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INSIDER SOUTH CAROLINA RESTAURANT AND LODGING ASSOCIATION

SUMMER 2021

Operators face record workforce shortage employers may have to embracE AUTOMATION AND OTHER TECHNOLOGIES ©2020 South Carolina Restaurant and Lodging Association. All rights reserved. Reproduction or quotation in whole or part without written permission is forbidden. While this newsletter is designed to provide accurate and authoritative information, the Association is not engaged in rendering legal or accounting services. If legal advice or other expert assistance is required, the services of a competent professional should be sought.

SCRLA MARKETPLACE L More!

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The marketplace is the South Carolina Restaurant and Lodging Association’s affinity program that helps members with selection and pricing advantages on important products and services that help advance and protect South Carolina's hospitality industry.

INSURANCE

United Healthcare Pinckney Carter Teladoc Health 360 Coverage Pros

Visit SCRLA.org/marketplace today!

OPERATIONAL SUPPORT Heartland Cintas Credibly Soundtrack Your Brand BMI ServSafe Office Depot Dining Alliance Fintech STR

COVID-19 PRODUCTS LetsGetChecked PPE 4 Restaurants Evo Environments Modjoul Screening SayNoMore Promotions

Providing ServSafe Food Safety and Alcohol training across South Carolina Food safety and responsible alcohol service is important. Protect your guests, employees and business with ServSafe Food Safety and ServSafe Alcohol certifications.

20 | Restaurant Revitalization Fund Next Steps 30 | New SCRLA Members

Italian Experts for More Than 65 Years

Summer Classes: June 2 - Columbia June 3 - Greenville/Spartanburg June 8 - Charleston June 16 - Myrtle Beach June 28 - Charleston June 29 - Columbia June 30 - Greenville/Spartanburg July 12 - Charleston July 13 - Myrtle Beach July 21 - Greenville/Spartanburg July 22 - Columbia July 27 - Charleston August 10 - Charleston August 11 - Myrtle Beach August 18 - Columbia

SCRLA members receive a 20% discount using the code SERV2.

PerformanceFoodservice.com (800) 800-6434 Feast your eyes on our virtual Pizza Expo booth at PizzaExpo365.com!

Visit AtlanticFoodSafety.com or call 843.573.7935 to sign up for classes in your area.

South Carolina Restaurant & Lodging Association PO Box 7577 • Columbia, SC 29202 803.765.9000 • Fax 803.252.7136 Email: info@scrla.org SCRLA.org

SCRLA Executive Committee Chairman

Bobby Williams Lizard’s Thicket

Vice Chairman

Michael Frits DoubleTree Resort by Hilton Myrtle Beach Oceanfront

Treasurer

Sam Agee Gateway Hospitality

Immediate Past Chair Bob Barenberg Hilton Hotel Corporation

Members

Bill Ellen, Experience Columbia SC John Keener, Charleston Crab House Sean McLaughlin, Forest Lake Club Tony Tam, IMIC Hotels Heidi Vukov, Croissants Bistro & Bakery

AH&LA Board Liaison

John Munro, Sea Pines Resort, Hilton Head Island

NRA Board Liaison

Carl Sobocinski, Table 301, Greenville

Association Staff John Durst President and CEO Douglas OFlaherty Vice President Susan Walters Director of Meetings and Events Lenza Jolley Communications Manager Christal Van Wickler, Bookkeeper/Education Coordinator Randi Sullivan Membership and Business Development

ERTC for small business expanded to include all of 2021 While there hasn’t been a lot of good news for hospitality during the pandemic, the American Rescue Plan Act (ARPA) contains several helpful measures, especially for smaller businesses. One bright spot is the extension of the Employee Retention Tax Credit (ERTC) from June 30 of this year to December 31, 2021. Now, if you’re eligible, you can access ERTC for up to $7,000 per eligible employee per quarter for all of 2021, for a potential total credit of $28,000 per employee. The ARPA also includes $28.6 billion for Restaurant Revitalization Fund Grants that are administered by the SBA. If you receive a grant, you can use it for payroll expenses in 2021. If you choose to meet payroll expenses with grant funds in any quarter, you can’t receive an ERTC for that period. The SBA and IRS plan to release more details on this opportunity.

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SCRLA Member Benefit

Through a partnership with Businesses Ending Slavery and Trafficking (BEST), the South Carolina Restaurant and Lodging Association provides free, comprehensive online human trafficking awareness training for all of our members and their staff. BEST’s Inhospitable to Human Trafficking Training meets all state requirements. Please visit SCRLA.org for more information regarding our member benefits.

Columbia Food and Wine Festival Names SCRLA as Festival Beneficiary The 4th Annual Columbia Food and Wine Festival (CFWF) was hosted at the historic Hampton-Preston Mansion and the Robert Mills House May 20-23. Festival attendees were spoiled with the sights, sounds and signature flavors that make Columbia one of the best kept secrets in South Carolina. The CFWF is a one-of-a-kind gastronomical journey through Columbia's finest plates and pours, featuring more than 40 restaurants, breweries, wineries and more.

Greenville Made the List of Five Underrated Foodie Cities in the U.S.

The festival was presented by the South Carolina Department of Agriculture and featured two beneficiares— the SCRLA and the Charitable Plate.

When you think of famous foodie cities, some of the culinary giants probably come to mind such as New York, Chicago, and San Francisco. But don't be fooled. You’ll find world-class cuisine lurking in smaller cities and on the outskirts of town. From farm-to-table hotspots to family-owned restaurants honoring traditional cooking methods, we’ve discovered some cities that are holding their own with the foodie heavyweights. Greenville, S.C. made the list of five of America’s underrated foodie stops. There's just something about southern hospitality that makes the food scene special. Greenville has a charming ambiance and friendly locals that invite visitors to dine at great places to eat. Just like the foodie cities of Charleston and Savannah, Greenville gets plenty of buzz for its southern cooking, but without the crowded restaurants and long lines. Meat is featured prominently at many eateries such as Bacon Bros Public House. They cure, smoke, and dry-age all their local pastureraised meats in-house and bacon is featured in just about everything. For a taste of new south cuisine, head over to Soby's for a modern twist on classic regional dishes.

SCRLA Hosts Virtual Job Fair with SC Works and S.C. Department of Employment and Workforce The SCRLA, along with the South Carolina Department of Employment and Workforce and SC Works, hosted a Virtual Job Fair for the hospitality and touris, industry on Thursday, May 20. During the event, we had more than 1,900 individuals register seeking jobs and 273 number of businesses recruiting. Online job fairs are the next step in the evolution of hiring. While in person hiring events have served the hospitality industry well for years, in an effort to save both time and resources, we hosted a virtual event to help restaurant and hotel operators find the staff they need.

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CELEBRATING SOUTH CAROLINA’S HOSPITALITY & TOURISM INDUSTRY

An Indigo Evening was held Wednesday, May 5 at the Columbia Metropolitan Convention Center. The event celebrated South Carolina's multi-billion dollar tourism industry. More than 200 guests, including sponsors and legislators, attended the event commemorating Hospitality Day during National Travel and Tourism Week.

LEGISLATIVE AGENDA The first session of the 124th General Assembly for the South Carolina Legislature began in January. The SCRLA's legislative agenda for 2021 included:

Support SC-PRT’s Budget Request

Modernize Alcohol Laws

Strategic Implementation of Workforce Development Plan

Legalize Cocktails To-Go

Support COVID-19 Business Liability Protection Level Playing Field with Short Term Rentals Continued Awareness of Human Trafficking

Statutory Clarity on Alcohol Licenses Support Dram Shop Reform Support Alcohol Licenses for Caterers Defeat Earlier School Starts Maximize COVID-19 Vaccination Phases for Frontline Workers

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2021 Legislative Year in Review The 124th General Assembly convened in January to mark the beginning of a two year legislative session. Many important legislative issues were debated this year by the House and Senate but the legislative items that most dominated the headlines included: COVID-19 liability protection, numerous alcohol related bills and 2021-22 budget. Below is a brief summary of how the SC Legislature addressed those issues: COVID-19 Liability Protection Liability protection from COVID-19 related matters has been a major priority of the business community this session. Senate Bill 147 was introduced by Senator Shane Massey (R-Edgefield) and others and it provides liability protections for a limited time period for businesses that follow public health guidelines. The bill passed both chambers with strong majorities and was signed into law by Governor McMaster on April 28th. Gallo Winery The Gallo Winery recently agreed to come to the state to build their East Coast distribution hub in Chester, SC. It is expected the winery will make a $400 million investment and employ up to 490 employees. Senate Bill 619 was introduced that would allow Gallo Winery to open up tasting rooms for their entire product line, which would pierce the 3-tier system. The legislation faced stiff hurdles and was amended to reduce the number of satellite tasting rooms to 3, beer and liquor was removed, and they are required to close at 5:30 (so as to not compete with the current restaurant industry). Alcohol Delivery/Curbside Delivery Governor McMaster via emergency declaration authorized restaurants and retailers to offer curbside delivery of beer and wine in an attempt to lessen the blow to small businesses because of COVID-19. House Bill 3575 (Curbside) and House Bill 3772 (home delivery) were introduced and would allow beer and wine to be delivered via

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curbside or home delivery. The bills sailed through the House. However, on the Senate side, the bills faced stiff opposition by religious and victim rights groups. The curbside delivery bill was moved to the Senate floor, and there was a push to wrap both curbside and home delivery into one bill that also included liquor. However, ultimately it did not look like there was consensus on those issues with only three days left in the session. These two bills will be up for immediate consideration when the legislation reconvenes in January 2022. 2021-2022 Budget South Carolina was entering 2020 with an estimated $1.8 billion surplus, but COVID-19 basically wiped that away. The General Assembly passed continuing resolutions to fund government, and allocated federal COVID-19 relief. Fortunately, when the budget estimates came in for the 202122 budget year, the state was expecting a small surplus. This is largely due to the fact that SC did not shut down businesses to the extent that other states had in the country. SC is well positioned to come out of the pandemic without significant affect to the budget. The budget process is still going but is anticipated to be wrapped buy prior to the July 1st fiscal year date. In closing, the members of the South Carolina Restaurant and Lodging association will continue to be the beneficiaries of increased economic activity as the state continues to open up post COVID-19. As your representatives at the state house we will continue to stay on top of the legislative issues that affect your business and will look for opportunities to continue to protect the hospitality industry in South Carolina.

Reinventing Hotel Operations Post-Pandemic Across the United States, hotel operators are wondering if the current travel environment is a prelude to the future of hospitality and if they should take steps to grow and manage businesses more efficiently. While hotel operators can’t predict the future, they can still find new ways to adapt to the unexpected cost pitfalls resulting from the pandemic and prepare for what’s to come. To successfully navigate this period, hotel operations will need to slim down into a leaner, more efficient enterprise while increasing agility to cater to new guest expectations and experiences. The big picture is that hotel operators can adapt to the unexpected when necessary. Since hotels can’t force demand, controlling costs becomes more critical when exacerbated by the current hotel landscape, which has necessitated several investments to remain open for business, from contactless check-in to revenue management tools. Understandably, hotel operators may worry if the next major trend is lurking to wipe out their recent updates with another wave of mandated investments. And hotels need to integrate these new technologies and partnerships into their operational structure in a way that balances costs without backing the hotel into a corner. Some hoteliers are finding themselves trapped in the balance between financial restraint and calculated investment. Although guest interaction has reached new heights through contactless technology, many areas of the property – like onsite restaurants – have been dormant for over a year. With key revenue-generating square footage off-limits and reduced budgets constraining operators’ choices, hoteliers are keen to capitalize on the trends that can be impactful and valuable for their business. Operators need to be informed to make the best decisions based on the options available amidst a challenging moment in hospitality’s history. Properties equipped with advanced data analysis and revenue management tools have an advantage during periods of economic turmoil; these hotels are using updated information and informative reporting tools to understand the factors impacting their local area, allowing them to respond quickly and capitalize when necessary. Hotel operations have gone beyond traditional constraints, giving operators the agility to find what works based on accurate data. Winds of Change Recognizing the evolution of travel prior to the pandemic will help hotel operators understand trends that will remain postpandemic. Even before the pandemic, travelers had been using digital channels to book rooms and interact with operators. Guest entertainment had shifted to accommodate guest devices in lieu of on-property services. Hotel food and beverage (F&B) became more popular, and guests were spending more time in communal areas. Over a year later, these trends remain in place at hotels but have changed. Guests continue to embrace contactless technology,

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public spaces have shuttered or scaled back with capacity mandates, and much more. Hotels have been able to save on purchasing costs by limiting their amenities and services, thus placing a cap on their potential earnings by not providing new purchasing options to guests. The next step for hotel operators as travel gradually resumes is to look at where the hotel can generate revenue, giving them the tools to best meet guests’ current needs. Hotel operators can be missing F&B opportunities as a takeout and delivery renaissance sweeps the United States. Consumers are using delivery and takeout more often because of the pandemic, and hotel operators can take advantage of F&B through a takeout and delivery angle. Hotel operators can promote takeout and delivery through marketing and repositioning strategies. And some hotels can offer limited F&B services to small groups to maintain the restaurant’s operation and keep generating revenue. Meetings and events (M&E) are seeing a similar renaissance with hybrid meetings combining in-person and virtual attendance. The M&E industry has not yet set a clear alternative to social distancing, but the push for hybrid events shows a willingness from travelers to return to certain norms in the future. Return to Leisure The hotel industry’s strength and success often derives from the activity of business travelers. Some are holding out hope for business travel to return as vaccines roll out, but many analysts are pointing to a resurgence in leisure. Because of this, hotel operators should be up-to-date on the status of their local market, potential changes, and forecasts for the return of local attractions. As guest culture shifts toward guestrooms, food delivery, and digital interactions, hotel operators must understand what is important to convince people to travel. Hoteliers need access to accurate, reliable analytics tools capable of examining a myriad of factors of hotel performance, and they need to understand the data in the context of their local market. Modern revenue management technology informs procurement strategies, optimizes room rates at strategic moments, and creates new revenue opportunities when possible. Successful hotel operators are creative and flexible when interacting with guests and managing costs. Some trends have escalated because of the pandemic, and, therefore, hotel operators need to value the past in addition to looking forward. Post-COVID hotel operations are being refined – not redefined – throughout this period. Hotel operators can take this opportunity to become leaner, more efficient, and more resilient in the face of economic adversity.

Photo by Alex Hicks Jr./Spartanburg Herald Journal

Consumers want to keep ‘streeteries’ in place beyond the pandemic With indoor capacity limited throughout much of the pandemic, most restaurant operators focused on expanding their outdoor options. For some, seating areas went well beyond the traditional patio. In many communities, restaurants were allowed to expand onto the sidewalk, into a closed-off section of a street, or into an adjacent parking lot. More than 4 in 10 fullservice operators and roughly 1 in 4 limited-service operators say they added outdoor seating on a sidewalk, parking lot or street since the beginning of the COVID-19 outbreak in March 2020 Consumers responded favorably to these additional outdoor options: 43% of adults say they sat outside at a table that was located on a sidewalk, parking lot or street during the last 12 months. Millennials, Gen Z adults, urban residents, Northeast residents, individuals in households with children, and individuals in higher-income households were the most likely to say they dined outside at a table that was located on a sidewalk, parking lot or street. While more than 4 in 10 consumers dined outside at a ‘streetery’ during the past 12 months, nearly double that number think these seating options should continue indefinitely. Eighty-four percent of adults say they favor allowing restaurants to continue setting up tables on a sidewalk, parking lot or street on a permanent basis. Only 16% of adults oppose this. Among baby boomers, 84% think restaurants should be able to permanently offer expanded outdoor seating. That is more than three times higher than the 27% who were able to dine outside at a table that was located on a sidewalk, parking lot or street during the last 12 months.

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Contactless Ordering Isn't Going Anywhere— Here's How to Make the Most of It The pandemic has created unprecedented demand for online ordering platforms. Customer demand for delivery is 135 times higher than before COVID-19, according to Yelp. As a result, restaurants that have historically relied on in-person dining have either scrambled to create their own food ordering apps or have leaned on third-party services to do it for them. While it’s tempting to see this increase as a temporary solution for restaurants amid the pandemic, much of this new behavior may be here to stay. According to Salesforce, most consumers in the U.S. plan to continue buying essential goods online even after the pandemic’s danger has passed. In all likelihood, customers may be less inclined to dine out as much as they once did — even when the world returns to some version of normal. What does this mean for those in the restaurant industry? Ultimately, they’ll have to start thinking of the pandemic’s lessons as long-term business solutions for the future. Much of this will come down to understanding that contactless ordering has become an integral part of business rather than just a tool to navigate this crisis. Even more, it will continue to be a tool that increases efficiency for restaurants far into the future. The Ups and Downs of Ordering Apps For both customers and restaurant owners, the early days of contactless ordering have been something of a mixed bag. Customers have navigated clunky interfaces and dealt with longer wait times and delivery windows due to increased demand. They’ve also had to give up control when it comes to selecting and inspecting their options for customization. Building trust with customers over the web hasn’t always been easy, and not everything has gone as planned. For example, most delivery apps ask customers to rate their delivery person but don’t offer a separate way to review their overall experiences. This creates a situation where people can’t clearly share issues related to missing products, food temperatures, or order mistakes. As a result, negative feelings get taken out on the person making the delivery — and the relevant feedback doesn’t get back to the people who need to see it. However, contactless ordering features like order tracking and history have become clear successes by giving customers more insight into and control over the experience. Something as simple as a “reorder” button

has become a fan-favorite feature that also benefits businesses by encouraging repeat transactions and providing a more personalized element to remote ordering. While there may be a long way to go, we’ve already made incredible progress. These learning experiences and bumps in the road are necessary if restaurants want to move beyond the growing pains and continue to build successful, efficient online ordering platforms that can be used in a post-pandemic future. Here are a few tips on where to start. Research Your Audience The pandemic has changed the way people think and live. It’s more important than ever for restaurateurs to conduct customer research to better understand those customers. The Nielsen Norman Group, for example, couldn’t understand why some pictures of vacation properties that included people safely disinfecting surfaces were received positively while others showing the same activities were received negatively. Through audience research, the company found that people liked seeing precautions being taken in photos of communal spaces — but didn’t want to be reminded of the pandemic when looking at more intimate spaces. Understanding small psychological changes like this matters to all businesses and will be key to optimizing contactless ordering in the future. Provide Clear and Concise Directions No one wants to read lengthy, complicated instructions when they order food from a new restaurant, but it’s still important to offer users guidance. Keep the process simple: Tell your customers where they can pick up their food or how deliveries will be dropped off. Make sure your pickup location is clearly marked to prevent confusion and help people get in and out safely and efficiently. For example, many restaurants have clearly designated drive-up spots for picking up online orders, usually located conveniently close to the store. Chain restaurants like Red Robin and Chili’s have perfected this process. Customers let the restaurant know when they’ve arrived and where they’ve parked, and employees bring out their orders. To make the process even easier and more efficient, it’s a good idea to clarify any next steps using signs in your parking lot. (Continued on page 25) By Leah Blanford ModernRestaurantManagement.com

Wage Hike: Restaurants Large and Small Raise Pay to Attract Workers From Chipotle to your neighborhood cafe, owners are raising pay to attract people to cook, serve, and wash dishes. By Leslie Patton, Bloomberg Businessweek

Chef Dan Jacobs’s restaurants have long been fixtures on best-of-Milwaukee lists. One of his latest, called EsterEv, offers an eclectic mix of gourmet and comfort food: The $65, five-course menu features caviar tater tots and schmaltz-and-poppy-seed focaccia with hot mustard butter. But while diners may be eager to return, Jacobs can’t find enough workers to get his place back up and running. He’s offering $40,000-a-year salaries and $20 an hour for part-timers. He’s begging on Craigslist. He’s even scouting people who’ve served time in prison. No luck. “It’s a coin flip,” Jacobs says of the chances that EsterEv and his other two restaurants will survive. “I have to be realistic and realize there is a distinct chance this will not work.” Across the U.S., restaurants desperately want to reopen to full capacity, and mayors and governors are urging them to do so. While some diners are still wary, owners say a bigger problem is finding enough bodies to cook, serve, and wash dishes. Adding to concerns about inflationary pressures, the labor crunch nudged up average hourly earnings to $16.28 an hour in March, the highest on record, according to the U.S. Bureau of Labor Statistics. The COVID-19 crisis has transformed few areas of the U.S. economy more than food service. Marking the launch of a $28.6 billion federal Restaurant Revitalization Fund last week, President Joe Biden called restaurants a “key part of the American story,” noting their importance as a driver of socioeconomic mobility for minorities and immigrants. It’s hard to overstate the importance of what in 2019 was an $860 billion-a-year industry. More than 60% of Americans have worked in a restaurant at one time or another; for almost 1 in 2, it was their first regular job. Perhaps no more. Restaurants and bars employ 1.6 million fewer people than at the start of 2020, federal data show. But it’s unlikely the 10.6 million-person workforce will ever return to pre-pandemic strength. More than half of restaurant workers are considering quitting because of low wages and other opportunities, according to a survey published last month by nonprofit One Fair Wage and the University of California at Berkeley’s Food Labor Research Center. Many are working mothers fearful of contracting Covid and are bringing in earnings that barely cover their family’s grocery bills. Extended unemployment benefits have allowed some restaurant workers to remain on the sidelines. In Milwaukee, Jacobs says candidates sometimes apply because they have to show they’re actively seeking work to continue collecting unemployment but then don’t return his phone calls. Yet he and other employers in the industry face a more fundamental challenge. Low-skilled workers are fleeing

food service for higher-paying jobs at fulfillment centers operated by Amazon .com Inc. and other retailers, according to Daniel Zhao, a senior economist at the employment site Glassdoor. In St. Louis, Bettie Douglas recently quit her job at a sandwich shop to work at Rainbow USA Inc., an apparel store chain that also sells online. She’s still making minimum wage, as she did in her previous job and before that, working at McDonald’s. But unpacking boxes and tagging merchandise is a breeze compared with fast food, where she took orders, ran registers, washed dishes, and sometimes unclogged toilets, says Douglas: “It’s more stress because you’re moving more, you’re doing more.” To lure new workers and keep existing ones from bolting, some fast-food and casual-dining chains are offering one-time bonuses and increasing pay. Olive Garden owner Darden Restaurants Inc. said it spent $17 million on a one-off retention payment of as much as $300. Chipotle Mexican Grill Inc. will raise average hourly wages for kitchen workers from $13 to $15 by the end of June, as it looks to add 20,000 employees to its payroll. Even before the planned hike, the chain’s pay was up about 4% from the same time last year. Todd Graves, chief executive officer and founder of Raising Cane’s Chicken Fingers, a Baton Rouge, La.based chain with about 530 locations, says it’s the toughest hiring market he’s seen in his 25 years in the business. “The demand for employees is just through the roof,” says Graves, who’s handing out retention bonuses of as much as $250. “Everybody is reopening at once.” Restaurants may become a smaller part of the economy. At least some of the shift in revenue to grocery and food delivery witnessed during the pandemic may become permanent if many office workers opt to continue working from home. To adapt to these changes, restaurants may have to embrace automation and other technologies, something that much of the highly fragmented industry had been slow to do prior to the pandemic. Many now allow diners to submit their orders and settle their tab using their mobile phones. “This is sort of an ‘aha!’ moment, where we had these technologies and suddenly we see that we can use them even more,” says Claudia Goldin, a Harvard economic historian. Aaron Allen, a third-generation restaurateur, says that while the federal government’s new rescue fund may help tide some establishments over, many will eventually succumb if they can’t hire and retain workers. “This is the first time that they’re actually saying, ‘You know what? Screw you guys,’ ” says Allen, now an industry consultant. “ ‘The way that we’re being treated, we’re not coming back.’ ”

Charlestowne Executives on What Comes Next After its Milestone Birthday Charlestowne Hotels has faced a lot of changes since beginning as owner/operators of mainly branded hotels in the Charleston, South Carolina, area. Now butting up against the big 4-0 after a year that seemed like a decade, Chief Operating Officer Kyle Hughey and Revenue Vice President Johnathan Capps described for LODGING how it was their “core flexibility” that has guided their growing management company, mentioning, too, how the pandemic hasn’t much changed their growth goals or their journey to achieving them.

Q&A Q: In what ways has Charlestowne changed since its founding nearly 40 years ago? Hughey: We started basically in the Charlestown market as owner/operators of branded properties, but after a decade or so, we morphed into a third-party management company. It was our core attribute of agility that has enabled us to change directions when we believed the situation merited it. This started with managing unbranded smaller independent properties, then we began to branch into niche segments such as the university market. Capps: It helped that we developed a reputation for executing well on the projects we took on and that, seeing how independent properties were growing in other markets, lenders were becoming more flexible about funding such “passion projects.” We also recognized the growth opportunity of taking successful niche models regionally, showing they could perform well in the Northeast or on the West Coast. We developed expertise in creating properties with the independent spirit of the historic inns people loved and found the right people to staff and manage them.

Q: What are Charlestowne’s biggest priorities for the coming years? Were they at all impacted by the pandemic? Hughey: Again, we had already begun growing beyond our Charleston base, beginning with the Northeast and the Colorado mountain area. Our objective now is to parlay this growth into synergy and cost efficiency that build and allow the owners to benefit. We’d like to continue that geographic expansion over the next few years, to establish a cornerstone on which to build. Capps: An added benefit of having a presence in these areas vastly increases the number of owner-to-owner leads and even offers the opportunity for a potential owner to see the properties we manage. As for the impact of the pandemic, it’s unfortunate that the downturn has forced some owners into receivership or sales, but there are opportunities for a management company like ours, so we are keeping an eye on these transactions, as well as the partnerships being formed. As VP of revenue, it’s my job to chase that revenue as demand is seeming to come back strong in some markets. For us, that also means re-staffing to maintain our reputation for providing a highlevel experience at the properties we manage.

Q: In what ways has your company adapted to a changing industry environment? Capps: We are constantly examining our structure and our ability to support it. We may engage a corporate recruiter to help us hire the new people we need so our human resource manager can focus on culture and

retention and our general managers can focus on service and housekeeping. We must be staffed not only for the environment we’re in now—after a tough 12 months for the industry—but for the future, to figure how to add five properties to the portfolio without overburdening the staff. Hughey: The kind of trust that is part of building relationships and working with clients whose valuable assets we manage has been especially important at a time when many questioned whether they should even be in the business and whether their assets could survive. It was important for me to affirm those relationships, build them, and give clients confidence in us and our competence.

Q: Were there any takeaways learned from the difficult past year that you plan to take into the future? Hughey: It was a tough year, but it did give us a good reset. We were talking to our owners and our clients more than ever; where we used to check in monthly or even quarterly, for a while, we were connecting and communicating almost weekly—sharing what we saw in the market and industry, helping them with PPP, etc. We realized this level of communication and collaboration with the owner is what we should be doing all the time. We also had a renewed appreciation of our guests’ value—even when there were so few—and the need to make them feel special. Capps: I felt that level of communication instilled a sense of pride in being part of the company, not just here in the corporate office, but across all our hotels. We felt the agility we mentioned as being part of our core enabled us to take on this challenge in that it allowed some of our properties to stay open or keep one extra staff member employed. In general, I think, along with retaining trust and our nimbleness, we fared well because of the types of properties we have and that we didn’t over-react.

Q: What’s your outlook for the industry and for Charlestowne in the year ahead? Hughey: I think things are coming back quickly. Most of our properties are in the leisure market, where there’s a lot of pent-up demand for travel. We had a relatively nice first quarter and it looks like Q2 will outperform our forecast. Capps: Based on vaccine roll out and public comfort with travel, we expect markets with outdoor attractions that don’t depend on corporate meetings to bounce back first, but that there will be somewhat scaled-down meetings and events for a while. But, as we go along through the summer and into early 2022, we expect momentum to build.

Updated 5/10/2021

PUBLIC AFFAIRS POLICY BRIEF SERIES

YOUR BUSINESS SUCCESSFULLY RECEIVED A RESTAURANT REVITALIZATION FUND GRANT.

NOW WHAT?

NEXT STEPS GUIDE

RESTAURANT REVITALIZATION FUND GRANTS 1 . Retain all records submitted with the application, including a copy of the completed application. 2. Retain all records supporting the application that were not submitted, including:

• Information supporting the date the business began making sales. SBA will be looking to establish the length of time the business has been open, so this documentation will be particularly important for any business opened in 2019 and later, due to RRF requirements. • How the grant amount was calculated, including relevant amounts subtracted from 2020 gross receipts. • Information demonstrating an assertion of priority for awarding the grant (certifying that the business is eligible for prioritization as a women-owned, veteran-owned, or owned by a socially and economically disadvantaged small business). The SBA can request documentation on your application or self-certifications, and plans to conduct random audits for some grant recipients. Retain all the records related to an eligible expense. • Information regarding the determination of “affiliates” or “affiliated businesses.” • Information supporting ownership shares for owners listed on the application as of the date of the application.

3. Protect your Small Business Administration (SBA) account including the email address, SBA web portal user name, and SBA information,

web portal password in a location where it can be found at a later date.

4. Plan how all Restaurant Revitalization Fund (RRF) grant funds

will be spent on eligible expenses. The RRF grant is NOT an economic stimulus payment. Any payments made with grant funds that are not

authorized by RRF rules may require the recipient to repay the funds or become subject to a federal fraud investigation.

LEARN MORE Visit

RestaurantsAct.com Disclaimer: Federal regulations are subject to change and this information should not be used for or taken as for legal, financial, and/or business planning advice

TIP: Create a RRF budget that specifically pairs the RRF funds to eligible expenses to ensure each dollar is tracked to the expense category and date of transaction. TIP: The SBA is planning a “Use of Funds” validation assessment for recipients. This will be shared in the SBA RRF portal and requires recipients to report how they spent the grant funds by eligible expense category. The report is due by Dec. 31, 2021, and will be required each year until all grant funds are spent.

Updated 5/10/2021

PUBLIC AFFAIRS PUBLIC AFFAIRS POLICY POLICY BRIEFSERIES SERIES BRIEF

NEXT STEPS GUIDE

RESTAURANT REVITALIZATION RESTAURANT REVITALIZATION FUND GRANTS FUND GRANTS

YOUR BUSINESS 1the . Retain all records submitted the including a copy 5 . Map out the covered period timeline: Feb. 15, 2020 to with March 11,application, 2023, to ensure all planned of completed application. SUCCESSFULLY eligible expenses fit within this time period. RECEIVED A TIP: If using the RRF grant for business debt service, remember that it can only be used for principal and 2. Retain including: all records supporting the application that were not RESTAURANT interest payments. It cannot be used to pay off an entire loan or to prepay principal or interest. submitted, REVITALIZATION TIP: Past-due expenses are eligible if they were incurred between Feb. 15, 2020 and March 11, 2023. • Information supporting the date the business began making sales. SBA will FUND GRANT. be looking to establish the length of time the business has been open, so TIP: If using the RRF grant for payroll, do not include any compensation for employees earning over $100,000

this documentation will be particularly important for any business opened per year. This is the same restriction that applies to Paycheck Protection Program (PPP) payroll expenses. in 2019 and later, due to RRF requirements. • How the grant amount was calculated, including relevant amounts subtracted from 2020 gross receipts. Learn how RRF funds may be treated in upcoming tax filings. For example, a business that chooses • Information demonstrating an assertion of priority for awarding the grant to use RRF money for payroll in 2021 should not also apply for employee retentionastax credits (ERTC) in (certifying thatplan the to business is eligible for prioritization a women-owned, the same calendar quarter. veteran-owned, or owned by a socially and economically disadvantaged small business). The SBA can request documentation on your application TIP: While RRF grants are not subject to federal income tax and ordinary random federal tax deductions or self-certifications, and plans to conduct audits for someare grant preserved, many states do not automatically conform to the federal tax code. In fact, more than recipients. Retain all the records related to an eligible expense.a dozen states increased a business’ tax liability •due to federalregarding PPP loans. Work with your state restaurant Information the determination of “affiliates” or association “affiliated to ensure state lawmakers adopt the federal treatment of RRF grants. In April 2021, the U.S. Department of Treasury said businesses.” that such changes would be fully •permissible the American Rescue Plan Informationunder supporting ownership shares forAct. owners listed on the application as of the date of the application.

NOW 6. WHAT?

7 . Prepare for public reporting by all grant recipients. It is a reasonable expectation that federal grants would be subject to transparency requirements, the Freedom of Information(SBA) Act. For example, some PPP 3 . Protect yourincluding Small Business Administration account loan recipients were originally released by company name byaddress, category of funding in June including the and email SBA web portal user2020. name,Subsequently, and SBA information, a federal court ordered the disclosure of allpassword PPP loanin recipients bywhere business names and loan web portal a location it can be found at a amount. later date.

8 . Share questions with SBA and the National Restaurant are here to 4. regional Plan howoffices all Restaurant Revitalization Fund Association (RRF) grant—we funds help. Recent questions include: will be spent on eligible expenses. The RRF grant is NOT an economic stimulus payment. Any payments made with grant funds that are not

• Once RRF funds are received, can aby recipient move the fundsthe to an interest-bearing account? Yes. authorized RRF rules may require recipient to repay the funds or become • When a funding request subject is approved, is the grant delivered in one lump sum? Yes, the SBA will to a federal fraud award investigation. directly disburse proceeds to the applicant’s operating commercial business account. The SBA automatic linking service expedites thisTIP: process. Create a RRF budget that specifically pairs the RRF funds to eligible LEARN MORE - For sole proprietors operating a commercial the will require supporting expenseswithout to ensure each dollaraccount, is tracked to SBA the expense category and date documentation to demonstrate the account is utilized for restaurant operations, and is owned by of transaction. Visit the sole proprietor. SBA will not allow funding accounts with limited (less than 3 months) history or RestaurantsAct.com The SBA is planning a “Use of Funds” validation assessment for unrelated ownership to theTIP: applicant. recipients. be shared the SBA requires recipients • Can I sell my business after I receiveThis the will grant? Yes, butinbefore theRRF saleportal takes and place, the seller 1) must Disclaimer: Federal regulations are to report how they spent the grant funds by eligible expense category. demonstrate to SBA that all RRF funds have been used for eligible purposes prior to the sale; orThe 2) remit subject to change and this information should notto be used for or taken as report is due by Dec. 31, 2021, and will be required each year until all grant the Treasury any RRF money that has not already been used on eligible expenses. for legal, financial, and/or business funds are closes spent. after receiving the RRF grant? The entity must return the unused planning•advice What if my business permanently funds to the Treasury.

9. We would like to hear your story. Share them with us at RRF@restaurant.org

MASTER OF INTERNATIONAL HOSPITALITY AND TOURISM MANAGEMENT

William S. Disssen, ’06

Mamee Groves, ’04

Executive Chef, Owner The Market Place Restaurant, Asheville

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July 1!

Regional VP of Food and Beverage, ClubCorp

The University of South Carolina’s Master of International Hospitality and Tourism Management is designed for industry professionals who want to propel their careers and advance their expertise. 30 credit-hour program: earn your master’s degree in one year! Flexible curriculum delivery: study online and on campus. Thesis and professional tracks. Learn from global scholars and industry leaders. GMAT/GRE requirement waived for experienced professionals who apply by June 2021!

Learn more at: sc.edu/hrsm/hrtm *2020 ShanghaiRanking’s Global Ranking of Academic Subjects

Top 3 Ways Master’s Degrees Are Changing to Meet Post-Pandemic Industry Needs By Scott Smith, Associate Professor and Graduate Program Director at the University of South Carolina School of Hotel, Restaurant and Tourism Management The pandemic has changed, and is still changing, everything. As hotels, restaurants, golf clubs and tourist attractions work to reopen and recover, ingenuity and perseverance remain in high demand. Navigating the everchanging landscape of rehiring, employee retention, operating costs, health requirements, customer satisfaction and more is continually pushing employers to innovate and evolve.

for real-world, emergent knowledge of crisis response best practices, and graduate programs responded by replacing textbooks with case studies. Leading hospitality management faculty worked with industry leaders to build a pipeline of fresh knowledge to help students learn from the successes, and failures, of the most challenging time in modern history for hospitality and tourism.

Along with industry professionals, hospitality and tourism degree programs have evolved during the pandemic. With a responsibility to equip students with knowledge and experience that is not just applicable but that will help launch their careers, colleges are changing the approach to graduate school for post-pandemic hospitality and tourism management professionals in three key areas.

Master’s degree students consistently comment that a case study assignment within a course is often the best way to utilize and demonstrate their understanding of the material. The applied learning approach gives a real-life problem/situation that a business has experienced and gives students the opportunity to develop a strategic business solution through research and creative problem-solving.

Delivery Options As restaurants were converting parking lots to drive-thrus and training servers on curbside delivery operations and online ordering, hospitality and tourism degrees were building synchronous and asynchronous course delivery options. While some professionals can complete their master’s degree on campus, many others need a flexible program that matches their learning style and their schedule. One silver lining of the pandemic is that it accelerated the development of course delivery options and learning technology – bringing more options to the education market.

Expanded Leadership, HR and Management Courses Tough decisions to make layoffs and furloughs have had lasting repercussions. Some employees accepted new jobs in other industries. Some are feeling hesitant to jump back in. And some are depending on unemployment benefits as they regroup from the impact of the pandemic. It is a human resources ripple effect that is likely to last for years to come.

For example, the University of South Carolina’s Master of International Hospitality and Tourism Management degree now provides the option for students to complete their master’s degree 100% online. This option focuses on taking the same curriculum a student would experience on campus and makes it more accessible through a variety of teaching formats and deliveries to meet different learning styles. Students can take classes in a synchronous format, where they are learning and interacting virtually with their classmates and instructor in a structured class time via distance learning technology. They can also integrate asynchronous classes that provide online lecture recordings and curriculum on demand so that coursework can be completed around the student’s schedule. Giving students the option to mix and match on-campus, online asynchronous and online synchronous class formats has changed the way educators approach course design for the better. It has ignited innovation, industry collaboration and real-time curriculum development. Students are gaining greater access to curriculum, and higher education and industry professionals are working together to create a reciprocal knowledge community that accelerates growth, resilience and advancement at a time when hospitality and tourism managers need it most. Case Studies The moment the pandemic hit was the moment a lot of textbooks became less relevant. COVID-19 generated demand

So, how do you find good employees and create a work environment that makes them want to stay? The trifecta of human resources, business management and leadership development has become a focal point for master’s degree programs that are helping professionals sharpen their skills for success in a post-pandemic industry. Degree programs that have expanded their course offerings in these areas are providing better preparation for graduates to handle the many complex issues that are facing hospitality and tourism executives today. UofSC has aligned its master’s program with this industry need through the addition of new courses in human capital and talent management, strategic leadership, and multicultural dimensions of the hospitality and tourism industries. The Master of International Hospitality and Tourism Management program also condensed its curriculum from 36 to 30 hours – making the degree more efficient and accessible. It also added courses in marketing and social media which will play a crucial role in the industry’s recovery. Looking ahead, it is important for degree programs to stay in close collaboration with industry employers, their needs, and the trends and new ideas that are driving success. At UofSC’s School of Hotel, Restaurant and Tourism Management, an advisory board of industry leaders regularly reviews our curriculum and provides insights on courses to provide the most in-demand skills that employers look for when hiring managers. Just like the businesses that have survived through the pandemic, degree programs that stay nimble, innovate and evolve will grow to make a bigger impact on the career success of their graduates.

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they’ll respond by coming back again and again.

Make Customization Easy As long as there have been restaurants, there have been customers who want to customize their orders. Whether it’s removing or adding toppings, accommodating specific allergies, or substituting one product for another, customers want to be able to make changes to a standard order without having to jump through hoops or call someone. If your UX design doesn’t offer an easy way to customize orders, you could easily lose customers to businesses that do.

Recognize that food ordering apps aren’t going away after the pandemic. You can either choose to be overwhelmed by the likes of DoorDash and Grubhub, or you can use them to rise above the fray, increase efficiency in your restaurant, and drive your business toward success. It’s also a great time to move away from third-party apps and instead create a robust, first-party solution that’s easy to use while offering unique perks.

Many restaurants have given customers the ability to place their food orders online, customize menu items in great detail, and even select substitutions. By making customers a part of the process, restaurants can still deliver products and services they know will please customers — even if their first choice isn’t available.

Contactless ordering has changed how people get their food and where they choose to get that food. It’s up to each restaurateur to differentiate themselves not only through their food and customer service but also through the excellence of their online ordering platforms. An investment in your online ordering today will pay dividends moving forward.

Be Empathetic and Practice Compassion Empathy is a key element of success with contactless ordering, especially during such stressful and chaotic periods. Understanding where your customers are coming from and truly relating to them is a huge part of creating a better relationship. Once you have that understanding, the next step is doing something about it. Acting with compassion is always important, but the pandemic has made that even more necessary. Find ways to ease customer anxieties and simplify their challenges. Work to motivate them while expressing gratitude for their business. If they see you truly care about their satisfaction,

Establishments are 82% less likely to experience critical violations during a health inspection when they have staff certified in advanced food safety. Protect your reputation and register for an instructor led class. Visit servsafecertified.com to register today.

How Technology Helps Restaurants Prep for the Future When “Daniel” shut down due to COVID-19, Chef Daniel Boulud quickly developed creative weekly menus, powered by an online delivery and carryout platform. His pivot shows how some restaurateurs have faced new circumstances with remarkable resilience and innovation. “In response to the changed environment, the first thing restaurants are doing is purchasing a digital point of sale,” says Andre Nataf, senior vice president of point of sale at Global Payments’ company Heartland. “In addition to accepting digital transactions, they need to have tools to engage with customers, such as email marketing capabilities, loyalty programs and a robust website presence.” New customer expectations About 70% of consumers said eating at a restaurant will help them feel normal again, according to a nationwide Global Payments survey of 1,000 consumers. However, when they do arrive, they’ll be more wary of safety, cleanliness and quality. The good news: when people feel safe, they’re likely to return. Use technology to build loyalty and trust: Digital ordering. Customers can reserve, order and pay from their mobile apps and devices. Digital also minimizes interactions between delivery drivers and staff. Touchless payments. Restaurants can add QR codes to digital drive-thru menu boards or restaurant receipts, with customers ordering and paying with Apple Pay or Google Wallet. About 44% of consumers are willing to tap to pay, up from 29% before the pandemic, according to the Global Payments survey.

Digitally powered inventory. Restaurants can control menus with a click or a tap for instantly reflected changes, even with multiple locations. Cloud agility. Cloud-based platforms allow restaurants to streamline tasks including kitchen management and drive-thru operations. They also help with customer intelligence and social media reputation management, centralizing reporting and analytics for deeper, faster insights. Guest list management. Digital POS Systems allow customers to place orders while waiting and receive texts when their tables are ready. UV-C disinfection. Ultraviolet light can kill or inactivate 99% of microorganisms on POS devices and kiosks. It can be added to existing screens and monitor surfaces for when they’ve been cleaned. Low-contact server tips. Cloud-based tip processing allows employees to receive funds on prepaid cards, and tipping software like Netspend® Tip Network™ integrate with POS systems to digitally allocate tips. Consumers are more comfortable in a digital world–technology will only play a bigger role in the future.

You take care of your community. We help take care of you.

UnitedHealthcare offers exclusive members-only pricing and benefits, including: • Medical coverage • Dental and vision insurance • Disability, life and critical illness insurance

Contact your broker today or visit us at scrla.org/page/InsuranceCenter for more information.

Benefits and programs may not be available in all states or for all group sizes. Components subject to change. These plans have exclusions and limitations. Contact your UnitedHealthcare broker or the company for more details. Insurance coverage provided by or through UnitedHealthcare Insurance Company, UnitedHealthcare Insurance Company of Illinois or their affiliates. Administrative services provided by United HealthCare Services, Inc. or their affiliates. EI20266454.0 08/20 ©2020 United HealthCare Services, Inc.

Harris Poll: U.S. Travelers are Planning Trips for Summer 2021 More than three-quarters of U.S. travelers (77%) plan to take a trip this summer, according to the results of a Harris Poll survey requested by the Let’s Go There coalition of 75 travel companies and organizations.

historic devastation for over a year. A staggering 65 percent of all U.S. jobs lost in 2020 were supported by travel, and the pandemic’s total economic impact on the industry is expected to be 10 times worse than 9/11.

The strong number represents a stark one-year turnaround; a similar Harris Poll conducted in June 2020 found that just 29 percent of U.S. travelers planned summer leisure travel amid the grip of the COVID-19 pandemic.

Significant improvements in the health landscape have helped to turn the tide. In April, the CDC issued formal guidance stating that domestic travel is safe for vaccinated persons — which followed substantial research findings that travel could be lowrisk in general with appropriate safeguards in place. The Biden Administration has since announced that more than a third of U.S. adults are now fully vaccinated, and set an ambitious goal to get that number to 70 percent by July 4.

The latest poll’s sample reflects the sentiments of U.S. travelers. The poll also found: • • • •

•

Two-thirds of U.S. travelers have a summer trip either already planned out (36%) or booked (30%). Of the U.S. travelers who have summer travel either planned or booked, more than half (53%) will be traveling for the very first time since the start of the pandemic. When thinking about traveling out of town, 55 percent of U.S. travelers responded they are either ready to go (26%) or optimistic (29%). When asked what they are most looking forward to about traveling this summer, “reconnecting with friends and family” (19%) was the top response given, followed closely by “rest and relaxation” (18%). The poll is welcome news for a travel industry that has felt

Those developments — coupled with polling indicating a coming surge in domestic leisure travel demand — are prompting a shift in near-term messaging from the travel industry. The Let’s Go There coalition launched in September with the mission of keeping travel on the minds of U.S. travelers even as traveling was virtually halted by the pandemic. Thousands of travel businesses and organizations across the country are joining in the Let’s Go There initiative, beginning May 17, with unified messaging that encourages U.S. travelers to plan visits to their sites and destinations this summer. #LetsGoThere

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