Restaurant & Lodging - Autumn 18

AU T U M N 2018

RECRUITING & RETAINING TALENT Get Creative During Workforce Shortage

NOVEMBER ELECTION

Healthcare Solutions 2018 Oregon Hospitality Industry Awards

JAMIE WILCOX, SCOTT DOLICH, DYLAN KIEWEL; PARK KITCHEN, PORTLAND

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Joseph P. Kennedy

President & Lead Broker

Michelle L. Kennedy

Principal/Designated Broker

2016: HBI National Broker of the Year 2017: Pacific & Mountain Region Broker of the Year

FRANCHISED & INDEPENDENT ECONOMY, MIDSCALE, UPSCALE METRO & RESORT LOCATIONS FULL SERVICE & SELECT SERVICE

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Oregon Restaurant & Lodging Association | AUTUMN 2018

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The Northwest Hospitality Specialists Visit us online at www.crystalip.com {e} info@crystalip.com {p} 503.530.1316 9/10/18 9:16 AM

Preventing food waste is deeply ingrained in the business and culture of

Pizzicato Pizzicato has done more than establish its locations as goto spots for delicious pizza and sandwiches, it has created a culture of preventing food waste at every turn.

Coming from a food and beverage

While these strategies help save the

recalls how frequently the importance

the real catalyst driving food waste

background, Pizzicato CEO Felix Rippel

of not letting anything go to waste was impressed upon him.

“From the moment I entered the food

industry, I have been steeped in a culture

of preventing waste as much as possible,” said Rippel. “At Pizzicato, we’ve continued to champion food waste prevention

through both our business practices and employee training.”

business money and generate less waste, prevention at Pizzicato is its employees.

“Our approach is that food waste

prevention is not adjacent to what we do; it’s completely woven into our employee

training,” said Rippel. “We don’t even like to call it out or draw attention to it, because then reducing food waste becomes

something that can be addressed or

not addressed. If employees are trained

The pizzeria designs its menus to have

from day one to reduce food waste, it

menu items are created using the same

anything else.”

purveyors to provide food pre-prepped to

Learn how you can prevent food waste

plenty of cross-utilization, meaning multiple pool of ingredients. It also asks its food

prevent over-ordering, and tracks overdone

simply becomes a function of their job like

FoodWasteStopsWithMe.org

pizza, spoilage and other food waste via a waste log sheet in the kitchen.

ts m

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Oregon Restaurant & Lodging Association | AUTUMN 2018

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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

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PARK KITCHEN, PORTLAND

AUTUMN 2018 Developing Your Workforce COVER STORY 18 Recruiting & Retaining Talent

Oregon’s Hospitality Industry Gets

Creative During Workforce Shortage

SOLUTIONS 28 Leading with Why

Th ee Steps to Build Healthy

Culture in Your Hospitality Business

ADVOCACY 8 Advocacy Update

From Local to National Issues,

ORLA is at the Table Defending

the Hospitality Industry

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Higher Levels of Guest Satisfaction The Importance of Prioritizing Staff Technology at Your Hotel

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Healthy Strategy for Retention Providing Healthcare Solutions Can Support Recruiting and Retention Efforts

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Workplace Safety It’s Your Business: Put Your Best Foot Forward

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Hot Topics in Human Resources From Equal Pay to #MeToo, Protecting Employees is Essential

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.

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November Election Oregon’s Hospitality Industry Steps Up in Critical Election

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Lottery Retailer Notes Oregon Lottery Retailer Contracts Up for Negotiation

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Meet Your Lottery Commissioners Oregon Lottery Leadership

ORLA BOARD OF DIRECTORS

Zach Poole, Chair, Pig ‘N Pancake Buggsi Patel, Vice Chair, BHG Hotels Jerry Scott, Secretary, Elmer’s Restaurants, Dani Rosendahl, Treasurer, On Deck Sports Bar & Grill Vijay Patel, Immediate Past Chair, A-1 Hospitality John Barofsky, La Perla Pizzeria / Beppe & Gianni’s Trattoria Chris Bebo, Provenance Hotels Richard Boyles, InnSight Hotel Management Group Emma Dye, Crisp Treva Gambs, Gamberetti’s Italian Restaurant Terry Goldman, Canopy by Hilton Portland, Pearl District Jim Hall, Independent Restaurant Concepts (IRC) Wray Hutchinson, Buffalo Wild Wings Vickie Irish, Shari’s Restaurant Group Steven Johnson, Vip’s Industries Eli Katkin, Brickroom​ Masudur Khan, Seaside Lodging LLC Matt Lowe, Jordan Ramis Attorneys at Law ​Bobbie McDonald, Sysco Portland Tom O’Shea, Sunriver Resort Harish Patel, Hampton Inn & Suites Komal (Tina) Patel - Ex Officio Board Member, ALKO Hotels Michael Rowan, Deschutes Brewery & Public House ​Randy Xavier, Food Services of America

EDUCATION FOUNDATION 26 Empowering Guest Service

Valuable Training for Recruitment

and Retention INDUSTRY CHAMPIONS Celebrating Industry All-Stars 39

ORLA’s Hospitality Awards

Honor Outstanding Industry Members

IN EVERY ISSUE 7 From the CEO

Join Us in Voting Yes on

Th ee Important Ballot Measures 41

Lodging Performance Report Hotel Benchmark Data

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

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News Briefs Industry Happenings

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Cost-Saving Programs Member-Exclusive Benefits

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Looking Ahead ORLA Th ee-Month Calendar OregonRLA.ORG 5

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WHY MEASURE 104 IS IMPORTANT TO OREGON’S FOOD BEVERAGE & HOSPITALITY INDUSTRY “If approved, the measure would end the game-playing that we’ve seen the last few years by which lawmakers have managed to avoid the existing constitutional requirement for a supermajority when raising revenue. The measure makes sense, and approving it would serve to tell some lawmakers Oregonians are not as dumb as they seem to think we are.”

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July 2, 2018

Over 20 years ago Oregon voters passed a constitutional amendment requiring a supermajority vote on all revenue raising legislation. In recent years, legislators and their lawyers have found creative loopholes and made several attempts at raising taxes and eliminating exemptions, deductions and credits without a supermajority vote.

Dozens of bills were introduced in past legislative sessions that included new or increased fees, assessments or penalties. Many of these proposals would have impacted our industry. A few examples include: •

New taxes on food, coffee, soda, and beer have become common amongst legislators in Salem as they search for new revenue, despite record spending levels. Without Measure 104, legislators can propose a new beverage tax and package it with an expiring tax credit to avoid a 3/5 th supermajority vote. Passing Measure 104 will prevent partisan gamesmanship and ensure tax fairness in the Oregon Legislature. (HB 2875- 2017; HB 2264- 2011)

•

Oregon’s lodging taxes are invested in tourism promotional efforts and have a track record of triggering local economic growth. Today, only a simple majority vote of the legislature is preventing politicians from changing restrictions currently in place to protect these dollars for industry Investments. Measure 104 would require a 3/5th vote of the legislature to change the use of taxes previously passed and protect the purpose behind industry specific taxes.

(HB 4146- 2016; HB 2267- 2003)

•

Oregon politicians targeted small businesses with a $1 billion tax increase on a simple-majority vote, eliminating Oregon’s lower tax rates for hardworking, family-owned businesses that are available for large corporations. (SB 1528- 2018)

Ballot Measure 104 ensures that any legislation that raises revenue requires a three-fifths majority vote.

This includes fees or the elimination of tax exemptions, deductions or credits - making it clear that Oregonians are done with politicians working behind closed doors to increase taxes.

It is urgent that we pass Ballot Measure 104 and put an end to these easy tax hikes.

Thanks to the help of over 15 statewide business organizations and grassroots groups – and over 174,000 Oregonians who signed the petition – Oregon voters can affirm their decision in November.

Yes on 104 PO Box 519 Tualatin, OR 97026 www.YesOn104.com 6

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Measure 103 – Keep Our Groceries Tax Free Why is the hospitality industry interested in a state measure to keep groceries tax free? Because more than ever, restaurant operations are alive and well inside the walls of Oregon’s grocery stores and as a result we believe restaurant operations as a whole are included in the definitions associated with easure 103.

The text of the initiati e states that government entities may not tax “the sale or distribution of groceries or for the privilege of selling or distributing groceries.” “Groceries” is the focus of the initiative, and is defined explicitl . That definition is ery broad as “any raw or processed food or beverage intended for human consumption except alcoholic beverages, marijuana products, and tobacco products.” In contrast, the Merriam-Webster dictionary online defines: groceries” as “the food and supplies sold by a grocer” and defines grocer” as “a dealer in staple foodstuffs, meats, p oduce, and dairy products and usually household supplies.” The initiati e’s language is arguably broader than the common understanding of the word “groceries,” and could convey an intent to cover any raw or processed food intended for human consumption, regardless of the source.

FROM THE CEO Join Us in Voting Yes on Three Important Ballot Measures

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he landscape of this year’s election looks diffe ent from years past. As Oregon voters, we have less issues to educate ourselves on, and more opportunity to find common ground in support of three state measure that should have broad bipartisan support.

Measures 102, 103, and 104 are all being supported by the Oregon Restaurant & Lodging Association. We hope you take a moment to read more about our opinions below and the unique opportunity we have this election cycle to be rallying in support of these effo ts.

Measure 102 – Workforce Housing a Must for Oregon’s Hospitality Industry Measure 102 is an important, bipartisan measure referred by the Oregon Legislature that will give communities across Oregon greater flexibility to c eate the housing they need. By allowing local governments to partner with non-profit and pri ate housing providers, any bond dollars they raise specifically for wo kforce housing will be able to go further, creating more affo dable homes.

We believe in the rights of local communities to put together comprehensive housing development plans for potential approval by voters. Public/private housing partnerships can serve as an important solution to the workforce challenges our industry faces across the state. This measu e is a small tweak that will have a big impact in the lives of Oregonians. Please join us in voting yes for Measure 102.

Our belief is Measure 103 opens a legal door to prevent current and future meals taxes in Oregon if approved by voters this November.

Measure 104 – End Easy Tax Hikes It’s time to vote “yes” to end easy tax hikes. Currently, the Oregon Constitution requires bills for raising revenue to receive a threefifths ote of approval in each house, but the Constitution does not further explain what a bill for raising revenue is. Oregon courts have said a bill for raising revenue must do two things: The bil must collect or bring money into the treasury and either impose a new tax or increase the rate of an existing tax. Similarly, a bill that creates or increases a fee is not considered a bill for raising revenue under current law. Likewise, the elimination of a tax exemption or deduction is not considered a bill for raising revenue. Ballot Measure 104 adds a definition of raising revenue” to the Constitution.

ORLA is heavily involved in support of Measure 104. We would ask you to review the previous page detailing the importance of this effo t to our industry and consider making a financial contribution in support of the campaign.

This ctober is a great time to be engaged and make a diffe ence in your community. We hope you will join us in backing these productive measures in support of Oregon’s future. In addition, we hope you will join us in voting no on Measure 105. Immigration reform must be addressed at the federal level and ORLA will continue to advocate for uniform and consistent policies across our great nation relating to immigration. Measure 105 is not the answer.  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.

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ADVOCACY UPDATE From Local to National Issues, ORLA is at the Table Defending the Hospitality Industry

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ith autumn arriving, we’re hoping the flur y of wildfi es that have wreaked havoc on communities across the state has subsided. However, local issues relating to lodging and meals taxes continue to spark in cities and counties across the state. And there’s no slowing down for ORLA’s Government Affairs team with the ovember election and the 2019 Legislative session just around the corner.

LOCAL

Jacksonville Meals Tax on November Ballot A fi e percent meals tax has qualified for the ballot in acksonville.

The meals tax would p ovide funding for the police department in the city and would impact restaurants and grocery stores. Th Jacksonville Budget Committee and City Council both rejected the idea of a meals tax in favor of paying for police through a surcharge on the water bill paid by all residents. A similar surcharge is already in place to help pay for fi e department services. Several citizens however, favor a meals tax and collected enough signatures to place the measure on the ballot this fall.

ORLA is actively working with local restaurant owners and operators, other small businesses and local citizens to oppose this unfair and undependable tax.

Portland Single-use Disposable (SUD) Plastic Regulations Discussed The City of ortland passed a resolution earlier this year to reduce the amount of single-use disposable plastic items used in the city. These items include straws, utensils and food containers. The city has formed a workgroup and reached out to key stakeholders impacted by this legislation, including ORLA, to discuss what such legislation will look like and how far-reaching the reduction or ban might extend. ORLA has three members participating in the workgroup which is scheduled to have draft legislation ready for public comment by September 2018 and the city council will likely vote shortly thereafter.

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City Gross Receipts Tax on November Ballot A gross receipts tax for Portland has qualified for the ovember ballot. The measu e would create a one percent city tax on the local gross receipts of retailers with national sales over one billion, if those businesses also do at least $500,000 in annual sales in the City of Portland. Proceeds from the tax are intended to fund a variety of climate-related projects including energy upgrades for buildings and renewable energy infrastructure like solar panels for low-income households as well as job training programs for minority populations. Yet, every Portland business and household already pays a seven percent fee on their utilities to fund energy efficiency ojects and programs aimed at reducing climate change.

A formal campaign in opposition to the gross receipts tax has been launched and ORLA is actively participating in that campaign.

Not only are restaurant and lodging members of ORLA impacted by this unfair ballot measure but our allied members would be affected as ell, which in turn will negatively impact many of our smaller members’ operations -not to mention increase costs of everything we buy.

Commissioner Eudaly Meets with Portland Kitchen Cabinet Members Members of ORLA and the Portland Kitchen Cabinet recently met with Portland City Commissioner Chloe Eudaly to discuss the issues and challenges facing restaurant owners and operators as well as visitors to Portland. Housing affo dability, fat, oil and grease disposal and Portland’s lodging tax were all topics on the table.

Commissioner Eudaly has been involved with the Portland Kitchen Cabinet previously as a speaker and attendee at our Women Who Stir the Pot event and she hosted an event at City Hall honoring the culinary arts. We look forward to continuing the conversation with Commissioner Eudaly about these and other important topics in the near future.

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Giving Back to Veterans The ortland Kitchen Cabinet met recently to discuss both legislative and community initiatives for the coming year. The g oup chose to honor veterans this fall with a campaign in partnership with Returning Veterans Project | Chow Down for Vets, a nonprofit dedicated to helping eterans. Restaurants, bars and other eating establishments can participate by becoming a sponsor and helping advertise the event which will take place on Veteran’s Day weekend, Friday, November 9 through Sunday, November 11. Each establishment will have its own unique offering which may include drink specials with part of the proceeds going to the charity or a portion of the weekend’s overall proceeds going to help veterans. More information will be available soon and you can visit OregonRLA.org to find out h w you can get involved.

San Francisco an Indication of Events to Come to Portland?

In the last few years, it appears many ideas or trends begin in San Francisco, migrate to Seattle and then find their way to ortland.

Here’s hoping that isn’t always the case. Recently, a major medical association pulled its $40 million convention out of San Francisco over concerns for the state of the city. The con ention felt the streets of San Francisco are not a place their delegates wanted to visit and they were concerned about the safety of their delegates.

Criminal behavior, unsanitary conditions and the possibility of violence are some of the reasons visitors are concerned about traveling while in San Francisco.

Those same issues ha e the potential of keeping tourists and others away from Portland as conditions in the city have worsened, even leading the head of the Portland Police Union to call the city a “cesspool.”

Th ough our work at the Portland Kitchen Cabinet and the Portland Lodging Alliance, ORLA is meeting regularly with Mayor Wheeler and City Commissioners to address these issues and others affecting the livability and viability of Portland.

Ashland Lodging Tax The City of Ashland ecently passed a one percent lodging tax increase with the intent of using the 30 percent of unrestricted funds to pay for a police officer and the 70 p cent of restricted funds to pay for long-term parking supply. ORLA will continue to monitor this development and have conversations with our members, lodging operators and city officials ving forward to determine if this is the best and/or proper use of these restricted funds which are intended for tourism promotion or facilities.

REGIONAL ISSUES

Wallowa County Lodging Tax Placed on November Ballot Wallowa County Commissioners have voted to place a three percent Transient Lodging Tax increase on the November ballot. The current countywide lodging tax rate is fi e percent, plus 1.8 percent state tax and an additional three percent city tax in Enterprise and Joseph.

The inc ease was offe ed as a way to find mo e money for the Sheriff s Office an Wallowa County Fairgrounds. The 30 pe cent unrestricted funds would go to the Sheriff s Office and the 7 percent unrestricted would go to the fairgrounds. Local members of the lodging community responded quickly, arguing the bump would negatively affect their businesses and it did not seem fair to place the burden of filling county budget holes on one industry. Members of the lodging community present at the April commissioners’ meeting reiterated their concerns and the question of the legality of using lodging taxes to improve the fairgrounds was again debated as it is unclear if the Wallowa County fairground complex qualifies.

Lodging operators also asked for a preliminary plan and budget which were not produced.

A committee to investigate the issues was suggested but never materialized. The tax the commissioners voted on will apply only to unincorporated areas in the county, which means primarily the lodging businesses located at Wallowa Lake. ORLA will continue to work with local lodging operators on this issue.

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Benton County Lodging Tax Proposed Benton County Commissioners offe ed support for a staff p oposal to add a one to three percent county transient lodging tax to the nine percent room tax already charged by the city and the 1.8 percent tax charged by the state. Money collected in Benton County from the transient lodging tax could help pay for a proposed $2.2 million renovation of the Benton Arena. The idea has been p oposed

by Lynne McKee, the fairgrounds manager. The money could also pay for other improvements and possibly go to parks and recreation expenses. ORLA has met with Ms. McKee and local lodging operators to discuss the proposed tax and use of the funds and will continue the conversation about whether the proposed use is legal and worthwhile. ORLA has received communication from the Benton County Commissioners expressing an interest in working together to determine whether a county-wide tax is justified and if so, how it can benefit tourism eff ts throughout the county.

Linn County Commissioners Pass Lodging Tax In July, Linn County Commissioners passed a three percent increase in the lodging tax to pay for improvements to the county fairgrounds and parks and recreation expenses. The th ee percent transient lodging tax is in addition to the state tax of 1.8 percent, a nine percent rate levied by the cities of Albany and Lebanon, and a six percent tax imposed by the City of Sweet Home. Money raised by the tax would be used to tackle deferred maintenance work and other renovations at the Expo Center. The Linn County air & Expo Center has never broken even in its 22 years of operation, and most years requires $250,000 or so from the county general fund to balance its operating budget.

Metro Food Scraps Mandate As part of our ongoing engagement with Metro on the food scraps issue, ORLA President & CEO Jason Brandt and Director of Business Development Marla McColly recently testified at etro’s public hearing against the proposed food scrap mandate. ORLA and our members have been involved in the past in the voluntary collection of food scraps and we testified to that fact and the fact that participants in the past have exceeded the goals set by Metro.

We also raised concerns about the logistics of food scrap collections across the Metro area, about the implementation dates and about issues around public health and safety if food scraps are not picked up in a timely manner.

In addition to ORLA there was opposition to the plan from local governments in both Sherwood and Hillsboro, citing the lack of analysis on the costs to implement the new mandate and the ability of local governments (especially in Washington County) to efficiently dispose of food waste. espite ORLA’s effo ts and those of local governments, Metro Council voted in favor of the staff ecommendation for a food scrap mandate on a 7-0 vote.

The mandate is scheduled to sta t on March 1, 2020 and will be 10

implemented based on the amount of food waste generated by businesses. ORLA will continue to monitor the implementation of this program and provide information to our members. As the program is rolled out, if you experience problems or have concerns, please share those with Greg Astley, ORLA Director of Government Affairs, at Astley@o egonrla.org so we can keep Metro informed as to the effecti eness and success of their mandate.

STATE ISSUES

Scheduling Law and Questions If you are impacted by Oregon’s scheduling law, it took effect uly 1, 2018 with penalties for non-compliance beginning January 1, 2019. Already, ORLA has fielded se eral questions and “what-if?” scenarios from members and others in the hospitality industry that are affected y the law. Your association has been in communication with the Oregon Bureau of Labor and Industries (BOLI) to answer those questions and scenarios.

As more questions, issues or situations arise, ORLA is asking you to reach out and keep us informed. If you have contacted BOLI directly to ask questions and received answers, please let us know as we will be tracking those questions and answers and posting them (anonymously) on the Frequently Asked Questions page of our website to help provide clarification for others in the futu e. If you have questions, answers or concerns, please contact Greg Astley, Director of Government Affairs for OR A at Astley@oregonrla.org.

FEDERAL ISSUES

NCSL/SALT Task Force Presentation on Short-Term Rentals ORLA, in partnership with the League of Oregon Cities and the Association of Oregon Counties, helped pass HB 4120 in the 2018 short session requiring third-party intermediaries like Airbnb to collect and pay the lodging tax if they collect the overnight stay charge. Many cities and counties in Oregon have entered into Voluntary Collection Agreements (VCAs) with Airbnb to help collect the lodging tax owed to these municipalities.

Recently, Greg Astley, ORLA’s Director of Government Affairs, spoke about the challenges Oregon is facing with short-term rentals and the rejection of VCAs by some cities to a panel of state legislators at a conference for the Task Force on State And Local Taxation (SALT) hosted by the National Conference of State Legislators (NCSL). Also on the panel were State Senator Glenn Wakai (HI) and Troy Flanagan with the American Hotel and Lodging Association (AHLA).

Cities are beginning to reject the VCAs due to a lack of transparency on the part of the short-term rental companies and the concern that not all lodging tax being collected is being remitted. State Representatives, Senators and staff f om 40 states serve on the Task Force.  GREG ASTLEY, ORLA

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Join Industry Leaders Supporting Hospitality at Timberline!

November 4, 2018 | Timberline Lodge 6:00 pm – Cocktail & Appetizer Reception 7:00 pm – Multi-Course Plated Chef’s Dinner Overnight Stay, Reception & Chef’s Gourmet Dinner for Two $395 Join us for a cocktail and appetizer reception of select northwest specialties, followed by a gourmet multi-course plated dinner. At evening’s end, retreat to your room and enjoy a relaxing and unforgettable Timberline visit.

This highly-regarded annual event draws partakers from around the state for a private gathering and exclusive experience among hospitality industry leaders and supporters.

Getaway participants take pride in knowing their attendance at the event directly benefits OR APAC and its ongoing efforts to promote and protect the foodservice, lodging, and tourism industry in Oregon.

LIMITED SPACE, RESERVE TODAY! Contact Glenda Hamstreet, Oregon Restaurant & Lodging Association at 503.682.4422 or GHamstreet@OregonRLA.org For more information visit

OregonRLA.org/Events Sponsored by:

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NOVEMBER ELECTION Oregon’s Hospitality Industry Steps Up in Critical Election

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he November election is just around the corner and ORLA is watching candidate races and ballot measures very closely. For the latest information and to read ORLA’s position papers on these and other legislative issues, visit OregonRLA.org and make sure you are subscribed to ORLA’s e-newsletters.

CANDIDATES

The e are several candidates running for office in regon with ties to the hospitality industry, many of whom are ORLA members, past members or who have worked for the association previously. The following list represents known races with industry ties at the county level and higher.

House District 39, Christine Drazan Christine Drazan is a former Oregon Restaurant Association (ORA) employee who also served two Speakers’ of the Oregon House of Representatives. Christine worked in the Government Affairs depa tment for ORA and is well informed about hospitality issues in Oregon. She is running to replace State Representative Bill Kennemer.

ChristineforOregon.com House District 49, Justin Hwang Justin Hwang owns Joy Teriyaki and is running to unseat incumbent Chris Gorsek. As a small business owner, Justin understands the issues our industry has 12

been fighting ver the last several years and knows the negative impacts those issues can have on employees and employers alike.

JustinHwang.org House District 51, Janelle Bynum Current State Representative Janelle Bynum owns and operates multiple McDonald’s franchises with her husband. Representative Bynum is facing a familiar challenger in Happy Valley Mayor Lori Chavez-DeRemer as the two faced each other two years ago in this same seat. JanelleBynum.com House District 54, Cheri Helt A restaurant owner and school board member, Cheri Helt is running for the seat currently occupied by State Representative Knute Buehler. Representative Buehler is running for Governor and is vacating his seat. Cheri owns Zydeco and Bistro 28 in Bend with her husband and is very familiar with our industry’s issues and challenges.

CheriHelt.com Metro Commissioner, Joe Buck Joe Buck, owner of Babica Hen Cafés in Lake Oswego and Dundee and a former City Councilor, is running for Metro Council this fall. Joe is highlighting the challenges of healthcare and affo dable housing in his campaign, two issues important to the hospitality industry.

JoeBuckForMetro.com

Clatsop County Commissioner, Peter Roscoe Peter Roscoe, former Astoria City Councilor, former owner of Fulio’s Italian and Mediterranean Cuisine in Astoria and past ORLA member, is running for Clatsop County Commissioner in District 3. Commissioner Lisa Clement has chosen not to run again for the seat and Roscoe will face Pamela Wev, a land use consultant who formerly worked in Portland Mayor Vera Katz’s administration for fi e years. Peter has been a champion for our industry over the years and understands the challenges small businesses face on the north coast.

Facebook.com/PeterRoscoe4ClatsopCounty BALLOT MEASURES

Ballot Measure 102 Few people would question the fact that affo dable housing is in short supply for employees in many communities across the state of Oregon. From the coast to the Columbia Gorge and from Portland to Klamath Falls, as housing costs rise, it becomes increasingly difficult for w kers to find aff dable housing close to where they work. In every community we have visited in the last two years to talk about local issues, employers in the hospitality industry have expressed their concern about employees finding aff dable housing.

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This is one of the many easons ORLA is supporting ballot measure 102. This bipartisan measure, referred by the Oregon Legislature, will give communities across Oregon more flexibility to c eate the housing and housing options they so desperately need. It allows local governments to work with and partner with non-profit and pri ate housing providers to plan, develop and ask voters for approval of comprehensive strategies to alleviate the housing crisis. It allows local communities to work together to come up with solutions to their unique situations and do it in a way benefitting the enti e community.

Ballot Measure 103 The “ eep Our Groceries Tax Free” measure is designed to help keep groceries from being taxed in the future as part of a gross receipts tax. It also has the potential to include restaurants and prohibit meals taxes and sugary beverages taxes from being enacted in the future across the state.

As the state and local municipalities continue to struggle with rising healthcare and retirement costs and increasing wages just like small businesses, elected official and government employees continue to look for ways to balance their budgets and bring in more revenue. At ORLA, we don’t believe gross receipts taxes, meals taxes or other industry-specific taxation a e the solution,

which is why we are supporting this ballot measure to keep our groceries tax-free.

VoteYesOn103.com

personnel to detect or apprehend persons whose only violation of the law is that of federal immigration law.

Ballot Measure 104 The regon Constitution requires a threefifths super-majority” vote for any tax increases to pass the Oregon Legislature.

Unfortunately, some politicians are choosing to violate the spirit, if not the actual letter, of the Constitution by voting to remove tax exemptions or credits with a simple majority vote of the House and Senate and claiming the removal of such does not constitute a tax increase even though it removes a tax and raises revenue for the state.

Measure 105 would allow any law enforcement agency to use agency funds, equipment, and personnel to detect and apprehend people whose only violation of the law is a violation of federal immigration law.

Ballot Measure 104, the “End Easy Tax Hikes” measure, looks to address this loophole by requiring any increase or change to any tax, fee or other source of revenue be subject to the three-fifths supermajority vote. ORLA is very involved in the “Yes” campaign on this issue as it could dramatically impact our members and their ability to conduct business, hire employees and invest in their communities.

EndEasyTaxHikes.com Ballot Measure 105 Measure 105 would repeal the state law, Oregon Revised Statute 181A.820, which forbids state agencies, including law enforcement, from using state resources or

ORLA’s position is that comprehensive immigration reform must include all aspects of immigration issues—border security, worker supply and employee verification which means that Congress is the only political body which can actually solve the immigration problem. State and local governments only make a solution more complex by trying to pass their own laws.

ORLA is opposed to random, individual pieces of immigration reform and supports Congress working together on a national level to enact comprehensive reform.

For this reason, we oppose Measure 105.

ORUnited.org For additional information, read ORLA President & CEO Jason Brandt’s editorial on these ballot measures and why they are important to ORLA members and our industry.  GREG ASTLEY, ORLA

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NEW Tasting Opportunities

NEW Educational Seminars

NEW Cooking Demos MORE Exhibitors Culinary Competitions

APRIL 14-15, 2019 • PORTLAND EXPO CENTER EXHIBITOR INFO? CONTACT US AT INFO@NWFOODSHOW.COM OR 253.756.2121

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LOTTERY RETAILER NOTES Oregon Lottery Retailer Contracts Up for Negotiation

O

RLA has activated our Lottery Committee, a subcommittee of the Public Policy Committee, to research, discuss and negotiate the upcoming Oregon Lottery contract for retailers. The cur ent contract expires in 2020.

Our Lottery Committee has held two meetings so far: the first was attended by Barry Pack, Oregon Lottery Director, and Farshad Allahdadi, Chief Gaming Operations Officer for the regon Lottery, who presented an overview of what the Oregon Lottery is currently working on and what future endeavors the Oregon Lottery is planning.

Director Pack began his presentation by talking about how mobile devices will play a significant ole in the future, with a numberchecker app coming this summer. He also talked about the Supreme Court ruling on sports betting for all states and how this could allow for aggressive sports betting and the re-introduction of Sports Action here in Oregon.

Also discussed was the possible use of mobile devices for “direct player transactions” and “push notifications ” Director Pack also talked about a game being released later this year based on an animated sports scenario video and noted testing of this style of game will be conducted in sports bars/taverns along the I-5 corridor.

Director Pack also talked about the current Lottery Retailer Contract expiring in June 2020 and that the new contract would need to be out to retailers in late 2019 for review. He mentioned a “simpler rate structure” and noted that the Lottery will do a “roadshow” in late summer or fall at about 4-5 locations around the

state. He also talked about the possibility of “housekeeping” changes in the law, like email as a formal form of communication and shortening the duration required to keep validation records.

ORLA requested moving the length of contract back to a six-year contract and we will continue to ask for this and other important retailer considerations during the Lottery contract negotiations.

The timeline for contract negotiations is still fluid at this point bu looks roughly like this: • Autumn 2018 - Preliminary discussion on Lottery contract • Summer 2019 - Draft contract written • Autumn 2019 - Oregon Lottery “roadshow” to discuss contract • January 2020 - Final contract adopted; Oregon Lottery contacts retailers about signing • June 30, 2020 - Last day to sign contract with Oregon Lottery Getting Involved If you want more information and to get engaged in discussions on the Oregon Lottery contract negotiation, make sure you’re signed up as an ORLA member and you have paid your Lottery assessment.

Once you’ve done those two things, sign up for our Lottery emails and text messages to stay up-to-date on the latest dates and information. ORLA members can join us at our next Lottery Committee meeting and be a part of the important conversation around the next Lottery contract.

If you are a Lottery retailer, we want to hear from you.  ORLA OregonRLA.ORG 15

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MEET YOUR LOTTERY COMMISSIONERS Oregon Lottery Leadership

T

he Oregon Lottery’s mission is to operate with the highest standards of security and integrity to earn maximum profit for the people of Oregon commensurate with the public good. We collaborate, we listen and we partner. Our gaming products are fair, legal, promote gaming responsibly and we proactively support help and care for Oregonians with gambling issues.

For more than three decades, Oregonians have counted on the Lottery to provide funding for the programs they care about. Since January of this year, the Lottery’s focus has been to innovate and evolve our tools, our processes and our games with an eye towards sustainable revenue growth.

Overseeing this effo t are the members of the Oregon Lottery Commission – nominated by the Governor and confirmed y the Senate – and dedicated to leading the Lottery into 2019 with a focus on sustainability, responsibility and the continued delivery of funds to communities across Oregon.

COMMISSIONER RAUL VALDIVIA

Appointment Term: June 1, 2016 – May 31, 2020 Certified ublic Accountant Salem, Oregon

Commissioner Valdivia fills one of two constitutionally mandated positions as a member of the Oregon State Lottery Commission.

COMMISSIONER JULIE WILCOX

Appointment Term: May 25, 2018 – Nov. 30, 2019 Retired, Oregon State Police Hood River, Oregon

Commissioner Wilcox fills one of two constitutionally mandated positions as a member of the Oregon State Lottery Commission.

The regon State Constitution, Article XV (4)(a), reads in part, “One member must have a minimum of fi e years of law enforcement experience ...”

Julie Wilcox is a native Oregonian who was raised on a small farm in the Willamette Valley. She attended Western Oregon University, received a bachelor’s of science in elementary education and quickly realized that she did not want to spend her work life indoors. Julie became a trooper with the Oregon State Police in 1987, where she was especially interested in DUII enforcement and crash reconstruction. Julie rose to the rank of Sergeant First Class and retired in March 2013.

Julie currently resides in Hood River with her spouse and has two grown daughters, both in Oregon graduate school programs. She enjoys hiking, downhill skiing, road biking, windsurfing, stand-u paddle boarding, camping, gardening and spending time with her dog.

The regon State Constitution, Article XV (4)(a), reads in part, “… one member shall be a certified public accountant ” Salem resident Raul Valdivia graduated from San Jose State University with a bachelor’s degree in business administration.

He is a certified public accountant and ce tified fraud examine .

Raul began his career as an accountant in California and relocated to Oregon after accepting a position as auditor with the Oregon Secretary of State’s Audits Division. He worked for the secretary of state for 11 and a half years, serving as the in-charge auditor during the examination of multiple state agencies. During this time, he also worked in the Fraud Investigation Unit.

Raul has over 27 years of accounting and auditing experience. He currently owns and operates a tax, accounting and business consulting service. Raul is a board member of the Latino Business Alliance and is responsible for the organization’s bookkeeping and financial dat preparation. He has been on the commission since 2012.

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MARDILYN SAATHOFF, CHAIR

Commission Chair: Oct. 1, 2015 – Nov. 21, 2020 Senior VP, General Counsel and Regulation NW Natural Portland, Oregon Mardilyn Saathoff is NW atural’s senior vice president and general counsel.

Before accepting her position with NW Natural in 2008, Mardilyn was chief compliance officer for anaher Corporation and assistant general counsel for Tektronix, Inc. From 2003-2005 she served as general counsel and business and economic advisor to Oregon Governor Kulongoski. Mardilyn began her legal career at Stoel Rives LLP, in corporate, securities and finance.

Prior, she was a high school teacher at Sunset High School in the Beaverton School District.

Mardilyn currently serves as the Oregon Lottery Commission chair and is a member of the board of directors for Oregon Health & Science University, the Northwest Gas Association, and Portland Center Stage. She is also currently a member of the Portland State University Business Advisory Council.

Mardilyn received a bachelor’s degree in sociology and a master’s of art in teaching from Lewis and Clark College, and her law degree from Lewis and Clark Law School.

COMMISSIONER MAULIN PATEL

Appointment Term: Sept. 26, 2016 – Sept. 25, 2020 Vice President of Finance & Treasurer, OHSU Portland, Oregon Maulin Patel, was raised in rural eastern Oregon and in the Portland Metropolitan area. He received his undergraduate degree from the Lundquist College of Business at the University of Oregon and his master’s in business administration from the Johnson Graduate School of Management at Cornell University.

Maulin’s family immigrated from Africa and India to the United States and settled in John Day, Oregon. He grew up in a family that has owned small businesses in rural Eastern Oregon for over 30 years. Maulin has focused his professional career in strategic planning and finance for companies specializing in education, healthcare, hospitality and public utilities.

Maulin is currently the Vice President of Finance & Treasurer at Oregon Health and Science University. His wife and two children live in the Portland area.

COMMISSIONER CHRISTINE TELFER

Appointment Term: May 1, 2013 – April 30, 2021 CPA, Principal Spectrum CPA Group Bend, Oregon

Chris Telfer is a certified public accountant and a 40-year resident of Bend, Oregon.

Chris has served as state senator, Bend city councilor, chair of the Bend-La Pine School District Budget Committee, vice chair of the Bend Development Board, chair of the City of Bend Finance Committee and also serves on numerous nonprofit boa ds. In her spare time, Chris instructs an advanced accounting class at Oregon State University.

Chris has a bachelor’s of science in business administration from the University of Denver with post-graduate work at University of Oregon.

When not running her own accounting practice, Chris likes to golf, spend time with friends and her two grown daughters and granddaughter.  OREGON LOTTERY OregonRLA.ORG 17

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PARK KITCHEN, PORTLAND: JAMIE WILCOX, Sous Chef SCOTT DOLICH, Owner DYLAN KIEWEL, Event Coordinator

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Recruiting & Retaining TALENT Oregon’s Hospitality Industry Gets Creative During Workforce Shortage

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eople are the lifeblood of the hospitality industry. And yet a few years ago, Gregory Duerfeldt, director of food and beverage for The ill Casino in North Bend, was sitting with a quarter of his positions unfilled. “ t was impacting our ability to open outlets, our hours of operations, and it was certainly affecting our se vice,” he said. “We weren’t able to even get those employees in the door, let alone retain them. The st ess of being understaffed affected tur ver as well.”

Duerfeldt’s predicament is troublingly common. Whether they’re in rural or urban areas, hospitality companies across Oregon are struggling to find wo kers. Even when they can find them i ’s difficult to get them to st .

Oregon has boasted strong job growth over the past few years and our unemployment rate is at a record low. However, there’s an abundance of job vacancies in a variety of occupations waiting to be filled, and not surprising ‘restaurant cooks’ is in the top ten list of difficult to fill positio The p oblem is tied to a complex mix of issues, including low unemployment, high competition within the labor market and the exploding cost of housing. In addition, Todd Montgomery, executive in residence and senior instructor at the Oregon State University-Cascades Business and Hospitality program, said many people in the modern workforce don’t see the hospitality industry as a place to build a career.

Waiting tables or working as a night clerk is seen as a stopover for people who are going back to school or need to support themselves while they build their passion project. “People are coming into the industry at a slower rate, leaving at a faster rate, and have a higher dissatisfaction with their job and the industry,” he said.

nator

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If there’s a silver lining in Montgomery’s research, it’s this: The e are things business owners and managers can do to attract and retain workers that have very little to do with offering higher wages and better benefits. “ o matter what group we ask, workplace culture continues to rise to the top of what people want,” he said. “A lot of people view this as better benefits and mo e money. The e’s definitely a big piece of that. ut workplace culture itself doesn’t cost a lot of money. It’s the leader driving the culture that makes it a great place to work.”

Creating a culture where worker needs are prioritized is one way Oregon companies are recruiting and retaining better-quality workers. Partnering with nonprofits, in esting in employee training and development, and helping workers feel invested in their jobs are other examples of ways local companies are staffi up through the labor crunch.

Matching Jobs to the Labor Force

When Duerfeldt began grappling with how to fill his empl yee roster, “I started to think about the labor markets that exist in Coos Bay, and I asked the question, ‘Why aren’t they here?’” he said. He realized that when people looked at available positions on the company’s website, they weren’t finding oppo tunities that fit their needs and schedules.

the culinary program at the local high school. The estaurant’s sous chef started teaching an occasional class. The f ont-of-the-house manager did demonstrations on how to set and clear a table and how to serve. Eventually the company created opportunities for students to work in the catering department during big events.

“That led to the situation e have right now where we routinely have more young people working in the business,” he said. “We have to be flexible and wo k with the high school kids around their schedules.

In some cases, we have several people to fill one position. ut when I didn’t find the wo ker out there that I was looking for, I had to break up the job and fill it with who was the e.”

Instead of having someone in mind for a position, I take a look at the community and see who’s available to work...”

Duerfeldt is very enthusiastic about his partnership with Star of Hope, a nonprofit that se ves people with developmental disabilities in southwestern Oregon. Each employee is assigned a job coach (whose salary is paid by the nonprofit) who helps them lear their duties.

“We had one person who came in and worked with a job coach and it was a huge success,” Duerfeldt said. “Now we - Gregory Duerfeldt have fi e. One person will always need Dir ect or of F ood and Be vera ge, a job coach, but the other four have The Mill Casino, Nor th Bend graduated to working on their own.

The ’re some of my best employees, actually.” In the future he hopes to partner with a veteran’s program in Medford to help returning soldiers find jobs “What we needed to do was create gateways to these communities,” Employer-Provided Reasons he said. He identified th ee groups of people—retirees, young people for Difficulty Filling acancies in Oregon, 2017 and people with developmental disabilities—that were likely to take jobs at the property under the right conditions. Then he did specific outreach with each group’s needs in minds.

Other 13%

“In Coos Bay we have a lot of post-career people who have retired from other markets but want to pick up part-time jobs as something to do,” Duerfeldt said. However, most don’t want to work full-time, and many can’t do jobs that required heavy lifting or lots of time on their feet.

Duerfeldt arranged a career fair specifically for older adults tha allowed him to talk to them about part-time and flexible positions “You don’t have to commit to an eight-hour schedule with us,” he told them. “We’re a restaurant. We can use a hostess for two hours at the peak of service every day.”

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Lack of applicants 30%

Low wages 6% Lack of work experience 9% Lack of soft skills 11% Unfavorable working conditions 14%

Lack of qualifie candidates 30%

Source: Oregon Employment Department

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In the early 2000s, one of the program’s tracks focused on the hospitality industry. It was discontinued during the recession. But as the need for service industry workers has exploded in Portland, a number of companies—including AC Hotels, New Seasons, CocaCola and Starbucks—inquired about bringing it back.

Duerfeldt describes his new hiring strategies this way: “Instead of having someone in mind for a position, I take a look at the community and see who’s available to work. I try to approach that demographic in a way that lets them know we want to work with them and we can work with whatever special needs they have.”

Working with Partners

“It is tougher than ever to fill positions in all ci cles of hospitality,” said Steve Faulstick, chief sales officer fo Travel Portland. “You’d be hard pressed to find a hotel that did ’t have significant needs right now. I hear that daily.”

“This is a fledgling ogram right now that we’re trying to get to lift off ” said Elkan. “We’re still developing the curriculum and pipeline.” The p ogram is very much a partnership, so she encourages businesses to get involved both during the development phase and once it’s up and running.

Although New Avenues is based in Tha ’s why Travel Portland is excited to Portland, companies don’t have to be be one of the many partners helping located in the metropolitan area to revive the service and hospitality industry participate. Youth can receive services track at New Avenues for Youth’s no matter where they live. In fact, many Promoting Avenues to Employment choose to leave Portland to go to school (PAVE) program. Jessica Elkan, the or escape the high cost of living and are nonprofi ’s director of development looking for jobs elsewhere. and communications, explained that “It is tougher than ever to the program provides job-readiness fill positions in all circles of Rather than focusing on geography, the training for youth who are homeless or hospitality...

I hear that daily.” organization is looking for employers who at risk of becoming homeless. Initially it will give youth a place to flourish. We focuses on teaching “soft skills” such as - Steve Faulstick want to make sure people aren’t thinking, resume writing, showing up on time and Chief S ales Officer , interacting with colleagues. Oftentimes ‘Wow, I have that graveyard shift where Tra vel P or tl and people are washing dishes and it’s three days youth get some experience working at a week and it’s the shift no one wants,’” one of the businesses operated by New said Elkan. “The e’s a reason no one wants Avenues. After that they can explore it and that’s probably not going to be the best for our youth.” But diffe ent career tracks and be placed in job shadows, internships or people who are willing to give these young people a chance to paid employment. Each worker has a job coach who can help them succeed are likely to see their investment pay off in multiple ways. and their new employer navigate any problems that arise.

Oregon Job Vacancies by Industry, 2017 Vacancies

Requires experience

All industries

60,718

57%

64%

Healthcare and social assistance

10,961

56%

59%

Leisure and hospitality

7,469

41%

66%

Construction

6,869

81%

84%

Administrative, waste services

6,863

56%

77%

Retail trade

5,665

37%

43%

Manufacturing

4,419

63%

73%

Natural resources, mining

3,309

47%

80%

Professional, technical services

2,839

76%

58%

Wholesale trade

2,800

64%

48%

Financial activites

2,757

50%

26%

Other services

2,589

66%

58%

Transportation, warehousing, utilities

2,507

61%

78%

Private education services

1,227

67%

42%

Information

444

74%

51%

Source: Oregon Employment Department

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Difficult to fi

“We love this program because it serves two huge purposes,” said Faulstick. “At-risk youth that could be homeless or get into the system get good training and internships. It’s also providing an additional number of readily available employees with some qualifications to come into the industry.”

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PARK KITCHEN, PORTLAND Left: SCOTT DOLICH, Owner and JAMIE WILCOX, Sous Chef Right: DYLAN KIEWEL, Event Coordinator

Rethinking Job Duties

To combat his struggles to find goo workers, Scott Dolich with Park Kitchen initiated a totally new employment model at his Portland restaurant. Called “One-House,” it works by integrating many of the cooking and serving positions. The e are four management positions: chef, sous chef, bar manager and floor manage . They act as uber trainers” for the six people in more junior positions, who rotate between working the hot line, cold line and floo .

They otate to diffe ent positions every two weeks.

“It’s not just a cook, it’s not just a server, it’s someone who’s looking for a complete experience in the restaurant.”

- Scott Dolich, Owner , Par k Kit chen, P or tl and

Dolich said the change created a more predictable schedule. Even as employees rotate through the diffe ent jobs they know they can count on a certain number of hours and are clear on what those hours are every week. One-House also allowed him to offe full-time employment with benefits for all empl yees, which made recruitment easier.

The one-house model also ga e him the opportunity to pay higher wages by eliminating tipping. That decision has actually booste morale. “Tipping does psychologically take a toll on some people in the business,” he said. “The e’s definitely an issue with se vers burning out because they feel like they’re constantly working for tips instead of knowing what their pay is going to be and if they’re doing their job properly.” This way they ha e one boss every night, not 100.

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The thing that caught olich off-gua d when he changed his staffing strateg but that’s proven to be a big benefit—i that it’s helped Park Kitchen recruit a new type of employee. “It’s not just a cook, it’s not just a server, it’s someone who’s looking for a complete experience in the restaurant. The ’re getting a lot more good information about what it takes to run a restaurant. The ’re not only putting their heads down and cooking, they’re getting to serve customers, they’re learning about wine and spirits. That le el of engagement has helped us retain employees.”

Dolich acknowledges that this model won’t work for everyone.

“The amount of training our managers ha e to do is a lot more than at other restaurants, and the ratio of managers to employees is high,” he said. People involved with large restaurants in particular seem perplexed about how to make the concept work for them. “For people who are running smaller, chef-run restaurants where there’s a more personal connection between managers and employees, it can work. It absolutely can work.”

In addition, he argues that anyone can emulate the core principle, which is that if you help your employees meet their needs and develop new skills, they’re more likely to stick around. “I’ve been in the restaurant business for 30 years. My philosophy has always been that if I’ve got the right people and place, I can do so much.

If I don’t have the right employees I stay up at night wondering if my restaurant is working.”

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She also holds regular meetings and asks employees for their ideas. The ’re the ones talking to guests every day, so they often have thoughts about how to serve people better. “One woman noticed that guests were always asking if they could buy postcards, so she’d direct them to the gift shop. But she said, ‘What if we had a postcard in every room and we offe ed to stamp and mail it for them?’”

Investing in Employee Development

Suzann Anaya, director of hotel operations for The ill Casino, has developed two programs to increase employee engagement and longevity. The first is called t Awareness Program. “I give every employee four complimentary nights in the hotel to use in their first 90 days ” she said. “I want them to stay in each of the four diffe ent types of rooms we have, order room service, swim the pool, soak in the hot tub.

They can invite a guest and e pay for the whole thing.

“It builds a lot of pride in the property, and it’s created a lot of good ideas.”

- Suzann Anaya,

The hotel foll wed through on that idea and found it had a positive side benefit good marketing. “Guests are telling other potential guests how great their stay was and sending postcards with gorgeous pictures of the bay, and it’s basically word of mouth advertising,” said Anaya. “That came f om an employee who was engaged and felt valuable and got to contribute to the success of the hotel.

Dir ect or of Ho tel Op era tions, The Mill Casino, Nor th Bend

“It does a couple things,” she continued.

“It’s creates loyalty and reduces turnover. It’s almost like a fringe benefit. t builds a lot of pride in the property, and it’s created a lot of good ideas.”

It’s also helped increase the level of service guests receive. “If the guest service agent has stayed in those rooms they can speak to the comfort level and the view,” Anaya said. “If someone can’t make the blow dryer work, the person knows how to instruct them on how to use it.”

“We also had a woman in housekeeping who said, ‘I don’t know why we don’t fold our towels in these really cute ways like they do on cruise ships,’” Anaya said. “They watched a f w YouTube videos and now they’re doing it. I just had a guest this morning come in and say, ‘That totally surprised me and made my whole da .’”  SOPHIA BENNETT

Long-Term Employment Growth – Oregon Industry Projections 2017-2027 Private healthcare and social assistance Construction Professional and business services Private Education Services Leisure and hospitality Other services Self-employment Total employment Natural resources and mining Trade, transportation, utilities Information Local government Manufacturing State government Financial activities Source: Oregon Employment Department

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49,500 Jobs 16,900 Jobs 41,200 Jobs 5,200 Jobs 26,900 Jobs 8,800 Jobs 16,100 Jobs 246,500 Jobs 6,200 Jobs 36,700 Jobs 3,500 Jobs 15,700 Jobs 12,600 Jobs 2,600 Jobs 4,900 Jobs

4%

8%

12%

16%

20%

24%

Percent new job growth

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THANKS TO YOU OVER $685 MILLION TO

STATE PARKS SINCE 1999

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Lottery games are based on chance and should be played for entertainment only.

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EMPOWERING GUEST SERVICE Valuable Training for Recruitment and Retention

“W

hen we play a game, we always ask the questions ‘What are the rules?’ and ‘How can I win…?’ When employees are asking these questions and the questions are not answered for them up front, they can become frustrated and upset because they do not know how to win at their job.” Joe Lipham, Training Account Manager, Signature Worldwide

Standards are set high and employees are trained and empowered to deliver. Happy associates, who treat each other well, tend to create happy guests and help create a positive and rewarding work environment.

“A culture of high standards is protective of all the ‘invisible’ but crucial work that goes on in every company,” writes Amazon founder Jeff ezos, it’s the “work that gets done when no one is watching. In a high standards culture, doing that work well is its own reward...”

Bezos also notes that to build and maintain a culture of high standards, there are four critical elements; “they are teachable, they are domain-specific, ou must recognize them, and you must explicitly coach realistic scope.”

CREATING AND EVALUATING A TOOL

I have been proud to be a partner in Oregon’s statewide initiative to build a guest service curriculum that incorporated those four elements, via the support of Travel Oregon and the American Hotel & Lodging Educational Institute (AHLEI).

Our goal in creating Guest Service Gold Tourism: Oregon Edition, which awards the internationally-accredited credential Certified Guest Service Professional (CGSP) upon successful completion, was to provide a tool that offe ed a common language and teachable principles specific to challenges empl yees in Oregon’s hospitality industry face.

The eff t has been a bit of a case study for us all, as I now realize students’, managers’, and trainers’ feedback all support the theory of the value of training and its secondary benefits verall. Here’s what we’ve learned: From Students: • “I always have loads of fun whenever I get a chance to learn something new…”

The power of training has been proven to help attract and keep good employees in this very competitive employment market. Clearly, despite varying levels of passion for the job, nobody goes to work hoping to look stupid and to fail.

Skill needs vary by job within each organization and necessitate specialized instruction. However, what is the one common skill that all hospitality employees need to feel comfortable in their role?

Universally, experts agree that a company that focuses on teaching and empowering its associates to provide excellent guest service not only is more successful at gaining and keeping loyal customers but also more successful at attracting and retaining its employees.

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• “Good training. A useful vehicle for reminding myself of my weak areas and reinforcing my strengths.”

• “In addition to learning many tools for providing service, I loved being able to interact with employees in other departments as well as our managers during the training.”

• “(I appreciated the Service Recovery Principle) because I have a tendency to panic when people are upset and now I have a better toolkit for dealing with that.”

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From Managers and Owners: • “….For me as a GM, I was very pleased to find a p ogram that all staff could pa ticipate in regardless of the department or what position they worked….I believe it helped boost morale. The t aining was well received…the feedback I got was the employees really felt like they learned something,” Martin Alletson, GM, Driftwood Shores • “….As an owner and a chef, I can tell you that usually we say we are too busy to train or it is too expensive, but this training will pay for itself. The feedback f om the team was off the cha ts and everyone found it to be time well spent,” Brian Williams, Owner/Chef, Big Waves Café From Our Trainers: • “While working with the National Forest Service, some of the greatest breakthroughs came from people realizing they weren’t alone and that the same challenges happen to their colleagues in other departments,” Thomas oser TAPPING ADDITIONAL TOOLS

Preparing employees about what to expect in their roles is a skill and confidence builde . Many accommodation and foodservice businesses use online courses, such as the internationally-accredited courses offe ed by AHLEI. Line-level position curriculum includes Certified ront Desk Representative, Certified estaurant Server, Certified Kitchen Cook, Ce tified uestroom Attendant, and Certified aintenance Employee. Supervisory courses are also available; learn more about their tools at AHLEI.org/certification .

“According to Canadian tourism and hospitality HR association Go2HR, around 40 percent of employees who do not receive adequate training end up leaving their post within a year.” - Entrepreneur Magazine/ Stephen Maclaren, Head of Regional Sales Employee Benefits, Al uttaim Willis While there is certainly intense competition for employees, perhaps considering increasing training opportunities can help you better recruit and retain staff. f you think our guest service training tool can assist in your effo ts, please visit OregonGuestService.com and feel free to contact me with any questions.  WENDY POPKIN, ORLAEF About

Wendy Popkin is the Executive Director for ORLA’s Education Foundation (ORLAEF), a nonprofit foundation dedicated to suppo ting the educational and training needs of the hospitality industry. Wendy is a 32-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.”

GUEST SERVICE GOLD TRAINING SNAPSHOT

47 990 11 21

In-person trainings have been conducted across the state Individuals have earned their Certified Guest Service Professional credential

Organizations have certified a l or most of their employees Individuals have earned the Certified rainer designation

CERTIFIED GUEST SERVICE PROPERTIES WITH 100% EMPLOYEE TRAINING

Big Wave Café, Manzanita Driftwood Shores, Florence Heceta Lighthouse Bed & Breakfast, Yachats The Inn at Seaside, Seaside Meridian at Headlands, Pacific City Ona Restaurant & Lounge, Yachats Oregon Restaurant & Lodging Association, Wilsonville Pelican Brewing Company, Pacific Cit Stimulus Coffee + Bakery, Pacific Cit Travel Oregon, Portland/Salem Travel Portland Welcome Center, Portland

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LEADING WITH WHY Three Steps to Build Healthy Culture in Your Hospitality Business

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hat is company culture? The best definition ve seen so far: the set of shared attitudes, values, goals and practices that characterize an institution or organization. It’s that feeling you get when you walk through the company’s doors or interact with their staff. t’s the collection of priorities, values and beliefs driving the decisions that are made daily. The critical pa t here is that it’s shared by the whole organization, meaning it’s not accepted in pockets or something that part of the group prioritizes but it’s adopted and lived out by the entire team.

Why does it matter? As business leaders and owners our list of “to do’s” and our piles of “great intentions” are never ending. We have many things and people vying for our time, energy and resources all within days and weeks that seem to become shorter and shorter as our businesses grow. So why should we prioritize investing our energies into creating culture? It’s simple really, we have no choice.

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Healthy cultures reduce turnover, increase productivity, increase performance consistency, increase customer service levels and ensure our businesses remain committed to the principles that the organization started with.

Our organizations are dependent on great employees and because of this we have to attract, retain and grow A+ players. Thos players are looking for organizations that intentionally create an environment that motivates them to be awesome and rewards them for it. In order for us to remain competitive and build companies that can sustain and grow, company culture requires our intentional engagement.

So how do we do it? How do we create a company culture that best defines our organization and brings people to the team tha will help us remain committed to it as the chaos of our industry ensues?

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Identify and Establish Take the time to intentionally process and put into writing the foundational principles you want to build your business around.

• Process your business’ “why” or “mission.” Why does your company do what it does? What motivates you and your team when the going gets tough? What drives you and your team beyond total receipts, occupancy rates, your latest TripAdvisor or Yelp review, or your net profit? t’s critical here that you look beyond single success metrics, and establish the core driver behind your work that keeps the team focused regardless of short term wins and losses.

• Establish your organization’s core values; those three to fi e values that best describe you and your approach to service, how you interact with employees and conduct business.

• Take a look at what goals you want to set for your business.

What major objectives do you want to hit over the next 5-10 years. Are you currently active in one sector but want to become a major player in other markets? Are you interested in building your business into a franchise and expanding nationally? Do you want to grow and establish your company with a specific bran identity or culture?

Put words to the dreams you have for your business.

Build Processes, Procedures and Training Employee training and onboarding processes should help equip your team members to live out your company’s values and priorities. In conjunction with technical training, you should also be equipping your employees with “soft skills” such as conflic management, communication skills and listening skills. Ensure that performance evaluations and professional development plans not only cover technical aspects of your employee’s position but also address the characteristics and behaviors that align with your team’s values and priorities. Your standard operating procedures should include actions that ensure customers, referral partners, and business partners are treated in a way that matches your company’s values. As the saying goes, “make it easier to do the right thing than do the wrong thing.”

communicate them clearly and often. As you talk to prospective employees talk about what’s important to your organization, build questions into your interviewing process that help you learn if the individual will fit with and contribute to the di ection you and your team are headed.

General orientations for new employees should cover your company’s values and goals in detail. Take the time to introduce your new team members to the culture you are building within your organization and let them know how they can contribute to the team’s success. As you conduct all company meetings ensure that you are consistently pointing your team back to your core values, priorities and most of all your company’s “why.” Provide spaces for peers and leadership to recognize team members for living out key behaviors and/or actions that support your company’s culture during team meetings and company events.

In Dr. Henry Cloud’s book, “Boundaries for Leaders,” he refers to the fact that what happens within our teams and businesses is because we either allowed it or intentionally made it happen.

Either way, the environment that takes shape within your organization is a result of your actions or lack thereof. With this in mind, how many of us have stopped long enough to proactively think about what kind of business or team we want to have?

Have we taken the time to think about how we want the work environment to feel, what kind of principles do we want to live by, how do we want our team members to treat one another and our customers, what is the real purpose behind our business?

No matter how busy we are, we can never forget our primary mission of creating and sustaining our team or company’s culture.

This is h w you breathe the passion for your business into your team and equip them to take your organization into the future.  BRANDON REECE, SUMMIT CLEANING & RESTORATION

About

Brandon Reece is the General Manager at Summit Cleaning and Restoration. Summit provides disaster restoration and routine facility services to hotels, restaurants, casinos and resorts throughout Oregon and SW Washington.

Summitclean.com/ORLA

Communicate, Reward and Affirm You’ve probably also heard the saying “anything worth saying is worth repeating.” When it comes to the attitudes, values, goals and the guiding practices of your business, you will need to OregonRLA.ORG 29

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HIGHER LEVELS OF GUEST SATISFACTION The Importance of Prioritizing Staff Technology at Your Hotel

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ccording to the J.D. Power 2018 North America Hotel Guest Satisfaction Index Study (NAGSI), 2018 has been a tremendous year for the hospitality industry, as guest satisfaction continues to increase at hotels across the United States.

technology, all important guest and staff information can be update in real time and in a single database, accessible to all parties involved, resulting in hotel staff spending less time on outine tasks and more on creating the best experiences for guests.

The study p ovides an interesting twist, however, when it comes to the impact of hotel technology on guest satisfaction. Although guestfacing offerings, such as WiFi and in-room tablets were once a major component in improving a hotel’s guest satisfaction score, the extent to which they are improving guest satisfaction is plateauing, as these items become the norm. Because of this plateau, the study suggests hoteliers should look for other ways to improve guest satisfaction, and they point, in particular, to service, which is impacting guest satisfaction at a slower rate. One way hoteliers can improve service is to invest in staff hotel technolog , which can improve behind-thescenes operations and have a direct impact on guests.

2. Enhanced staff communicatio Poor communication between staff can lead to clumsy operations chaotic shift handovers, and inconvenience for guests. A holistic, cross-department staff technology platform can eplace siloed systems of communication methods (email, telephone, pen and paper, viva voice, and radios), and give your front and back of house staff a flu and transparent way to communicate.

In the past, the industry as a whole has been slow to seek service improvements through staff technolog . However, a 2018 Lodging Technology Study shows that hotels are increasing their technology budgets by an average of 4 percent of revenue, with upscale chains being the biggest spenders at 4.3 percent, and economy at 3.3 percent. Furthermore, the majority of hoteliers (61 percent) indicated that they expect to increase their spend on technology in the next year compared to the year before.

Moving forward with both studies in mind, we look at three ways staff technology can result in better service and improved guest satisfaction.

1. Reduced time spent on staff administrati e tasks Today’s hotel staff can spend too much time doing busy wo k and not enough time focusing on their guests. Technology can allow your hotel staff to st eamline administrative tasks such as creating custom guest recommendations, itineraries, and letter confirmations. With 30

3. Decreased employee errors and improved staff accountabilit Staff technology gi es hotels the opportunity for the entire team to share the responsibilities of providing the highest level of guest service. Staff technology that is backed up y the cloud allows every interaction to be tracked, with record as to who handled it, when, and how long it took. From a guest calling in for towels, to a houseman putting in an internal request to fix a b oken elevator button, staff technology provides tremendous value not just for General Managers, but also for Housekeeping, Maintenance and Front Office anagers hoping to motivate their teams and improve their work.

The 2019 N GSI will ask more questions about the hotel’s overall interaction with a guest rather than just the stay, meaning there is no better time to invest in technology that improves your hotel service.  ALICE About

ALICE is a Hotel Operations Platform enabling staff to inte act with both the guest and each other to deliver the best service possible. For more information on ways to increase your guest satisfaction, visit ALICEplatform.com.

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OPTIONS FOR EVERY BUDGET Help reduce turnover by providing access to affordable healthcare coverage - regardless of size.

MINIMUM ESSENTIAL PLANS

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HEALTH SAVINGS ACCOUNT

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Options include self-insured plans that carry low liabilities for participating ORLA member businesses.

OregonRLA.org/ESP OregonRLA.ORG 31

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HEALTHY STRATEGY FOR RETENTION Providing Healthcare Solutions Can Support Recruiting and Retention Efforts

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hen I talk with operators today, the most common problem they have is the same issue we have throughout the country and across all types of business. The tight labor market. We are at historic lows in our country for unemployment, which is evidenced by the fact that “now hiring” signs are posted almost everywhere.

What can a restaurant or lodging operator do to attract and retain good staff? Th e are many factors that determine workplace satisfaction for employees. Compensation, company culture, holiday pay and others all are important, but when it comes to offerin benefits, not all a e created equal. According to Glassdoor Economic Research, these are the core benefits that make the bigges impact on employee satisfaction:

My belief is that there are a number of employers that are subject to the penalty but have been ignoring it in the hope that it would either go away or that it would not be enforced. The e was an effo t to repeal the law last year and it failed. The information that I am getting says that the earliest we could see some relief from this law wouldn’t be until after the next presidential election (2020). We are also hearing that the agencies are actively enforcing the law and that penalties are currently being assessed to employers, so I wouldn’t recommend ignoring the law as a strategy.

1) Health insurance 2) Vacations and paid time off 3) Retirement plan 4) Dental insurance 5) Maternity/paternity leave I have been in the insurance business and working with Oregon Restaurant & Lodging Association (ORLA) members for almost 30 years, and looking at this benefit list, health insurance has been at the top of the list for as long as I can remember. Most of you would agree that if you could offer only one benefit it would p obably be health insurance. Cost is likely the reason that most don’t offer it at wo k.

In this article I would like to explain the requirements of offering health insurance t staff and cost-effect e solutions ORLA has to put together for you.

First, let’s look at what the government mandates The Aff dable Care Act (ACA) requires that employers of a certain size (50 or more) offer c verage at work or pay a penalty. The penalty started at $2,000 per employee and has been indexed up to $2,320 in 2018.

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Requirements of offering c verage to employees When you offer c verage to employees, you must define who ou are offering c verage to, this is done by hours worked per week.

If you are a large (50 or more) employer, that number is 30 hours as set by the ACA. Smaller employers can choose this number up to 40 hours per week. Once you have decided the eligibility requirements there are two other requirements that carriers are going to have for you to offer c verage: 1) They want the empl yer to pay for at least half of the single monthly rate for the employee, and 2) They want most (75

percent) of the eligible employees to come on the plan. Eligible employees are those that meet the hour requirement and don’t have other coverage. If you have employees covered by spouse’s insurance, are covered under their parent’s plan or have other coverage (like retired military), they can waive off our group plan.

Type and cost of coverage available through ORLA The type that most people a e familiar with is standard coverage that will pay for expenses from doctors, hospitals, surgery, emergency room, prescriptions, etc. These plans normally have a high deductible ($3,000 to $5,000) to meet before the plan pays and can cost as low as $300 per person per month (single) to much higher depending on staffs age and gender makeu .

The other type a ailable through ORLA is called Minimum Essential Coverage (MEC) and also was born out of the ACA. These plans are very inexpensive, ranging from $35 to $90 per person per month. The plans don’t pay for all the expenses the standard plans do, but cover some of the most desired benefits like doctor ’ visits, preventive care, prescriptions, dental, lab and x-ray, etc., and they don’t have large deductibles to meet before the plan starts paying expenses.

The additional benefit of the MEC plan is if you are a large employer (subject to the penalty listed above) this counts as offering c verage and gets you out of the $2,320 penalty. It also counts as coverage for purposes of the individual penalty. You may remember that the individual penalty goes away in 2019 but is still in force through 2018. These MEC plans also come with additional dental, vision, life insurance that employees can purchase at group discounted pricing.

ORLA has also launched a three-tier healthcare solutions program for members.

ORLA partnered with the National Restaurant Association (NRA) and UnitedHealthcare to provide access to

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UnitedHealthcare’s insurance with an exclusive member discount of fi e percent off medical rates. mployers with employee levels between 2-99 may eligible for the Restaurant & Hospitality Group Trust Program. This association plan offe smaller employers some of the same product selection and pricing flexibility ad antages available to larger employers. Thos employers with a modest budget with the desire to provide an employment benefi can look at the ORLA Minimum Essential Coverage plans with rates from $35/ employee per month up to $90/employee per month. Also available to members are free pharmacy discount cards, discounted health savings accounts (HSAs) and ADA website compliance solutions.

Providing health insurance benefits can be a critical part in your strategies to attracting and retaining employees. Many employers are having to increase benefits to compete for the available workforce. A recent (2018) survey from the Society of Human Resource Management (SHRM) notes that more than two thirds (72 percent) of organizations increased their benefit offerings to etain employees in the last 12 months. Your staff ha e more opportunities today than ever before. Don’t lose them when your association has put together some costeffecti e options for your business.  GARTH ROUSE

Where to go for training: O R L AT R A I N I N G . C O M

Oregon Restaurant & Lodging Association’s training products were created by industry professionals to assist you in serving your customers as safely as possible.

About

With over 30 years of experience in the hospitality industry as ORLA’s endorsed service provider, Garth Rouse & Associates offers ORLA members comprehensive insurance services including highly competitive rates.

They a e proven experts on the needs of the hospitality industry, offering the best insu ance products at the best price for you, your business and your employees.

WIN A GETAWAY! Visit the Alcohol Server or Food Handler training pages and enter to win a 2-night stay at The Porter Portland hotel in downtown Portland! Congrats to Charlissa Dodge, Kimpton Hotel Monaco / Red Star Tavern, our spring winner!

Industry Training That Supports Oregon Hospitality!

OregonRLA.ORG 33

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EXCLUSIVE DISCOUNTS AND SOLUTIONS FOR OREGON RESTAURANT & LODGING ASSOCIATION MEMBERS Through the Hospitality Associations Alliance program, a strategic alliance platform created by the National Restaurant Association and UnitedHealth Group, ORLA members can enjoy exclusive discounts and solutions from industry-leading organizations like UnitedHealthcare, Optum and DigiPro Media.

The Hospitality Associations Alliance program: • Provides access to more affordable health care solutions with members-only pricing.

– Exclusive discounts on medical and specialty benefits from UnitedHealthcare.

– Exclusive Association Health Plan option for small employers in the hospitality industry (insured and serviced by UnitedHealthcare).

• Promotes and supports health and wellness in the hospitality industry.

– Free National Restaurant Association Pharmacy Discount Card program for prescription savings (not insurance).

– Discounted Health Savings Account (HSA) from Optum.

• Helps members mitigate the risk of Americans with Disabilities Act (ADA) website accessibility lawsuits.

– Exclusive discounts on website accessibility solutions from DigiPro Media.

For more information on the Hospitality Associations Alliance program and its exclusive member offerings, contact Alliah Sheta at alliah.sheta@optum.com.

Some restrictions and exclusions apply. Discounts are available only to members of the National Restaurant Association and its state restaurant association partners; and may vary by location and group size.

Insurance coverage provided by or through UnitedHealthcare Insurance Company, UnitedHealthcare Insurance Company of Illinois, Inc. or their affiliates. Administrative services provided by United HealthCare Services, Inc. or their affiliates. Health Plan coverage provided by or through UnitedHealthcare of Oregon, Inc. Health savings accounts (HSAs) are individual accounts offered by Optum Bank®, Member FDIC, and are subject to eligibility and restrictions, including but not limited to restrictions on distributions for qualified medical expenses set forth in section 213(d) of the Internal Revenue Code.

State taxes may apply. This communication is not intended as legal, investment or tax advice. Please contact a competent legal, investment, or tax professional for personal advice on eligibility, investing, tax treatment and restrictions. Federal and state laws and regulations are subject to change.

Investments are not FDIC insured, are not guaranteed by Optum Bank®, and may lose value.

D30459 8/18 © 2018 Alliance Business Solutions, LLC. All rights reserved.

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WORKPLACE SAFETY It’s Your Business: Put Your Best Foot Forward

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hen you think about workplace safety, you may not consider walking as a hazard. But in 2017 alone, SAIF accepted 503 claims in the restaurant and lodging industry resulting from slips, trips, or falls. These claims cur ently total over $3.5 million dollars in incurred costs and more than 10,700 time-loss days. Injuries include strains and sprains, fractures, head injuries, scratches and cuts, dislocations, and bruising.

Slipping and tripping can be easily controlled, often without any added expense. But to do that, incidents have to be reported—which often doesn’t happen because it can make people feel awkward and clumsy. And hazards that go unreported may injure other employees.

Distraction The e are many distractions that cause slips, trips, or falls:

• Wasn’t paying attention • In a hurry • Couldn’t see where they were walking • Carrying too much; didn’t want to make more than one trip • Wrong shoes/new shoes/old shoes • Didn’t realize the surface was wet, slippery, uneven, didn’t see the step or hole • Someone/something got in the way • Was dark/night/too bright/shadowy The esults of falling—or just trying to catch your fall—can be painful and debilitating. For some, what started as a slip or stumble becomes a life-changing event. Taking the time to share this information with your employees can be the start of a great Slip and Trip Prevention Program.

industry. Asking them to develop prevention strategies and ideas will help ensure that they’re an active part of the solution.

Prevention Checklist  Look ahead and review your walking routes.  Know the people or vehicle traffic pattern in the area you are walking.  Focus on the task at hand. Nothing is more important than your personal safety.  Slow down.  Wear the appropriate shoes or footwear for the job, the walking surface, and the conditions.  If you’re carrying something, make sure you can safely handle the load.  Make sure there’s adequate light where you’re walking or stepping.  Promptly clean up or remove items or substances that create slip/trip/fall hazards.  Document incidents, near-misses, and accidents for further review and future prevention.

Free Resources Use these free resources as you develop and improve your safety program: SAIF’s Slips, Trips, and Falls recorded webinar (51 minutes) SAIF.adobeconnect.com/slipstripsfalls/ SAIF’s Slip and Fall Prevention website (videos, posters, resources) SAIF.com/falls If you have questions about workplace safety and health or would like additional resources, contact SAIF via email at SafetyServices@saif.com, or by phone at 877.242.5211.  SAIF CORPORATION

Use the following checklist to develop the basic elements of a prevention plan for your workplace. Ask your employees to add to the list based on their experience and knowledge of your business and OregonRLA.ORG 35

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DON’T MISS YOUR CHANCE

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Get an additi al

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Contact your agent or SAIF at 888.598.5880 to see if you qualify!

ORLA MEMBERS: Contact your agent and ask for an ORLA Group quote, or contact SAIF directly at 888.598.5880.

36

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

NOT A MEMBER? Contact ORLA at Membership@ OregonRLA.org or call 800.462.0619.

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HOT TOPICS IN HUMAN RESOURCES From Equal Pay to #MeToo, Protecting Employees is Essential

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ne of my most frequent questions is, “What do you see as hot topics in HR today?” In the hospitality industry, there are three areas that I think owners and managers of any size establishment should be focusing on these days:

1. I-9 FORM COMPLIANCE

This priority is based on activity Im seeing in the Portland/Salem area from Immigration and Customs Enforcement (ICE). Auditors seem to be targeting small employers and can impose fines for e ery incorrect line filled out. f they can demonstrate an employer knowingly employed someone not authorized to work in the U.S., they can bring a criminal suit. The demographics fo the hospitality industry make any restaurant or lodging organization a hot potential target.

The efore, it is critical that I-9 forms are correct and complete. If copies of supporting documentation are maintained, it must be consistent.

Recommendation: Audit I-9 forms for all current employees to ensure they are complete in both the Employee and Employer section and that the documentation sections are correct. Th U.S. Citizenship and Immigration Services

(USCIS) site has good information on how to audit forms at USCIS.gov.

2. EQUAL PAY LAW

Oregon’s Equal Pay Act becomes effecti e on January 1, 2019. It essentially makes it unlawful to compensate two people doing “comparable work” based on anything but very specific wo k-related reasons. In addition, employers can no longer ask about salary history prior to making a job offer or establish pay for a new hire based on their previous salary. This means organizations should have some kind of salary range or structure established for each role and should document work-related reasons for changes in pay.

Recommendations: a) Review your job application to ensure it doesn’t ask about salary history. b) Conduct an initial analysis of current employees to identify any “glaring” inequities and evaluate how to fi them. BOLI has a good overview of this new law on their FAQ site accessible at Oregon.gov/BOLI. 3. REVERBERATIONS FROM #METOO

I keep thinking this will die down – but it doesn’t. Where I personally see the implications are workplaces that continue

to tolerate unprofessional behavior from employees or turn a blind eye to supervisors who manage by bullying. In the hospitality arena, the lines of acceptable behavior are often fuzzy of what’s “having fun” versus “being offensi e.” Employers ignore this area at their peril.

Recommendation: All organizations need to ensure they have a strong anti-harassment policy, that they communicate that policy to all employees and that managers are trained to respond promptly and appropriately to concerns that are raised.

These a e interesting times in the world of HR with the influx of n w regulations and changing social norms. The e’s a lot for owners and managers to keep abreast of but focusing on the priorities above will help them weather these storms.  DARCEY MCALLISTER, HRT NORTHWEST

About

Darcey McAllister has over 20 years of experience in human resources. She is Principal Consultant at HRT Northwest, helping companies with their people-related programs including policy development, compliance, employee relations and training.

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CELEBRATING INDUSTRY ALL-STARS ORLA’s Hospitality Awards Honor Outstanding Industry Members

E

ach year we have the pleasure of honoring a few outstanding members who exemplify the highest standards of service and commitment to their guests, their team, and their community.

These individuals ere nominated by their peers and recognized during ORLA’s annual Convention on September 30. We applaud their passion and dedication, as they’ve helped raise the bar for service and excellence in Oregon’s hospitality industry. In case you missed the event, visit YouTube.com/ ORLAvideos to see their stories.

RESTAURATEUR OF THE YEAR

Dave Thomason Owner, Thomaso Hospitality Group, LLC At 16 years old, Dave Thomaso got a taste for the restaurant industry working as a busboy for the Carl’s Jr. chain in Anaheim, CA, and has never looked back. Fast forward a few years and the busboy-turned-restaurateur has his own company overseeing 44 operations with a total workforce of over 600 employees.

Th ough Dave’s leadership, experience and passion for hospitality, Thomason ospitality Group has realized tremendous growth in recent years with no signs of slowing down.

Taprock Northwest Grill opened for business in May 2009 and has been the centerpiece of Thomason ospitality Group’s portfolio which also includes holdings for Elmer’s, Pita Pit, Human Bean, and the Purple Parrot.

Success isn’t all about growth and profit however. Dave believes their employees are their best asset and the greatest advantage over their competitors. He maintains that treating employees with respect values their individuality and empowers them to provide great service.

LODGING OPERATORS OF THE YEAR

Doug and Becky Neuman, Owners, Neuman Hotel Group In less than two decades Doug and Becky Neuman have transformed Southern Oregon’s hospitality scene. It all started as a real estate investment when they purchased the dilapidated Ashland Springs Hotel in late 1998 and “brought it back to its glory.” Their passion for regon led them to expand investments that would provide more opportunities in creating exceptional guest experiences. Neuman Hotel Group’s portfolio now includes four hotels, three restaurants, a spa and soon a victorian home. The euman’s impact on Southern Oregon goes beyond economic development and job creation, they filled a need in th community by revitalizing properties that celebrate what Oregon has to offe . More importantly, they have created an incredibly supportive work environment for close to 350 employees, investing in training and benefits that attract and retain a staff that love what they do.

EMPLOYEE OF THE YEAR

Kaarina Vera, Sales, Marketing & Revenue Manager, Seaside Lodging, LLC From front desk agent to manager, Kaarina Vera has proven that hard work, along with insight and being a quick learner can reward you with greater opportunities. When Seaside Lodging acquired ownership of the property where Kaarina was working the front desk less than a decade ago, they quickly saw her potential and transferred her to sales. Shortly after, she was promoted to Sales Manager for the Inn at Seaside – a strategic move for the Inn, as she helped double the sales. Kaarina’s exceptional performance directly contributed to the

growth of the company which now includes four hotels. In her current position of Sales, Marketing and Revenue Manager for Seaside Lodging LLC, Kaarina continues to shine as one of the most “honest, ethical, sincere and efficie ” staff members the company i proud to employ.

ALLIED PARTNER OF THE YEAR

Karnopp Petersen LLP Karnopp’s philosophy is simple, “do your best work and give back.” Attorneys at the Bend law firm demonstrate that tenet on daily basis. For Karnopp Petersen, it’s not just about resolving disputes or winning litigation; they want to be a “value creator” for their clients by designing legal strategies that truly fit their client ’ needs, thereby giving them the best chance at achieving their goals. ORLA saw the value to this approach firsthand with a ecent lawsuit regarding local lodging taxes. By engaging local lodging operators, they were able to give an authentic voice to the argument, showing local government the potential impact on their businesses. “The lodgin industry in Oregon was in need of a law fir that could prevail in our pursuit of lodging tax protections. Karnopp Petersen has and continues to be one of ORLA’s most crucial partners in establishing the appropriate ways lodging taxes should be spent in Oregon,” said Jason Brandt, President & CEO, Oregon Restaurant & Lodging Association. “We’re more than pleased with the service they’re able to provide.”

Know someone who may be a good candidate for one of these awards? Take a minute to nominate them and help share their story. It’s a great way to recognize your staff. Visit OregonRLA.org/Awards to access the form and for more information.  LORI LITTLE, ORLA

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WANT TO ADD ENERGY SAVINGS TO THE MENU? BRING US IN FOR FOODSERVICE EQUIPMENT Facilities that use commercial foodservice equipment consume 3 to 5 times more energy per square foot than other commercial buildings. Upgrading to ENERGY STAR® gas or electric equipment can help you cut energy costs and reduce maintenance without sacrificing features, quality or style.

Energy Trust of Oregon will work with you every step of the way. And our cash incentives can reduce your upfront costs to make upgrades more affordable.

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MANAGER CERTIFICATION COURSE This course meets the “Demonstration of Knowledge” and “Person in Charge” requirements of the Oregon Food Code.

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LODGING PERFORMANCE Hotel Benchmark Data The info mation 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 - JULY 2018 VS JULY 2017

Occupancy (%)

Avg Rm Rate ($)

RevPAR ($)

Percent Change from August 2017

2018 2017 2018 2017 2018 2017 Occ ADR RevPAR

Room

Room

Room

Rev

Avail

Sold

United States

73.6

73.7

133.44

130.84

98.17

96.43

-0.2

2.0

1.8

3.9

2.1

1.9

Pacific

82.4

82.6

184.62

178.44

152.04

147.38

-0.3

3.5

3.2

5.0

1.7

1.4

Oregon

81.3

81.5

145.27

141.54

118.07

115.35

-0.3

2.6

2.4

5.1

2.7

2.4

Portland, OR

84.2

84.5

158.44

153.97

133.33

130.17

-0.5

2.9

2.4

5.8

3.3

2.8

Oregon West Area

78.6

76.9

141.90

137.43

111.50

105.68

2.2

3.3

5.5

7.6

1.9

4.2

Oregon East Area

76.2

78.6

128.69

121.58

98.07

95.61

-3.1

5.9

2.6

2.9

0.3

-2.8

YEAR TO DATE - JULY 2018 VS JULY 2017

Occupancy (%)

Avg Rm Rate ($)

2018

2017

2018

2017

67.1 74.6 65.9 73.5 59.6 56.6

66.5 74.8 66.5 75.1 60.0 55.9

130.06 168.85 122.29 135.69 115.67 99.38

126.70 162.70 119.97 134.21 111.27 96.04

U.S.

Pacific OR PDX

OR West

OR East

RevPAR ($) 2018

87.22 126.04 80.63 99.72 69.00 56.29

PARTICIPATION

Percent Change from YTD 2017

2017 Occ ADR RevPAR

84.29 0.8 2.6 3.5 121.69 -0.2 3.8 3.6 79.82 -0.9 1.9 1.0 100.81 -2.2 1.1 -1.1 66.73 -0.5 4.0 3.4 53.67 1.4 3.5 4.9

Properties

Room

Room

Room

Rev 5.6 5.7 3.3 1.6 5.1 5.2

Avail 2.0 2.0 2.3 2.7 1.7 0.3

Sold 2.9 1.8 1.4 0.5 1.1 1.6

Rooms

Census Sample

Census

55764 8125 925 284 283 156

5261778 3902687 761352 591345 66671 46803 28618 25637 16900 8589 8947 5277

33555 4483 484 216 112 68

Sample

NEW MEMBERS ORLA Would Like To Welcome The Following New Members From June - August 2018

• A & B Enterprises, La Grande • ADP, Clackamas • Barcast, Portland • Blackheart, Portland • Blue Moon Lounge, McMinnville • Breakside Brewery, Milwaukie • Bridge Town Business Alliance, Portland • The roadacre, Portland • Casa Colima, Portland • Caves Bier & Kitchen, Corvallis • Cellbeat, Springfiel • CG Catering & Events, Pendleton • Chandelier, Portland • Chao Pra Ya Thai uisine, Eugene • Creamery Brew Pub & Grill, Klamath Falls • Dairy Queen, Eugene • Dairy Queen, Oakridge • Dairy Queen, Pleasant Hill • Dairy Queen, Sisters • Dewayne’s Place, Baker City • Dirty, Portland • Dyson, Chicago, IL

• Econo Lodge, Newport • El Catrin Mexican Cuisine, Warrenton • Elk Lake Resort, Bend • Erath Winery, Dundee • Essence of Hospitality, DBA Patrice & Associates, Hillsboro • Even Hotel, Eugene • Fiesta Market & Restaurant, Medford • Figaro’s Pizza, Burns • Fuddruckers, Lake Oswego • Hearsay Restaurant, Lounge & Garden, Ashland • Hospitality Defender, LLC, Portland • HUB International Insurance Services Inc., Westlake Village, CA • JAK Pizza, Inc., Salem • Java Generations, Springfiel • John’s Incredible Pizza, Beaverton • The Kitchen on Cou t Street, Salem • Last Chance Tavern, Hermiston • Lucky Devil Lounge, Portland

• Masu Sushi, Portland • McDonald’s, Wilsonville • Meredith Lodging, Lincoln City • Nebula Capital LLC, San Diego, CA • Ocean Suites Motel, Brookings • The riginal Pancake House, Bend • The utfitte , Bend • P&R Paper Supply Company, Redlands, CA • Pho Tango Restaurant, Hillsboro • Piazza Italia, Portland • Pizza Schmizza, Portland • Plate IQ, Emeryville, CA • Pony Espresso, Jacksonville • Portland Spirit, Portland • Predictive Leadership Solutions, Las Vegas, NV • Prodigal Son Brewery & Pub, Pendleton • PROJECT Graphic Design & Marketing, Salem • Red Lion Hotel, Ontario

• Restaurant Technologies, Mendota Heights, MN • Ri-Ky Roofing, regon City • Sandbagger Saloon & Dinner House, Terrebonne • Shake Bar, Portland • SignCraft, Roseburg • Spare Room Pub, Eugene • Splash Ultra Lounge, Portland • Stimulus, Pacific ity • Swift & Union, Portland • Timbers Motel, Eugene • Togo’s, Eugene • Tolly’s Restaurant, Oakland • Tumalo Feed Company, Bend • University Inn, Corvallis • Vertical Booking USA, Hillsboro • TheVillage Baker, Bend • Vitality Inbound, Portland • WAND, Eden Prairie, MN • Which Wich Superior Sandwiches, Tigard

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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.

Pick up a tip or two in these peer profiles whe e members share about their hospitality history and workforce needs.

For a little seasonal fun we also wanted to know about their favorite holidays yet to come in 2018.

Tell Your Peers a Little About You! If you are a member, and are willing to be profiled he e, 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 STAFFING-RELATED QUESTIONS:

What is the biggest challenge in retaining good talent?

What staff position is ha dest to fill or keep fille

CRISSY BARNETT DONOVAN Peerless Hotel & Restaurant, Ashland

EMMA DYE Crisp, Portland

The compensation factor is a big challenge Mandated labor increases, lean net margins and the pressure on raising prices do not leave enough money in the coffer to t uly compensate top performers.

Service industry folks have SO many options in Portland as we have so many great restaurants!

We tried to offer c eative benefits for our tea like education reimbursement, higher percentage of pooled tips and a generous meal plan but are finding many folks a e just very focused on their hourly rate. In order to retain our team we needed to increase their wages on a faster cycle – instead of doing reviews at 6 months we are doing a check-in after 30 days with a full review and wage increase at 3 months. We simply have to reallocate money in the budget for higher wages.

Title: Founder, Owner, General Manager Open Since: Hotel 1994; Restaurant 1997 Member Since: 2016 First Hospitality Position: Server Fav Oct-Dec Holiday: Christmas Eve Preferred Job Posting Platform: Craigslist

42

Title: Founder & Chief Salad Offic Open Since: August 2015 Member Since: 2016 First Hospitality Position: McDonald’s Fav Oct-Dec Holiday? New Year’s Eve Preferred Job Posting Platform: Poached

RAY ABRAMASON MeazureUp

Title: COO Open Since: 2015 Member Since: 2018 First Hospitality Position: Sales Fav Oct-Dec Holiday: Thanksgivin Preferred Job Posting Platform: Linkedin, Indeed, University School Boards Having an open and easy-going culture is important in retaining good talent. People want to enjoy coming to work, feeling trusted, valued and appreciated for their ideas. For a technology company, having great Developers is the lifeblood for building amazing products. Finding the best Developers can be tough!

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DAVID LENKE Riverhouse on the Deschutes, Bend

NANCY WALSH Turnaround Cafe, Turner

JANEL RUPP, CFSP, Fe3 Performance Reps NW, Portland

I believe that quality, affo dable insurance benefits a e a significant challenge in etaining good talent. Prep and line cooks have been the most difficult positions to fil ecently.

ALL of my openings seem hard to fill! ut once we find someone they usually sta , which really is a testament to the rest of my staff

Communication is key – on both sides, it is imperative to have open and ongoing communication to ensure that both sides are happy, on the same page and meeting expectations.

JEFF GRATREAK PizzAmore, Albany

BRIAN OLSON Beachcomber Vacation Homes, Cannon Beach

JOSH O. WILLNER GNSA, Portland

As a small company, our staff ears many hats!

Finding a reservationist who enjoys the back office as ell as the front office is challengin

The position e get pulled into the most is administration. That position carries all the st ess the hospitality industry thrives on, with a few less perks of the gig.

Title: General Manager Joined the Company: 2017 Member Since: 1983 First Hospitality Position: Activities Leader Fav Oct-Dec Holiday: Christmas Preferred Job Posting: Indeed.com

Title: General Manager & Co-Owner Open Since: 2005 Member Since: 2017 First Hospitality Position: Dishwasher Fav Oct-Dec Holiday: World Series Preferred Job Posting Platform: Facebook, Instagram Flexibility is the biggest factor in retaining good talent. Workers in the hospitality industry enjoy the flexible benefits they c ’t find in a 9-to-5 job.

Title: Owner Open Since: Autumn 2014 Member Since: 2018 First Hospitality Position: Owner Fav Oct-Dec Holiday: Any with Decorations Preferred Job Posting Platform: Craigslist

Title: Partner Open Since: January 2014 Member Since: 2016 First Hospitality Position: Front Desk Clerk Fav Oct-Dec Holiday: Christmas Eve Preferred Job Posting: Word of Mouth

Title: Business Development Open Since: June 1980 Member Since: 1987 First Hospitality Position: Waitress Fav Oct-Dec Holiday? Entire Season Preferred Job Posting Platform: LinkedIn

Title: Business Advisor Open Since: 1997 Member Since: 2017 First Hospitality Position: Server Fav Oct-Dec Holiday: Thanksgivin Preferred Job Posting Platform: All have their own quirks; recently, Poached

OregonRLA.ORG 43

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Altabira City Tavern at Hotel Eastlund

Building | Renovating | Revitalizing

Seattle | Portland | Sacramento | Pleasanton | Irvine

deacon.com

HELP SUPPORT LOCAL VETERANS BECOME A RESTAURANT SPONSOR TODAY! VETERANS DAY WEEKEND NOVEMBER – TH

Sign up today at: returningveterans.org/events 44

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NEWS BRIEFS Happenings From Around the Industry

Apprenticeship Help for Workforce Challenges

Impact of the 2017 Wildfi es

Last year’s wildfi e season burned 1.2 million acres and was responsible for an estimated $51.1 million in lost revenue (visitor spending), $16 million in lost earnings, and $1.5 million in unrealized local and state tax receipts. To serve the communities and businesses impacted by the fi es, and to understand the economic consequences of these fi es on the state’s travel and tourism industry, Travel Oregon worked with Dean Runyan Associates and Destination Analysts to conduct a study earlier this year. See the full report and download the key takeaways on Travel Oregon’s industry site at http://bit.ly/ORfi e17.

The American otel and Lodging Association and the National Restaurant Association Education Foundation have created a new apprenticeship program for the hospitality industry to help grow the “bench strength” of their workforce by cultivating and developing new supervisors into management positions. Th ough federal grants, this program offers st ucture, support, and stipends for apprenticeships.

More information on the program can be found by visiting ChooseRestaurants.org/ apprenticeship and AHLA.com/ apprenticeship.

Podcast: Reducing Food Waste

In a recent ORLA Boiled Down podcast we heard from an Oregon hotelier and a restaurant owner about how diverting food waste from the landfill brings financial gains, changes company cult e, and makes business sense. They a e utilizing resources provided by Metro to help establish practices in prevention, donation, and composting in their operations. Food Waste Stops with Me is a collaboration between Metro, Oregon Restaurant & Lodging Association, Oregon’s Department of Environmental Quality, as well as city and county governments, to support foodservice businesses in reducing food waste. Learn more at FoodWasteStopsWithMe.org, and listen at OregonRLA.org/BoiledDown.

Sharing Economy Tax Rules

The IRS encourages taxpayers participating in the sharing economy to understand the potential tax issues affecting them including several tax components they need to keep in mind throughout the year. Although this is a developing area of the economy, there are tax implications for the companies that provide the services and the individuals who perform the services. Businesses also need to be aware of rules for home rentals, including vacation homes. Visit the Sharing Economy Tax Center at http://bit.ly/STRtaxcenter for information and resources.

Chow Down for Vets

On Veterans Day weekend several Oregon and SW Washington restaurants will be participating in Chow Down for Vets, a charitable fundraiser presented by the Returning Veterans Project.

Restaurants will be donating a portion of their sales to help veterans, active duty service members, and their families get the health services they need.

The p ogram is supported by ORLA and the Portland Kitchen Cabinet. Restaurants interested in participating should visit ReturningVeterans.org (program is available statewide).

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How Can We Serve You?

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

MEMBER SOLUTIONS Cost-Saving Programs

ORLA ENDORSED SERVICE PROVIDERS Vetted and Board Approved!

Your association is dedicated to helping members operate with greater ease, efficiency an savings. Member participants save millions of dollars each year by using ORLA’s Endorsed Service Providers. For more information visit OregonRLA.org/ESP. HEATH INSURANCE COVERAGE Standard and Essential healthcare coverage plans for every budget. ORLA Health Solutions also include free prescription discount cards, health savings accounts and ADA website compliance. Learn more from plan administer, Garth T. Rouse & Associates.

MEMBERSHIP REPRESENTATIVE CONTACTS:

STEVEN SCARDINA Regional Representative 503.718.1495 SScardina@OregonRLA.org

WORKERS’ COMP INSURANCE ORLA’s group program with SAIF affords members an additional 10% premium discount if they meet the group eligibility requirements.

JOEL POMERANTZ Regional Representative 541.517.3791 JPomerantz@OregonRLA.org

CREDIT CARD PROCESSING Receive up to $500 for new merchant account! Low rates, local service representatives, and rates don’t change for ORLA members. See details for qualifications online

MARLA McCOLLY Director of Business Development 503.428.8694 MMcColly@OregonRLA.org

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

FACILITY SERVICES AND DISASTER RESTORATION $400 invoice credit for Facility Services Program customers, free spot removal and stain treatment kit and clinic, free Level 3 room deodorization treatments (2x/year), free Emergency Stabilization (up to $1,500) and much more!

GOVERNMENT AFFAIRS CONTACTS:

JASON BRANDT President & CEO 503.302.5060 JBrandt@OregonRLA.org

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

Create customized buying list to fit your needs

GREG ASTLEY Director of Government Affairs 503.851.1330 Astley@OregonRLA.org

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

ORLA 401K / PROFIIT SHARING Employers with a qualified plan a e exempt from participating in OregonSaves. Learn more from plan administer, Garth T. Rouse & Associates

GLENDA HAMSTREET Executive Coordinator Government Affairs 971.224.1509 GHamstreet@OregonRLA.org

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 human bein

JOIN YOUR ASSOCIATION TODAY! OregonRLA.org 503.682.4422 | 800.462.0619 Membership@OregonRLA.org

46

an exchange of anything of value for the sex act. Sex trafficking is taking pl United States and around the world. The most common place to buy and s

ORLA’S HOSPITALITY HUB

INDICATORS OF SEX TRAFF

Visit OregonRLA.org/Savings to view additional offers aimed at imp oving your bottom line.

MORE MEMBER-TO-MEMBER EXCLUSIVE OFFERS! OregonRLA.org/Savings

Oregon Restaurant & Lodging Association | AUTUMN 2018

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Ay atte wit no car

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

SUNDAY

MONDAY

1

TUESDAY

2

WEDNESDAY

3

8

OCTOBER 2018

Regional Meeting: Eugene

14

9 Regional Meeting: Medford

15

10 ServSafe Class, Wilsonville

SATURDAY

5

6

11

12

13

Regional Meeting: Hood River

16

17

18

19

20

23

24

25

26

27

ServSafe Class, Medford

22

21

Regional Meeting: Bend

ServSafe Class, Wilsonville

28

29

4

5

Chairman’s Getaway at Timberline Lodge

NOVEMBER 2018

4

FRIDAY

Regional Meeting: Pendleton

ORLA Annual Convention

7

THURSDAY

Veterans Day

Election Day

30 Halloween

31

1

2

3

6

7

8

9

10

ServSafe Class, Wilsonville

Chow Down for Vets Weekend

11

12

18 25

13

14

15

16

17

19

20

21

22

23

24

26

27

28

29

30

1

3

4

5

6

7

8

10

11

12

13

14

15

ServSafe Classes, Woodburn and Eugene

Thanksgiving

ServSafe Class, Wilsonville Hanukkah Begins At Sunset

2 ServSafe Class, Wilsonville

DECEMBER 2018

9

Regional Meeting: Newport

ServSafe Class, Bend

16

17

18

19

20

21

22

26

27

28

29

ServSafe Class, Wilsonville

23 Christmas Eve

24

Year’s 30 New Eve

31

Christmas Day

25

Kwanzaa

OregonRLA.ORG 47

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Your business is unique.

Your coverage should be, too.

As the #1

preferred business Insurer,* Liberty Mutual Insurance listens carefully to your

needs and helps ensure you’re covered for them. We bring you: ■

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

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48

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