restaurant & Lodging Association | WINTER 2021

In the State Legislature, there will be no change in the numbers making up the State Senate.

In the Oregon House, Republicans lost one seat, won two seats and successfully defended a fourth seat. Republicans were able to win one net seat, changing the makeup of that chamber to 37 Democrats and 23 Republicans which is still a supermajority for the Democrats.  GREG ASTLEY, OREGON RESTAURANT & LODGING ASSOCIATION

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PROVIDING SERVICE WHILE SUPPORTING SAFETY Guest Service Tips During Covid-19 Challenges

This online course is scenario-driven addressing common guest service challenges restaurant and hotel staff are experiencing during the pandemic. Choose from a restaurant or hotel version, available in English and Spanish.

Skills Participants Will Learn: • Guest-friendly communication of safety procedures and expectations • Creating and reinforcing organizational credibility with safety practices • Approaching a non-compliant guest with the goal of avoiding escalation • Creating positive guest experiences despite potentially awkward safety protocols SPONSORS AND PARTNERS

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Course is available for a donation. Funds will help support the Oregon Hospitality Foundation’s mission to provide timely resources such as this course, in addition to operational funding needed to support programs for the hospitality industry’s workforce and philanthropic needs.

SERVING THROUGH THE SMOKE Hospitality Members Offer Hands and Meals to Help Communities

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f the pandemic hasn’t done enough damage to the health and wellbeing of Oregonians, the recent wildfires wreaked plenty of havoc on many of the state’s small communities. We know how lucky we are to have a hospitality industry whose heart is bigger than its individual parts and intentions are authentically focused on supporting their communities.

This selfless hospitality is illustrated time and again in acts of kindness and philanthropy throughout the industry.

In response to COVID’s impact on job losses in our industry earlier this year, restaurants across the state immediately started opening up their kitchens and creating innovative programs to help feed their communities. The Oregon Hospitality Foundation recognized the need for additional funding to maintain some of these programs and established the Hospitality Help Fund, awarding fourteen restaurants with funding to date.

When the wildfires started ravaging small communities around the state, Oregon businesses again stepped up to meet the needs of those around them. There are numerous stories of how restaurants and lodging operators have come together to support their employees and communities in dire times; here are just a few examples of ‘hospitality champions’ in our industry.

TAKING CARE OF YOUR EMPLOYEES A devastating fire ravaged through Ashland’s neighboring towns of Talent and Phoenix on September 8th, completely destroying everything in its path. Estimated impact of the Almeda/ Glendower Fire included 42,000 people displaced, 4,000 suddenly homeless with an immediate need for shelter and food, and some 2,400 residential structures burned (homes, mobile homes, apartments). Twelve of the families that lost everything during the devastation are

employees across Neuman Hotel Group properties and restaurants in Southern Oregon.

continues feeding and housing victims as needed. Some of the support offered to victims included:

Immediate Response. “It’s impossible to describe what we all felt,” said Karolina Lavagnino, director of sales & marketing for Neuman Hotel Group. “In a year of COVID, a time where half of our employees are still unemployed and our region is seeing so much loss, this was just too much.” Though it will take time for the small Southern Oregon community to fully recover, the response of community and business members left a feeling of encouragement and hope in humanity.

• 12 NHG employees and their families lost everything in the Almeda Fire; those who had nowhere to go were offered accommodations at our hotels.

• Fire relief drive was immediately created among NHG employees collecting clothing, shoes, non-perishable foods, hygiene products–a ballroom full of items.

• Cash and gift card donations from our employer and fellow employees were presented to employees in need.

• 12 of our employees and their families received free meals from LUNA Café.

• GoFundMe accounts were set up and company e-newsletters helped spread the word among former guests and employees, raising more money than we had anticipated.

• NHG also encouraged our restaurant and hotel patrons to support meals programs for fire victims. $6,000 of donated money was passed on to Rogue Food Unites, a nonprofit that coordinates meals for fire-hit members of our community.

• Together with Rogue Food Unites and over 20 other local restaurants we have been feeding fire victims in this community on a daily basis (for close to a month it was 100 meals per day from LUNA Café and LARKS Restaurant).

• We have donated 55 dressers from Inn at the Commons to Habitat for Humanity, specifically for fire victims.

• We have provided Habitat for Humanity with a check for close to $3,000 (this was 10% of the ticket proceeds from the 2020 Oregon Chocolate Festival which took place earlier in the year).

• We wanted to reach more people from places like Portland to spread awareness about the needs via PR efforts; lots of TV and radio interviews were generated.

• Supported large community donation drives at the Siskiyou School, Ashland

Donation center for employees at Ashland Springs Hotel

Photos courtesy of NHG

Second donation drive at Ashland Hills Hotel & Suites in partnership with Ashland High School

Employees First. From a company-wide donation drive, to cash, gift card and meal donations, Neuman Hotel Group (NHG) quickly stepped up to help their employees get back on their feet. Karolina pointed out, “As a company we are doing everything we can to help support our family of employees.” The NHG team sprung to action right after the fire and

OregonRLA.ORG 15

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Oregon Restaurant & Lodging Association | WINTER 2021

High School, Phoenix-Talent School District and many more.

• Partnered with American Red Cross, FEMA, People’s Bank of Commerce to provide housing for many people left without a home.

• We also partnered with Rogue Food Unites and together with other restaurants we have prepared 1,400 Thanksgiving meals. All individual meal bags were assembled at Ashland Hills Hotel & Suites day before Thanksgiving (dry goods) and on Thanksgiving (hot meals).

what she could do to help. A friend who was coordinating the emergency shelter at the Salem Fairgrounds called saying there were already over 100 evacuees and they were still waiting for volunteers from Red Cross Cascades Region to set up a staging center for those impacted by the fires in the parking lot. “I asked what she needed,” Treva starts, “and she said individually wrapped sandwiches, fruit and water.

We got right to it and started making sandwiches and called around to our vendors to see what we could get.”

Photos courtesy of Treva Gambs

Join the Cause. Neuman Hotel Group created a website to help bring awareness to the employees and their families who were greatly impacted by the fires. View a list of GoFundMe accounts as well as local non-profit organizations that will help the community rebuild and provide direct relief to those in desperate need at Neumanhotelgroup.com/team.

LEADERSHIP IN ACTION Further north, up in Marion County another major wildfire was spreading identified as the Beachie Creek Fire.

Treva Gambs, owner of Gamberetti’s restaurants in Salem and Albany, wasted no time mobilizing support for immediate needs of her community. The morning of September 8th she was awakened by a neighbor alerting the neighborhood they were on Level 2 evacuation alert. The towns of Gates and Detroit were already hit by that time and there was heightened concern of the spread. “It was eerie, the sky was black with orange all around and ash was snowing down on us,” Treva said.

“I saw a video posted from our neighbors coming home from Detroit Lake and it was terrifying. We had come home (from there) the previous day.”

Hit the Ground Running. On the way to her restaurant Treva made calls to several of the commissioners she knew asking

volunteers at the fairgrounds and we were able to give a helping hand and also share names of other restaurants that wanted to partner up and help.” It was a tremendous effort by the restaurant community in the region to work together with vendors and provide fire evacuees with meals.

Gamberetti’s restaurants in Salem and Albany stepping up to support during the 2020 wildfires

Her calls were answered, and vendors stepped up including U.S. Foods who donated water and cases of fruit.

Gambs’ second restaurant in Albany also took initiative in providing sandwiches to the Albany Fairground’s staging center.

It was quickly apparent the number of evacuees was going to increase and the need for food and water was critical. “Strong leaders in both Salem and Albany stepped up and reached out to other restaurants in the community that they knew could support and help.” Treva adds, “We did several dinners with the Salvation Army, Red Cross and firefighters from other states.

Mike Adams took command of feeding the

Help Still Needed. As with most communities, local chambers have ways to help individuals and businesses stay involved in recovery efforts. The Santiam County Wildfire Relief Fund provides financial support to wildfire victims and donations are distributed specifically to meet the needs of Santiam Canyon residents. Treva encourages other restaurants to stay engaged and be ready to help when the calls come.

“I am extremely proud… all pitched in and truly wanted to make a difference in the lives of those that lost so much.”

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Photos courtesy of Liz Wan

Meals for those in need during the Southern Oregon wildfires.

A COMMUNITY COMES TOGETHER It was September 13th and Liz Wan, owner of VinoVerse Consultants, had just entered cell range coming off an excursion on the Rogue River when her phone blew up with texts, calls and emails. The wildfires in Southern Oregon had caused evacuations and her hospitality partners and colleagues from across the valley were frantically asking for help, donations and kitchens. That next day (Monday, Sept.

14), VinoVerse Consultants activated every resource they could. “From that point in time to October 30th our team cultivated a tribe that cooked and delivered over 7,000 meals,” said Liz. That was in addition to handling the logistics of both receipt and disbursement of “somewhere in the ballpark of 30+ pallets of food donated from outside our valley.”

Leveraging Community Partnerships. It was an amazing effort among many people, businesses and organizations that all came together to provide essential meals to this community. The list is extensive, and includes the following: Major Donors (through a local nonprofit group, Rogue Valley Initiative): • Alaska Fisheries

• Feed the Mass • Food Fleet • The Human Solution International • The Wave NW • Walk 4 Change • We Do Better Relief • Willow Creek Spring Tribe Commercial Kitchens Provided By: • CraterWorks/Central Point School District • Hellgate Cellars & Flavor Lab Storage & Transportation Partners: • Ashland Hills Hotel & Suites • Bigham Knoll • Columbia Distributing • Country House Inns • Craterworks MakersSpace • Hellgate Jetboat Excursions • Inn at the Commons • Neuman Hotel Group • Pioneer Packaging • Rob Hoyt • Space LLC • Summit Beverage of Oregon Donors & Non-Profits: • Cash & Carry • Elmer's Restaurants • Hellgate Cellars

• Hellgate Jetboat Excursions • Inn at the Commons • Larks Restaurant • MOD Pizza • Neuman Hotel Group • Oregon Cheese Guild • Papa Terrell's BBQ • Rebuild the Rogue • Riverside Inn • Rogue Creamery • Rosellas Vineyard & Winery • Shop River Rock • SORegon Lighthouse • SOU Farm • Southern Oregon University • Spretzels • Taprock Northwest Grill • Taylor’s Sausage • The Vine Restaurant • VinoVerse Consultants • Vintage Hotels Working To Feed Our Community With: • Access • Ashland Food Bank • Gospel Rescue Mission • Joe’s Kids • Josephine County Food Bank • Kids Unlimited • Maslow Project • St. Vincent de Paul OregonRLA.ORG 19

Providing Meals For: • Rogue Food Unites • Southern Oregon Fire Relief Meal Support

• Spencer • Steph Hendrickson • Taneea Browning • Travis Hamlyn

Licensing Assistance: • Chad Peterson - Jackson County Health

There’s Still a Need to Be Filled. When asked how others can continue to support the efforts of the many involved, Liz mentioned her “tribe” was largely selffunded but that SORegon Lighthouse, a small local non-profit, has not yet reached its goal of $5,000 with the GoFundMe campaign to help cover hard costs of the efforts. “Our tribe focused primarily on those that had not found their way into the ‘system’ yet or that simply fell through the cracks, be it due to language, documentation or dietary restrictions that could not be met by other organizations,” said Liz. To donate and support the "community kitchen" campaign serving to reimburse the local businesses that fronted the funding for the work, visit SORegonlighthouse.com/about.

Volunteers: • Boy Scouts of America • Brian & Jen Moss • Chris Labelle • Dana Keller • Heather DeVos • Hilary Kemmling • Janell Kittleson • Jeneane & Josh Richards • Levi • Lisa & the Sherrill Family • Lisa Pereria • Matt Patten • Nikki Petersen • Paul Cano • Platon Mantheakis • Rick McKay • Sam Hargis • Sandi Garoutte • Southern Oregon Rotarians

More to the Story. Reluctant at first to share her story, Liz Wan changed course when she saw the opportunity to give credit

to the “village of folks that came running” to help her when their community called out.

“It was an inspiration to see our community respond, everyone was helping and when we needed something, we were never short of partners or neighbors, colleagues and friends that were both willing to show up and physically do the work,” said Liz. “There was not a business we approached with an ask that turned us away, despite managing a global pandemic for the better part of a year and not really having anything to give, monetarily, physically and mentally - everyone rallied.” She adds, “the hidden blessing in this experience for me was simply the gift of seeing the many heroes around me and to know that even though we don't know what the future holds for our industry, we can rest easy knowing we live in a community that takes care of our own."

The rebuilding of our Oregon communities will take time. But there is solace in knowing local communities are resilient with hospitality businesses that can quickly mobilize and provide for those in need.  LORI LITTLE, OREGON RESTAURANT & LODGING ASSOCIATION

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HOSPITALITY TRAINING IN DEI Why, Where to Begin, and Current Resources

“T

he really important thing is that we be vulnerable with ourselves and with our teams in asking why Oregon doesn’t look like the rest of the country. We need to understand how we are influenced and make decisions based on biases that we have been conditioned with our entire lives. Recognizing the environment in which we live and operate can at times be a hard pill to swallow. But unless we are willing to challenge our status quo, we will be unable to evolve… and if we aren’t evolving, we are dying off….” Ken Henson, Director of Restaurant Operations, Pelican Brewing Company & Kiwanda Ken’s comment is so powerful to me. Being vulnerable and realizing that many of us lack the perspective and experience necessary to plan, create, and implement programs that encourage representation and participation of diverse groups in our organizations may feel daunting. And, though many of us have the desire, creating welcoming environments that are inclusive also of all guests’ needs is similarly challenging when we recognize that unconscious bias is a reality.

What resources are available to help understand these challenges? I asked a few industry colleagues, who have been invested in diversity, equity and inclusion (DEI) work for quite some time, for recommendations and I’m including several of their favorites below. I will be posting more soon on the Foundation’s webpages.

ACKNOWLEDGING THE NEED FOR STRATEGIC DIRECTION AND INVESTMENT Oregon history: why do we find ourselves where we are?

Dawnielle Tehama, executive director of the Willamette Valley Visitor’s Association recommends this article to help everyone understand the history behind and the extent of bias which continues to present challenges in our state: https://bit.ly/RHofPDX. “Oregon is often touted as the most liberal State in the union, but the state continues to crawl from its deeply racist history….

In 1844, the provisional government of the territory passed a law banning slavery…. Any black person remaining would be flogged publicly every six months until he left. Five years later, another law was passed that forbade free African Americans from entering into Oregon.” Even as recently as 2016, “Portland is the whitest big city in America, with a population that is 72.2 percent white and only 6.3 percent African American… Because Oregon, and specifically Portland, its biggest city, are not very diverse, many white people may not even begin to think about, let alone understand, the inequalities.”

Understanding unconscious bias – This exercise, a free online tool from Harvard’s Project Implicit®, can help team members

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understand the term and how, despite best intention, most of us do have unconscious bias which affects the way we perceive, approach, and respond to those who are different than us. The surprising results of these tests often convince participants about their own need for training assistance and may help create buy in: Implicit.harvard.edu/implicit/takeatest.

SUCCESSFUL MODELS Company culture first – As the Director of People & Culture for Kimpton’s Portland properties, Alex Thompson is intrigued with successful DEI hiring, mentoring, and company culture models.

He notes “While Slack is about as far away from hospitality as you can get and this article is a few years old, the principles are exactly the same. Key points include, ‘…the absence of a single diversity leader seems to signal that diversity and inclusion aren’t standalone missions, to be shunted off to a designated specialist, but are rather intertwined with the company's overall strategy.’” https://bit.ly/TAslackdiversity Alex says he also appreciates this article, https://wapo.st/3g4nb95, which notes, “DEI-forced training appears to have the opposite of the intended effect, companies need to find more organic ways to communicate values and expectations and influence outcomes.”

Intention and result – Ken Henson shared the following with me, “Doing the right thing and wanting equality and inclusion for all isn’t enough. There are studies, such as this article in the Harvard Business Review (https://hbr.org/2001/04/race-matters), which document how and why even the best-intentioned recruiting policies often fail from lack of insight and proper support.”

RESOURCES The Multicultural Foodservice and Hospitality Alliance (MFHA), whose mission is to “bring the economic benefits of diversity and inclusion to the food and hospitality industry by building bridges and delivering solutions,” offers a myriad of resources. These include free webinars ranging from ‘Moving Beyond Unconscious Bias with Cultural Intelligence’ to ‘Insights for Building Effective Multicultural Teams during COVID-19.’

Find out more including podcasts, Town Hall meetings, and speakers for hire at mfha.net/category/news/webinars.

The American Hotel & Lodging Educational Institute collaborated with MFHA to create a five-part interactive training suite for employees that focuses on unconscious bias with topics that include Understanding Bias, The Impact of Bias at Work, and Dealing with Bias: Ours and Others’. A Manager’s Training Edition is also available, visit ahlei.org/program/unconscious-bias.

Photo courtesy of McMenamins

Recommended Reading: On Dawnielle Tehama’s extensive list of recommended reading resources she includes this article https://bit.ly/3qmH9AG, written in 2017 and updated July 2020. Topic groups include Talking About Racism, Anti-Racist Facilitation, and The Role of White People in Anti-Racist Work.

“Everyone thinks of changing the world, but no one thinks of changing himself.” - Leo Tolstoy

The Oregon Hospitality Foundation is exploring opportunities to collaborate with statewide hospitality partners, as well as our counterparts in other states, with the intent to create an unconscious bias video training toolkit for Oregon’s frontline hospitality service staff. We will provide updates as we make progress with identifying funding for this project.

Wendy Popkin is the Executive Director of the Oregon Hospitality Foundation, a nonprofit 501c3 dedicated to providing educational, training, and philanthropic support to Oregon’s restaurant, lodging, and tourism industry. Wendy is a 35-year career veteran who describes herself as “fanatically enthusiastic about helping others enjoy the same type of fabulous career opportunities I have enjoyed in the hospitality industry.”

OregonHospitalityFoundation.org

 WENDY POPKIN, OREGON HOSPITALITY FOUNDATION About

In the meantime, I would love to hear of your own favorite resources on these topics, so please feel free to drop me a line!

OregonRLA.ORG 23

TIME TO REIMAGINE EQUALITY IN HOSPITALITY No other industry offers more opportunity to people of color. It’s time for those opportunities to move beyond minimum wage.

O

ur industry is in an existential crisis requiring us to reinvent how we do business in order to survive the impact of the COVID-19 pandemic. At the same time, we are faced with a national reckoning on systemic racism. Just since May, the names George Floyd, Breonna Taylor, Ahmaud Arbery and Jacob Blake have become indelibly inked in our collective psyche. Organizations have come to realize it is time to move beyond words on signs and corporate platitudes on websites.

Sitting on the sidelines is no longer an option. The business community has a duty to act to make permanent change.

As business leaders, we have begun taking a long-overdue look at the complexion of our companies, and many of us do not like what we see. All too often, employee populations are not representative of the communities they serve; that is especially prevalent in management and supervisory positions. Fixing that dynamic does not come easily and can seem overwhelming when layered on top of every other challenge we face right now.

However, there are several key steps we can take to make lasting, positive impact on racial equality that will also establish a better workplace for all our employees.

Metrics – It is important that any goal have an established metric to target. We can start by comparing our employee demographics

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to the area’s most recent census data. This sets a baseline for where the business stands today and provides an understanding of what numbers are required to achieve a representative employee population. More importantly, this data must be used to determine what is needed to ensure the leadership team showcases the diversity of the community. Data for each metropolitan and micropolitan area can be found at https://data.census.gov/cedsci/ Interviewing – All employers should create a standardized interview process that focuses on behavior relevant to the job. Developing a template that requires candidates to answer questions about how they have handled past situations offers the hiring manager clues into thought process, work style and communication approach. Standardizing questions avoids pitfalls that can inadvertently miss a candidate’s actual capabilities, lead to unintentional bias or create unnecessary legal risk. Additionally, this process has a proven track record of identifying talent that is aligned with an organization’s values, which leads to job satisfaction and lower turnover.

Candidate Sources – Most of the time, we passively rely on candidates to come to us rather than actively targeting our recruitment. We post our jobs on warehousing sites like Indeed or ZipRecruiter and must sift through a multitude of applications

– the process is the same every time. As such, it is impossible to diversify the pool of talent from which we draw. Partnering with community organizations like the Portland Metropolitan Workforce Training Center can help provide a conduit of diverse candidates for entry-level opportunities. Using recruiting sources and technology like ZooNormal.com that narrows the candidate pool based on soft-skill criteria and blinds us from family names prevents unconscious bias during the screening process.

Development – There is nothing more important to closing the equality gap than ensuring everyone has the same opportunities for upward mobility. Criteria for management roles unintentionally create disparate impact – university education, years of previous experience and certifications can all be requirements that disproportionately exclude people of color. How many times have we uttered the phrase, “This is not rocket science,” when referring to the hospitality industry? Yet, we can certainly make the demands to achieve a management position seem like it! If we identify internal talent that has potential for greatness, we must cultivate it. We must provide the needed time and resources for technical skills training, appropriate formal education and the opportunity to lead. For some reason, we seem to haplessly search for the person who is 120 percent ready to take the next step when 80 percent is just fine if we give the proper support and time to someone who has demonstrated

her capability. When we make this investment in our internal talent, we not only diversify our leadership ranks, we create passionate and loyal culture carriers within our business.

Building a diverse team does not happen overnight. Just like in our greater society, there is much work to be done that will take years before we see success. However, with a commitment to some basic actions, we can reimagine equality in our industry at the same time we reinvent our way of doing business – both will lead us to a much brighter future.  MIKE HIRSCHLER, ZOONORMAL About

Mike Hirschler has spent more than 20 years in luxury hospitality, most recently in executive Human Resources leadership positions with Four Seasons Hotels and Resorts. He currently serves as an Advisor to ZooNormal, a new vertical platform for hiring in the hospitality industry. You can find more of his people leadership insights on his website at https://peoplecraftadvisors.com/blog

OregonRLA.ORG 25

Beyond

AWARENESS

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Creating a Company Culture That’s Diverse and Inclusive The renewed focus on the Black Lives Matter movement over the summer put additional pressure on companies to increase diversity, equity and inclusion for people who have been denied basic human rights for centuries.

But one of the challenges for companies is that increasing DEI (as it’s often referred to) is not something that can be changed through a one-time action or policy change. “In most cases, it must be an ongoing process of changing a company’s culture,” says Linda Addy, a human resources consultant at HR Annie Consulting in Portland and a former restaurant owner and general manager.

For anyone who has ached for the country and its disenfranchised citizens this past year, and felt powerless to do anything about it, David Penilton, president of America’s Hub World Tours, assures restaurant and hotel owners that there’s a lot they can do to have an impact. “The fact is, nothing happens in one big battle or one day. It’s a series of events or things that happen. Everything we do as a small business to promote diversity is huge. Seeking to “...Everything we do as a small better understand each other and learn business to promote diversity alongside each other will move not just this is huge. Seeking to better country, but the world forward.” understand each other and learn alongside each other will move not just this country, but the world forward.”

There isn’t one perfect recipe for doing work around DEI. But evaluating current business practices, developing new policies and action plans, and continuing to allow employees to voice concerns and solutions are important steps to take. Here are some things hospitality companies should consider.

The United States has a deeply ingrained - David Penilton, culture of racism and bias—one that runs America’s Hub World Tours so deep, many people they don’t even realize the ways it affects their thoughts and actions. These biases have historically barred people from different EDUCATE YOURSELF races and ethnicities from entering and advancing in their careers. Educating yourself and others about the history of discrimination Overcoming implicit or explicit bias isn’t something that happens and its effects on people may be the first step to increasing DEI. overnight. It takes a conscious, ongoing effort on the part of “A lot of people don’t understand why the need exists,” says Gregg everyone involved in a company. In addition, many people have Peterson, events and catering coordinator at the Ray & Joan Kroc never undertaken this work before and aren’t sure where to start Corps Community Center in Salem and former chef/owner of or where they’re going. the Independence Grill & Bar. “There has to be a history lesson in what’s happened in this country for 400 years and why we’re While many DEI efforts of late have justifiably been focused on where we are today.” race, it’s important to note that companies need to think about other aspects of diversity as well. “On Inauguration Day, we Some of the education needs to be internal. “I had to sit back and will swear in our nation’s oldest president—a designation that look at myself first and examine, do I have any implicit biases was previously held by the 45th president, sworn in four years against any race and where does that come from?” says Peterson. ago,” said Michele Leedom with Clinton Street Consulting in “It’s easier for me to look at people more openly if I can look Portland. “Rather than this being newsworthy, businesses should at myself more openly and see how I see people. We feel most understand this to be a sign of the times. People are living longer comfortable within our own culture. We just do.” But we live in and therefore working longer. a diverse country and a diverse world, and our industry serves a diverse clientele. So, it’s imperative that everyone—staff, guests “At the same time, Generation Z is our youngest generation in and partners—feel comfortable and safe while interacting with the workforce,” she continued. “This is a generation that is more our brands. racially and ethnically diverse than previous generations and three times more likely to report knowing someone personally If people resist educational efforts, “you have to show them it who uses gender-neutral pronouns than the boomer generation. will pay dividends for the company,” says Peterson. Because while Is your company structured in a way to support diverse thinking investing in DEI work is the just and moral thing to do, the truth is and innovative outcomes?” that there are plenty of selfish reasons to make these changes as well.

OregonRLA.ORG 27

Sometimes, owners assume their employees know their stance on One reason is that it can help with staffing. “When the Food important issues. But unless that stance is clearly stated, there’s Network first came out, everyone was going to culinary school,” plenty of space for people to make assumptions or decide their says Addy. “Now good chefs are kind of like unicorns. There boss simply doesn’t care. That’s why it’s important to be specific aren’t a lot of people who come with passion and work in the and intentional. “You don’t even have to make a DEI statement,” restaurant industry.” Your next great chef could be a person of says Addy. “It can be a reminder of the company’s core values. color currently working as a dishwasher. Your top-performing Or your DEI statement can be three sentences in a meeting. Be manager or salesperson could be a young person without a college authentic and be yourself, but say something.” degree. But if business owners believe— consciously or unconsciously—that this BE OPEN TO HARD person must fit a certain mold, they might CONVERSATIONS “This is a relevant topic miss out on a great opportunity.

Conversations about diversity and equity can bring out lots of anger, sadness and today, and if you think Just as important, if managers and owners fear. But if a company is going to change don’t ensure that person and everyone its policies and culture, sometimes tough your employees aren’t working under them can operate in an open conversations are necessary. wondering what your and inclusive environment, retention can become an issue.

If you’re worried about what will happen stance is, you’re wrong,” in preliminary DEI meetings, Addy - Linda Addy, Companies with diverse employees can recommends doing an anonymous preHR Annie Consulting do a better job of serving their customers meeting survey. It gives staff an opportunity and attracting new ones. “We need to be a to express their concerns and managers reflection of our community,” says Peterson. a chance to do a “pulse check.” After “People feel more comfortable when they’re completing the survey, get people together around people like them. When you have a diverse company, and go through the survey questions one by one. Discuss the you can meet the diversity in your community, which feels more findings with each question and what next steps you plan to take. welcoming to people.”

Another option is to host monthly or quarterly listening sessions.

Employing people from many backgrounds and life experiences “After all of the listening sessions I’ve done, everybody walks away can help companies stop problems before they happen. “Diverse feeling better,” says Addy. People have a chance to say what’s on teams mitigate biases in decision-making,” says Leedom, and their minds, assumptions get ironed out, and unfulfilled promises can nix problematic products and communications before they can be revisited in a way that feels like accountability rather than go out. In addition, studies have repeatedly shown that having a finger pointing. diverse team leads to greater innovation and creativity.

Penilton encourages people to have those tough conversations START SOMEWHERE with him by maintaining an open-door policy. “As a company For owners and managers unfamiliar with DEI efforts, their lack owner, I feel that everyone should feel fully supportive, and I of knowledge or fear of doing something wrong can make it hard want to be the first to help anyone that I can,” he says. “I don’t to get started. “It’s OK if you don’t know what to do right now,” believe in just leaving something on the table. If a staff member says Addy. “There isn’t a formula. Just start. Get in a room with or vendor has a question, I want to sit down and address it and your employees and say, ‘What does DEI mean to you?’ Swap come up with solution, or at least have some dialogue so people resources like blogs, books and podcasts. Or preface a meeting can express their thoughts and opinions.” with, ‘I don’t have the answers, but I’m going to start anyway. I’m going to take notes, and I’m going to listen.’ That, organically, is It can be hard for managers and owners to open themselves up going to deliver the next step.” to criticism. Addy advocates adopting the same attitude toward employee feedback as you might toward guest feedback. “Your Leaders should note that not making a statement about diversity guests are going to tell you if their steak is overcooked or the and inclusion is a statement in and of itself. “This is a relevant bathroom is in shambles,” she says. “When that happens, you don’t topic today, and if you think your employees aren’t wondering look at your guest and say, ‘I can’t believe you said that.’ You look what your stance is, you’re wrong,” says Addy. “Your team wants at it as a gift. If employers treat their team the way they treat their to know the leader or owner’s principles.” customers—that we need you to sustain ourselves and we need your feedback, positive and negative—that’s where trust starts to build.”

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GET OUTSIDE HELP “Not every person is a great, active listener,” says Addy. Not every business owner is good at facilitating tough conversations— and sometimes leaders need to be active participants or passive listeners, not the one leading the conversation.

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In those cases, or for companies that have deep issues around DEI to wade through, it’s a good idea to bring in outside help. “There is a Polish proverb: ‘A guest sees more in an hour than a host in a year. I will add, ‘You can’t read the label from inside the jar,’” says Leedom. “Bringing in third-party partners shows a commitment to the work, increases psychological safety for the team, assists

in distributing the balance of power and is a low-cost way to infuse a different perspective into the organization.”

Along with basic education, many companies need to go a step further and invest in diversity and inclusion training.

“Training is instrumental in increasing self-awareness and identifying gaps in knowledge that is necessary to develop one’s own personal action plan,” says Leedom.

“Organizations need to be

thinking of how job roles and

organizational structures need to be adapted to accommodate our changing workforce demographics,” - Michele Leedom, Clinton Street Consulting

Keep in mind that DEI education and training may need to be repeated regularly.

“One thing that’s really true for this industry is that your workforce is constantly changing,” says Addy. It’s important that new people understand the company’s culture, policies and practices around DEI. “Bringing in someone from the outside can be helpful, but if you’re going to bring in a third party, bring in someone local,” says Peterson. Cities and states have their own unique issues, history and culture. Finding someone who understands that can save time and make conversations about what’s happening within a company easier.

RETHINK JOB POSITIONS, TITLES AND RECRUITMENT “Organizations need to be thinking of how job roles and organizational structures need to be adapted to accommodate our changing workforce demographics,” says Leedom. “Traditional structures can lead to tenured positions that have outlived their usefulness. Our world is changing so quickly that many job descriptions become obsolete after six months. Expectations should be set that careers change over time and one should expect to move up, down and laterally throughout the course of their career and mitigate the expectations of a continuous climb.”

In addition to rethinking job titles and responsibilities, companies looking to increase diversity may also need to tweak their hiring practices. Requiring a college degree is a barrier for many minorities. Even a high school diploma may be a big ask for people who have been incarcerated or experienced homelessness.

been outstanding employees who stayed with him for a long time.

Owners often reach out to people they know and ask for referrals when hiring for top positions in the company, Addy says. “There’s a razor’s edge there, which is that sometimes people refer sameness. It’s someone in their group that may look like them or act like them. All of a sudden, you look at your workforce and everybody’s the same.”

To combat this problem, post job announcements at schools or locations where a high percentage of visitors are people of color. Ask non-White staff members for referrals. Companies with minorities on their staff should consider providing training and promoting in-house.

CREATE AN ACTION PLAN WITH MEASURABLE GOALS “DEI should be handled like every other strategic initiative,” says Leedom. “It should be planned, budgeted, resourced and have measurable goals that tie to employee reviews and performance measures.” Consider developing a comprehensive DEI plan for your company, and make sure to follow through on the recommended steps.

Companies should evaluate the diversity on their board of directors, and institute a diversity statement or code of conduct that addresses race if they haven’t already, Penilton says. Policies should address not just what the company will do going forward, but what it will do to dismantle any systematic racism that exists in the company. “These policies should include not just hiring practices for employees, but also relationships with partners, vendors and contractors. They should include a firm commitment to send business directly to BIPOC-owned companies. Nothing is going to change until we get more strategic in our approach.”

Change isn’t easy, but it is necessary. Now is the time to see what needs to change for the better in your organization. Seek the help you need to ensure your workplace can be an equitable, inclusive and just place for everyone.  SOPHIA BENNETT

“We limit so many people coming into our company with requirements like these,” says Peterson. He has a hired a number of people who were fresh out of the prison system, and many have

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REAL INCLUSION IS A TOP-DOWN MESSAGE Diverse Workplace Communities Start at the Top

C

ommunity, Career, and Cause are often listed as the top things employees want in a job. A healthy workplace culture is an inclusive one. A long-term employee is usually one who feels as though they belong on the team with a valued seat at the table. And what you do as a business aside from making money, how you give back or impact your local community or industry, or the difference you make in the world matters to your workforce.

Ask most owners, operators, and managers if they want their employees to feel excluded, other, lonely, not important, unheard, and the answer will resoundingly and often adamantly be, No! But what does Inclusion look like in real time in an organization?

Is it when employees are able to arrive to work as their authentic selves? Is it when engaged, productive employees share bright ideas and seek solutions to problems? Is it the celebration of everyone’s differences and space for all perspectives to be shared? Inclusion in the workplace is all of these and more. But how do businesses get there and stay there?

A commitment to Diversity & Inclusion (D&I) isn’t just a handbook revision. It isn’t an obligatory social media post. True commitment is intentional, and it requires acknowledgement, followed by accountability, and then ongoing action from leadership and the company.

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Acknowledgement is the authentic message to the team and to future employees. It’s important to note that your employees may contribute or collaborate in this process (and you may already have sentiments to take inspiration from in your core values or mission), but the ultimate responsibility lies at the top of the organization. You may be thinking you don’t need to create a statement or acknowledge the company’s stance on Inclusion because it’s in the handbook, your team knows you and should be able to guess your position, or because you posted that one memo last year. Communicating clearly where the owners/principals/managing partners stand is an affirmation of the community and culture you seek to build, and the permission for your team to be themselves and to participate fully through their lifecycle as an employee. Your teams may know that their leads and supervisors acknowledge Inclusion, but they may not be as confident in how the admin team, the home office, the regional managers, or VPs feel. Your control and influence as a top of the organization leader is in the spotlight when it comes to D&I. Be sure to grab the mic and share the message (don’t let your silence represent apathy or another assumption)!

Considerations: What is being said about Inclusion within your four walls. Who delivers this message? Where will this message exist? Will this message be shared outside of your organization with partners, vendors, guests?

Accountability is the measurement of and responsibility to your acknowledgement. Hospitality operators with their eyes on cost of goods and labor know that what gets measured gets managed.

Inclusion metrics can be viewed similarly with targeted goals, regular analysis, and a proactive approach.

Considerations: With what frequency will the organization look inward? Will a committee or council be formed? Will you create employee surveys or listening sessions? What communication pathways exist for employees to share their perspectives and other feedback?

Action is the tangible, visible, interactive activities that support your acknowledgement. Perhaps it’s an overhaul to your recruitment process. Maybe it’s a plan to route donation dollars differently or create volunteer opportunities. It may be saving space to discuss Diversity & Inclusion at your monthly P&L meetings. Whatever it looks like for your organization, know that the work is ongoing. You won’t one day arrive and announce that all D&I projects have been completed. Instead, you’ll see it ingrained throughout your organization, with open (and sometimes vulnerable) conversations happening regularly.

might result in real change? How can you influence your neighborhood, affiliations, or other communities? Is a brainstorm session with the entire team relevant?

Inclusion in your workplace is when your employees have a sense of true belonging. It’s your team approaching conflict with the desire to attain true resolution. It’s respectful and supportive language, written and spoken. It’s the awareness that there are different perspectives to be shared and celebrated. It’s a diverse workplace community that trusts one another and works towards a common goal. And it all starts at the top.  LINDA ADDY, CONSULTANT AT HR ANNIE CONSULTING

About

Linda Addy is a consultant at HR Annie Consulting in Portland, Oregon. Before landing her dream job as a HR Consultant, she had a lengthy and rewarding career in hotels and restaurants as a bookkeeper, manager, GM, Director of Operations, and owner.

Considerations: What actions might address barriers to entry in your industry? What partnerships or program participation OregonRLA.ORG 33

A SHIFT IN FOCUS Embracing Diversity Provides New Perspectives

A

s much of our society struggles to cope with these tumultuous and uncertain times, it is imperative to remember to focus on what we can control and impact in a positive manner. We may get caught up in controversy and arguments on social media, the news, and the internet, while we could be concentrating on changes we can make in our community and our daily lives. As the division in our country is becoming more pronounced, let us highlight what brings our country together and what makes our nation so unique and strong. The acceptance and embracing of our differences bring us together and empower us as a group. This is true with our country as a whole, in our social circles, as well as in the workplace.

The hospitality sector is one of the most diverse areas of our economy, providing workers of eclectic backgrounds, races, and genders the opportunity to grow personally and professionally, while allowing their work ethic and dedication to shine through.

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Oregon Restaurant & Lodging Association | WINTER 2021

Industry-leading restaurants and hotels throughout Oregon and the U.S. are championing this cause, as they are aware of the tangible financial and cultural advantages diversity supports in their organizations. Natalie Sheild, owner and operator of Pig and Turnip, Sheild Bistro, and Sheild Catering, has experienced this first-hand in her restaurants and has valuable insight regarding the matter. “Being diversity-focused has made us stronger as a business and as a team,” states Sheild. “Contentiously and openly hiring people from backgrounds different than that which already exist in our small company has created a culture that is thoughtful and engaged at a foundational level. Employees know this company is managed by people who are their allies and advocates.” Multiple studies have demonstrated that employees are increasingly drawn to organizations that have strong moral standing and culture.

Sheild continues, “People breathe easier when they know their employers are not biased from the outset. This practice in its very nature develops an environment of respect, both from employees and management.” Natalie Sheild is not alone in taking steps to

promote diversity and inclusion in her operation. As others follow these industry leaders, we will begin to see the positive ripples through the hospitality sector and our communities as a whole.

Diversity in the hospitality industry has far reaching benefits, and we must embrace and encourage its growth through our actions. Embracing ideas and input from employees and staff of diverse backgrounds provides us with the advantage of viewing issues and problems from different angles. In turn, we are able to formulate productive solutions moving forward which may not have otherwise been brought to light. In addition, our patrons and prospective patrons in this industry are diverse in their backgrounds, outlooks, and beliefs. An organizational culture as well as product and service offerings appeal to a multitude of backgrounds and can be developed through embracing and spearheading diversity and equality within our staff and organizations. Customers are increasingly frequenting hotels and restaurants which share their values. Let’s support our consumer

base by ensuring diversity, equality, and inclusivity are at the forefront of our organizational culture.

Embracing these core values allows us a golden opportunity, not only to promote strong moral standing within our organizations, but also to improve productivity and profit margins. This is a win-win for our restaurants and hotels, our patrons, and the future of our society. Industry leaders and experts already recognize the positive outcomes this outlook produces, and if we all get on board our industry as a whole will benefit. We must continue to act. To quote one of the most influential activists of the 20th century, Mahatma Gandhi, “You must be the change you wish to see in the world.” If we focus on what we can control through these trying times, we can emerge as stronger organizations, a more united nation, and a society that is prepared for any and all challenges.  JACOB MOOG, TOGATHER RESTAURANT CONSULTING

OregonRLA.ORG 35

PARTNERSHIP AND PURSUIT Actionable Human Trafficking Training for the Hospitality Industry Now Offered at No Charge

T

he COVID-19 pandemic has forced almost every industry to pivot and adapt to constantly changing regulations and restrictions throughout 2020. The fight against sex trafficking is no different.

The National Center for Missing and Exploited Children (NCMEC) reports a 98.66 percent increase1 in online enticement reports between January and September 2020 versus the same time period in 2019. Predators ramped up the recruitment of victims the moment schools closed. Children were given the stayat-home order and then were suddenly online at a much higher volume allowing traffickers to recruit from the safety of their own living room couches. Alongside the recruitment of children, many young adults lost jobs and fell into a state of vulnerability created by a lack of income, making them prime targets for traffickers as well. Simultaneously, there was a drastic decline in law enforcement’s ability to interact with victims due to the pandemic and the events thereafter. Second only to friends and family, law enforcement is the most likely place for victims of sex trafficking to find help. This combination of events has only increased the complexities associated with combating domestic sex trafficking.

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Oregon Restaurant & Lodging Association | WINTER 2021

While sex traffickers did make some adjustments to how they facilitated this crime by temporarily moving their victims onto cam sites instead of in-person meets, the most ruthless still required their victims to work. Traffickers made it clear that this crime was not going to stay at home. Online escort ads began including language associated with the virus such as “Coronavirus Free!” Countless sex buyers did not let the virus slow them down either. One even posted, “Personally, I am NOT planning on giving up sex while this ‘crisis’ plays out.”

Here at Guardian Group our work has only increased, and we have been forced to pivot certain aspects along with everyone else. We quickly recognized the havoc 2020 was having on the hospitality and tourism industries. We heard the frustration, the fear of the unknown and the disappointment in so many of our hotelier partners as we reached out. Through our conversations we learned that the victims of sex trafficking need our support now more than ever and we needed to re-strategize how to support our hotelier partners in order for them to continue to fight this crime among the countless other changes the industry was facing.

Last year was the 20th anniversary of the Trafficking Victims Protection Act of 2000 (TVPA), a bill created to combat human trafficking using what is known as the 3P Paradigm — Prosecution, Protection, and Prevention.

With years of collaboration and proactive pursuit of those involved in trafficking, Guardian Group has added “Partnership and Pursuit” to this model and has discovered both to be very effective in accomplishing our mission of preventing and disrupting the sex trafficking of women and children while enabling partners to identify victims and predators in the United States.

Guardian Group and the Oregon Restaurant & Lodging Association working together to help stop trafficking in the US embodies the reason of adding Partnership and Pursuit to the fight against trafficking.

January is Human Trafficking Awareness Month, and we want to invite you to join us in this mission. Our defensive strategy utilizes the power of communities, trained to recognize and respond to potential trafficking situations. It empowers people to view their role in the solution to stopping sex trafficking and will aid in preventing future victims.

The Guardian Seal® Training is the nation’s most effective, survivorinformed, actionable human trafficking training for the hospitality industry and now it is available at no cost to you!

The online training is self-paced and can be accomplished in 30 minutes on average. The process is simple, employees can enroll themselves in the course by going to GuardianGroup.org/course/ hotel-training-2. Once it is completed, an employee can print their certificate to have on record.

We empathize with the hospitality industry and recognize the numerous challenges faced over the last year, but we ask you not to forget the countless women and children being exploited. Get trained and not only protect your property, your guests, and your brand but make a difference in your community and the lives of those being trafficked. Together, we can bring help to those that need it and impact future generations.  GUARDIAN GROUP For More Information

Visit GuardianGroup.org or email contact@guardiangroup.org.

Training can be found here: GuardianGroup.org/course/hoteltraining-2.

1. National Center for Missing & Exploited Children, "COVID-19 and Missing & Exploited Children." Updated 10.20.20, https://www.missingkids.org/content/ncmec/en/blog/2020/covid19-and-missing-and-exploited-children.html

OregonRLA.ORG 37

WHAT’S SHAKING? COCKTAILS-TO-GO! OLCC is Prepared if the Legislature Gives Approval

O

ver the course of the past year, the OLCC has listened to the concerns and worked with the hospitality industry to find additional business opportunities in an economy constrained by the COVID-19 pandemic.

While these efforts have helped maintain some level of business, staff are acutely aware of the impacts upon the hospitality industry.

statute, it expressly states that all alcoholic beverages sold under a full on-premises sales license must be consumed on the licensed premises, unless there is a specific exception in the statute. The two exceptions for full on-premises sales licensees allow

In preparation for any possible changes, OLCC staff have been working to create rules and develop industry guidance on how cocktails-to-go would work in Oregon.

This has included researching other states’ rules and discussing the issue with various stakeholder groups. From that work, agency staff have identified the conceptual draft regulatory framework for implementing a potential legislative change that would likely include the following elements for enabling licensees to sell cocktails-to-go:

“The Commissioners and I have been very clear since the onset of the pandemic, the OLCC should do all we can, within our authority and consistent with public health emergency restrictions, to assist our economically challenged licensees,” said OLCC Executive Director Steve Marks.

One of the largest issues facing the agency is bar and restaurants’ call for “cocktails-togo.” The OLCC has received a great deal of input and feedback from the licensee community, stakeholders and public officials about the interest to allow full on-premises sales licensees to sell mixed drinks containing distilled liquor for off-premises consumption and delivery of cocktails-to-go. The Oregon Liquor Control Commission is ready to roll if the legislature endorses the idea of cocktailsto-go in legislation. The OLCC has been and is continuing to be a technical resource for ORLA, citizens, and lawmakers about the changes necessary to advance cocktail delivery. Further, the OLCC has prepared a conceptual draft rule to advance implementation of legislation should the legislature approve of the idea.

That said, it’s important to understand why the OLCC can’t act universally on cocktails-to-go. The privileges of Oregon’s alcohol licenses are set forth in laws enacted by the Oregon Legislature.

There is one annual license that allows for sales of distilled liquor by the drink to consumers—the full on-premises sales license. The statute addressing the full on-premises sales license privileges is ORS 471.175 and much like the title of the 38

go legislation. If in fact there are many representatives and senators who are working on forwarding this issue, such legislation could be addressed during either a possible special session or during the 2021 regular session.

The drink may not contain more than three ounces of distilled liquor. The drink may also contain beer, wine, cider, and nonalcoholic beverages, provided that the total amount of liquid in a single container is no more than six ounces.

The drink must be in a container that is securely covered. This means the container should be covered in a manner designed to prevent consumption without removal of the lid or cap.

patrons to take a partially consumed bottle of wine or to purchase growlers to-go.

Simply put, the Oregon Legislature needs to change the law to enable full onpremises sales licensees to sell mixed drinks containing distilled liquor for off-premises consumption and delivery (cocktails-togo). For the hospitality industry, the good news is that the legislature is working on this issue, as Representative Rob Nosse (Portland) has announced that he has submitted a legislative concept to enable the legislature to consider cocktails-to-

Oregon Restaurant & Lodging Association | WINTER 2021

Full on-premises sales licensees may not pre-fill a securely covered container (must be filled on-demand, such as upon receipt of an order by a consumer).

Full on-premises sales licensees may not put the drink in a container with labels that violate federal or state law.

It should be noted that the above proposed framework is just a starting point. Any specific rules and guidance would depend on the actual legislation along with input from industry, public health and public safety partners. The public health impacts of increased alcohol consumption have become an issue of public concern in

relation to COVID relief actions intended to aid the hospitality industry. One major concern is the availability of residential drug and alcohol treatment beds.

With regard to public safety, both industry and OLCC will have to work to ensure that rules to prevent sales to minors and intoxicated people work with delivery operations. While the rules should be simple and clear, the responsibility at the bar, curb, or door is the same and the fines and penalties are substantial for these violations. In the short-term, the OLCC will not be asking for additional tools to enforce, but with the conscientious efforts of licensees and the ORLA membership, clear communication about the rules, and

a strategic enforcement effort by OLCC, safety can be maintained.

Finally, the industry should be aware that a cocktails-to-go proposal may be implemented as a short-term allowance to provide immediate flexibility for sales to support business income. Beyond that, longer term flexibility for continuing commerce in this area may be fully dependent on proving the safety and success of this initiative. OLCC staff understands the challenges COVID has presented the hospitality industry and ORLA. We will continue to do all we can with our rules, fees, and oversight to provide meaningful consideration and adaptive action to fulfill our commitment to hospitality industry recovery.

Oregon and the nation has not faced such a unique and specifically devastating crisis to the hospitality industry. Unlike any other disaster, COVID has specifically limited people coming together in businesses that are dedicated to our social lives, the sharing of food, drink, entertainment and the provision of travel accommodation. It is these opportunities and activities that bring vibrancy to our lives and communities.

That vibrancy and enjoyment of patronizing Oregon businesses is what fuels a strong and growing public concern for helping the hospitality industry as much as possible in this trying time for all.  THE OREGON LIQUOR CONTROL COMMISSION

Seeking New Restaurant Concepts Bring an amazing culinary experience to the guests of Hotel Eastlund, Greater Portland, Oregon, and the Pacific Northwest.

Three Turnkey Commercial Restaurant Spaces Available | 21,000 Sq. Ft. Total | Contact Jeff Brown: jbrown@hoteleastlund.com | 503.820.4140

PORTLAND’S PREMIER ROOFTOP LOCATION offers stunning views of downtown Portland, the West Hills and the twin glass towers of the Oregon Convention Center and is adjacent to the Portland Trailblazers Moda Center.

GROUND-FLOOR STREET LOCATION sits on the retail side of Hotel Eastlund’s lower level parking and along the Trimet MAX lines on NE Holladay. This space is highly visible directly adjacent to the Oregon Convention Center and Oregon’s largest hotel the Hyatt Regency.

BEAUTIFUL EVENT SPACE sits atop Hotel Eastlund, nestled in the heart of historic Lloyd District, offering a variety of private dining spaces. One of our most popular spaces, the Cosmopolitan Ballroom, features stylish chandeliers and floor to ceiling windows with the breathtaking downtown scenery.

OregonRLA.ORG 39

HELPING THOSE WITH GAMBLING ISSUES Playing for Fun Working in Oregon’s hospitality industry, you’re certainly familiar with the sight of folks sitting at terminals playing Video Lottery games. For most players, it’s a fun way to pass some time, maybe while waiting for a table or enjoying a drink. Most players find the games enjoyable, as they are intended to be.

But occasionally, you might see some players who seem agitated, or even angry or regretful. You may have wondered what, if anything, you might say to help these customers who continue to play even after the games have clearly stopped being fun.

One phone call can connect the player with a counselor specifically trained in gambling addiction issues. Players are offered effective treatment, often right from home. Best of all, it’s free.

OPGR Can Help No one expects you to become an expert in gambling addiction. You don’t need to take on diagnosing a customer’s issue or advising them on their options. Nor should you. But you can feel confident in offering players who seem to be struggling the information they need to connect to these services. OPGR. That’s what we’re here for.

When the Fun Stops There is some good news for these players. Here in Oregon, help is available for people who have issues with gambling. Oregon Problem Gambling Resource (OPGR) is available to anyone who has a gambling issue, either their own or a loved one’s.

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Oregon Restaurant & Lodging Association | WINTER 2021

CALL: 877-MY-LIMIT or TEXT: 503-713-6000 (695-4648)

IT’S YOUR BUSINESS Taking Care of Employees, Taking Care of Business

t can be hard to take care of ourselves when so many other aspects of life feel chaotic. Even if you can’t offer traditional benefits to your employees, there are many ways to promote health, wellness, and well-being.

I

Mental well-being is an important part of overall health.

Federal OSHA recently created a webpage to address a nationwide increase in workplace suicides, up 11 percent from the year before, according to a report from the Bureau of Labor and Statistics.

Our Total Worker Health® tools provide a year’s worth of resources for promoting safe and healthy workplaces. You’ll find videos, posters, and one-page guides with tips on healthy eating, stress reduction, physical activity, and more.

As many struggle with this disturbing trend, even more are asking how we can remove the stigma about asking for help and promote mental well-being in the workplace. One possible solution is to begin talking about it.

Ready to get started? Here are three ways you can help employees improve healthy practices:

Here are a few suggestions for doing that:

Resolve to eat healthy: Provide refrigerators and microwaves in break rooms so workers can bring healthy food from home.

Reduce or eliminate junk food in vending machines and subsidize healthy choices.

Resolve to get active: Make sure schedules are flexible and staffing is adequate to allow for quick walking breaks or a workout during the workday. Set an example by scheduling walking meetings.

Resolve to reduce stress: Support employee engagement by promoting a sense of purpose and autonomy, providing opportunities for learning and new experiences, and letting employees know they are valued.

• Train leaders to recognize signs of emotional stress and provide guidance on how to address it • Talk about emotional well-being in regular company meetings • Offer an Employee Assistance Program (EAP) and encourage employees to use it when they need help • Create opportunities to build social connections between coworkers For more ways to be well at work and at home, visit saif.com/promotehealth or saif.com/wellbeing.

More information can be found at SAIF.com.  SAIF CORPORATION

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Create a Culture of Food Safety.

ORLA'S SERVSAFE® MANAGER CERTIFICATION COURSE Give the best protection possible to your business, your brand and your customers.

Help your team protect against foodborne illness outbreaks with ORLA's ServSafe training. This course blends the latest FDA Food Code, food safety research and years of food sanitation training experience. Your team will learn to implement essential food safety practices and create a culture of food safety. This certification meets the “Demonstration of Knowledge” and “Person in Charge” requirements of the Oregon Food Code and includes additional risk management training. Certification is valid statewide for five years and also satisfies the food handler requirement.

CLASSES AROUND THE STATE: Classes are typically held in Portland, Wilsonville, Woodburn, Eugene, Medford, Bend, and the recently added cities of Seaside and Lincoln City.

Register Online at OregonRLA.org/ServSafe

ON-SITE PRIVATE CLASS: If you have 15 or more employees for the ServSafe course (and you have a classroom setting) we can provide the trainer at no additional cost! Call 971.224.1503 or 866.679.6733 for details.

OregonRLA.org/ServSafe 42

Oregon Restaurant & Lodging Association | WINTER 2021

SAFETY IS MORE IMPORTANT THAN EVER SAIF Is Here To Help Keep Your Employees Safe

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ou, more than anyone, know how difficult these past months have been. No industry has felt COVID’s impact more than restaurants and lodging. As I write this, I can’t predict what restrictions you’ll be under when you read it—more closures, limits on hours of operation and capacity, or, fingers crossed, none at all.

These resources build on an extensive catalog of free safety content available on our website, covering a wide array of topics in addition to coronavirus. Indeed, with the heightened focus on coronavirus protections, it’s easy to forget about other hazards in the workplace.

These are tough times. But it’s in times like these that you should expect your insurer to stand by your side. When times are good, insurance is just another bill to pay. When times are bad, insurers should step up and demonstrate real value. We all have friends who are fun to hang out with, but we only have a small handful of friends who we know we can count on when times are tough.

That’s SAIF. In the weeks following the COVID outbreak, SAIF established a $25 million coronavirus worker safety fund. Thousands of our policyholders—including many in the restaurant and lodging industries—received cash to pay for worker safety equipment, cleaning services and supplies, and much more. Recently, we mailed more than 49,000 checks to our policyholders representing $100 million in dividend payments. We heard from many of you that the money showed up just when you needed it most.

We instituted flexible payment programs for small businesses struggling to pay bills. We made thousands of outbound phone calls to businesses to check on their status and revise their premium payments, when appropriate. We instituted a moratorium on cancellations. And we provided videos, webcasts, and online materials with practical information on workplace safety in a pandemic.

Coronavirus has wreaked havoc on the health system, and we’re all trying to do our part to stop the spread. Your industry has shown tremendous flexibility and adaptability. From switching to pick-up and delivery, to introducing new sanitation guidelines, you’ve moved quickly to adopt new tools and techniques to keep employees and customers safe. Employees have taken on new duties and adapted to working six feet apart. At the heart of all these changes is the understanding that safety and health is essential to a business’s resiliency and sustainability, especially during tough times like these.

Reach out to your SAIF contact or visit saif.com/coronavirussafety for more information on how to keep your workplace safe. We have information on the new OSHA rule, mask requirements, and Oregon Health Authority guidelines. We also have information on employee mental health and flu prevention. The content is free— you don’t need to be a policyholder.

Kerry Barnett President and CEO, SAIF Corporation

We also have interviews with businesses like yours, sharing how they’ve responded to the pandemic and wildfires. You can read these at saif.com/stories. If you have a story to share, please reach out to us.

I’m an optimist. I’m confident we’re going to move past COVID and get back to doing the things we value most. In the meantime, we’ll stand shoulder to shoulder with Oregon’s businesses and workers, in good times and bad.  KERRY BARNETT, SAIF CORPORATION

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LODGING PERFORMANCE Hotel Benchmark Data The information contained in this report is provided by STR. For detailed lodging performance data for your area, contact STR at 615.824.8664 ext. 3504 or info@str.com. ORLA members can log in to access to monthly reports on OregonRLA.org in the Resource Library.

MONTH - OCTOBER 2020 VS OCTOBER 2019

Occupancy (%)

Avg Rm Rate ($)

RevPAR ($)

Percent Change from January 2019

2020 2019 2020 2019 2020 2019 Occ ADR RevPAR Room Room Room

Rev Avail Sold United States

48.3 69.1 97.61 133.36 47.13 92.13 -30.1 -26.8 -48.8 -50.0 -2.2 -31.6

Pacific

50.4

Oregon

56.1 68.4 98.45 121.38 55.23 83.05 -18.0 -18.9 -33.5 -34.4 -1.4 -19.1

75.2

119.70

169.48

60.33

127.42

-33.0

-29.4

-52.7

-55.3

-5.7

-36.8

Eastern+

55.8 62.6 82.84 84.12 46.21 52.67 -10.9 -1.5 -12.3 -13.0 -0.8 -11.7

Central+

60.9 63.0 111.44 114.96 67.82 72.47 -3.5 -3.1 -6.4 -3.8 2.8 -0.7

Southern+

77.5 71.3 91.19 92.17 70.71 65.72 8.7 -1.1 7.6

Willamette Valley+

60.5 63.6 93.59 114.87 56.65 73.10 -4.9 -18.5 -22.5 -21.4 1.5 -3.5

8.7

1.1 9.9

MT Hood/Gorge+

55.7 67.2 100.38 107.48 55.92 72.24 -17.1 -6.6 -22.6 -19.3 4.2 -13.6

Portland Metro+

41.0 75.3 92.33 140.47 37.89 105.84 -45.5 -34.3 -64.2 -66.1 -5.4 -48.5

Coast+

64.7 60.3 113.25 112.12 73.31 67.59 7.4 1.0 8.5 9.0 0.5 7.9

YEAR TO DATE - OCTOBER 2020 VS OCTOBER 2019 Occupancy (%)

Avg Rm Rate ($)

RevPAR ($)

Percent Change from YTD 2019

PARTICIPATION Properties

Rooms

2020 2019 2020 2019 2020 2019 Occ ADR RevPAR Room Room Room Census Sample Census Sample

Rev Avail Sold United States 45.2 67.7 105.26 132.07 47.56 89.39 -33.2 -20.3 -46.8 -48.9 -3.9 -35.9 56550 35251 5237902 3949448 Pacific 48.7 75.2 132.56 172.93 64.52 130.11 -35.3 -23.3 -50.4 -54.2 -7.7 -40.3 8142 4498 729793 555638 Oregon 47.3 68.4 103.81 126.13 49.10 86.26 -30.8 -17.7 -43.1 -44.9 -3.3 -33.1 936 512 66970 48555 Eastern+ 47.4 60.3 81.05 87.67 38.41 52.88 -21.4 -7.6 -27.4 -27.7 -0.4 -21.7 87 44 4689 2884 Central+ 50.8 67.5 121.77 134.32 61.86 90.66 -24.7 -9.3 -31.8 -30.8 1.5 -23.7 83 48 5780 4108 Southern+ 54.1 64.3 86.80 96.58 46.93 62.09 -15.9 -10.1 -24.4 -25.0 -0.8 -16.5 146 73 8698 5902 Willamette V.+ 50.6 65.4 94.05 110.67 47.55 72.34 -22.6 -15.0 -34.3 -36.6 -3.5 -25.4 152 99 10813 8347 MT H./Grg+ 48.5 69.1 103.17 117.28 49.99 81.00 -29.8 -12.0 -38.3 -37.7 0.9 -29.2 35 22 2305 1840 PDX Metro+ 40.5 75.4 103.18 141.84 41.76 107.01 -46.4 -27.3 -61.0 -63.5 -6.4 -49.8 223 168 23646 21245 Coast+ 51.7 62.9 121.61 126.91 62.86 79.82 -17.8 -4.2 -21.2 -23.1 -2.3 -19.7 209 62 11000 4677

Where to go for training O R L AT R A I N I N G . C O M The Only Industry Training That Supports Oregon Hospitality!

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Oregon Restaurant & Lodging Association | WINTER 2021

NEWS BRIEFS Happenings From Around the Industry

No-Cost, Confidential Restaurant Assistance

As hundreds of Oregon restaurants struggle to stay afloat in the wake of the COVID pandemic, the Oregon Small Business Development Center Network and the Oregon Restaurant & Lodging Association launched the Oregon Restaurant COVID Assistance (ORCA) advisory network. This rapid response initiative matches restaurant owners and managers with industry experts who will provide no-cost confidential oneon-one guidance and advice on a number of essential issues including marketing, financial operations, HR management, take-out, lease negotiations, POS, and more. ORCA's advising services and webinars are provided via Zoom and email throughout Oregon. For more information or assistance, visit Oregonsbdc.org/ORCA.

Moving Forward with the Oregon Tourism Leadership Academy

The Oregon Tourism Leadership Academy (OTLA) will continue in 2021 building upon the program’s success in 2020.

Originally, the second year of OTLA was scheduled to kick off with 20 new program participants in the Spring of 2021. Due to the realities of gatherings and events during COVID, timelines associated with year two of the program have been extended with the first experience for the 2021 group scheduled for Summer. The Oregon Tourism Leadership Academy was launched by ORLA in early 2020 and developed in partnership with the Oregon Destination Association and Travel Oregon. Led by the industry’s top experts, this annual experiential learning program is targeted to public and private sector tourism professionals who are seeking to polish their leadership and professional skills, continue to grow their career accomplishments, and make positive and lasting contributions to the state’s tourism economy and its success. OTLA applications will be accepted through February 26, 2021. For more information visit OregonRLA.org/OTLA.

Free Delivery & Takeout Listings for Oregon Restaurants

Recognizing Hospitality with Heart

The International Society of Hotel Associations (ISHA) announced in November its Awards of Excellence, honoring the Oregon Restaurant & Lodging Association and Portland Lodging Alliance for their Hospitality with Heart downtown cleanup events.

In September 2020, ORLA’s Portland Lodging Alliance teamed up with SOLVE Oregon, the Portland Business Alliance, Clean & Safe, Travel Portland, and the City of Portland for the 2nd annual Hospitality with Heart litter cleanup event, bringing over 500 volunteers and community members together to improve the wellbeing of the city. Since then, the Portland Lodging Alliance has been helping coordinate monthly cleanup events. ISHA presents Awards of Excellence annually for the best lodging association programs and services, representing innovation and creativity that has brought tangible results to the association and its members.

Last year, in response to the restrictions and shutdowns of dining rooms, ORLA helped create Oregon2Go.com, a statewide directory of Oregon restaurants providing takeout and delivery options as well as gift cards for customers to use at a later date. Restaurants can add their listing to the site by filling out a simple form. The Oregon2Go website is free to use, submit to and be listed on, and remains ad-free.

New Board of Directors

During the Annual Member Meeting in September, ORLA’s membership voted in the new slate for the 2020-2021 Board of Directors.

Led by incoming Chair, Masudur Khan, Seaside Lodging LLC, the Board welcomed in two new directors: Richard (Rick) Takach, Jr., chairman & CEO of Vesta Hospitality, and Joe Buck, owner, Gubanc’s Restaurant, Babica Hen Cafe, and Lola’s Cafe Bar. Executive Board members serving alongside Khan include Vice Chair, John Barofsky (La Perla and Beppe & Gianni’s Trattoria), Treasurer, Harish Patel (Hampton Inn Pendleton), Secretary, Shannon McMenamin (McMenamins), and Immediate Past Chair, Dani Rosendahl (The Pit Stop Sports Bar & BBQ Grill). We are grateful to our Officers and Board members who volunteer their time and energy to ensure ORLA successfully represents Oregon’s hospitality industry. For the full Board list, visit OregonRLA.org/orla-board.

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WHAT YOUR PEERS ARE SAYING Meet Some Oregon Restaurant & Lodging Association Members

M

embership in ORLA means being part of the only organization in the state devoted to protecting and promoting the interests of our industry. It’s all of us together that makes that possible.

Get inspired by these peer profiles where members share about what they've learned and what they think of the future. For a little seasonal fun we also wanted to know their favorite winter getaways, and if 2020 were a movie, what would it be?

Tell Your Peers a Little About You! If you are a member, and are willing to be profiled here, please email us at info@OregonRLA.org. Also, let us know if there is a question you would like to see your peers answer.

GET TO KNOW SOME OF YOUR PEERS BY READING THEIR RESPONSES TO THESE BUSINESS RELATED QUESTIONS:

What is one way your business supports a diverse, inclusive culture?

What is one pivot your business made to address the pandemic?

JASON GERLT Southpark Seafood, Portland

Title: General Manager Joined the Company: 2001 bussing tables, rose up the ranks to server to bartender to supervisor and eventually bar manager.

In 2007 I took the GM role at Veritable Quandary, just to come back to Southpark Seafood in 2013 to be the GM at the restaurant that started my career.

Member Since: 2015 2020 as a movie: Sharknado Fav Winter Getaway: Curled up with my 2 boys How diverse, inclusive culture is supported: From vendors to staff, we have committed to diversity and inclusion. We are donating partners of the Urban League of Portland which empowers Black communities.

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KASIA RUSSELL HVS, Portland

GEORGE SCHWEITZER Coast Hospitality, Portland

HVS has been committed to diversity and inclusion since day one but we have prioritized these efforts in 2020 with action items focused on our recruitment efforts, diversity training, and review/enhancement of our antidiscrimination policy. This is a top priority for HVS and we are committed to doing more.

We implemented Infectious Disease Guidelines and training, including in-house development of custom “Bensonesque” sneeze guards at the front desk, and electrostatic spray treatment for all checkouts.

Title: Managing Director, Senior Partner Joined the Company: 2006 Member Since: 2020 2020 as a movie: The Martian Fav Winter Getaway: Otter Rock How diverse, inclusive culture is supported:

Oregon Restaurant & Lodging Association | WINTER 2021

Title: Regional Director of Operations & Managing Director of Benson Hotel Joined the Company: 2018 Member Since: 1984 2020 as a movie: Contagion, Armageddon or The Nightmare Before Christmas Fav Winter Getaway: Mt. Bachelor/ Park City Pivot made during the pandemic:

ED DREISTADT Explore Lincoln City, Lincoln City

ANNE JOHNSON Mamancy Tea & Chocolate, Beaverton

DENISE ROSSETTI McDonald Wholesale, Eugene

Our great relationship with Chinook Winds Casino Resort and the Confederated Tribes of Siletz Indians, including public art and wayfinding projects to showcase their history and presence in our community.

We pivoted by increasing our online presence and enhancing our product offerings, while automating our production processes.

McDonald Wholesale is committed to diversity and inclusion by embracing value differences in culture, education, experience, physical abilities and perspectives.

Title: Director Joined the Company: 2015 Member Since: 2004 2020 as a movie: The Shining Fav Winter Getaway: Bend, OR How diverse, inclusive culture is supported:

Title: Founder, President Open Since: 2018 Member Since: 2020 2020 as a movie: Terminator 2, Judgment Day Fav Winter Getaway: Mt. Hood cabin Pivot made during the pandemic:

Title: Marketing & Events Coordinator Joined the Company: 2019 Member Since: 2009 2020 as a movie: Home Alone Fav Winter Getaway: Camping in a Yurt!

How diverse, inclusive culture is supported:

PHOTO BY: JAY EADS

CHARLES HOLT Mark Spencer Hotel, Portland

JENN PETERSON Ferment Brewing Company, Hood River

DHRUTI PATEL Alko Hotels, Eugene

Our goal is to ensure that everyone remains safe; so we keep all rooms vacant for at least 24 hours before renting to another guest.

We have worked hard to create a safe and well distanced outdoor experience while growing our family-style rotisserie focused takeout meals.

Ensuring we have a clean and safe environment for our guests and our employees to feel safe in.

Title: General Manager Joined the Company: 2017 Member Since: 1983 2020 as a movie: Misery Fav Winter Getaway: Costa Rica Pivot made during the pandemic:

Title: Director of Operations Joined the Company: 2017 Member Since: 2020 2020 as a movie: Lord of the Rings trilogy Fav Winter Getaway: New York City Pivot made during the pandemic:

Title: VP of Revenue and Sales Joined the Company: 2016 Member Since: 2015 2020 as a movie: Contagion Fav Winter Getaway: Ski Slopes Pivot made during the pandemic:

OregonRLA.ORG 47

HOW CAN WE SERVE YOU?

MEMBER SOLUTIONS Save Time and Money with ORLA’s Endorsed Service Providers | OregonRLA.org/ESP

Membership in ORLA means being a part of the only organization in the state devoted to protecting and promoting the interests of the entire hospitality industry.

Contact us for questions; let us know what issues are affecting your business and how we can help. We have your back!

MEMBERSHIP CONTACTS:

STEVEN SCARDINA Regional Representative 503.718.1495 SScardina@OregonRLA.org

CREDIT CARD PROCESSING Low rates, local service representatives, 24/7 customer service, and security and reliability.

PROPERTY & LIABILITY INSURANCE The only Group Dividend Property and Liability program in Oregon whose policyholders have potential for a dividend.

TERRY HOPKINS Regional Representative 541.441.2219 THopkins@OregonRLA.org

HEALTHCARE SOLUTIONS Standard healthcare coverage. ORLA Health Solutions also includes telemedicine, at-home testing, health savings accounts, free prescription discount cards and mental health resources.

GREG STANERUCK Regional Representative 503.858.0086 GStaneruck@OregonRLA.org

COMPUTER EQUIPMENT AND IT SUPPORT ORLA Members receive up to 30-40% off the everyday price on select Dell products. Members can also receive round-the-clock access to IT help with ProSupport, only from Dell.

MARLA McCOLLY Director of Business Development 503.428.8694 MMcColly@OregonRLA.org GOVERNMENT AFFAIRS CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@OregonRLA.org GREG ASTLEY Director of Government Affairs 503.851.1330 Astley@OregonRLA.org GLENDA HAMSTREET Executive Coordinator Government Affairs 971.224.1509 GHamstreet@OregonRLA.org OREGON RESTAURANT & LODGING ASSOCIATION OFFICE:

​​503.682.4422 | 800.462.0619

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WORKERS’ COMP INSURANCE ORLA’s group program with SAIF affords members an additional 21% premium discount if they meet the eligibility requirements.

Oregon Restaurant & Lodging Association | WINTER 2021

OFFICE PRODUCTS AND SERVICES Up to 80% off Manufacturers Suggested List Price.

Create customized buying list to fit your needs.

PAYROLL, TIME & ATTENDANCE, SCHEDULING, AND HRMS Receive 39% off Payroll Module and 20% off any additional modules, including Time & Attendance, Scheduling, and Human Resource Management Systems (HRMS), for the lifetime of their membership.

All modules come with local team-based support.

MUSIC LICENSING ORLA Members can save up to 20% off their music licensing fees.​​

MUSIC LICENSING ORLA Members can save 10% on first year annual fee.

ORLA 401K / PROFIT SHARING Employers with a qualified plan are exempt from participating in OregonSaves. Learn more from plan administrator, Garth T. Rouse & Associates SEX TRAFFICKING RECOGNITION AND RESPONSE: 10% discount on in-person training and Guardian Seal Virtual Training program.

human sex trafficking is the buying or selling of another hum

HOSPITALITY an exchange ofHUB anything of value for the sex act. Sex trafficking is t Find additional member-to-member exclusive cost-saving offers United States and around the world. The most common place to bu and benefits aimed at improving your bottom line online at OregonRLA.org/hospitality-hub.

INDICATORS OF SEX TRA

NEW MEMBERS ORLA Would Like To Welcome The Following New Members From August 2020 - October 2020

• 503 Uncorked, Sherwood

• Powderhorn Cafe, Grants Pass

• Astoria-Warrenton Chamber of Commerce, Astoria

• Quality Inn, Florence

• Bellagios Pizza, Clackamas

• React Mobile, Seattle, WA

• Bright Now! Dental, Gresham

• Regen Vacation Rentals, Lincoln City

• Dtocs LLC, Portland

• Sailor Jack Inn, Lincoln City

• EVEN Hotel, Eugene

• Silver Surf Motel, Yachats

• Fruitbox and Snack Bar Inc., Salem

• SpotMenus by BrandMuscle, Cleveland, OH

• Hart's Camp, Pacific City

• Village Inn Motel, Springfield

• Headlands Coastal Lodge & Spa, Pacific City

• Westward Inn, Brookings

• Lakeland Marketing, Milwaukie

• The Whole Bowl, Portland

• Oregon Public House, Portland

• Zoo Normal, Seattle, WA

• Pizza Caboose Ltd., Tigard

NPP members enjoy exclusive offers and negotiated pricing from brands like these:

Sign up.

Sign in.

save.

NPP is a B2B marketplace where association members save on products and services they use every day. Join for free today. mynpp.com/orla

OregonRLA.ORG 49

LOOKING AHEAD Visit OregonRLA.org for event details and registration.

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10 11 12 13 14 15 16 17 Martin Luther

King, Jr. Day

Inauguration 18 19 20 21 22 23 Day

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Valentine’s Day

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21 22 23 24 25 26 27 OTLA Applications Due

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MARCH 2021

7 8 9 10 11 12 13 Daylight Saving Time

St. Patrick’s Day 14 15 16 17 18 19 20

Passover 21 22 23 24 25 26 27

Palm Sunday

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Oregon Restaurant & Lodging Association | WINTER 2021

OregonRLA.ORG 51

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That’s why, in partnership with Oregon Restaurant & Lodging Association (ORLA), Liberty Mutual Insurance works hard to understand it and deliver coverage specific to your needs.

We bring you 30+ years of partnership with the ORLA and an exclusive Property, Auto, and Liability Safety Group Dividend Program for qualifying ORLA members.* When you work with us, you’re working with the #1 preferred business insurer.**

To learn more, talk to your independent agent/broker or visit LibertyMutualGroup.com/Business.

* Dividend evaluation occurs annually; dividends are not guaranteed. ** Based on 2019 survey of business insurance buyers on preference of national carriers sold via independent agents. ©2020 Liberty Mutual Insurance. Insurance underwritten by Liberty Mutual Insurance Co., Boston, MA, or its affiliates or subsidiaries.

52 Oregon Restaurant & Lodging Association | WINTER 2021