July 2020 - Total Food Service

NEWS

LEGISLATION

OUTDOOR DINING IS CENTERPIECE OF DE BLASIO’S NYC OPEN RESTAURANT INITIATIVE

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ayor Bill de Blasio announced late last month guidance for the City’s Open Restaurants program, which allows qualifying restaurants and bars to expand outdoor seating on sidewalks, curb lanes, backyards, patios, plazas, and Open Streets as New York City begins Phase 2 of reopening. The move came on the heels of the City’s expedited approval processes by allowing restaurants and bars to self-certify their eligibility for curb lane and sidewalk seating using a new, streamlined application process at NYC. “Restaurants are the backbone of

“Most importantly, we can all celebrate — safely — these first steps toward normalcy and enjoy the glorious outdoors with a drink or meal,” said Assembly Member Rebecca Seawright. New York City’s neighborhood culture, and they’ve done their part in slowing the spread of COVID-19. It’s our City’s turn to help them reopen safely and responsibly,” said de Blasio as he signed Executive Order 126. “These commonsense guidelines will help local businesses get back on their feet – and let New Yorkers safely enjoy the meal they’ve earned.” “New York has faced extraordinary

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times in 2020, and Open Restaurants is an extraordinary next step for us,” said Department of Transportation Commissioner Polly Trottenberg. “This summer, as we enter this next phase, we want New Yorkers to go out and enjoy their beloved restaurants -but we want them to do so safely and responsibly. We will monitor this program closely to make sure we do not see any unintended consequences.

As with our Open Streets program, we are hopeful that regular New Yorkers will also help make this new program work.” “NYC is home to over 27,000 restaurants that are in need of support as we all work together to reopen. The Open Restaurant Program is an innovative response to the most pressing issues this community faces and provides opportunities for restaurant owners to generate much-needed revenue,” said NYC Department of Small Business Services Commissioner Jonnel Doris. “NYC means business and this program ensures that the vibrant restau-

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NEWS

RESTAURANT REOPENING

NEXT STEP TO NORMALCY IN CONNECTICUT AS RESTAURANTS REOPEN INDOOR DINING

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ith much anticipation, last month Connecticut’s restaurants were able to offer inside dining at 50% capacity as part of the State’s phase two of reopening. Returning patrons returned to a very different look: Partitions now separate every table -- something mandated by state guidelines if tables aren’t at least 6 feet apart. Portable barriers populate the bar area. The open dining concept at La Fortuna Bar & Restaurant in Stratford looks a little different in the era of COVID-19. It’s a new normal manager Aleks Gjeka says the family business is ready to embrace.

“To my surprise, people were not timid. I thought they’d be more apprehensive, but they weren’t.” — Bob Cooke La Fortuna was relatively new when the pandemic hit, causing the Italian restaurant to pivot to takeout and delivery. The restaurant opened in November 2019. “Based on the group of the people that come to sit on the bar, we can relocate them within 10 seconds,” said Gjeka. Customers returned to find a change to the menus too -- now printed on poster board and displayed in front of each table. Diners can see their options without

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touching anything. La Fortuna got a deep clean with an electrostatic spray prior to opening. The company markets it as a way to protect surfaces from bacteria and viruses for 30 days. “Our machines allow us to take away the human error involving sanitizing,” said Kristopher Kontos, owner of Eco Sanitation Solutions. The state is also home to a very popular cleaning technology: Biopolarization that is being utilized by

restaurants throughout the State and the nation. As the waitstaff set up the dining room at Farmington’s Fork & Fire Wednesday in preparation for the first indoor service since March, it felt like opening a whole new restaurant, said general manager Ruvin Bogati. Three months of takeout operations, then limited outdoor dining, had called for a makeshift setup in the space that normally seats about 75 guests. As they put the dining room back together, “we were like, ‘I don’t even remember where these plates go,’” he said, laughing.

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July 2020 • Total Food Service • www.totalfood.com • 5

NEWS

TAKEOUT & DELIVERY

UBER EATS’ NEW LOYALTY PROGRAM ENABLES PATRONS TO GARNER REWARDS FROM FAVORITE METRO NYC RESTAURANTS

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ber Eats rolled out a pair of new features late last month that it hopes will build loyalty among its restaurant clients and their dining patrons The company’s new priority delivery option allows customers to pay a nominal fee for a quicker food drop. Rather than hitting multiple delivery stops along the way, a driver will head straight to your place -- shaving off serious time from the usual ETA. In addition, Uber Eats has update the app to enable customers to receive rewards for orders from Tri-State restaurants. While purchases will still count towards your regular old Uber rewards, users can now earn points at individual restaurants, as well. “Over the last few months, customers have been more supportive than ever of their favorite restaurants --

“Restaurants who choose to participate will be able to create their own loyalty program from the ground up, while Uber Eats customers can easily monitor their progress towards their next reward.” — Mandy Quinn whether that’s the local Ethiopian spot around the corner or the trusty deli up the street,” noted Mandy Quinn, Head of Foodservice Partnerships, Uber Eats. “That’s why we’re bringing restaurant loyalty programs to your app experience. Restaurants who choose to participate will be able to create their own loyalty program from the ground up, while Uber Eats customers can easily monitor their progress towards their next reward.” Participating restaurants will be labeled with a purple diamond in the

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app, so you can identify who’s got the incentives. Users can keep track of points directly through the Uber Eats platform and opt in on push or email notifications for when you score that reward. Customers then have 90 days to redeem. “Some restaurant loyalty programs are order-based (customers earn rewards after a set amount of orders) and some are spend-based (customers earn rewards after spending a set amount),” Quinn continued. “This is an exciting new tool to empower restaurants to encourage customer loyalty and potentially grow their businesses.” Uber Eats is an American online food ordering and delivery platform launched by Uber in 2014 and based in San Francisco, California. Uber Eats’ parent company Uber was founded in 2009 by Garrett Camp and Travis Kalanick. The company made its foray into food delivery in August 2014 with the launch of the UberFRESH service in Santa Monica, California. In 2015, the platform was renamed to UberEATS, and the ordering software was released as its own

Main Office 282 Railroad Ave. Greenwich, CT 06830 Publishers Leslie & Fred Klashman Advertising Director Michael Scinto Art & Web Director Mark Sahm Director of Public Relations and Special Events Joyce Appelman Contributing Writers Morgan Tucker David Scott Peters Joyce Appelman Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com

Cover photo courtesy of Shake Shack

continued on page 102is published Total Food Service ISSN No. 1060-8966 monthly by IDA Publishing, Inc., 282 Railroad Ave., Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2020 by IDA Publishing Inc. Contents in full or part may not be reproduced without permission. Not responsible for advertisers claims or statements. Periodicals Postage paid at the post office, Greenwich, CT and additional mailing offices. Additional entry at the post office in Pittsburgh, PA. Subscription rate in USA is $36 per year; single copy, $3.00. Postmaster: Send address changes to Total Food Service, P.O. Box 2507, Greenwich, CT 06836

application, separate from the app for Uber rides. The moves come on the heels of a monumental spike in orders as a result of the COVID-19 pandemic. That growth has also led to intensified competition of restaurants adding multiple deliver platforms to the offerings. The stakes were also heightened last month when Uber Eats competitor GrubHub was acquired for $7.3 billion.

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NEWS

EDUCATION

CIA BUILDS ONLINE BRAND TO RESPOND TO CHANGES IN MARKETPLACE NEEDS

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he Culinary Institute of America (CIA) announced last month a new offering in its suite of acclaimed ProChef® online culinary training tools. ProChef for Culinary Programs is an innovative, ready-touse digital framework that imparts fundamental skills, techniques, and theory. The program is ideal for vocational tech and community college culinary programs, as well as independent restaurants and foodservice businesses. For culinary educators, this new model means access to the highest

caliber culinary training—whether their students aspire to one day attend CIA or simply seek a solid foundational knowledge. For businesses, it can be a powerful workforce development tool, helping to ensure consistency across the kitchen, and providing an opportunity to expand to more advanced offerings—including managerial training—once complete. And, because it’s delivered online, users have 24/7 access to learning–on any device–in both English and Latin American Spanish. “Traditionally, ProChef has been

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“We are continually asked for a training solution that better fits the needs—and the budgets—of educators and small businesses and therefore, set out to create a program that both delivers on that, and provides the same high-quality curriculum.” — Brad Barnes offered as an enterprise solution for multi-unit, large-scale foodservice and hospitality organizations,” said Brad Barnes, certified master chef, and director of CIA Consulting & Industry Programs. “We are continually asked for a training solution that better fits the needs—and the budgets—of educators and small businesses and therefore, set out to create a program that both delivers on that, and provides the same high-quality curriculum.” Consisting of 20 short courses, this flexible curriculum readily aligns with almost any culinary training and helps ensure consistency and confidence. For a limited time, a one-year subscription, which accommodates up to 100 users, is available for $180. The program joins the CIA’s growing portfolio of on-line programs including the CIA’s online Bachelor of Business Administration (BBA) in Food Business Leadership. The program enables CIA associate degree holders to upgrade to a bachelor’s degree. With convenient, accessible part-time study, foodservice professionals can work—at their own pace. This online BBA program is

designed specifically for AOS alumni with at least four years of fulltime, progressive work experience after graduating. The CIA program features advanced knowledge from the same world-class faculty. It also offers essential connections with business leaders that you’ll carry with you throughout your career. Founded in 1946, The Culinary Institute of America is the world’s premier culinary college. Dedicated to developing leaders in foodservice and hospitality, the independent, not-for-profit CIA offers master’s, bachelor’s, and associate degrees with majors in culinary arts, baking & pastry arts, food business management, hospitality management, culinary science, and applied food studies. The college also offers executive education, certificate programs, and courses for professionals and enthusiasts. Its conferences, leadership initiatives, and consulting services have made the CIA the think tank of the food industry and its worldwide network of more than 50,000 alumni includes innovators in every area of the food world. The CIA has locations in New York, California, Texas, and Singapore.

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800-688-2537 x227 July 2020 • Total Food Service • www.totalfood.com • 9

FIORITO ON INSURANCE

COVID-19 REOPENING CHECKLIST: WHAT HOSPITALITY EMPLOYERS SHOULD KNOW FOR RETURNING TO WORK

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ospitality has been one of the top industries heavily disrupted by the virus. With both employees and the general public within close proximity of each other at most hospitality establishments, a virus can spread much more easily. Employers must be diligent about addressing the risks they now face so that returning to work and reopening during COVID-19 is as safe as possible. Here are some key considerations for reopening: Workplace controls mean an entirely new physical environment. Your people returning to work during COVID-19 may wonder where they are. Since shared spaces (and equipment, too) are an invitation for viral spread, open offices may need to be revisited and replaced with individual offices and cubicle walls. Conference room seating should be staggered. The break room, with its coffee pot and microwave, should be closed down, too. More than that, ventilation and air circulation need to be considered, and a logistics map may be helpful as you consider how to remove risk from the way people physically move into and through the workplace. In regard to the dining area: • Have you marked every other table / booth out of service in order to maintain social distancing, if necessary? • Is it feasible to install Plexiglas or other barriers between dining booths? • Is expanding outdoor seating into sidewalk or street areas an option per local jurisdiction?

Employers must be diligent about addressing the risks they now face so that returning to work and reopening during COVID-19 is as safe as possible. •

Have fountain drink areas, salad bars and self-serve areas been eliminated? • Have employees discarded selfserve items (i.e. utensils, condiments, lemons, etc.)? For your main entrances and additional access points: • Are there any economical options to provide for automatic/ no touch door opening devices? Consider disposable wipes at doors or hands free openers. • Is it feasible to have “enter only” and “exit only” points to maintain social distance? • Are customers able to maintain social distancing in waiting areas? Has tape been utilized to illustrate 6ft spacing? • Have designated take-out and delivery points been identified? • Is it feasible to install Plexiglas between the reception area and the guest? • Administrative controls will spell out policies for a safer workplace. It’s important to train your employees on all of the new obligations and include these as official policies. When it comes to important awareness training, consider if: • Your employees have received training on PPE usage and requirements? • Have re-trained on proper hand washing procedures?

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•

•

Your staff has been trained on designated space to put on and take off clean clothes, masks, and gloves? Employees have been trained on new protocols regarding breakroom capacity, not congregating in the restaurant and no large groups socializing in the parking lot areas?

• Ready your policy for employees at higher risk for severe illness from COVID-19. Those with pre-existing conditions are especially vulnerable returning to work during COVID-19. It’s important to protect them without jeopardizing the business. The government has offered guidance on employers’ duties. Your actions should also be guided by legal counsel. It’s important to understand who in your employee population might be affected. However, under the Americans with Disabilities Act (ADA), the “interactive process” of working out reasonable accommodation should not start unless the employee requests it – after disclosing the condition. Remember, though: No employees should be excluded from the workplace solely based on their health risk. Make testing and treatment a foundation of returning to work during COVID-19. Testing still isn’t widely accessible in all parts of the nation, but being proactive can help prevent

Robert Fiorito serves as Vice President with HUB International Northeast, a leading global insurance brokerage, where he specializes in providing insurance services to the restaurant industry. As a 25+ year veteran and former restaurateur himself, Bob has worked with a wide array of restaurant and food service businesses, ranging from fast-food chains to upscale, “white tablecloth” dining establishments. Robert can be reached at 212-338-2324 or by email at robert.fiorito@ hubinternational.com.

an outbreak. Employees should be screened with temperature checks before they start work each day and encouraged to stay home if they have symptoms. This is where mentoring employees on expectations is helpful, supplemented by testing when it becomes available. Have a contact tracing strategy in the event cases do develop. Various apps can help you with this function. As local state and local governments adjust regulations and the hospitality industry adjusts to a new normal, there are many new liability risks, safety precautions and employer obligations to consider for restaurants and other hospitality businesses to adapt, recover and be successful. The above guidelines and recommendations should serve as helpful reminder for many of the important new obligations to consider. On-Demand Hospitality Industry Webinar: “Preparing For The New Hospitality Normal”: Click HERE to view this webinar, where a panel of experts from HUB International, Ellenoff Grossman & Schole LLP, the New York State Restaurant Association and Total Food Service magazine address and recap hospitality reopening requirements and recommendations.

July 2020 • Total Food Service • www.totalfood.com • 11

NEWS

TECHNOLOGY

JEAN-GEORGES TAKES CREATIVE APPROACH TO REOPENING WITH QR CODE DRIVEN MENU TECHNOLOGY

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mong the many challenges of restaurant reopening and once again welcoming guests, is how food orders will be expedited. Once again JeanGeorges Vongerichten and his partner Phil Suarez are set to take the road less travelled. At Vongerichten’s 15 New York City restaurants, he said customers can expect big changes as they begin the transition to outdoor dining. “We are really operating in the new world of Covid. We will not do menus anymore,” he said. “We will use QR codes to reduce contact between servers and customers. Diners will find a QR on their table that will allow their device to pull up a menu, place and order items with their server and eventually pay their bill. “It’s all part of keeping

“It’s all part of keeping guest contact to a minimum but also making sure to maintain the experience diners expect.” — Jean-Georges Vongerichten guest contact to a minimum but also making sure to maintain the experience diners expect.” With New York City enters phase two of reopening, restaurateurs like Vongerichten will use the QR technology to greet outdoor dining guests. The city is predicting 5,000 restaurants will begin offering outdoor dining as part of the phase two reopening with 3,200 eateries having registered with the City in the first 72 hours of Mayor Bill de Blasio’s reopening initiative.

Chef Jean-Georges Vongerichten

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The QR code rollout will also support the news that Vongerichten will be entering the delivery marketplace for the first time. Vongerichten’s restaurants will also be making big changes by adding delivery options at all venues. Vongerichten arrived in the United States in 1985 under the auspices of consulting chef Louis Outhier, opening the Le Marquis de Lafayette restaurant in Boston. A year later he arrived in New York to take over the executive

Chef position at Lafayette in the Drake Swissôtel, generating critical acclaim with his innovative interpretation of classical French cuisine and earning four stars from The New York Times at the age of 29. There he met financiers Bob Giraldi and Phil Suarez, a loyal dining patron Vongerichten, Giraldi and Suarez opened a bistro, JoJo, in 1991. JoJo was named Best New Restaurant of the Year. Vongerichten and Suarez are looking to with their next chapter with a commitment to New York City. The French chef’s two restaurants in Shanghai closed their doors on Jan. 25 and returned two months later. This experience has helped guide his planning when it comes to reopening in New York City. “We are excited to go back to life,” he said. “People are hungry for our food and ready to get back to eating at restaurants again,” he added.

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July 2020 • Total Food Service • www.totalfood.com • 13

NEWS

CHEFS

VENTANAS CHEF DAVID BURKE NAMED CULINARY DIRECTOR OF SON CUBANO IN WEST NEW YORK

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est New York, NJ restaurant Son Cubano has used the reopening of New Jersey restaurants to bring a major upgrade to its fare. Acclaimed chef David Burke has been named culinary director of the modern Cuban restaurant. Burke, a resident of Fort Lee, already helms the kitchens at Ventanas in Fort Lee, Nauti Bar in Sea Bright, Drifthouse in Sea Bright and David Burke at Orange Lawn, part of South Orange Tennis Club. Son Cubano opened for outdoor dining with the rest of the state’s restaurants on June 15. “We’re slowly implementing changes,” said Burke. Alexander Duran owns both Son Cubano and Ventanas, the latter which he’s collaborated on with Burke since it opened in May of 2019. This year, Son Cubano celebrates 10 years of serving guests modern Cuban food with a backdrop of the New York City skyline. The restaurant features two dining rooms, two bars, a lounge area, an outdoor patio and entertainment nearly every night. Among the additions to the Son Cubano menu are his signature thick strips of bacon. They are hung on a tiny clothesline and spiced up with maple syrup, pepper, pineapple and jalapeño. Also on the menu: octopus carpaccio, empanadas, a soft-boiled “Cuban egg” similar to a Scotch egg, “Cuban crisps,” which are super thin Cuban sandwiches — great for munching — street corn, skirt steak and more. “It’s a much cleaner, more beautiful menu, by not just putting rice and beans on every plate just to fill

Chef David Burke (L) with Alex Duran and the Son Cubano culinary team

up space, Burke explained. Fueled by passion, grit and a knack for artful innovation, Burke is one of the best known and most respected chefs in modern American cuisine. Considered a leading pioneer in American cooking, Burke, a New Jersey native, also is recognized internationally for his revolutionary techniques and skill, his successful restaurant empire and his many TV appearances. In the parlance of today’s celebrity chef culture, he is a rock star of the culinary world. At age 26, Burke’s kitchen mastery won early recognition when he was named Executive Chef of the legendary River Cafe. And while there, he became the first American ever to win the prestigious Meilleurs Ouvriers de France Diplome d’Honneur, cementing his reputation as a lead-

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ing international chef. He subsequently won Japan’s Nippon Award for Excellence, the Robert Mondavi Award of Excellence and two nominations for James Beard Best Chef. Burke also was awarded a coveted three-star New York Times review while at the River Café and later became a familiar guest on TV’s Top Chef.
 Through his career, Burke as been the recipient of numerous awards. He is the only American to win Meilleurs Ouvriers de France Diplome d’Honneur. In addition, he has been awarded Japan’s Nippon Award of Excellence, Robert Mondavi Award of Excellence and the James Beard Foundation’s Best Chef/New York. Looking for fresh opportunities, Burke eventually set his sights on a new goal – restaurant ownership. He

opened many restaurants with the founder of the iconic Smith & Wollensky, and later formed a hospitality company with partners, owning and operating numerous awardwinning restaurants around the United States. It was during this period he gained U.S patents for several innovations, including his famous Himalayan salt aging process for beef, Always progressing, Burke created his own company, David Burke Group, with several sub companies including DB Global and David Burke Hospitality Management, which owns and manages, licenses and consults with restaurants, hotels, clubs and schools. He has built a well known brand out of the kitchen. He is the author of two cookbooks, Cooking With David Burke, and David Burke’s New American Classics.
Over the years, Chef Burke has become one of the most recognized chefs on television, including appearances on two seasons of Bravo’s Top Chef Masters, a guest spot on the Every Day with Rachael Ray show, NBC’s TODAY Show, Bloomberg’s small-business television series The Mentor, and more. He has become a fixuture at the annual U.S. Tennis Open in his role as Celebrity Chef and consultant for Champions Bar & Grille in Arthur Ashe Stadium. What Burke also brings to his new post is an unmatched portfolio of goodwill. He can be found volunteering his time to numerous charities. His home state of New Jersey has always been at the top of that list with his work at the annual Table to Table gala that benefits thousands of hungry Garden State residents.

July 2020 • Total Food Service • www.totalfood.com • 15

NEWS

NEW OPENINGS

NYC’S SAMUELSSON BRINGS RED ROOSTER CONCEPT TO MIAMI

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elebrity chef Marcus Samuelsson could not have been happier or busier over the weekend. He opened The Creamery at Red Rooster Overtown, just in time to celebrate Juneteenth. The Creamery is a smaller side post of his soon-toopen Red Rooster restaurant, which was supposed to open just before the pandemic but never did. “We’ve been building and working on it for five years now and we were finally were ready and then the pandemic happened,” Samuelsson said. “So right next to it we have this tiny creamery. We’re doing chicken and waffles for the family ice cream, super fun food that you can just pull up takeout delivery and it’s really affordable. We felt like this time let’s start with that.” Samuelsson was born in Ethiopia and raised in Sweden after his mother died. Always cooking since childhood, he came to New York as an apprentice and the rest is history.

“And creating jobs in Overtown is going to be amazing. We’ve had so many applicants and amazing people come through.” — Marcus Samuelsson In 2003 he was named “Chef: New York City” by the James Beard Foundation. Later, that same foundation named his African-inspired cookbook “The Soul of a New Cuisine” the “Best International Cookbook.” The chef said opening up a new chapter in Overtown is a dream come true. “Well, I take a lot of pride in being part of Overtown, in the community. And creating jobs in Overtown is going to be amazing. We’ve had so many applicants and amazing people come through. We can’t wait to just open the restaurant for all of you guys in Miami,” he said. He says looking forward to the country healing in all ways.

“I mean we are watching American history unfold right in front of our eyes,” Samuelsson explained. “So it’s a very important time and I’m inspired by the peaceful marchers. America is a beautiful country but we have a very ugly past with slavery and the way we deal with race in this country, and we are unpacking all of that right in front of us. It’s an important journey.” In late March, with all of his restaurants closed, Samuelsson teamed up with chef Jose Andres’ World Central Kitchen and Food Rescue US- Miami to provide meals to anyone in need three days a week. The program is still ongoing. This father of one says positive

lessons have been learned. “This is something I’ve documented, this journey, and maybe in 10 years when my son is a little older we can talk about what we did. We served over 100,000 meals between Harlem and Overtown and that’s for the community for free, so there’s a lot of things I take pride in as a team and I will remember that,” the celebrity toque continued. And his outlook for the future is as sweet and savory as his food. “Food can bring people together when the politicians can’t. People can do it and food obviously can do it. We have to do it in a safe way, but I really believe in us and I’m really excited about coming to Miami,” he said. The Creamery is offering a Sundae Supper for four for those looking to dine on a full meal with a small group. It’s open for business now. The Red Rooster is set to open around Labor Day.

Chef Marcus Samuelsson is opening The Creamery, which will serve menu items from the forthcoming Red Rooster Overtown, including CK’s Chicken & Waffles.

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RESTAURANT EXPERT

WITH DAVID SCOTT PETERS

7 WAYS TO LOWER RESTAURANT LABOR COSTS

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n about one week the restaurant industry went from paying overtime to employees because of a shortage of employees to skyrocketing unemployment rates. Although this tip does not directly address labor management during and through the pandemic, the principles to controlling labor costs are the same. And they are also incredibly important as restaurant owners manage uncertain sales volumes. Here are seven ways to reduce your labor costs and control them. Number one, check that your employees are not clocking in too soon. Every 15 minutes extra they add to their time is one step closer to overtime. If they don’t think you’re watching, employees will ride the clock. You have to pay attention to the process and establish a system. Managers should know what time somebody should be coming in and then ensuring they’re not clocking in too early. Number two is employees should be clocking out when you tell them. When you let people off early, either by request or necessity, make sure employees clock out at that time. Otherwise, they’re “clocking out time” can also include having a smoke, eating, flirting with a server, generally dragging feet. They’re not working, and they are milking the time clock. If an employee comes in early, stays longer, makes their side work take much longer, they’re making more money, and you’re losing money. Number three is to audit your

time keeping. Make sure that your employees are punching in with the right job codes. Pay rates differ based on the job description. An employee can be a server and a server trainer in one day, making $2 more an hour more as the trainer. One employee could be a dishwasher and a prep cook, making $2 more as a prep cook. Make sure they’re punching the clock according to the right job code. If you don’t pay attention, your employees will take advantage. Number four, audit sales every half-hour in your POS system. If you don’t have a POS system, go get one. It is one of the most important pieces of equipment you’ll ever purchase. But POS systems have a half-hour or hour-by-hour sales report. I like half-hour. See, you don’t want to sit there and see a full restaurant and think you don’t need to cut employees when really, two hours earlier your restaurant was full. But now people are eating desserts and drinking coffees and sales

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are through the floor. You can start cutting people and have people watch other people’s sections and get ahead of you labor. These are all really, really important. Number five is schedule staff according to sales. If you’re going to be really, really busy, make sure that’s when you’re bringing people in. Now, there is a little nuance to that, because sometimes on a Monday, after a really busy weekend, you have extra prep that has to get done. For a lot of restaurants, Monday is the slowest sales day of the week, but you have production. Some adjustments can be made, but make sure you’re scheduling based on the sales you’ve got in general. Number six is avoid overtime at all costs – with an asterisk. If you’re scheduling one of your employees overtime every single week because you don’t want him or her to get a second job, understand you’re giving them time and a half and if you

David Scott Peters is an author, restaurant coach and speaker who teaches restaurant operators how to use his trademark Restaurant Prosperity Formula to cut costs and increase profits. His first book, Restaurant Prosperity Formula: What Successful Restaurateurs Do, teaches the systems and traits to develop to run a profitable restaurant. Known as THE expert in the restaurant industry, he uses a no-BS style to teach and motivate restaurant owners to take control of their businesses and finally realize their full potential. Thousands of restaurants have used his formula to transform their businesses. To learn more about David Scott Peters, his formula for restaurant success, his book, or his coaching program, visit davidscottpeters.com.

were staffed properly, that half-time would be in your back pocket. You’d only be paying somebody else single time. Now, the asterisk applies to seasonal businesses. For example, I worked with a restaurant owner who had a sports bar in Augusta, Georgia, that is blocks away from the Masters. When the Masters Tournament comes in every year, they have incredible overtime. But you know what? Their sales are through the roof. They don’t want to or need to hire new employees for a week-long event. So, that one week they have overtime. You might have it from time to time if your sales will pay for it, which creates the efficiencies. Number seven, last but not least, make selection and training a priority. If you select bad people, if you find good people and you don’t train them, any bad employees, they are costing you in workers’ comp, wasted food, pissed off guests, reduced sales. You both deserve for your employees to know how to do the job the way you want it done.

July 2020 • Total Food Service • www.totalfood.com • 19

NEWS

COMMUNITY SUPPORT

MARCUM FOUNDATION AND BURGERFI EXTEND INITIATIVE TO FEED COVID-19 HEALTHCARE HEROES TO EDEN II PROGRAMS

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he Marcum Foundation, the charitable giving arm of one of the nation’s largest accounting firms, and BurgerFi, the better-burger restaurant group, extended their initiative to feed healthcare heroes on the frontlines of the coronavirus pandemic to include Eden II Programs serving people with autism. The meals for staff and residents of seven Eden II group homes on Staten Island and Long Island, New York, today completes the national Marcum-BurgerFi healthcare heroes program. The joint effort provided nearly 20,000 meals to COVID-19 frontline workers at more than 60 hospitals in 14 states in 17 days. BurgerFi is a popular restaurant destination for the Anderson family, whose adult son, Evan, resides at an Eden II group home on Staten Island. Since BurgerFi is Evan’s all-time favorite meal, the family’s appeal to Marcum resulted in a quick decision to extend the healthcare heroes initiative to the staff and residents of all seven Eden II residential facilities on Staten Island and Long Island. “It was an easy decision to include Eden II in our healthcare heroes program. COVID-19 has been a true hardship for everyone in group residential communities of all kinds, as the quarantine prevented families from visiting for weeks and new health protocols put extra stress on staff and residents alike. It was a great joy to be able to put smiles on everyone’s faces,” said Shaun Blogg, chairman of the Marcum Foundation and West Palm Beach office managing partner at Marcum LLP.

surance services; advisory, valuation, and litigation support; managed accounting services; and an extensive portfolio of specialty and niche industry practices. For more information, visit www.marcumllp.com. The Marcum Foundation supports local nonprofit organizations providing critical assistance to those in need through programs and services delivered at the community level. Local charity beneficiaries are nominated by Marcum employees. For more information, including a current list of beneficiaries, visit www.marcumfoundation.org. Eden II staff on Staten Island pick up meals for residents and colleagues, courtesy of Marcum and BurgerFi. “We’re so grateful for our healthcare heroes who’ve been working tirelessly to protect our communities throughout COVID-19. The pandemic has challenged us in so many ways, but it has absolutely showed us the strength and dedication of our front-line workers, and our partnership with Marcum has allowed us to show our appreciation by providing them with delicious BurgerFi meals. We’re so glad to be extending the effort to serve the Eden II residences,” said Kevin Cooper, BurgerFi director of Leadership and Development, who served as project manager for the collaboration. “We are deeply appreciative of Marcum and BurgerFi’s willingness to treat our staff and residents to these amazing burger meals. It was a genuine bright spot for everyone, and we greatly appreciate the kindness,”

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said Eden II’s Executive Director, Dr. Joanne Gerenser. “When I saw the Marcum Foundation in my local BurgerFi donating meals to frontline workers, I immediately thought of all the hardworking staff from my son’s group home. It made me so happy to hear Marcum and BurgerFi were donating food for all of Eden II’s incredible group home staff and participants. My son loves BurgerFi, and I know it made his day,” said Evan’s mom, Lauren Baker-Anderson. Marcum LLP is a national accounting and advisory firm with offices in major business markets throughout the U.S., as well as select international locations. Headquartered in New York City, Marcum provides a full spectrum of traditional tax, accounting, and as-

Established in 2011, BurgerFi is among the nation’s fastest-growing better burger concepts with nearly 125 BurgerFi restaurants domestically and internationally. The concept was cheffounded and is committed to serving fresh food of transparent quality. BurgerFi uses only 100% natural Angus beef with no steroids, antibiotics, growth hormones, chemicals or additives. BurgerFi was named “Best Burger Joint” by Consumer Reports and fellow public interest organizations in the 2019 Chain Reaction Study, listed as a “Top Restaurant Brand to Watch” by Nation’s Restaurant News in 2019, included in Inc. Magazine’s Fastest Growing Private Companies List, placed in the top 20 on Fast Casual’s Top 100 Movers & Shakers list for the past 7 years and ranked on Entrepreneur’s 2017 Franchise 500. To learn more about BurgerFi or to find a full list of locations, please visit www. burgerfi.com.

July 2020 • Total Food Service • www.totalfood.com • 21

LEGAL INSIDER

WITH NICOLE VESCOVA, ELLENOFF GROSSMAN & SCHOLE LLP

MAKING A NYS UI WORK SHARE PROGRAM PART OF YOUR REOPENING STAFFING SOLUTION

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fter being closed or relying on limited take-out and delivery for the past few months, restaurants in New York are finally resuming service. Under Governor Cuomo’s New York State’s Business Reopening Plan, restaurants may start offering outdoor dining in Phase 2, and resume indoor dining in Phase 3. Upon reopening or resuming service, restaurants are required to abide by certain health and safety protocols, including limiting capacity inside restaurants. With this reduced capacity, restaurant owners may struggle with managing staffing levels and payroll costs when figuring out how to engage in this “new normal.” Implementing New York State’s unemployment insurance work share plan may be a viable and attractive solution to keep restaurants afloat and adequately staffed. What is Work Share? Work share is a unique unemployment insurance program that permits participating employers to temporarily reduce employees’ hours and provides participating employees with unemployment insurance compensation (“work share benefits”) in addition to their reduced wages. To participate in a work share program, an employer must submit a plan to the state unemployment insurance agency for approval. The plan must meet certain require-

ments in order to be approved. Specifically, in New York, it must: • Reduce work hours and corresponding wages between 20 – 60%; • Replace a layoff of an equal percentage of the employer’s workforce; • Maintain employee benefits, including health insurance and retirement benefits; • Be agreed to by the union (if applicable); • Not extend beyond 53 weeks; and • Cover all employees in an affected unit and reduce their hours by the same percentage. Once approved, both participating employees and employers must certify weekly for the employees to receive their work share benefits. In addition to their weekly wages, em-

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ployees receive work share benefits in an amount equal to what their unemployment insurance benefit rate would have been if they were fully unemployed multiplied by the percentage that their hours and wages are reduced under the plan. Unlike partial unemployment, there is no cap as to how much income the employee may earn each week or how many days per week the employee may work. Further, until July 31, 2020, employees who participate in a work share plan are eligible to receive the additional weekly federal unemployment insurance benefit of $600. While a plan is in effect, an employer may not hire additional employees for the work group covered by the plan. Why New York Restaurant Owners Should Consider Work Share Plans

Nicole M. Vescova is an Associate in the Labor and Employment Practice Group. Ms. Vescova represents and advises clients in a variety of labor and employment matters, including workplace issues such as proper pay practice, employee classification, discipline, termination, and leave. Ms. Vescova drafts various employment policies and agreements such as company handbooks, commission agreements, and non-competition and non-disclosure agreements. She also defends employers against wage & hour claims, and discrimination & harassment claims. Nicole Vescova (nvescova@egsllp.com) can be reached via phone at 212-370-1300.

Work share plans may be used by employers in the context of reopening a business that was temporarily closed due to COVID-19. Given health and safety requirements, it is likely that when restaurants re-open, they will not reopen at full staffing levels. However, by reopening with a work share plan in effect, employers may decrease payroll costs and manage limited staffing needs, while also retaining more employees and allowing them receive an attractive income.

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July 2020 • Total Food Service • www.totalfood.com • 23

MEET THE NEWSMAKER

Interview by Annette Nielsen

ANNA HAMMOND, MATRIARK FOODS P rior to being founder and CEO of Matriark Foods, Anna Hammond spent almost three decades as a nonprofit leader implementing sustainable community programs. Most recently, she was executive director for The Sylvia Center, a trail blazing foodeducation program that, under her leadership, collaborated with farmers, institutions, funders, and foundations committed to solving food insecurity through education and reimagined food systems. She successfully expanded healthy eating and cooking programs in public housing community centers in all five NYC boroughs and all six Columbia County school districts. In this role, she saw the dearth of access to healthy food and the massive amount of farm produce going to waste. She founded Matriark Foods in 2018 to solve both of these critical issues. Matriark Foods is producing a line of nutritious and delicious multiuse soup and sauce bases made from vegetable remnants and farm surplus

with foodservice as the target market.

Describe the term upcycling and what it means for your food business and sustainability. How do you identify your partners, farmers, and producers? The official definition, as described by the Upcycled Food Association (where Hammond is a founding member) is: ‘Upcycled foods use ingredients that otherwise would not have gone to human consumption, are procured and produced using verifiable supply chains, and have a positive impact on the environment.’ The Upcycled Food Association is a quickly expanding group, and we’re working towards certification criteria. We found out through a recent Mattson study about 60 percent of buyers are interested in food that has a positive impact on the environment. Upcycled is one of those categories. Upcycling also relates to how our grandmothers used to cook. One of the founding principles of Matriark is doing what our grandmothers did

“Upcycling also relates to how our grandmothers used to cook. One of the founding principles of Matriark is doing what our grandmothers did with food – not waste it – they never threw anything out! Matriark is just doing this at scale.”

with food – not waste it – they never threw anything out! Matriark is just doing this at scale. We work with suppliers in three different areas: we purchase remnants from large fresh-cut facilities; we buy surplus produce directly from small to mid-scale farmers; and we source from aggregators focused on surplus and imperfect vegetables. The quantities of supply being sent to landfill are staggering. Fresh-cut facilities produce more than 200,000 pounds of remnants per week that mostly go to landfill – and sometimes for animal feed or compost creating massive amounts of greenhouse gasses. Matriark has created new revenue

streams for these businesses to sell remnants and surplus as they would sell any regular vegetable. We’re getting the last mile out of vegetables already grown and harvested – and the natural resources used to produce them don’t go to waste. Working with fresh-cut remnants and surplus still requires the same health safety requirements as the regular supply chain. The process of procurement still needs traceability and the proper paperwork in place to protect consumers. Imagine in New York City where you have over a million children every day eating most of their nutrition in school, or think about how many seniors are in senior facilities, or the number of individuals in hospitals – it’s a massive market that has been dominated by 19 companies in this country. We’re interrupting this by solving issues of environmental and health impacts, and of overly processed food simultaneously. How has Covid-19 changed your approach, modified your marketing strategy or increased/decreased production and sales? As a new company, we were just launching in a big way this spring with Baldor Specialty Foods, US Foods, and Hudson Valley Harvest, where 75 percent of those distributors’ accounts were institutions and restaurants. Much of that market suddenly

Anna Hammond, Matriark Foods

Anna Hammond doing hands-on work at Matriark Foods

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July 2020 • Total Food Service • www.totalfood.com • 25

TREND TALK

WITH JOYCE APPELMAN

OUTDOOR DINING IS BACK: SUMMER 2020 Contributing Writers Linda Kavanagh and Deborah Smith

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he big question, what will Summer 2020 be like for restaurants and their customers? In the tri-state area, Connecticut restaurants were the first to dip their toe into the first phase of reopening. No sooner did restaurants start adapting to take-out and delivery practices, did a whole new layer of parameters and safety protocols cause restaurateurs to reinvent themselves, reconfigure and create their outdoor spaces, and implement a public health and safety program that continues to evolve. CONNECTICUT Milford Sports Pub & Grill, a large high-octane sports bar, revolves around sports 24/7 and an energized crowd filling up space at 200 capacity. When Covid-19 rolled into town, shutting down the restaurants as well as sporting events, Owner John Romano decided to close his restaurant and forego the take-out

No sooner did restaurants start adapting to takeout and delivery practices, did a whole new layer of parameters and safety protocols cause restaurateurs to reinvent themselves, reconfigure and create their outdoor spaces, and implement a public health and safety program that continues to evolve. and delivery option. Having just opened in September of 2019, the restaurant had not yet created its patio space. When the opportunity to reopen presented itself, John and his team seized the moment, and its massive private parking lot (total capacity 150) and created a make-shift patio with a variance signed off on by the town of Milford. In addition to table, chair and umbrella set-ups, the parking lot patio was adorned with beer brand signage along the fencing and games such as corn hole and giant Connect Four. The restaurant also added take-out and delivery to their reopening offerings. Romano says in addition to the

Outdoor drink and menu options at Milford Sports Pub & Grill in Milford, CT;

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obvious challenges of running food and drink through the restaurant to the outdoor dining area, and being at the mercy of the weather, the safety protocols in place are many and as he and his team take these steps quite seriously, the labor time and costs involved add up. Boxes of gloves, cleaning products, masks, and shields, plus redundant labor performing singular tasks, drives the operational costs way up. “Gloves, masks, safe spacing, and sanitization go without saying,” says Romano, “We go a step further. When a customer arrives, we take their temperature, spritz them with hand sanitizer, give them a mask if they do not have one, and ask them in general how they are feeling. This enhances their overall comfort level making their dining experience more relaxed and enjoyable.” The Racanelli Restaurant Group, comprised of Lugano in Greenwich, Spiga in New Canaan, and Molto in Fairfield, were tasked with adapting their spaces to state, town, and space limitations. Both Lugano and Spiga worked with their towns to extend sidewalk space and add parking lot variances to allow for additional table space. “It’s a nice amenity for guests,” says Partner Rose Dionne, “and a small stop-gap until the indoor half capacity next phase begins, but the costs and labor involved to adhere to the safety protocols and to be at

Joyce Appelman is the Director of Public Relations and Special Events for Total Food Service and previously the National Communications Director for C-CAP, Careers through Culinary Arts Program. An industry leader supporting education and scholarships, she has been instrumental in opening career opportunities for many young people in the foodservice industry. Email her at joyceappelman@gmail.com

the mercy of the weather doesn’t move the needle as far as being back in business. We are looking forward to opening up indoors and having both dining options available for our guests and bring the number of covers back up.” Molto was fortunate to have existing patio space and the ability and blessing from the town and the landlord to extend its dining capacity. Adhering to every detail of state guidelines including appropriate safety equipment and measures, Molto implemented touchless menu and payment options, as well as strict monitoring of their staff’s health, taking their temperatures upon the start of each shift, recognizing that both the restaurant and the consumer owe it to one another to be mindful. “We are thrilled to be able to see our customers, no matter the limitations,” says Partner Dan Camporeale, “These challenges will be with us for a while. All we can do is what all our restaurants strive to do every day, provide a safe, relaxed, and enjoyable dining experience – and a little escape in these challenging times.” LONG ISLAND On Long Island, in the Village of Westhampton Beach, Sydney’s Taylor Made Restaurant and Gourmet Market will be adding five additional tables for outdoor dining. Guests

will have a choice of seating on the front porch, around the fire pit or at tables on the front lawn, all while maintaining the requirement for social distancing. “I applied for a new permit and on the following day the Westhampton Beach Village Mayor, trustees and building inspector expedited the permit and site visit, all in order to support me as a local business reopening in a way that is good for us and our customers,” says Erin Finley, Owner of Sydney’s Taylor Made. She adds, “About service, we’ll be conforming to the state mandates and continue following sanitation rules. I have had some difficulty getting some of the PPE supplies. I now have only one person at the register and three additional staff where we used to have minimally six staff. In addition to scheduling time for service, I’m now adding time for front-of-house prep work. I also am encountering a different level of appreciation during this time when our service includes con-

Varying table sizes at Robke’s in Northport, Long Island, maintaining safe distance.

stant disinfecting and sanitizing in between customers. A lot of people don’t realize the state mandate to use less staff- a minimal amount of staff- to operate the business. And we have more residents since March, so we’ve been open seven days a week when normally we would have

been open only four days. Our goal is to provide our excellent service and we are looking forward to phase three so we can open our indoor dining, even at reduced capacity.” Since 1971, Robke’s in Northport has drawn a local crowd for hearty

Italian meals. Lou Selvaggio, Owner of Robkes, plans to continue to provide the community with delicious food from an atmosphere that is safe for both customers and staff. “What’s great for our business model is that we don’t have to change anything at all in our everyday cooking. Still cook simple and fresh food. Some minor details change. Disposable menus. Individual condiments. Masks for all employees. But for us, we feel honored to have all the support we have had throughout all of this and know just how much people trust us, rely on our cooking, and appreciate value. We feel that the things people are stressing now about cleanliness and safety have always been important and are things we’ve always done!” says Selvaggio. At City Cellar American Modern in Westbury executive chef and partner, Michael Abbatiello puts a

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July 2020 • Total Food Service • www.totalfood.com • 27

RE-OPENING STRATEGIES

WITH GERRY MURPHY

MENU ENGINEERING FOR SUCCESSFUL REENTRY TO OUR NEW STATE OF BEING

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or years, I have been blessed to work with some of industry’s best and brightest. More recently., I was challenged to help train the next generation of restaurant and foodservice leaders. So, my take on a successful recipe for reopening begins with setting goals for your new restaurant. I like the idea of a mindset that you are opening for the first time. Start with getting your kitchen and the lobby of your restaurant open for takeout. The reality is that it is here to stay and with all of the Uber Eats and GrubHub technology will become a valuable revenue source moving forward. The next step is to take advantage of the summer weather and figure out how to maximize outside seating. Keep in mind that many local municipalities are doing whatever they can to help you. In many cases, they are even letting you setup on the roads adjacent to your location. The governors of Connecticut, New Jersey and New York are also allowing in some cases, groups of up to a 100 to gather. So why not use your creativity to launch a small off premise catering menu. If you take those steps, I believe that you can generate cash flow that will enable you to work around the challenges of reopening your dining room at only fifty percent capacity. This plan may seem peculiar but let the numbers speak to you remember you have not been closed for renovation or a vacation you were put out business. These four steps can help yourself get whole again. Things you thought you would never do sadly; they are must do’s before you open your door. Purchase gloves and masks for staff and

customers. Print your menu on paper like a takeout menu. Menus are thrown away after each use. Let your customer know that in advance. Another idea is to print the menu in an envelope, make sure the envelope can accommodate a paper face mask. If the customer feels comfortable, they can then put their face mask in the envelope while eating. More so than ever the relationship between the kitchen and the wait staff Must be in harmony. A key ingredient to success is not taking former customers for granted. Your former customer is now your new customer. Your waitstaff is the most important player in your new business. Welcome back Chef you are back

in the training business. Staff training is so important now. How you train your old staff into your new menu Ambassadors is key to your future survival Throw away those old habits, reinvent your restaurant into the property that inspires Safety & Sanitation. Once your customers feel comfortable, they will come back, and they will reward you for your efforts. Have management start social media blasts during your research. Hopefully the media blasts will pay off. This is so crucial to reopening your restaurant. Remember everyone thinks you are closed. Ask former customers what they want. Ask former customers if they feel comfortable dining in or would they pre-

On re-opening day/night, I would recommend a big beautiful display of fresh flowers/plants. Remember most of your customers have been cooped up.

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Gerry Murphy is a culinary consultant, inventor, and accomplished professional leader offering 35 years’ experience in Culinary Consulting with expertise inRestaurant Operations, Live Cooking Competitions, Certification Consultations, Budget & Finance Administration, Personnel Management, and Project Management. He can be reached at chefgerard@aol.com.

fer to have take-out or delivery. Let customers know that their food goes from oven to container with no stops in between. In the lobby of your restaurant install a sanitation station. Let customers know where it is and make it user friendly. I recommend having signage that your sanitizing products kill the Corona Virus Bacteria. Instead of hand sanitizer use waterless soap. A brand that comes to mind is Bioneat. It is just as effective and a lot less caustic to your skin. To get the wheels rolling have you thought about breakfast. Coffee and not labor intense and gets the word out there you are open for business. On re-opening day/night, I would recommend a big beautiful display of fresh flowers/plants. Remember most of your customers have been cooped up. As the management team gathers customer info, they should be reaching reach out to customers. If an effort to keep a level workflow staff management should recommend pick up times so the customer comes in as little contact in the restaurant lobby. I recommend hooks be put up on the lobby wall so that paper bags with handles can be placed there and the customer just finds the properly labeled bag and grabs and goes. All food should be prepaid. In most states you can serve/sell alcohol drinks to go. Have your bar-

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(201) 437-7440 | ImperialDade.com July 2020 • Total Food Service • www.totalfood.com • 29

NEWS

EQUIPMENT AND SUPPLIES

BOWERY’S ROGER AND SONS BRINGS FULL PORTFOLIO OF TAKEOUT & DELIVERY EQUIPMENT AND SUPPLY SOLUTIONS

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s the old expression goes, this is not Joe Cirone’s first rodeo. The veteran equipment and supply executive have successfully helped to guide New York City’s restaurant community back on their feet in a time of need on numerous occasions in the past. From the horror of 9/11 to the trauma of Hurricane Sandy, Cirone’s Roger and Sons team has worked side by side with their diverse customer base. With the convenience of their Bowery/Manhattan location Roger and Sons client restaurant and foodservice operators know that they are a short subway or taxi/Uber away. “There’s no question that chefs

Roger and Sons’ Joe Cirone welcomed his daughter Marliaina to their booth at this year’s IRFSNY Show at the Javits Center

and restaurateurs still like the opportunity to be able to just pop in and touch and test drive the actual equipment that they are going to be working with every day,” Cirone explained. “You simply can’t do that when you just shop online.” “We’ve been working with some of our customers who have started to go back in and get their equipment restarted,” Cirone explained. “The pause has actually given the opportunity to some of our customers to take a look at the cost of replacing equipment. Many of our customers look to help them test to make sure that their cooking equipment and refrigeration and ice machines to make certain that they are in fact ready to safely prepare food again,” he added. “We suggest that the first step be to take a look at the walk-in boxes. It starts with cleaning out the refrigeration coils,” Cirone advised. “There needs to be a total disinfecting of the actual cavity in the walk-in space itself. In addition, they should clean the rubber gaskets and then start up the unit. You are then looking for a safe temperature of between 35 and 42 degrees. We work closely with major manufacturers led by Scotsman to make sure that the right protocols are covered to prepare ice machines for use again.” “We see a big advantage with Scotsman, because you have a machine that has parts that have been built with Anti-Microbial elements and can easily be disassembled for

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“Finding the right pizza or flatbread to add to a menu has the potential to be the centerpiece of both a takeout and delivery menu today and then make the transition to drive profits when you are able to once again welcome guests in your dining rooms.” — Joe Cirone cleaning,” Cirone continued. “So anything that touches water or ice can be removed and cleaned. With ice machines, we suggest using one of the many top-quality service companies that we have in Metro NYC including Aircomm and All Pro/All Service.” Among the unique expertise that Roger and Sons have long been known for is their understanding and vision for how pizza fits on a menu. “It’s amazing the flexibility that the pizza category brings to an operator,” Cirone said. “Finding the right pizza or flatbread to add to a menu has the potential to be the centerpiece of both a takeout and delivery menu today and then make the transition to drive profits when you are able to once again welcome guests in your dining rooms.” Roger and Sons’ convenient Bowery location offers many of the industry’s top names in pizza ovens including Marsal, Lincoln, and Bakers Pride. Cirone, through his decades of relationships built at major trade shows, has his eye on a creative pizza solution with both a short and long

term payout for Roger & Sons customers. “We are working with One Fat Frog, the foremost designer and manufacturer of food trucks in the nation to create a true mobile pizza kitchen the likes of which has never been seen before,” Cirone explained. “We are very excited about collaborating with One Fat Frog and Chef Santo Bruno to bring our pizza expertise to our customers as they look for new and creative ways to replace revenues,” Cirone noted. “We started working on it at the show in New York and it’s going to be available in both gas as well as authentic electric deck oven model.” In addition, restaurateurs have come to depend on the convenience of Roger and Sons’ Bowery location to find specialty pizza supplies that simply can’t be found online or in cash and carry stores. “Again, this is a case where all pizza pans and peels are not the same. Especially in a takeout and delivery environment like this, making the mixer, prep and

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July 2020 • Total Food Service • www.totalfood.com • 31

Q&A

EXCLUSIVE FOODSERVICE INTERVIEW

DIANE NEVILLE W ith humble beginnings as a hot dog cart inside Manhattan’s Madison Square Park in 2001, Shake Shack has grown to be an iconic restaurant brand. Since its founding, it has been one of the fastest-growing food chains, eventually becoming a public company filing for an initial public offering of stock in late 2014. Shake Shack has brought its hamburgers, hotdogs, fries and its namesake milkshakes to 250 units across the globe. However, in March, Shake Shack found its world rocked with the challenge of the COVID-19 pandemic. In addition to its food, Shake Shack and all things “Danny Meyer” have been looked to by the restaurant and foodservice industry to provide vision when it comes to its human capital/ people. So, we reached out to a very busy Diane Neville, Shake Shack’s Senior Vice President, People Resources, to walk the Total Food Service community through the company’s approach to getting back on its feet and once again welcoming customers.

Did you decide at Providence College that you were going to build a career in HR? My plan was to work in business, but I was not aware of what aspect I really wanted to pursue. The organizational theory and HR classes were interesting to me, but it was not a passion until early on in my career when I realized helping solve people with things they were struggling with was a

Senior Vice President, People Resources, Shake Shack

forte of mine (so I am told).

Where did the interest in the hospitality industry come from? As most of us, I kind of fell into it. I had worked in restaurants in college a little. When the opportunity came up to work for P.F. Chang’s, I was enamored by the brand and what they had accomplished with growth and from a hospitality experience. From there, I have not looked back. I have come to love the restaurant space in general and the energy and passion of the people that run them on a daily basis, makes it that much better. How has HR evolved in the 20 years that you have been involved? HR has begun to finally have a seat at the table to work with the leaders to drive business initiatives versus just the administration perspective. New legislation and the war on talent, particularly in the hospitality space has altered how we do business from many perspectives. It is imperative that as an HR leader you stay on top of all the changes to ensure you are managing the business well while reducing risk We are a “people” business and yet in many cases we rely on faceless technology to recruit/train/retain? Technology is key to our HR practices in order to recruit and engage candidates quickly in addition to the engagement component to ensure

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Diane Neville, Senior Vice President, People Resources, Shake Shack

July 2020 • Total Food Service • www.totalfood.com • 33

Q&A

DIANE NEVILLE, from page 32

training and development is continuous. With our demographic population being on the younger side, this is how employees choose to engage with us. However inside the four walls, technology will never replace the human component of a smile and a warm greet at the door or to provide a “genuine and heart-felt thank you”. What were you able to build at Piada? Piada was beginning a high-growth phase of branching into new markets. I had the opportunity to build the HR infrastructure from talent processes, new benefit and compensation programs. We developed a Piada University to kick off our people development programs all while ensuring we had a strong compliance foundation in place for the future. This was accomplished by creating a foundational strategic roadmap for HR that was shared with the business to engage all the cross-functional teams.

“Ironically, we had just finished a crisis management exercise prior to COVID-19. So the first issue was that we were caught off guard because our crisis plans weren’t in place and simply were not yet solidified. The second item was dealing with the speed and the ability that you need to pivot your business really fast.” What impact did working with Rick Federico at P.F. Chang’s have on your career? Rick is such a graceful leader. His poise and demeanor are so wellplaced in all situations, good and bad. Rick was the one that taught me how

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dignity and respect in all decisions relating to people is non-negotiable. Who are some of the other key mentors that you have learned from? Bert Vivian and Mike Welborn, both P.F. Chang’s executives.

You have a unique background both in and out of foodservice. So what makes this industry so unique? Of all the industries I have worked within, the passion to serve others in a high-energy space is just several notches higher. The excitement of the shift, or solving problems is so invigorating. What are some of things we can learn from corporate HR? 1) Never underestimate the power of an amazing team - take the time to hire, nurture, teach and coach them. And we are a resource and a guide to help you navigate the people world – utilize it. 2) Compliance is not a bad word – it creates structure and reduces risk and liability allowing the company to be more profitable in the end. What attracted you to the opportu-

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Q&A

DIANE NEVILLE, from page 34

nity at Shake Shack? The brand is stellar – from the people to the product and culture. The opportunity to help grow such an amazing brand is second to none. What was the agenda that Randy Garutti (President of Shake Shack) presented you with last year when you joined the company? Build an infrastructure to scale quickly. Let’s make sure that we have a foundation set, with people, policies and practices that are going to help us ramp for growth. This company grew so fast in the beginning that the time simply wasn’t there to put it in place. We have to do it now so that we can prepare to open 40 more Shake Shacks next year. Has that agenda now been completely tossed as a result of COVID-19? Absolutely not. It has shifted a bit in terms of priority, but the right plan was devised from the start. There’s a certain level of frustration that came from needing to think outside the box, because we just felt like we were caught off guard and we weren’t moving fast enough. Ironically, we had just finished a crisis management exercise prior to COVID-19.

As you look back on four months of this (COVID-19), what are the lessons that are going to be learned? There are three things. The first is to have a business that can pivot in a very short period of time. The second is that your crisis management teams are well rehearsed, practiced and tested. The third is never underestimate the power of communication.

SHOP AT GOURMET SWEET BOTANICALS™ “Takeout Spread” Chef Karlo Evaristo

What has the payoff been from the year plus of planning that you have done? We really saw that payoff from our long-term commitment to the power of communication both internally and externally with 8,000 employees. We reached out to every single employee. We have hosted a number of sessions online for furloughed employees to call in and talk every two weeks. We have kept them engaged with constant communication. We’ve built an entire furloughed site for our community and paid their benefits through July 1st. Takeout and delivery were never part of The Shake Shack experience that has always been about dining in the restaurants. Our system included very long

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July 2020 • Total Food Service • www.totalfood.com • 37

Q&A

DIANE NEVILLE, from page 36

short term disability in place for every hourly team member. We pay those employees for two weeks of their quarantine.

Shake Shack serves up the most delicious burgers, hot dogs, crinkle-cut fries, frozen custard, shakes, beer, wine and more.

(sometimes) two hour waits for our guests. We found ourselves working through social distancing and the addition of delivery windows. It was a challenge because Pre-COVID, we only had a single delivery relationship with Grubhub. We needed to create partnerships and infrastructure to expand to multiple delivery platforms. How will the addition of takeout and delivery change your floor plan moving forward? Again, at the top of that list was working to see if existing units can be retrofitted with drive through windows. In some cases actual walls are being blown out. We are actually testing our first drive through, this week in Vernon Hills. IL. We are also looking to design kitchens moving forward to allow space for an increased number of delivery orders and drivers. We had a number of additional changes in technology that included the removal of buzzers we had always used to let customers know when orders were ready. We have eliminated all condiment stations. Some of that space is actually being used to prep delivery orders. We have taken a new approach to packaging of orders. We had the advantage of always using a brown bag that self sealed. Our menu will remain a la carte driven and not

move to a family style menu. Can you share the strategy Shake Shack used to clean your restaurants to prepare for reopening? It actually began with the fogging and cleaning of our offices. We describe it as heightened cleaning. It’s really part of us becoming scrappy. That attitude has brought incredible creativity from our team. We knew that nothing was ever going to be the same again, I like to describe it as picking up a roll of duct tape and making it happen. It really started with creating and implementing our plan for the new protocols from taking temperatures to using the proper PPE. We’re constantly cleaning. We checked bathrooms every 30 minutes. There are timers that go off so that employees are washing hands every 15 to 30 minutes. How did you implement your safety protocol? Every time a team member comes in, before they clock in, they get a series of questions: How are you feeling today? Do you know all of the symptoms to look for? Do you have a temperature? What is the plan for employees that

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test positive for COVID? We have had 18 employees test positive for COVID-19. We are unique in the way that Shake Shack actually has

What has it been like as you prepare to reopen and need to bring staff back again? It has been a challenge getting furloughed employees to return to work. In some cases, due to the virus and in some cases that they are making more money on unemployment. That is coming to a head as we change their status from furloughed to terminated. The in-between step is to explain that we cannot guarantee that your job will still be here. We are moving slowly and cautiously and have begun with the re-opening of Las Vegas in June. We are finding the East Coast employment marketplace much easier than the West Coast. Images courtesy of Shake Shack

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NEWS

RESTAURANT SANITATION

WHITE PLAINS LINEN SETS NEW STANDARDS AND PROTOCOLS AS RESTAURANTS RE-OPEN

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or the past four months, while much of the restaurant industry was forced into hibernation, White Plains Linen | LINENS à la CARTE went back to the proverbial ‘drawing board’. “We knew that the industry was going to come back stronger than ever and that the key to that was going to be the ability to create and implement a new safety protocol,” noted Bruce Botchman, the company’s long time President and CEO. To accomplish that goal, White Plains Linen began with a commitment to its’ state-of-the-art laundry facility in historic Peekskill, NY. Botchman noted, “We took and continue to take significant measures to keep everyone safe, including aggressive social distancing, consistent cleaning and sanitizing, ongoing health screenings, and a reliance on personal protective equipment for our staff.” Len Labonia, VP of Operations and Chief Operating Officer engaged in regular communications with local health agencies and is following the scientific guidance from the World Health Organization (WHO) and Centers for Disease Control (CDC). This included working diligently with vendor partners, management and associates to adapt these best practices to minimize any potential spread of the virus. As a result, White Plains Linen implemented a number of internal procedures and protocols. These include checking each employee’s temperature before entering our laundry plant and the placement of handsanitizing stations throughout their administrative offices, laundry plant and warehouse facilities. White Plains Linen also increased the frequency of cleaning and disinfecting efforts on

“We knew that the industry was going to come back stronger than ever and that the key to that was going to be the ability to create and implement a new safety protocol,” noted Bruce Botchman, the company’s long time President and CEO. all high-touch areas throughout our facilities. Additionally, all members of the White Plains Linen delivery team are equipped with an ample supply of appropriate personal protective equipment (PPE) including masks, gloves and alcohol-based hand sanitizer. Most importantly, White Plains Linen worked in conjunction with the commercial laundry trade association; TRSA-Textile Rental Services Association to re-calibrate the standards for Laundry Chemistry. These benchmarks include all washing being done at 180 degrees Fahrenheit, the use of a 15% bleach solution and industrial strength detergents. The goal is to

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utilize laundering chemicals that can guarantee properly disinfected and hygienically clean textiles including linens, garments and towels utilized by restaurants and food service operators. With a 60-vehicle fleet delivering more than 1 million pounds of fine linens every week, White Plains Linen has long been looked at as setting the standard for textile rentals and laundering. The Westchester County based company has built its reputation on the more than 1.75 million napkin, 500,000 bar mops and kitchen towels, 200,000 tablecloths and 110,000 kitchen garments that it launders for restaurant and foodservice professionals.

“What has been really interesting is to see how safety is being redefined as a result of COVID-19. Safety used to be all about risk and now it has become a health issue as well,” noted Hector Tuzo, VP of Logistics and Account Management. “It’s also crucial to remember that we remain committed to providing a product that is both environmentally sustainable and hygienically sound.” Post pandemic restaurant operations has brought one of the industry’s hot topics back to the forefront: the use of hygienically clean reusable linen including tablecloths and napkins in restaurant, catering halls and hotel dining rooms. “Let’s start with this question; what’s more efficient from a safety and cost standpoint: 30 seconds to change a linen on a table or who knows how long to take out a rag that’s already used/soiled and a can of disinfectant that may be in short supply to then spray a table,” Tuzo inquired. “Keep in mind too that in today’s labor market the server may be the busboy as well, so we provide an extra layer of protection by sealing every cloth in a plastic bag for storage.” Protocols and best practices are also changing how the industry looks at its uniform programs. Added Dan Kaufman, White Plains Linen Director of Marketing, “It makes no sense for an employee coming off a shift to bring home a uniform that is soiled and may have been exposed to the virus. So, we are suggesting a program in which all uniforms are left in a bin at the restaurant at the end of the shift and then picked up by our team and properly sanitized, laundered and ultimately redelivered back to the customer with their next order.”

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RESTAURANT MARKETING

THE SECRETS TO EFFICIENT SOCIAL MEDIA MARKETING I t’s 2020. The whole world is online. Within the past couple months, the restaurant industry made its biggest push ever into the digital world. With dining rooms closed, the only way for businesses to communicate with their customers was through the internet. Social media is one of the most popular online channels. Facebook, Instagram, and Twitter are excellent ways to connect with your guests. An average user spends 2.5 hours on social media every day. That’s a lot of screen time and a huge opportunity for your brand to come face to face with you consumers on a regular basis. In this article, we are going to focus on the aspects of organic social media. “Organic” content is unpaid media that you post to your restaurants’ pages and feeds. Organic social media is an important part of any marketing strategy. While it’s not strong enough to rely on solely, it is a significant supporting factor. Social media builds an online presence for your business, strengthens your visual branding, and creates a direct communication channel to your customers. Before we get into managing your social presence, let’s debunk some common concerns that often keep business owners from using organic social media as an accessory marketing tactic. “I don’t know what to post.” This objection is very common, especially for those who don’t use social media personally, particularly Instagram and Twitter. When brainstorming content, think of the message that you want to send your

Organic social media is a direct, low cost way for you to reach your customers. It makes it easier for your fans to spread the word about your restaurant and can even help to win people over before they even taste your food.

customers. Think of the aspects of your business that you are proud of. Showcase your food! Introduce yourself and your staff. Share positive nutritional facts about your meals and awards your restaurant has won. Check out the calendars of “National ___ Day” and find when they correspond with your menu items. Have some fun with your posts and use them to highlight your restaurant’s personality. “It’s too difficult to take good photos.” You don’t need professional grade equipment to take nice photos of your food and store. Your phone and some bright, natural light or an LED light stick (you can find them on Amazon) are all you need to create mouth-watering pictures of your signature dishes. Also, don’t be afraid to use crowd-sourced content. Customers take great photos of their meals and they love to share them on social media. Check your restaurant’s location tag and see what content has already been provided for you. Just always remember to message the user and ask permission to use their photo. Check out our May article for more instructions on how to create highquality visual content.

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“It takes too much time.” Out of these 3 objections, this one is the most valid. Managing social media can take a lot of time if you don’t know how to manage it correctly. Consider taking one day each month or a couple hours one day a week to organize and schedule your content. A single photoshoot can provide you with enough content for weeks or even months. Plan out your social media calendar to account for any upcoming holidays or special events, schedule your posts, and just let them run. Each day when you check your emails, scan through your comments section and answer any questions that customers have. Doing this may seem like a lot to take on, but once your plan is in place, it becomes a simple, no-brainer part of your routine. To stay organized, check out tools like Buffer, HubSpot and Hootsuite. They are designed specifically to have a user-friendly social media management interface. These tools make posting a month’s worth of content easy and efficient by allowing you to schedule out posts weeks in advance. They are also a one-stop-shop for your social media CRM with their comment and

Brett Linkletter is the CEO & CoFounder of Misfit Media. He has an aggressive willingness to take on new challenges and a strong understanding of scaling a business from scratch. His vision is to disrupt the restaurant marketing space by empowering business owners with predictable, scalable marketing strategies so they can grow their business based on insights and data, versus guesswork and course correction. Brett’s specialty lies in creative content creation, brand messaging, social media growth hacking, and business development. His biggest role model and lifetime hero is his great grandfather, Art Linkletter, who was a famous TV personality and businessman. Ariana Brajkovich is Misfit Media’s inhouse media buyer. She is a data-driven individual who loves to take the creative route to achieve results. Ariana studied business and marketing at the University of Southern California and has found her niche in the restaurant world. She thrives in competition and is inspired by Misfit’s drive to take restaurants across the world to the next level. Outside of the office, you can find her skiing, rock climbing, or baking. Contact the team at hello@ misfitmedia.com or 424-289-8648

response tools. Organic social media is a direct, low cost way for you to reach your customers. It makes it easier for your fans to spread the word about your restaurant and can even help to win people over before they even taste your food. No restaurant’s marketing is complete without some sort of social media strategy. Here are three restaurants who each have a different strategy when it comes to posting organic content. @800degreesla 800 degrees is an international pizza chain that serves delicious, thin crust pizza that’s flash cooked at (you

continued on page 44

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RESTAURANT MARKETING

from page 42

guessed it!) 800 degrees fahrenheit. When it comes to social media marketing, the Los Angeles locations have a leg up on the rest of the chain. Now, they don’t have the most followers out of their fellow franchisees, but they do have a trackable system. @800degreeslosangeles posts a picture every week day of their #pizzaoftheday or #potd. Each day is a different pizza that is offered at a discounted price. This daily ritual allows them to track exactly how many people are brought in each day by the Instagram special.

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@5napkinburger 5 napkin burger is a full services burger restaurant with several locations throughout Manhattan. Their social media content strategy is all about making their followers drool over pictures of their food. The 5 Napkin Instagram feed is an endless roll of Buzzfeed and Eater worthy pictures that you’d expect to find on a Top 10 Burgers You Need To Eat Before You Die list. Melted cheese and buttered buns never fail to boost a page.

@dintaifungusa Din Tai Fung is an international dim sum restaurant. Their social media page consists mostly of clean, bright photos of their wide variety of dumplings but also has an occasional promotional or educational post--like how to reheat steam buns or the “right” way to eat a xiao long bao (soup dumpling). Their branding is consistent and they do a great job of spotlighting and explaining their dishes.

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NEWS

TAKEOUT DINING SOLUTIONS

MAKE YOUR TAKEOUT RESTAURANT A SUCCESS WITH THESE 10 TIPS

S

itting down in a restaurant is nice. You get to mingle, laugh, and have a good time. But a lot of people opting for takeout instead. Takeout offers higher quality food than a fast-food restaurant. Restaurants also benefit from order increases and less overhead when a customer orders takeout. If your restaurant is planning to offer takeout, these 10 tips can increase your chances of success. 1. Price Your Menu Properly Pricing is going to be one of your biggest challenges. You need to be able to: • Turn a profit • Remain competitively priced You’ll need to factor in all costs, including: • Cook’s salary • Ingredients • Packaging • Fuel Once you know the true cost of each item on your menu, you can add your desired profit margins on top of the cost. Keep competitive pricing, but don’t charge your items so low that you struggle to turn a profit.

Takeout restaurants are a massive success, but if you miss these top 10 practices, you may be setting yourself up for failure. • Baked cookies • Custom build options Highlight or create high-ticket items that sell well and are great for takeout. 3. Determine Your Delivery Area What is your delivery area? Can you or should you expand this area? If the delivery area is too large, you risk the quality of the food suffering before it’s delivered. You want a delivery area to be sufficient in both

2. Offer the Right Food Items Takeout food needs to be transported well. Ice cream, for example, is likely to melt before a customer gets home, so it doesn’t transfer well. Offering other dessert options, like cake or brownies, would be better. Your menu can also act as the perfect opportunity to upsell items. You can offer: • Chips 46 • July 2020 • Total Food Service • www.totalfood.com

profitability and practicality. If your deliveries are 60+ minutes due to the delivery radius, you may want to rethink your delivery area. 4. Find Suppliers Suppliers are the backbone of every business. If you have lackluster suppliers, you risk getting poor quality food. When choosing a supplier, you want to focus on: • Quality • Consistency

• Range of food items You also need to find these same traits in the container and packaging suppliers you use. 5. Make Ordering Easy Customers have a plethora of ordering options to choose from. Restaurants offer online ordering, phone ordering, or even ordering through personal or third-party apps. When you make ordering as stress-free and easy as possible, you’re going to increase customer satisfaction and experience. You may want to develop your own website or app, or even consider text message ordering, to increase orders. Depending on the food served, you may consider offering drivethru ordering and pickup. 6. Put a Major Focus on Packaging Packaging keeps your food at the appropriate temperature while retaining the food’s freshness. It’s better to invest in high-quality packaging which: • Prevents spills • Reduces the risk of box sagging • Keeps food in optimal condition When your food arrives at the customer’s door or is picked up by the customer, is it in optimal condition? If not, you’ll want to speak with the supplier and find a solution that meets your business’ needs. You’ll also want to consider customizing your packaging for branding purposes. Add your logo, slogan, and telephone number/website to packaging for added promotional

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LEGAL INSIDER

WITH MICHAEL DINOWITZ, ELLENOFF GROSSMAN & SCHOLE LLP

NEW NYC COMMERCIAL LEASE PERSONAL LIABILITY PROTECTIONS: WHAT’S THE STORY?

O

n May 26, 2020, legislation was enacted in NYC which has been characterized by some as a shield against personal liability under commercial leases during the COVID-19 pandemic. As summarized in a statement by Carlina Rivera, the City Council Member who sponsored the bill, “[w]ith the signing of my bill, any small business owner with a personal liability clause in their lease will see that provision temporarily suspended.” Rivera continued “[t]hey will no longer have to fear their landlord going after their personal life savings and assets because of a disaster no one saw coming.” While the law may provide some measure of protection to tenants, it may not exactly live up to the portrayal given by the sponsoring City Council member and others. In addressing a hospitality industry group on this topic last week, I realized that there’s

While the law may provide some measure of protection to tenants, it may not exactly live up to the portrayal given by the sponsoring City Council member and others. In addressing a hospitality industry group on this topic last week, I realized that there’s substantial confusion surrounding this new enactment. substantial confusion surrounding this new enactment. This article attempts to parse through some misconceptions. The law (N.Y.C. Council Int. No. 1932-A, § 1. [1] N.Y.C. Council Int. No. 1932-A, § 2) applies to natural persons (meaning, a flesh and blood human) who are not the tenant who signs a guaranty in “a commercial lease or other rental agreement” for property within NYC. In other

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words, the law seeks to address the situation where the tenant under the lease is a limited liability, corporation or other entity and the lease is personally guaranteed by an individual. The law states that such a person will not be personally liable “upon the occurrence of a default or other event,” in full or in part “for payment of rent, utility expenses or taxes owed by the tenant” or for “fees and charges relating to routine building maintenance owed by the tenant” occurring between March 7, 2020 and September 30, 2020. In addition, two conditions must be satisfied: (1) The tenant’s business must fall under one of three categories of business adversely impacted by COVID-19 pandemic and subjected to the certain of Gov. Cuomo’s early executive orders, specifically: (a) restaurants and bars that were required to cease serving food or beverages for on-premises consumption; (b) retail businesses that were subject to in-person limitations (c) businesses forced to close to the public completely, and (2) the default or other event causing liability must occur between March 7 and September 30, 2020.

Michael Dinowitz, a commercial real estate and general business attorney for over 30 years, is a partner in the Real Estate Group at the law firm of Ellenoff Grossman & Schole LLP in NYC. His experience set is diverse and includes: the acquisition, disposition, financing and leasing of commercial real estate in most asset classes including office, hospitality, multi-family and retail; workouts and capital repositioning; drafting and negotiating of joint venture agreements; business transactions and general business agreements. Michael often serves as outside general counsel to family offices and operating companies. He can be reached at (646) 895-7127 or mdinowitz@egsllp.com.

The new legislation also states that any attempt to enforce a personal guaranty provision that a landlord knows or reasonably knows is not enforceable under this new legislation constitutes tenant harassment. So it seems straight forward, right? Well, not exactly. It appears that in the haste to get some form of tenant protection measures passed quickly, less than careful attention was employed by the City Council in drafting this legislation. The act

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FREE SHIPPING IN NY METRO AREA July 2020 • Total Food Service • www.totalfood.com • 51

NEWS

NEW CONCEPTS

TAFFER TEAMS WITH FRANSMART TO LAUNCH INNOVATIVE DINING CONCEPT

T

he great entrepreneurs in history have had a number of common characteristics. At the top of that list is the ability to continually identify a need that responds to a challenge. Noted television personality Jon Taffer fits that profile. The award-winning hospitality expert and world-renowned business consultant has teamed with Fransmart to create Taffer’s Tavern. The concept is slated to open its first unit in Suburban Atlanta this summer combines a sous vide-based menu and Taffer’s Safe Dining System. With his extraordinary success in the bar business, Taffer has long realized the importance of food to drive his long time focus on beverage sales. “Two years ago, long before the pandemic, I was looking at casual dining and saw a need for a concept to respond what was becoming a new reality,” Taffer explained. “I could see the impact of a shrinking labor

force, increased minimum wage and growing communication and training challenges.” So, the star of television’s Bar Rescue and longtime hospitality visionary set his sights redesigning the fundamentals of restaurant operations. “The bottom line is that we have been able to create a kitchen and front of the house operation that can perform at 50% of the labor cost of traditional casual dining,” Taffer said. Taffer partnered with Cuisine Solutions and worked in their test kitchen for 18 months to create the menu. By utilizing sous vide, every item is ready within 4 to 6 minutes. Taffer’s Tavern guest will enjoy a vast array of choices including a much talked about French dip sandwich and signature burger. Taffer’s Tavern goal with the menu was to create value. Entrees will range from $18 to $40 with a salad included. Executing a menu that can be both tasty and safe requited the selection

Jon Taffer (3rd R) poses with Cuisine Solutions & CREA Team Members

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“With Cuisine Solutions’ menu and Middleby’s technology, we have been able to create a tasty menu in which nothing takes more than 6 minutes to prep.” — Jon Taffer of an equipment partner that could share the vision. Taffer’s Tavern has teamed with Middleby Corporation to build a kitchen spec that features a full line of product including Turbo Chef ovens. “With Cuisine Solutions’ menu and Middleby’s technology, we have been able to create a tasty menu in which nothing takes more than 6 minutes to prep,” Taffer detailed. “We’ve combined blast chilling with a computerized oven and the latest robotics to lock in flavor and consistency to create what we are convinced is the next generation of kitchens.” Taffer has also looked to his service

on several hospital boards to bring restaurant food safety to another level. “The secret to food safety in post Covid-19 is food compartmentalization. We have created a kitchen footprint in which food is completely isolated from transactions.” Taffer’s Tavern will feature a manager whose sole function is to cash out guest checks. The concept will also offer a fully automated on-line option for guests to close out their checks from their cellphones. With Taffer’s Safe Dining System, the kitchen of each unit will give both

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One tavern classic offered at Taffer’s will be Tot Roast Fries: roast beef, gravy, cheese curds and herbed tater tots and add a poached egg.

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SCOOP

INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

Do you have the SCOOP on any Metro New York City foodservice and hospitality news? Send items to SCOOP Editor Joyce Appelman at tfs@totalfood.com

FEDERAL COURT BANNED MONSANTO’S TOXIC PESTICIDE DICAMBA

Protection Agency) for years, and finally they won. This massive win protects farmers, our health, and hundreds of endangered species. It also protects farming communities from drift contamination and has the potential to reduce the use of GMO crops. However, the EPA is ignoring the ruling for now, allowing farmers to use up their already purchased product. The Center for Food Safety will keep up the fight.

SHARE MY MEALS COVID-19 PROGRAM SCOOP hears that The Center for Food Safety has been fighting with the EPA (Environmental

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SCOOP learned that Share My Meals is a nonprofit organization run by volunteers that aims at alleviating hunger and food waste in the Princeton area. They work with local entities seeking to curb the environmental impact of food waste

Amar Gautam and Amanda Maher owners of The Meeting House a restaurant in Princeton, NJ

by providing their excess inventory to people in need. As the COVID-19 pandemic force corporations’ cafeterias and universities to close they had to pivot their model in order to keep on providing relief to the population in need. They launched

continued on page 56

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SCOOP

METRO NY INSIDER NEWS, from page 56

Share My Meals Covid-19 Program, purchasing meals from local restaurants at the cost of goods, Share My Meals has been able to help the food insecure community while allowing the restaurants to stay active and to pay some of their staff members. Thanks to the amazing support of three partner restaurants, The Meeting House, La Mezzaluna and Tratoria Proccinaci, their team motivated volunteers, and more than 300 generous donors, they have been able to deliver over 16,000 healthy meals directly to the home of the 72 families enrolled in our program. Amar Gautam, the co-owner of The Meeting House a restaurant in Princeton, NJ, opened just before the pandemic said, “Share My Meals paid us for the cost of the food. That allowed us to keep the staff on board. The value of this partnership was almost an emotional value. It provides a sense of purpose, especially when it was a pretty dark and gloomy time in April and May. When the COVID-19 numbers kept on going up every day; I’ll be honest, I even thought to myself, ‘What am I doing? Why am I going to work every day?’ And then there was this responsibility to feed these hungry people. And without that, I don’t know if we would have stuck around.”

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NON-PROFIT IN PILOT PROGRAM TO HELP GROCERS GO GREEN SCOOP learned that a new pilot program is designed to help grocery stores offset the upfront costs of natural refrigerant technologies. The North American Sustainable Refrigeration Council’s new Aggregated Incentives Program is a free platform to coordinate various funding sources through a streamlined application process for food retailers. “High upfront cost is the primary hurdle preventing the adoption of environmentally friendly natural refrigerants,” said Danielle Wright, executive director, North American Sustainable Refrigeration Council, an environmental nonprofit working to advance climate-friendly natural refrigerants in supermarkets “Funding support is key to bridging the gap and stimulating the economies of scale necessary to bring costs down.” Traditional refrigerants contain hydrofluorocarbons (HFCs), extremely potent greenhouse gases (GHGs) that trap thousands of times more heat in

NASRC promotes the use of natural refrigerants

the atmosphere than carbon dioxide (CO2), and have been named the fastest-growing source of GHG emissions globally. Commercial refrigeration systems, such as those in supermarkets and grocery stores, are the leading contributor to HFC emissions, releasing over 130 million pounds of

CO2 equivalent emissions annually in the U.S. alone. Natural refrigerants -- including ammonia, carbon dioxide, and hydrocarbons -- are the most climatefriendly solution, but their adoption in the U.S. has been stalled due in large part to cost barriers. New refrigerant regulations proposed by the California Air Resources Board (CARB) are driving a growing number of food retailers to consider natural refrigerants, making California an ideal location for the pilot of NASRC’s Aggregated Incentives Program. CARB has established an F-gas Reduction Incentive Program for climate-friendly refrigerants, but the allocated budget will only support a few natural refrigerant projects. AIP is designed to bridge the funding gap with outside funding sources to maximize the number of natural refrigerant projects. “Our goal is to secure enough funding to make these projects possible while simplifying the experience for the retailers,” said Wright. “We also expect the pilot to generate a tremendous amount of data that will contribute to industry knowledge about naturals, further promoting their growth.” The pilot program will be offered at no-cost to applicants thanks to the sponsorship of NASRC Titanium members, including Bitzer US, Climate Pros, CoolSys and HillPhoenix. Learn more or apply at nasrc.org/ aggregated-incentives-program.

PULKIES BRINGS JEWISH-STYLE BBQ TO NEW YORKERS WITH A “READYTO-HEAT” MENU FOR DELIVERY AND TAKE-OUT

SCOOP hears the team behind Creamline opened Pulkies, a Jewishstyle BBQ restaurant that celebrates New York City’s historic culture and cuisine and honors American comfort food. The name is derived from the Yiddish word “Pulke,” which directly translates to “poultry leg” or “drumstick” (and is also a term of endearment for chubby baby thighs). The team is currently operating out of their kitchen in Chelsea Market, but is hoping to find a permanent brick and mortar location in the future. Pulkies serves the community by keeping in mind the new hospitality landscape. The menu was specifically designed for take-out and delivery, and focuses on prepared foods and grocery items that can be stocked and savored. Each order is packaged “ready-to-heat” in its ideal container and includes simple instructions on how to prepare and serve for optimal deliciousness at home. New York born Chef and Managing Partner Harris Mayer-Selinger brings inspiration and passion to the menu, which captures the spirit and flavors of American barbecue, while paying homage to his Ashkenazi roots and his beloved city. With Pulkies, Harris maintains his deep commitment to, and relationships with, his longtime farm partners – including Ronnybrook Farms in Pine Plains, NY, and Catskills Provisions in Long Eddy, NY, among others. Turkey and brisket are the main attraction here – with a special spotlight on the bird. Free-range, allnatural, whole turkeys are sourced from Jaindl Farms in Orefield, PA, and every part of the turkey is incorporated into the menu. Signatures include the BBQ Pulled Turkey (slow-cooked leg meat with Pulkies’ BBQ sauce) by pint, quart, or 1½ lbs., and the Pastrami Turkey Breast (Whole or Hand-Sliced). Pulkies’ pasture-raised, all-natural beef is sourced from Rosenkrans Farms in

continued on page 58 July 2020 • Total Food Service • www.totalfood.com • 57

SCOOP

METRO NY INSIDER NEWS, from page 58

Pudding with chocolate chips and toffee sauce and Coconut Cream Pie (v) with macaroon crust and a cherry on top offer something sweet. Assorted soft drinks are available, in addition to canned and original cocktails like the Manischewitz Spritz (Vodka, Seltzer, Red Wine Float) and the Cel-Ray (Gin, Celery Soda, Lemon). Beer, wine and Manischewitz can also be purchased by the can and bottle. In support of local farms and the Greenmarket initiative, the Pulkies team will donate $1 to GrowNYC for every NYC Pimento Cheese sold. The Pulkies team will also donate $5 to God’s Love We Deliver, an organization that cooks and delivers nutritious, medically-tailored meals for people in need, for every order over $100. As the Pulkies team believes: when you feed yourself, together we can help feed New York City.

US FOODS TO PROVIDE FREE REOPENING KITS TO INDEPENDENT RESTAURANTS ACROSS THE COUNTRY Pulkies’ menu brings the best in Jewish-style BBQ

Seneca Falls, NY, and is served as BBQ Chopped Beef (Crispy Burnt Ends, Carrots & Onions) by pint, quart, or 1½ lbs., or Hand-Sliced Brisket (Lean or Well-Marbled) by ½ lb or 1 lb. Prefer a sandwich? You can also opt for the “Sandwich Kit for 2” which includes potato buns, creamy red horseradish dressing, mustard, and house made pickle spears. Vegetarian options like the Sweet & Sour Stuffed Cabbage with mushrooms, tomato sauce, and kasha, and a vegan “Sloppy Joseph” with BBQ cauliflower and chickpea hash, round out the mains. Starters include soups like a Seasonal Borscht Gazpacho (vg) and Mini Matzoh Balls in 8-Hour Broth, and salads like the Kale and Green Apple “Charoset” Style. There’s also a selection of “Snacks & Schmears” including NYC Pimento Cheese (vg) with cheddar and sweet & spicy peppers and Chopped Liver with schmaltz and Manischewitz wine jelly. Pulkies’ selection of sides blend Jewish tradition and BBQ classics, with options like Noodle Kugel “Mac and Cheese”; Honey Butter Cornbread; Vegan BBQ Beans; and Braised Kale with turkey neck broth. Finally, desserts such as Cinnamon Babka Bread 58 • July 2020 • Total Food Service • www.totalfood.com

To drive awareness among independent operators about the availability of the reopening kits, US Foods has launched a national broadcast spot that honors these small business owners and celebrates their commitment to serving our communities. Independent restaurant owners can visit usfoods.com/reopen to order a free reopening kit through June 19, 2020. The kits are available while supplies last and are designed for any qualifying independent restaurant operator in the U.S. The free reopening kits are part of the company’s ongoing commitment to helping operators “Make It” as they begin their reopening efforts. US Foods offers a suite of resources and tools as part of the company’s “Make It Now” platform including its Restaurant Reopening Blueprint. Restaurant owners can view all of the available resources and schedule a one-on-one consultation with a US Foods Restaurant Operations Consultant or Food Fanatic Chef at their website: https://www.usfoods.com/about-us-foods/coronavirus-covid-19-resources.html.

Kits Contain Must-Haves to Aid Safe, Successful Reopening SCOOP notes that US Foods Holding Corp. announced it is giving away free reopening kits to qualifying independent restaurant owners to help support restaurant reopening efforts in communities across the U.S. The reopening kits provide independent restaurant operators with musthave supplies such as masks and safety guidance posters as well as resource guides to navigate state and local COVID-19 reopening requirements and help create a safer environment for staff and customers alike. “Independent restaurants are an invaluable part of our local communities and we are committed to helping these businesses reopen, rebound and thrive,” said Andrew Iacobucci, chief merchandising officer, US Foods. “They have displayed a remarkable amount of resilience during COVID-19 and have helped all of us maintain a sense of normalcy by keeping our pizza nights possible, our favorite burgers ready for curbside pick-up and our beloved comfort foods just a call or click away. As they begin to shift their operations to create adapted spaces where patrons can once again dine-in and gather, we believe the reopening kits will provide much-needed support to help them continue to run a successful business.”

US Foods offers a suite of resources and tools as part of the company’s “Make It Now” platform including its Restaurant Reopening Blueprint.

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215-624-4800 www.insingermachine.com July 2020 • Total Food Service • www.totalfood.com • 59

NEWS

CHARITY

PAIR OF NYC HOSPITALITY VETS TEAM WITH CHEFS WAREHOUSE TO LAUNCH ASK CHEFS ANYTHING MOVEMENT TO BENEFIT INDUSTRY

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s the COVID-19 pandemic continues to ravage the country and force businesses to shut down, among the hardest hit are immigrant workers—many of whom worked in the restaurant or other service industries. Now, they are left with no jobs and no unemployment benefits, struggling to put food on their plates and send money home to their families, while fearing getting sick without any support from the government. In an effort to help them, dozens of famous chefs—including Alison Roman, Nancy Silverton, Tom Colicchio, Eric Ripert, Suzanne Goin, and Dominique Ansel—are auctioning off 30-minute virtual discussions where they will share recipes and cooking tips via a new initiative called Ask Chefs Anything. Successful auctions in New York City, Los Angeles Philadelphia’s and most recently Dallas kicked off a highly successful launch to the effort. “Honestly, in our business there is nothing more important to us then our staff, and so many people who work in this industry have immigrated to this country,” says chef and owner of Border Grill and Socalo, Susan Feniger, who is participating in the Los Angeles auction with her partner Mary Sue Milliken. Milliken adds, “We’re thrilled to do anything we can to support the migrant communities that are the backbone of our food system but are invisible and voiceless. This pandemic has exposed how deeply flawed our

“Not only are we concretely supporting communities but we’re also generating awareness around the topic of immigrant workers in restaurants,” — Anna Polonsky food system is and that we all need to pay better attention to artificially cheap food produced on the backs of underpaid workers with little or no employment benefits.” The brainchild of Gaeleen Quinn and Anna Polonsky, two women with decades of experience in the hospitality industry, Ask Chefs Anything is an online auction taking place in multiple cities, with all proceeds going to help the vulnerable immigrant workforce. The funds raised will purchase groceries at a heavily discounted rate from Chefs Warehouse to supply 10-pound boxes of groceries to disadvantaged immigrant households via a local nonprofit. Quinn, who is from Colombia, created the annual Bogota Wine and Food Festival (which supports Escuela Taller de Bogota, where underprivileged young adults that were part of the Colombian civil war can learn cooking skills and find jobs) and runs Q&A, a hospitality consulting agency. Polonsky, who is originally from Paris, co-founded the MP Shift, a creative agency that is responsible for the concept, graphics, and interior design of some of the most stylish restaurants, like Ferris and

60 • July 2020 • Total Food Service • www.totalfood.com

Mimi Cheng’s in New York City, and Comice in Paris. In 2019, she left to start Polonsky and Friends to help restaurants work toward inclusivity, sustainability, craftsmanship, and wellness. When Quinn heard that some of her chef friends had to lay off their entire staff as the pandemic worsened, she worried about the most vulnerable population in the industry: immigrant workers. “Since I had worked in the industry, I realized that the most impacted community in the restaurant world would be immigrants,” she says. “I started thinking of ways to support them.” Polonsky adds that raising awareness was also a primary motivator. “Not only are we concretely supporting communities but we’re also generating awareness around the topic of immigrant workers in restaurants,” she points out. Chef Missy Robbins, who said participating was a no-brainer for her, is looking forward to her session with the winner of her 30-minute slot. “It’s been interesting to see people reach out for cooking help over the last few months,” she says. “I can only imagine there will be a lot of questions about pasta!” Feniger agrees. “When I said

nothing is more important than our staff, right close by are our amazing customers, the people who support all we do,” she says. “I love connecting with people, hearing their questions, their stories, and maybe recipes from their immigrant relatives and what they cooked coming over here.” The first auction, to benefit New York City workers, came together in about a week and a half. “As soon as you start doing something meaningful, it motivates you,” says Polonsky. “People see purposeful work and they want to help.” The New York City auction ended May 3, with proceeds going to the Mercy Center in the South Bronx. The auction raised more than $32,000, which translates to 30,000 meals. It featured more than 35 chefs, including Robbins of Lilia and Misi; Christina Tosi of Milk Bar; Ivan Orkin of Ivan Ramen; Daniela Soto-Innes of Cosme; and Eric Ripert of Le Bernardin. Cookbook author and New York Times recipe writer Alison Roman garnered the highest winning bid of $4,000. “It feels good to be able to raise money without selling a product,” says Roman. Of bringing in the highest bid, she says, “LOL it feels.... great, but honestly very wild and did not see that coming. Don’t worry though, my parents are keeping me humble. To quote my dad: ‘You are priceless, but I would not pay that much to hang out with you for 30 minutes.’ I will probably go over 30

continued on page 94

July 2020 • Total Food Service • www.totalfood.com • 61

NEWS

HEALTHCARE SOLUTIONS

INDEPENDENT FEEDING TRAY PROVIDES INNOVATIVE DINING PRODUCT FOR PATIENTS IN NEED OF ASSISTANCE

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lana Herman MA, CCC/SLP is a NYS Licensed Speech Pathologist who has been working in SubAcute Long-Term Care/Short Term Rehab facilities for the past 40 years. Herman has her Master’s Degree from the City College of New York (CCNY) and is a professional member of the American Speech -Language- Hearing Association (ASHA). Herman is currently the Senior Speech Pathologist at a leading Nursing Home located in Westchester County, New York. Ilana Herman provides speech & swallowing therapy to patients who have suffered from a Stroke, Parkinson’s Disease, Brain Injury and Neurological diseases as well as assisting patients who are recovering from Orthopedic injury. Herman designed and developed the unique adaptive innovation technology known as the Independent Feeding Tray (INFT). The unique technology of the INFT was developed by Herman as she has been frustrated for the patients who have the use of only one hand when attempting to feed themselves. The patients are unable to stabilize the food cups on the meal tray with one hand and experience difficulty with scooping the food from the food cup on the meal tray (i.e. yogurt, ice cream, Jell-O, apple sauce, fruit cup). The patients require a staff member, caregiver or family member to assist them at meals by stabilizing the food cup for the patient. The INFT allows them to be independent at meals as they will be able to scoop the menu item on their own without any assistance required. The INFT design by Herman serves an important purpose as it provides the patients who have the use of one hand when eating to regain their “Independence and Dignity” when eating. The uniqueness of the INFT is that

the molded cup is molded to the right corner of the tray for the patient who only has the use of his/ her right hand for eating. The INFT would also offer a tray with a molded cup on the left corner of the tray for the patient who has the use of only his/her left hand for eating. The selection of the appropriate tray is determined by the needs of the individual patient (adult or child). The tray has four molded flaps on the inside of the upper part of the molded cup molded to the tray. The unique innovation by Herman’s design is that it will hold the food cup securely on the meal tray when a food cup is placed into the molded cup molded to the tray. The food cup is now stabilized and the patient is able to enjoy the menu item without any assistance required by staff or family during meal time. The INFT is not designed for the food to be placed directly into the molded cup but rather it is designed to hold a food cup. The INFT is also suitable for children with special needs both at school or at home. The innovative technology of the INFT will hold the food cups as well as a milk carton and cereal bowl that the students receive at breakfast and lunch. The color of the INFT will be a light red color which is typically used in the healthcare market. The entire INFT will be made of polypropylene (PP) food grade resin. The flaps will be made of thermoplastic elastomer (TPE) on the inside and will also be molded to the upper part of the inside of the cup. The bottom of the tray will have four (4) stoppers on each corner molded on the tray to prevent the tray from moving when the patient is scooping the food from the food cup that has been placed into the molded cup molded to the tray.

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The Independent Feeding Tray

The molded cup molded to the tray is also designed to hold the DINEX line of plastic food cups that are manufactured by Carlisle, a leading cup manufacturer that provides soup bowls, coffee cups and dessert cups that are being used at many Healthcare facilities. The INFT is machine washable to 180 Degree F+. The uniqueness of the INFT is that it will never get lost in the kitchen as the molded cup is molded to the tray. The INFT design innovation by Herman has generated interest by various healthcare professionals (SLP’s, PT’s & OT’s) as well as Administrators of Nursing Homes as a technology that will allow the patients with the use of one hand to feed themselves independently at mealtime. The added bonus is that staff are now available to meet the other needs of their patients outside of the need to assist with feeding. The Independent Feeding Tray (INFT) is now being evaluated by the National Sanitation Foundation In-

ternational (NSF International). The NSF Mark will be molded on to each of the INFT food trays that will be used at Hospitals, Nursing Homes, Rehab Facilities, VA Hospitals, Children with Special Needs as well as home bound patients within the healthcare market. Herman attended the trade show in March 2020 at the International Restaurant & FoodService Show held at the Javits Center NYC. The INFT was nominated as a unique innovative device at the show. The INFT was described by many of the trade show guests as “unique”, “useful”, “serves an important purpose”, “useful to those with one hand to feed themselves”, “useful for patients in hospitals, nursing homes, home bound, children with special needs”. Herman has been working with COVID -19 patients who have arrived at her Nursing Home weak and medically compromised. Many of her patients have expressed that all they want is “to be independent again”. They need assistance with eating their meals due to their weakened state. The INFT will allow them to be independent as they regain their strength and their skills. The Independent Feeding Tray Inc has developed a business relationship with an Injection Molding plant within India to manufacture the INFT. The INFT is Patent Pending. The company is seeking potential business relations with Healthcare Distributors and / or Dealers to introduce the INFT to the Healthcare market . For more information, please visit the company website: independentfeedingtray.com, or contact Ilana at ilana@independentfeedingtray.com or (212) 545-9539.

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July 2020 • Total Food Service • www.totalfood.com • 63

NEWS

TECHNOLOGY SOLUTIONS

NEW YORK BASED ITSACHECKMATE BUILDS VITAL LINK BETWEEN POS AND DELIVERY SERVICES FOR RESTAURATEURS

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ife in the restaurant industry has been impacted in so many ways by the challenges of the pandemic. One of the byproducts has been the exponential growth of the takeout and delivery business. Prior to COVID-19 most restaurants simply selected a single delivery partner, GrubHub or Uber Eats etc. That has changed dramatically over the past 90 days as most restaurateurs find themselves working with multiple delivery providers to keep up with the demand. With the expansion of delivery partners has come the need for an upgrade in technology to bridge gap between an eatery’s use of multiple delivery services and their POS-Point of Sales system. New York City based ItsaCheckmate has been created to

provide a solution and to fill that essential void. “ItsaCheckmate makes the process of accepting orders from these ever-growing online ordering platforms and delivery services very efficient, allowing the restaurants to grow their revenue without increasing the cost of managing them,” said Vishal Agarwal, Founder and CEO of ItsaCheckmate. “Our company is not built on technology, but on customer service. Restaurant operators and staff need to know that there is someone behind these automated solutions and we provide an alwayson text/group chat-based support, which re-affirms their faith in this automated solution.” ItsaCheckmate effectively operates like a bridge that connects the

Vishal Agarwal, Founder and CEO of ItsaCheckmate

64 • July 2020 • Total Food Service • www.totalfood.com

“Your kitchen will receive orders in real-time that are accurate and come directly from the customer to eliminate mistakes.” — Vishal Agarwal various delivery platforms to a restaurant’s management system. It automatically feeds orders from multiple food delivery services into the ordering system and feeds the sales back into the restaurant management system. That enables orders moving quickly, while replacing manual input to manage accounting and sales. As the delivery game heats up and major chains choose who to partner with, restaurants feel increasingly compelled to be present on several platforms, which can increase brand awareness and attract new customers. ItsaCheckmate has found that in many cases the expansion across multiple delivery platforms has led to a new set of challenges. “The system solves all accounting issues by ensuring the prices between the 3rd party platforms and POSs always match up,” Agarwal continued. “We are able to sync the prices from the POS directly to the top 3rd party platforms.” Operators have also found that ItsaCheckmate has become a valuable management tool with the use of tablets. “We have eliminated the need to continually monitor various tablets

to accept incoming orders and input in your POS. Your kitchen will receive orders in real-time that are accurate and come directly from the customer to eliminate mistakes,” the Manhattan based executive explained. This also enables accurate inventory data and trend reports of order flow. Most importantly ItsaCheckmate ensures perfect reconciliation in accounting between your 3rd party services. ItsaCheckmate enables orders to be automatically confirmed and entered into a single POS system. They are then printed out on the same kitchen printer as the restaurant’s walk-in orders. Since its founding in 2016, ItsaCheckmate seamless integration of orders coming from various online ordering platforms has given the company a unique perspective. “At ItsaCheckmate, we understand that the customer is guiding what the next generation of POS, tech and trend solutions are going to look like,” Agarwal concluded. “The next-generation point of sale is being shaped by the call for the POS to be all things for all people. Our goal is to find the biggest pain points of customers and solve them.”

July 2020 • Total Food Service • www.totalfood.com • 65

NEWS

RESTAURANT OPERATIONS

DRIVE-IN THEATRE DINING WITH VENTLESS KITCHEN EQUIPMENT

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s we begin to adapt to the New Normal, we see a bright light of opportunity arising for some industries. Today, drive-in theatres are proving to be the ideal social distancing activity. This classic past time is making its move in modern times, all the while bringing much needed entertainment back to our country. Now, anyone who has ever been to a drive-in theatre knows that while you’re there, you expect two things: good movies and good food. Every carload of guests will be at your establishment for the length of two, sometimes even three movies. Easily keeping them there for at least three to four hours. It is important to provide them with a variety

To keep guests at the drive-in theater for at least three to four hours, it is important to provide them with a variety of delicious menu options to tease their taste buds. of delicious menu options to tease their taste buds. At Motion Technology, Inc., we have spent thirty years supplying businesses, including drive-ins, with the tools they need to pump out perfectly prepared food with ease. Our ventless kitchen equipment not only saves you from the high costs of installing a hood system, it allows your business to run with minimal staff. Our equipment

is easy to use and maintain, requiring little training time. From our line of deep fryers, known as the AutoFry, to our highspeed oven, the MultiChef XL, your drive-in theatre can create the ultimate food service menu. From traditional choices like pizzas, fries, and

chicken tenders to more outside the box options like funky flatbreads, and even deep fried desserts, there is something for everyone. Make your menu just as exciting as the movies on the big screen! We want our customers to know that even after they purchase we are here, behind the scenes, to help. Whether it’s cleaning guides, how to videos, or recipe inspiration, we’ve got it covered. So, make your drivein dining experience something to remember, and find out how ventless equipment can help your theatre steal the show!

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products.com continued on page 130 66 • July 2020 • Total Food Service • www.totalfood.com

July 2020 • Total Food Service • www.totalfood.com • 67

RESTAURANT STRATEGIES

WITH RYAN GROMFIN

TIPS FOR MAKING AN EFFECTIVE RESTAURANT CHECKLIST

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t seems like restaurant owners and operators have either s love or hate relationship with checklists. Personally, I love them! When I operated restaurants, they were the most important management tool I had in my arsenal to help keep my restaurant running smoothly, my staff happy, and me spending less time managing staff and more time working on the things I love most about the business. Today, as a restaurant consultant, checklists help keep my staff organized, efficient, and completing projects on time (and sometimes even early!). Believe me, I have heard it many times, and you’ve probably even said this yourself, “Checklists don’t work.” To be totally honest, the checklists in your restaurant probably aren’t very effective. My guess is they are ugly, messy, not formatted properly, or not organized. They probably haven’t been updated in years and are just photocopies of photocopies of photocopies. It’s no wonder you and your restaurant staff hate checklists! My goal is to convert you to a lover of checklists by showing you how to make them an effective tool in your restaurant’s arsenal. CREATE AN EFFECTIVE RESTAURANT CHECKLIST Before we dive into the three main criteria for effective checklists, I want to remind you that checklists are living, breathing documents. They are constantly in flux and constantly changing as you update processes, change menu items, grow or make changes in your restaurant, etc. A checklist that doesn’t work is one that was created a couple of

Ryan Gromfin is an author, speaker, chef, restaurateur, and founder of therestaurantboss.com, clickbacon. com, and scalemyrestaurant. com. He is the most followed restaurant coach in the world helping Restaurant Owners and Operators increase profits, improve operations, and scale and grow their businesses.

years ago and then forgotten about. Restaurant checklists must be specific The most important thing about a checklist is that they assign items to a specific person or station. If your restaurant has two people working at a station, you have to have a Person 1 or 2 or Station A or B. For example, you have two fry cooks then you need a checklist for Fry Cook 1 and Fry Cook 2. You cannot assign a checklist to multiple people nor can you just have a ‘Kitchen Checklist’ or ‘Opening Checklist’. You have to have an Opening Checklist for a specific person or station, such as Opening Checklist Fry Cook 1 and Closing Checklist Fry Cook 2. Restaurant checklists must be complete The second most important thing about checklists is that they ensure that your employees have anything and everything they need for a successful shift. In a nutshell, a restau-

68 • July 2020 • Total Food Service • www.totalfood.com

rant checklist manages your staff so you don’t have to you. It amazes me how much time is lost when your staff is constantly having to run to the walk-in to grab something that was missing or not stocked properly. This is also the number one culprit to slow ticket times. So make sure your checklists are complete with ANYTHING and EVERYTHING that station needs for a successful shift. Restaurant checklists must come in many different forms Tying the above two points together, a restaurant should have many kinds of checklists made for each station. For example, you should create an Opening Checklist that tells your staff how to ‘open up’ or to get their station ready for the day or for their shift depending on how your restaurant operates. Your restaurant could also have a Maintenance Checklist that reminds staff each day/week/month/quarter to perform a specific maintenance task or check on equipment at their

station. A Closing Checklist reminds staff of what needs to get done to close up shop. A Station Prep List (which is technically a checklist) tells each station what they are responsible for prepping each day. Without the specificity of each checklist, you will find mistakes and ultimately spend more time than needed on managing your staff or fixing the mistake yourself. Where’s the efficiency in that? If you want to see exactly how I build an effective opening station checklist, I created a free training video at https://therestaurantboss. com/how-to-create-effective-restaurant-checklist/ where I dive into my computer and show you step by step how I would create this checklist. I think you will see how when you take the time to build effective checklists for your restaurant, the payback in staff efficiency is like striking gold!

July 2020 • Total Food Service • www.totalfood.com • 69

NEWS

CUSTOMER FACING SOLUTIONS

TANGIBLE MENU AND SERVICE WARE FOR THE NEXT PHASE

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enu presentation today is confusing, to say the least. Should you go digital, throw out a single paper after each use or use a chalkboard? Or can you still use a menu board? Meet Taste Envy, a small Seattle based design company that has a menu solution for today’s Covid-19 world. They offer menu and service ware solutions that are antimicrobial, wipeable with disinfectant as well as dishwasher safe. It’s a material that most people are familiar with, a resin hardened recycled paper that is often sold as cutting boards. However, Taste Envy turned this same material into menu solutions. Taste Envy was established in 2008 by husband and wife team Nadine Stellavato Brown and Jason Brown. As a small product and graphic design firm, they found menu design lacking in both simplicity and longevity. Jason Brown, the product designer of the duo immediately sought to find a green material that would stand up to high traffic solutions. He found paper resin, a post-consumer product that is manufactured close to their facility

in Seattle. “It checked all my boxes,” said Jason “it was not only green, but it could get wet, hot, and could withstand many conditions.” In addition to paper resin being a green product, it is antimicrobial and dishwasher safe. Taste Envy currently offers menus, wine, and beer flights, and serving trays out of this material. “We can offer a menu solution that does not immediately go into the trash bin.” says Taste Envy co-owner Nadine, “and we have several solutions to protect the patrons and staff. For one, their plastic overlays are designed to cover the entire board thus protecting the paper from being touched during service. Additionally, the overlays show fingerprints that alert staff to disinfect the menu. Furthermore, all menu board materials can be whipped down between uses. For a more thorough approach to sanitizing, the paper resin menu boards, can be disassembled and sanitize through the dishwasher which is illustrated in “how-to” videos at www.taste-envy.com. Plus, all menus and service ware material can be custom etched with a logo for only a few dollars each. It’s a brand win-win.

MENU SOLUTIONS FOR TODAY’S WORLD. ANTIMICROBIAL, WIPEABLE AND DISHWASHER SAFE. TASTE-ENVY.COM 70 • July 2020 • Total Food Service • www.totalfood.com

PAPER RESIN NOTCHED MENUS AND PLASTIC OVERLAYS

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July 2020 • Total Food Service • www.totalfood.com • 71

NEWS

NEW PROTOCOLS

NEW INDUSTRY SURVEY REVEALS CONSUMER PATRONAGE BASED ON USE OF TRUSTED CLEANING BRANDS

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tay-at-home restrictions are being lifted across the country and more people will resume their routines of shopping at retail stores, traveling for work and fun, and eating out in restaurants. But as two new surveys from P&G Professional reveal, COVID-19 is still top of mind for consumers and it will be critical for businesses to reassure their guests that it is safe to return. Communicating that the space is cleaned and disinfected by brands they know and trust, will help instill this consumer confidence. In May 2020, P&G Professional, the away from home division of Procter & Gamble, surveyed 850 frequent business and leisure travelers and 974 diners about how COVID-19 has impacted their expectations about future travel and dining experiences. The surveys revealed that more than 70 percent of hotel guests and 80 percent of diners believe COVID-19 will have a medium to large impact on their expectations, even as nearly 50 percent of each group plans to return to their routines within the next three months. As businesses begin to reopen and welcome people back into their space, transparency around cleaning procedures and the products used can help guests feel safer and more confident and ultimately benefit a business’s bottom line. Seventy percent of travelers and nearly 60 percent (58%) of diners respectively, said they would patronize a hospitality or foodservice establishment if they knew the business

“Now more than ever, it is critical that businesses achieve and maintain a high level of cleanliness and disinfection to help ensure the health and safety of employees and guests.” — Paul Edmonson was using a manufacturer or brand of cleaning products they personally knew and trusted. In addition, 55 percent of travelers would be willing to pay more for a hotel room and one in three diners would be willing to pay more for a meal if they knew the business was using a personally recognizable and trusted brand of cleaning products. Each survey revealed that P&G Professional is the professionalgrade cleaning manufacturer with the highest awareness and trust by respondents with nearly 50 percent saying they have extreme trust in P&G Professional to clean a facility most effectively vs. 38 percent of the next leading competitor. “For more than 110 years, P&G Professional has offered cleaning solutions that help protect businesses and communities,” said Paul Edmondson, P&G Professional Americas Commercial Director. “Now more than ever, it is critical that businesses achieve and maintain a high level of cleanliness and disinfection to help ensure the health and safety of employees and guests. Communicating the steps taken to achieve these new standards of clean is key to building trust with customers while rebuilding their business.”

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P&G Professional has launched the CleanPLUS Experience to aide businesses in their recovery by offering resources and materials to help build trust with guests. Businesses who sign up for the CleanPLUS Experience will have access to co-branded digital and printed materials that showcase trusted name brands such as Dawn Professional, Microban 24 Professional, Safeguard, Spic and Span, and Comet to help give customers and guests confidence in the clean. Among the key findings of the survey are how bathroom and kitchen cleanliness, spotless tables, chairs and surfaces and pleasant smells were the top signals that a restaurant is clean, or not. In addition, more than 70 percent expect more thorough and frequent cleaning, saying bathrooms, buffets, tables, chairs and counters are the most important areas to clean. The survey also showed that diners support changes to staff procedures to ensure safety, testing sick employees before they return to work, and having employees wear masks and gloves. Cleanliness ranked as the second most important attribute for a diner’s experience behind only the quality and taste of food, however,

seventy-four percent want to know how restaurants are cleaned and sanitized and what is being done to ensure food safety P&G Professional has many EPAApproved Products on List N for use against SARS-CoV-2 with trusted brand names. These multi-purpose products are safe, simple and effective to use, and clean and disinfect in one step so owners and operators can be confident that their business is safe for employees, customers, residents and guests. The P&G Professional line includes Microban 24 Professional. The powerful disinfectant sanitizes in 10 seconds and kills 99.9% of bacteria on high-touch surfaces for up to 24 hours. Spic & Span® Disinfecting All-Purpose Spray & Glass Cleaner is a multi-purpose cleaner combines three products in one and cleans with 50% fewer strokes than the leading competitor. The hospital-use disinfectant Comet® Disinfecting Cleaner with Bleach has a non-abrasive formula effective against tough kitchen and bathroom soils and cleans with 50% fewer strokes Clean Quick® Sanitizers is a no-rinse sanitizer is safe for all food contact surfaces, including cutting boards, tables and chairs, and for third-sink sanitizing. P&G Professional can help businesses with infection prevention and control. To learn more or request a consultation from P&G Professional Experts to www.pgpro.com and download the free infection control guide or sign up to be the first to hear about new products and offers.

Your customers’ trust is in your hands So put your hands in Elara brand gloves Show guests you care about their health. Protection you can count on, from the brand you trust.

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For each case purchased, Elara donates a meal for a person struggling with hunger in America

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REAL ESTATE PERSPECTIVE

RESTAURANT LEASING POST COVID

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wrote the article below 3 1/2 years ago stressing that the only fair leasing rate for the restaurateur was a percentage rent structure and using 7% as the benchmark. At the risk of telling I told you so, that % rent structure is the only restaurant lease deals that can be struck post Covid. Furthermore, if they didn’t have that % rent deal pre-Covid they won’t survive the pandemic unless their landlords offered them signifi-

How could anyone possibly staff, procure fresh produce under that environment against the backdrop of an inflated fixed rent based on rent per s.f. that was negotiated under a completely different leasing environment? cant rent relief (abatement not deferral) and without the burden and paying back rent from profits that are now years away if at all.

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It was always hard for even the experienced operators to make a profit if their all-in real estate, taxes and CAM charges exceeded more than 7% of their gross volume. The difference between pre and post Covid is that you can longer convince yourself, investors, bankers or even landlords that you can survive without the amount of unknowns currently associated with dining experience without a % rent deal. Getting everything right is no longer a guarantee of success. Great, food, competitive pricing, impeccable service is now overshadowed by cleanliness and distance between tables and a staff whose friendly face you could count on is now hidden behind a mask. Restaurants now have to radically adjust to the consumers every

Jeff Kravet is a Principal at Stamford, CT based Kravet Realty LLC. Kravet’s career has been highlighted by 20 years of creative selling and leasing in commercial real estate throughout CT. Kravet currently exclusively represents tenants including Enterprise Car and Truck Rental, Verizon Wireless franchisees with 37 locations. He closed well over $300,000,000 in investment sales; many of those transactions were “off market”. Jeff Kravet represents tenants everywhere throughout CT and NY. He can answer your real estate questions via phone at 203-430-7811 or via email at kravetjeff@ gmail.com

changing comfort level of diners which seems to change hourly in some cities. How could anyone possibly staff, procure fresh produce under that environment against the backdrop of an inflated fixed rent based on rent per s.f. that was negotiated under a completely different leasing environment. It just doesn’t work; it never really did. Restaurateurs working for the landlord was always overrated. If in fact “we are all in this together”, the only fair deal moving forward for every single restaurant is a % rent structure.

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NEWS

SEASONAL DINING

CAFE BOULUD NEW YORK OFFERING SEASONAL RESTAURANT AT BLANTYRE HOTEL IN BERKSHIRES

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he Blantyre in Lenox has announced the launch of Café Boulud New York at the Berkshire hotel from early July through mid October. “It is an honor to be collaborating with a culinary innovator like Daniel Boulud, whose presence will elevate Blantyre to a world-class dining destination,” said Linda S. Law, Owner and Steward of the Blantyre. “Our partnership is a much-needed bright spot in what has been a challenging few months for everyone, and now more than ever people want to enjoy special moments with an added measure of safety and security. We are thrilled to be able to create this for our guests in our ex-

Chef Daniel Boulud (photo by Dani Fine Photography)

pansive 110-acre setting, which was designed for social distancing.” Beginning July 1, the seasonal pop-up restaurant - Café Boulud at Blantyre - will bring the flavors of the original award-winning Café Boulud on New York’s Upper East Side to the Berkshires for the first time. Café Boulud at Blantyre will offer the finesse of seasonal French cuisine with the hospitality of a neighborhood café. Utilizing fresh and local ingredients – many sourced directly from suppliers around the region – guests can expect summery French classics with a twist. As part of joint project, Chef Boulud’s well-trained team will undertake dinner service Wednesday through Sunday, weekend brunch, and private parties at the Relais and Châteaux property. Beyond weekend brunch and dinner service, specialty dining experiences will also be offered. From delicious picnics amidst colorful gardens and lush lawns, to intimate celebrations, Chef Daniel Boulud’s team will create a variety of inspired culinary moments throughout the sprawling estate. Raised on his family’s farm near Lyon, France, Daniel Boulud grew up surrounded by the rhythms of the seasons, the wonders of produce fresh from the fields, and of course, his grandmother’s inspiring home cooking. Boulud spent

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“We’ve had a wonderful relationship with Relais & Châteaux properties in America over the years and we’re looking forward to expanding this relationship by bringing the Café Boulud experience to a property as historically revered as Blantyre,” — Daniel Boulud his formative years training with several renowned chefs, including Roger Vergé, Georges Blanc, and Michel Guérard. Following two years in Copenhagen, where he worked as a chef in some of the city’s finest kitchens, Boulud took a position in the US as chef to The European Commission in Washington, DC. Boulud then opened the Polo Lounge at The Westbury Hotel and later Le Régence at the Hotel Plaza Athenée in New York City. From 1986 to 1992, Boulud served as executive chef at New York’s Le Cirque. Over the last two decades, Boulud has evolved from a chef to a chefrestaurateur, bringing his artistry to his New York City restaurants Daniel, Café Boulud, DB Bistro Moderne, Bar Boulud and now, DBGB Kitchen and Bar. In addition, he has created Café Boulud in Palm Beach and Daniel Boulud Brasserie at the Wynn Las Vegas Resort. In May 2008, the chef extended his culinary reach internationally, opening Maison Boulud in the Legation Quarter in Beijing, China. Boulud and his

restaurant management company, The Dinex Group, have also recently formed a partnership in Vancouver where they manage the renowned Relais & Châteaux restaurant, Lumière. Adjacent to Lumière they have created a new DB Bistro Moderne, a sister restaurant to the one in Manhattan’s Midtown. Two Manhattan destinations, Boulud Sud and Épicerie Boulud are opened on the Upper West Side in May 2011. “We’ve had a wonderful relationship with Relais & Châteaux properties in America over the years and we’re looking forward to expanding this relationship by bringing the Café Boulud experience to a property as historically revered as Blantyre,” Boulud said. “We are excited to share the spirit and traditions of our cuisine at Café Boulud, and match it with the exquisite wine offerings of the estate.” Meal service throughout the property will be introduced in compliance with state and CDC guidelines. Reservations are currently being accepted for Café Boulud at Blantyre.

Outdoor Dining is the New Preferred Standard. We’ve Got You Covered.

Social distancing is the new normal. Open space is no longer a luxury. KE pergolas and awnings: • Provide ample space to increase customer comfort and safety • Let you keep serving regardless of the weather • Expand your usable space for future growth and value KE produces the world’s finest pergolas, awnings and custom shading systems to help you come back stronger than ever. Contact keusa.marketing@keusa.us for more information. Visit us online at keoutdoordesign.us July 2020 • Total Food Service • www.totalfood.com • 77

NEWSMAKER

AL MARINO, VICE PRESIDENT, ASCELA INC., NYC T

he restaurant and foodservice industry is thrilled to be back and once again welcoming guests to their outdoor dining areas and patios. It will not be long until dining rooms in Manhattan and the Tri-State area are buzzing again. With this reopening has come a list of both the obvious challenges including social distancing and disinfecting. In addition, there are a number of priorities that require a restaurant operator’s attention. Among those are an on-going ObamaCare obligation that both you and your staff are facing. Total Food Service went looking for an expert that could simplify the identification of an ObamaCare solution. We found one of the industry’s foremost experts, Al Marino of Ascela Inc., to share his insights. What was your background prior to joining Ascela? I have been working in the health insurance industry for more than 25 years. Prior to Ascela, I had my own insurance brokerage for 20 years. I decided to merge my business with Ascela over three years ago because I saw the opportunity to offer more resources to my clients. What was the opportunity that attracted you to Ascela? Ascela is a boutique company with the backing and resources of a large national brokerage. They’re small enough to care and large enough to service, is a perfect way to describe Ascela. We have a very experienced service team that can offer the day to day service required to keep our clients happy, along with innovative solutions and creative benefit ideas that keep our clients on the cutting edge. We also have the resources available

through our parent companies to offer almost any product our clients may need.

required paperwork and assist in employee meetings to get the plan up and running.

Who is the target that Ascela serves? We work with companies that range from 2 employees -3,000 employees and mostly with first- or secondgeneration business owners. These companies generally have revenue between $1 million to $100 million in annual revenue. We work with businesses through various types of industries.

Why Ascela instead of other underwriters in the market? Due to our size we have years of experience in dealing with many of the funding options available to restaurant owners. Whether it’s a selfinsured, level funded or a referenced based pricing program, we have seen them all and can manage them very well for our clients. We make the difficult simple and offer programs that not all have access to.

Where do restaurants fit in that target? Since many restaurants fit into our model, they fit in well. It’s important to note that health insurance programs within the restaurants and hospitality industry can sometimes be challenging. These employers typically have concerns meetings some of the insurance carrier’s participation requirements, but they also need to follow the Affordable Care Act (ACA), which is sometimes onerous for employers in this space. We deal with many restaurants and we know the important questions to ask and the insurance carriers that fit nicely in this unique space. Can you walk our readers through the ObamaCare obligation that a restaurateur has to give their employees? The Affordable Care Act, commonly known as ObamaCare, added many requirements for employers that have more than 50 full time or full-time eligible employees. As a rule the ACA requires companies with more than 50 employees to offer Minimum Essential Coverage to their eligible employees, and the employer must also assure that employees pay no more than 9.78% of their income towards the employee plan. There are more details as

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Al Marino, Vice President, Ascela Inc.

far as these requirements go, but this is the general rule of thumb for 2020. At Ascela we have a compliance team we can lean on to make sure any plans put in place meet the requirements. What are the options that are available to a restaurant owner to fulfill these obligations? There are many options out in the marketplace for restaurant groups. It all depends on the size of the group, the demographics of a company and where their employees are located. We work with many Third-Party companies and PEO’s to help owners provide a robust benefits platform for their employees while trying to contain cost. How can Ascela simplify the process? We remove the burden of the employer doing all the research involved in searching for the best solution. We then prepare all options in a concise proposal and present our recommendations. From there we handle all the

Why with so many of a restaurant employees just coming back to work or still furloughed should this be done now? This is such a difficult time for everyone, and perhaps hardest hit has been the restaurant industry. I have no doubt they will bounce back though. This is an important time for restaurant owners to be reaching out to their benefits brokers to discuss the options that are available to them. Since many employees were not on payroll for the last two months or so, owners should be talking to their brokers about the average amount of employees they will be showing for 2020. That may or may not affect their status as a large employer as it relates to ACA, which could move them into an employer class not required to offer benefits. What’s the next step for a restaurateur that would like more information on Ascela’s program? Should anyone have any questions for us, we would be more than happy to offer some assistance. They can reach out to me directly if they like at almarino@ascela.com.

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CT RESTAURANT REOPENING The Phase 2 reopening was brokered by Governor Ned Lamont and leadership of the Connecticut Restaurant Association. Included in the program are restrictions on capacity, distance between tables and strict safety measures. Forced to close during the COVID-19 pandemic, Fork & Fire, tucked into a small Farmington shopping plaza off Route 4, had to pivot and innovate to survive. A shift to takeout took the focus away from the eclectic bistro’s seasonal small plates and craft cocktails, with the temporary menu trending more toward burgers and comfort fare. The team also moved quickly to create a small patio in late May when outdoor dining was permitted. While the restaurant adapted well to the circumstances, Bogati said, he’s excited to have guests returning for the full experience. “We’ve always been the kind of place where you have to be here to appreciate how good we are,” he said. “Some thrive on their food, some thrive on their drinks, some thrive on their guest experience. We thrive when we have all three.” With the past few days bringing sunny skies and temperatures in the 80s, there wasn’t a big rush for indoor seats, restaurant owners and managers reported. At Max’s Oyster Bar in West Hartford, a handful of lunch guests opted to eat indoors, but most chose to sit outside. There was about a 30-minute wait for patio seats at one point, said managing partner Bob Cooke, even with the restaurant’s expanded outdoor seating in blocked-off parking spaces on Farmington Avenue. But in the evening, the upscale seafood restaurant was full, both indoors and outdoors, and Cooke called it a “win-win night.” He said guests were comfortable with the new safety protocols, including sanitizing, social distancing and Plexiglass dividers between booths. “To my surprise, people were not timid,” he said. “I thought they’d be more apprehensive, but they weren’t.” The restaurant already has several reservations for the weekend.”

from page 4

At Taprock Beer Bar in Farmington’s Unionville section, guests also gravitated to the patio in the sunny weather, said general manager Karen Rokosa, and diners mostly came indoors when the outdoor seats were full. “We’ve been unfortunately having to turn away so many people on Fridays and Saturdays because of our limited capacity outside on the patio,” she said. “With the indoor seating [now] available, are we going to fill up inside? I’m really curious to see what [the weekend] is going to be like.” Dante Cistulli, owner of Square Peg Pizzeria in Glastonbury, said his guests also preferred patio seating throughout the day, and in the evening, diners enjoyed sitting by the restaurant’s fire pit. Regardless, he was ready for a full house. “I staffed [Wednesday] like a Friday night in October,” he said. “The reintroduction literally feels like we’re opening this restaurant again right now. The last thing you want to do is have your first impression be a disaster.” Cistulli said he appreciated Connecticut’s phased approach to reopening, which he said was “very beneficial” from a management perspective. “Everyone’s getting their feet wet again,” he said. “And we went from an eat-in restaurant to a takeout restaurant literally overnight. Our business completely changed...As much as I would love to go back to those crazy weeks, it’s nice to have a few days to ease into it.” At The Charles, Bryce Hardy, in reality, was opening his new restaurant for the first time. Wednesday was the first official day of service at the eatery in a historic building on Main Street in Old Wethersfield. Hardy aimed for an April debut, but COVID-19 related delays pushed the opening to mid-June. “Not being open before the virus was probably a very good thing for us,” he said. “We were able to slow down and really concentrate and how we were going to approach opening in COVID times. We were able to sit down and create procedure, bring in new staff and train them... the expectations were put out there right away.”

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GERRY MURPHY

from page 28

tender develop a drink to go menu. What a great opportunity to increase check averages. Do not use paper for drinks additionally make sure the lid works. Make sure the drink meu is in sync with your new menu. Have you thought about snack, Chips Popcorn etc. Plan on a full meal plan to go. Cocktails, Appetizers, Soup, Entrees, & Dessert. If this is done well it will make step three easy. Don’t forget to put reheating instructions on all items. Embrace your local BOH or local government agency handling this crisis. The last thing you need is a negative relationship with the food & safety police. Call them invite them in ask for guidance it is a new day. Develop an extensive deep cleaning plan and make sure everyone knows your plans. Clean every piece of equipment and all kitchen surfaces. Start with the ceiling and work your way around your establishment. Remember Alcohol based products are the recommended cleaning product for are killing the Corona Virus. Don’t get caught looking. If you think this task is going to be troublesome call a professional. There are a lot of good people out there that work with you and keep you cooking and the BOH happy. These companies can provide you with a seal to display. What could be better to put in your lobby than a seal saying your property your is certified safe. Go through old sales records and see what your guests liked about your old menu. Use that info as a starting point. Now you are sitting in your kitchen thinking about what it is you

WHITE PLAINS LINEN “Think of it in terms of cutting your own hair,” added Labonia. “We are going to wash these garments at temperatures of 165 to 180 degrees Fahrenheit. Temperatures you could never get close to at home.” White Plains Linen has also expanded its geographical footprint with the launch of www.wholesalechefstore. com. “Everybody is using the word

want to do. Next question is what your kitchen wants to do. For the sake of this exercise think about all the variables in running your kitchen. Where can you cut your operating costs? Remember at best on opening night you are only going to do half of the restaurants true capacity Try to rethink the way you produced food. Cut back on your utility’s costs Electric, Water, Gas, & Cleaning. Do you need all those refrigerators do you need all those fryers etc. If you cut back your menu choices, you should be able to cut all your kitchen operating costs. Think about production levels is it important to have four or five stocks? Can one great vegetable stock carry the load in the beginning. Do you have the labor to make stock remember there are some great convivence products out there? Additional savings of labor and stress can be found in making up/plating to go your salads. Think about soup made to perfection cooled right away and then put up in takeout containers. This is not the time to be creating extra work for yourself or your kitchen crew. Think about some kitchen automation. Combi oven, grease cleaning systems, Kitchen Gun etc. Limit choices with that said produce beautiful Plates. Do not cover your food with a cardboard top. Start in the beginning do you need ten salad dressings? Make your dressings in house. Pair the salad with the entrée. If customers want something special train them to ask in advance. You cannot make constant menu accommodations with a limited menu and a limited staff. This goes back

to staff training. Make sure staff has business cards to give to customers, so that the customer can call in advance for their special request. If the customer is willing to wait and you have the item, the customer wants than do so. This is where all your staff training will pay off big time. Make sure the dishes you create will reheat well at home. If it does not reheat well take if off the menu. Tomorrows customers are more health concise. Gently cut back on portion size .A little cut from the starch section will not hurt the customer. Cut one or two ounces from the protein section of the plate. So now you have cut two items now add two vegetables to the plate. Now you have a full plate a lot more color and a healthier choice for your guest. Win-win for everyone. Menus need to have a more streamlined workflow for staff. Try to source your menu as locally as possible. There has never been a better time for a Chef to write a menu the season is coming into peak and everyone wants a customer. Now that the plate looks great it is time to find the correct packaging. I am sure before this whole thing happened tale out was not a priority. Well now it is; even after you open you might want to consider using disposal able products in your dining room. Think about the money saved not washing plates? Soap, electric, labor and no china or glass breakage. Call a packaging expert get some samples that make your food pop. What about flat ware? Do you go with the prewrapped utensils to avoid contact?

How many days a week are you going to be open? This is a tough one. It is key to your future in every department Management, Waitstaff and of course Kitchen Staff. Think about production and howto best balance staff. Take some serious time with this issue make up schedules see what it looks like. Make sure you check in with vendors and their delivery schedules they are hurting just as much as you are. A key to business success is that relationships need to have balance. Now it is time for you to shine up your new menu. Go into your storeroom and create for existing inventory. You only purchase what you need not what you want. Looking at your existing labor what items can you create in house. Developing some inexpensive home-made items to start off the meal. Perhaps make your own fresh signature herb bread. What could be better than finishing off a meal with a house made desert. Again, simple hand pies, pudding. This is where reaching out to customs, working the phones and social media can pay off big time. Think about small off premise catering (good customer small family dinner party) Tomorrows menu needs to be less complicated for everyone. Next steps when will you open for lunch? When will you enlarge your menu? When will you start using china again? The answers will come organically if your make the proper plan. Remember; failure to plan is a plan for failure.

able for direct purchase. The site has become an industry favorite with easy to navigate features and no minimum purchases on a wide selection of chef coats, uniforms, aprons, hats, hair nets, vinyl gloves, floor mats and rugs, bar mops and towels. For over 80 years, White Plains Linen | LINENS à la CARTE has been there to respond to the changing needs of

its customer base. “Today it’s all about a dining patron being welcomed by a sparkling white tablecloth that sends a message,” Botchman concluded, “that a restaurant cares about providing both a safe and sumptuous dining experience.”

from page 40 ‘pivot’ to describe their businesses during the pandemic,” Kaufman added. “Our website is a great example of pivoting to answer the changing needs of our customer base.” Wholesale Chef Store is providing hospitality customers with a full inventory of PPE items including masks, gloves and sanitizer as well as all of their weekly rental items now avail-

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Watch the video online at https:// youtu.be/ndcBlkzVvRQ

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ANNA HAMMOND

from page 24

stopped. Where some distributors shifted from food service to direct-toconsumer, we weren’t yet set up for retail. We were launching into a food service market that essentially didn’t exist. Our original plan was to release a retail product in 2021. So, we fastforwarded the vegetable broth concentrate into a 200mL carton to test the retail market. That’s one pivot, but it doesn’t make us veer from our principle mission of feeding as many people as possible healthy affordable foods. We’ve been selling to organizations making meals for the hungry, and we’re starting to open up hospital and other foodservice accounts simultaneously. In the midst of all of this, we sold out of product. We’re thrilled to have come onto the market with something delicious, inexpensive and great for the environment. Has the pandemic increased the need for your healthful product in the institutional setting (like hospitals)? We’re in the process of becoming an approved item for public hospitals, and we’ve started to reach out to the private hospitals. That’s a slow process, and we’re waiting to reapproach some customers until life has settled down. That said, our vegetable broth is such a clean and healthful product, and a perfect fit for mass-produced healthy meals. What are your goals for expansion over the next five years? We aspire to be a national brand, to divert millions of pounds of vegetables from landfill, and to be a company that participates in feeding as many people as possible the healthy food they deserve. What has surprised you the most on this food business journey and what has been your biggest challenge? I’ve been really surprised and moved by how incredibly willing traditional food production people have been to talk with us and re-think food scraps into a product. There is so much infrastructure that exists in this country, and EVERYONE wants their children

and their elders to have healthier lives. We haven’t met a single person who’s said that what we’re doing is crazy. On the contrary – we’ve found people willing to go the extra mile to help us make this happen. The most difficult part is distribution. Because we wanted to focus on foodservice and getting quality food to as many as possible while mitigating waste, the best path was through institutions. Most institutions are required to purchase through distributors, and in order to get a distributor, you need to have a substantial number of customers. The upside is that foodservice is increasingly interested in not only healthful food, but food that’s healthy for the environment. The needle is moving on farm-to-table from the restaurant world and penetrating a broader market. As it should. Everyone deserves to eat this way. We tick off a lot of boxes, too – we’re attractive as a company because we produce healthy food, we divert food from a landfill, and we’re a womanfounded business. We’ve captured the attention of co-packers to fresh-cut facility and distributors, to foodservice operators who want something easy, clean, and delicious, and all of these people have worked with us to break into a part of the food system, that until recently, was owned solely by large companies. Who (or what) has been your inspiration? It is my grandmothers – they are at the core of why I engaged in this project. They never wasted anything and there was always room for one more guest at the table. What is your hashtag? #itjustmakessense

Award-winning writer, editor, and culinary nutrition educator, Annette Nielsen has been engaged in food policy and agricultural initiatives for nearly two decades. An Adirondack native, she now lives in Harlem. Follow her online @The_Kitchen_Cab.

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LEGAL INSIDER

from page 50

addresses personal liability under a “provision in a commercial lease or other rental agreement (emphasis added) involving real property” of “natural persons who are not the tenant under such agreement.” There are indeed some glaring flaws in the legislation’s’ language to be observed. The law, which was aimed at helping retail business such as barber shops/salons, restaurants and bars, gyms, health food stores and similar retail businesses, does not take into account that many of these establishments are “mom and pop” stores that are not infrequently owned individually and not through an entity. Therefore, the statute which only applies to “natural persons who are not the tenant”, will be of no help in such situations. The law also doesn’t consider that the vast majority of lease guaranties are accomplished via separate guaranty instrument and not in the lease itself and therefore do not fall within the purview of a “provision in commercial lease or rental agreement”). While this may seem like lawyer nit picking to some, this imprecise language leaves landlords with ample room to argue and posture in litigation and certainly leaves the tenant and guarantor community little less certainty in relying on safeguards they thought they were getting. Landlords will also undoubtedly be creative and pursue other categories of claims and damages not particularly listed in the bill (“rent, utility expenses or taxes owed by the tenant” or “fees and charges relating to routine building maintenance owed by the tenant”). The impreciseness of the statute will undoubtedly leave the door open for other creative strategies to be employed by Landlords. For instance, most lease guaranties state that the Guarantor’s liability of runs from the delivery of the guaranty, and is not contingent upon certain future events in contrast with the law’s language cites liability occurring “upon the occurrence of a default or other event.” In addition, since the law applies only to

defaults occurring between March 7 and September 30, Landlord may get crafty in how they characterize the time of a default (i.e., apply the security deposit and then on October 1 demand a replenishment of the security, failing which the Landlord will thereafter declare a default which occurs after the time window covered by the statute. We will also inevitably see constitutional challenges to this law questioning the City’s ability to interfere in private contract rights weighed against its interest to safeguard the public in violation of Article I, § 10 of the Constitution. A couple of additional notes of interest. The law does not have a sunset so that while the March 7 to September 30 window of applicability is clear, it appears that if all of the other challenges are overcome by the tenant guarantor, the Landlord would be prohibited from enforcing its claims relating to this time period in perpetuity. Also, Landlords will need to be extremely cautious in their dealings with their tenants, in order to avoid triggering unjustified tenant harassment claims and all emails, notices, conversation and other communications will need to be carefully vetted in this regard. Although there is no way to foretell how all of this will shake out from either a practical or legal perspective, there is one sure thing that can be predicted with certainty – it will be interesting.

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NYC OPEN DINING

from page 2

rant community is well supported and equipped to come back even stronger than before.” “New Yorkers and diners – we are all in this together and we need to do our best to keep each other healthy,” said Health Commissioner Dr. Oxiris Barbot. “Please remember the core four to preventing COVID-19 whether you’re staff or a patron -- maintain distance, practice good hand hygiene, wear face coverings while not eating or drinking and stay home if sick.” Open Restaurants gives dining establishments five new options. Beginning in Phase 2, restaurants can implement seating in curb lanes and sidewalks. Phase 2 allows reopening and use of as of right outdoor space in backyard and patios. Restaurants can also work with their local Business Improvement Districts (BIDs) to establish seating in plazas. Beginning in July, restaurants can offer seating on Open Streets on nights and weekends. Sidewalk seating will be in effect until the end of October. Curb lane seating will last through Labor Day. DOT will work with community groups and partner agencies to identify additional seating within full streets closures in July. Restaurants can work with their local BID and DOT to request additional seating in plazas by emailing Plazas@dot.nyc.gov. The Department of Small Business Services (SBS) will work to ensure that the most up-to-date guidance and materials needed by small business owners for a safe phased-in reopening are readily available. The information will be housed on a centralized resource page with guidance and best practices for the restaurant industry across all five boroughs. SBS will also launch a reopening supplies marketplace for easy access to wholesalers selling PPE, gloves, sneeze guards and other equipment. Business owners can call a hotline at 1-888-SBS-4NYC to ask questions about this process. Rules for compliance include: • Outdoor seating on sidewalks may not exceed the business’ frontage width. • Seating cannot extend past the eight feet depth of the curb lane.

• There must be an eight-foot clear path free of obstructions between the seating and the curb. • Social distancing, hygiene and other health guidance must be followed. • Restaurants must provide their own tables, chairs and traffic barriers. • Restaurants must adhere to all local, state and federal requirements relating to accessibility for people with disabilities, including path of travel, minimum table heights, and clearance requirements. Customers are not permitted New York City Mayor Bill de Blasio to gather outside of establishments. Businesses that repeatdire financial straits cover the costs of edly fail to comply will have those barriers. This is a very positive their Open Restaurant authorization step, and I look forward to working revoked by DOT, and will be referred with business owners, advocacy orto the SLA. ganizations, and City Hall to build on Executive Order 126 directs the New this progress,” said Brooklyn Borough York City Department of TransportaPresident Eric Adams. tion (DOT) to establish and adminis“This is what I, and so many restauter the program. The Order temporarrateurs, have been pushing for, and ily suspends select provisions of the I’m glad it’s finally happening,” said City’s Administrative Code, Rules of Manhattan Borough President Gale the City of New York and the New York A. Brewer. “As with everything in this City Zoning Resolution, including: the crisis, the devil is in the details and I prohibition of the consumption of look forward to working with business alcohol on streets, specific sidewalk owners and the administration in imcafé regulations, and relevant building plementing the guidelines.” code provisions. All suspensions are “As New York City prepares to enter only applicable to the program. Phase 2 of opening, with qualifying “Restaurants throughout our borrestaurants and bars to expand outough have taken a huge hit from COdoor seating on sidewalks, backyards, VID-19, which has been compounded and other open-space areas, we need by the difficulty of accessing financial to make sure that we do it safely,” said lifelines like the Paycheck Protection State Senator Joseph P . Addabbo, Jr. Program. I am glad the Mayor is now “Our local small businesses and resheeding our call to allow restaurants taurants are the core of our communito place seating outdoors in adjoining ties, and we need to properly resume sidewalks and curbside parking areas. employment for local workers.” Giving restaurants a wide array of op“As New York prepares for phase 2 tions for outdoor seating is a necessity reopening, I applaud Mayor de Blato ensure these businesses stay afloat sio’s announcement for reopening while we manage a safe re-opening city restaurants,” said State Senaprocess. But given the exigency of tor Roxanne Persaud. “As a member this situation and the continuing unof the New York State Committee on certainty around the duration of this Commerce, Economic Development, pandemic, I believe we must go even and Small Business as well as having further, extending the curbside pilot a constituency with many restaurauntil October and loaning out DOT teurs, I know that this next phase will and NYPD barriers, rather than havbe welcomed news to those businessing businesses that are already in

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es which have struggled through this pandemic. I now encourage my constituents to visit our local restaurants. We must assure proper social distancing is adhered to for the safety of both workers and patrons as we begin this next step to reopening New York.” “Let’s welcome reopening restaurants by patronizing them. But let’s also be sure to observe strict social distancing at all times. We all want to enjoy meals out, but must be vigilant to maintain our health and safety as a top priority. Please follow the city’s rules whenever you leave your home,” Assistant Speaker Assembly Member Felix W. Ortiz. “Mayor de Blasio’s order allowing restaurants to use sidewalk/roadway space for outdoor, socially distant dining, is welcome in Brooklyn, where over 6,000 restaurants have been struggling to stay afloat during the pandemic. The Open Restaurants initiative is a positive first step. Many restaurants on the brink of collapse could be saved by the mayor’s initiative. I encourage New Yorkers to adhere to the guidelines, practice social distancing. “Our restaurants are a critical source of jobs and revenue and an important component of our neighborhoods’ social and cultural fabric,” said Assembly Member Steven Cymbrowitz. “Helping this industry to reopen safely and responsibly is an important step both for our economic recovery and as a path to resuming the daily rhythm of our communities.” “Restaurants are a vital part of our economy, both in my home district in Jackson Heights and Corona and citywide. I am hopeful that these new guidelines being issued by the Mayor’s Office will allow more restaurants to take advantage of sidewalks, open spaces, and other outdoor areas to open and rehire more staff. Most importantly, we must conduct these reopenings responsibly and safely so that we may avoid a second COVID-19 spike,” said Assembly Member Mi-

continued on pages 88-89

TAKEOUT TIPS

from page 44

value and branding. 7. Work on Your Internal Systems to Minimize Errors Errors in-store can lead to massive customer dissatisfaction and loss. A good internal system might include a point-of-sale system, order verification before being handed off to the customer and internal protocols to follow. We live in the age of the Internet where people are more likely to leave a review when they’re unhappy with your service. Imagine ordering a pizza, soda, and cookies, waiting an hour for delivery, and finding out that the pizzeria forgot your drink and dessert. You may be understanding the first time, but when errors are commonplace, chances are, you won’t order in the future. Errors also need to be rectified. What policies will you have in place if items are missing for an order? Will you: • Offer discounts? • Send replacement items out? • Call and apologize for the mistake? 8. Consider Loyalty Programs Massive restaurant chains offer loyalty programs because it’s a great way to bring in repeat customers. These customers may also bring their friends along to eat. With loyalty programs, you’re obviously increasing loyalty, but you’re also: • Increasing revenue • Increasing exposure Millennials prefer a variety of loyalty programs: • Points for every dollar spent as Dunkin offers • Points for every visit • Discounts on items • Points for certain item purchases You can even offer a free food item after a certain number of purchases. Free coffee or dessert won’t impact profit margins much and can lead to more revenue over time due to repeat customers that are likely to order additional items at the same time.

9. Learn About Takeout Taxes Takeout taxes should also be considered. Depending on your location, the taxes may not be required. If you offer cold, packaged items, such as packaged baked goods, you may not need to collect taxes on them in New York. New York City requires taxes on heated and prepared foods. If you don’t have to collect taxes on certain items, you can adjust their cost or opt to enjoy more revenue on the items.

10. Promote, Promote, Promote Do you openly promote your takeout options? Do you mention the takeout options on: • Promotional items • Packaging • Menus Solid marketing is required to ensure that customers know that you offer certain food items. You’ll also want to promote on your website, social media accounts, and newsletters. The bigger question will be if

you’re willing to use a third-party for delivery. You will want to consider the fees that are charged for using the service and ensure that your profit margins are not impacted too much. Takeout restaurants can be a massive success, adding to your bottom line and offering customers the opportunity to eat outside of your establishment. If you build up your takeout presence using the tips above, you’ll position your restaurant for success.

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July 2020 • Total Food Service • www.totalfood.com • 87

NYC OPEN DINING

from page 86

chael DenDekker. “Whether you eat out or order in, restaurants are the backbone of our neighborhood economies. New Yorkers should continue to be safe, take proper precautions, and support local businesses. And if you do go out, be sure to tip your servers!”, said Assembly Member Mathylde Frontus. “Opening our sidewalks and streets to outdoor dining is a critical milestone in the ongoing war on COVID-19. I am thrilled that our restaurants and diners will be bringing staff back to work to begin the process of rebuilding businesses. Most importantly, we can all celebrate -- safely-these first steps toward normalcy and enjoy the glorious outdoors with a drink or meal,” said Assembly Member Rebecca Seawright. “Local businesses represent the diversity and creativity of our neighborhoods. They are part of our community, contribute to its spirit and have in these recent times, demonstrated their dedication by providing food and services to those that would have otherwise gone without. The Open Restaurant Program is how we give back in supporting and easing the burden of reopening, so that our local businesses and friends may continue to serve our city,” said Assembly Member David I. Weprin. “Our bars and restaurants have been hurting from the devastating impact of COVID-19. These businesses are the lifeblood of our neighborhoods. As the city reopens, it is essential that we provide safe guidelines and a framework for these establishments to serve New Yorkers and work toward recovery,” said Council Member Keith Powers. “This will give city restaurants a fighting chance to survive under the new reality of this global pandemic while giving New Yorkers a safe and responsible option to dine, reconnect with others and support the neighborhood eateries that they love,” said Council Member Mark Gjonaj, Chair of the Committee on Small Business. “As thousands of our New York City restaurants prepare to reopen their doors and serve their communities after several difficult months due to COVID-19, the City must do its part to

“New York City’s hospitality industry needed some good news, and the outdoor dining plan unveiled today will help thousands of restaurants and bars begin to reassemble their businesses and recuperate from the financial devastation this pandemic has caused. We applaud Mayor de Blasio, Speaker Johnson, Councilmembers and other supporters who led this initiative, and we look forward to the culinary capital of the world welcoming workers and customers back safely and generating revenues again so our city can recover,” said Andrew Rigie, Executive Director and Robert Bookman, General & Legislative Counsel, NYC Hospitality Alliance. ensure that owners and staff are given every opportunity to rebuild and recover safely,” said Council Member Paul Vallone, Chair of the Committee on Economic Development. “The Open Restaurants initiative will give restaurant owners the power to expand and offer food service in the open air, keeping diners safe and offering New Yorkers a way to enjoy a meal while supporting their local small business, whose success will be a critical part of a strong economic recovery.” “The devastation to New York City’s restaurant industry from the pandemic has been shocking,” said Council Member Adrienne Adams. “Reopening restaurants and bars is not as simple as unlocking the door and I applaud the Open Restaurant Program which will help restaurants to start that process while adhering to safety guidelines. This is a great way for our businesses that are struggling financially to keep the lights on and provide employment opportunities for struggling New Yorkers.” “I am thrilled that the Mayor has heeded the call from restaurant owners across the city to provide safe options for outdoor dining. The COVID-19 crisis left our city’s restaurants withering on the vine -- relief is desperately needed to make sure they can survive the coming months. Open Restaurants will allow for restaurants to open weeks ahead of schedule, pro-

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viding much-needed revenue for restaurants, and giving New Yorkers the opportunity to get back to supporting the local businesses they love in a safe and sanitary manner,” said Council Member Justin Brannan. “Open Restaurants takes advantage of our outdoor spaces to give restaurants an opportunity to reopen safely. A focus on a straightforward, streamlined application system will permit restaurants to reopen without the red tape. Bed-Stuy and Crown Heights restaurants, and restaurants throughout the city, will benefit greatly from this much-needed executive order,” said Council Member Robert E. Cornegy, Jr. “By minimizing red tape, this program will help NYC restaurants operate safely and efficiently during phase 2 of reopening,” said Council Member Daniel Dromm. “NYC’s dining scene was hit especially hard by COVID-19. We need Open Restaurants to help revitalize these small businesses that make our city such a unique and vibrant place in which to live. I look forward to working alongside the administration to ensure the safe and expeditious implementation of this important program.” “Cautious step by cautious step, New York City restaurants will come back and thrive again,” said Council Member Ben Kallos. “The City allowing for restaurant seating on sidewalks, patios, plazas, and open

streets is a smart move that will help our small businesses recover faster and push our local economy in the right direction. While ultimately the responsibility is on individuals to socially distance, get tested, wear masks, and wash our hands often, this plan will give mom and pop shops a fighting chance to come back. Thank you to Mayor de Blasio and Department of Transportation Commissioner Polly Trottenberg for listening to suggestions and making this plan a reality in the coming days.” “Outdoor dining will be a lifeline for local restaurants, which have been devastated by months of shutdown and uncertainty. As we begin down the path towards recovery, the Open Restaurants program will also help breathe life back into our neighborhoods. We will all have to continue doing our part to wear masks and keep a healthy distance, but having a meal outside will be a safe pick-me-up, for families and for our local economy,” said Council Member Brad Lander. “New York City is nothing without its robust restaurant scene. From fine dining establishments to neighborhood mainstays to spots that expose us to new cultural experiences, almost all owners agree: without safe seating options, they cannot begin to recuperate from the devastation COVID-19 has wrought on their businesses,” said Council Member Carlina Rivera. “I look forward to City Hall implementing an outdoor dining program that reactivates our storefronts safely while adhering to smart access and zoning parameters that will benefit and respect these establishments and the communities around them.” “This pandemic has been extremely hard on many of the small businesses that serve Black, Latino, and Asian communities. Many restaurants in Northern Manhattan and in underserved communities were not afforded the same kind of support and financial assistance other restaurants in wealthier neighborhoods received,” said Council Member Ydanis Rodriguez. “I am happy to hear that restaurants will be able to slowly start opening their doors and their outside area for New Yorkers to enjoy. As the City

begins Phase 2 we need to make sure that we are taking all proper precautions to keep all New Yorkers safe. I am hoping to work with this administration to continue giving priority to the hardest hit zip codes, which saw the highest number of deaths and economic devastation.” “Using public open space to help our struggling restaurants is a huge win. I’m proud the Council has been pushing for these efforts to save our small businesses. We need to reimagine how our public space is used going forward, including how curbside parking, our public space, is used. I’m incredibly pleased to see a simple straightforward application for our restaurants to succeed going forward,” said Council Member Jimmy Van Bramer. “New York City’s hospitality industry needed some good news, and the outdoor dining plan unveiled today will help thousands of restaurants and bars begin to reassemble their businesses and recuperate from the financial devastation this pandemic has caused. We applaud Mayor de Blasio, Speaker Johnson, Councilmembers and other supporters who led this initiative, and we look forward to the culinary capital of the world welcoming workers and customers back safely and generating revenues again so our city can recover,” said Andrew Rigie, Executive Director and Robert Bookman, General & Legislative Counsel, NYC Hospitality Alliance. “Following a months-long shutdown, New Yorkers are keen to get back outside and find a new routine in the era of COVID,” said Liam Blank, Policy & Communications Manager for TriState Transportation Campaign. “The Mayor’s outdoor dining plan is a lifeline for many businesses and a safer way for New Yorkers to spend time and money in their community. In the long term, this is an opportunity to rethink and expand healthy public spaces.” “We commend the Mayor for authorizing DOT to implement the Open Restaurants initiative. Reallocating public space for outdoor dining shows respect for working class New Yorkers, who are the backbone of a resilient economy. Restaurant staffers suffered

life and livelihood as victims of COVID 19 and street, plaza, curbside and sidewalk seating will provide essential options to residents in a very fair way. The existing Open Streets program has been a success during an immensely stressful time for families. Extending this to business districts is an obvious next step towards our recovery,” said Cristina Furlong, Co-Founder, Make Queens Safer. “Our streets are a pathway to New York City’s recovery from this pandemic, so we’re pleased to see that restaurants will be able to reclaim space once occupied by cars,” said Transportation Alternatives Executive Director Danny Harris. “We commend the Department of Transportation for moving forward with this program, and we expect it to be implemented quickly and equitably across the five boroughs.” “Today is an exciting day! We want to thank Mayor de Blasio for giving us an opportunity to reimagine outdoor seating in NYC. This will give restaurants a fighting chance at survival after covid-19 shutdowns and continued social distancing requirements. Our members are committed to expanding outdoor seating in a responsible way that creates an enjoyable experience for both customers and the community. We have a lot of work ahead of us and we’ll need to ramp up quickly but we welcome the challenge with open arms,” said Jeffrey Garcia, President of NYS Latino Restaurant, Bar & Lounge Association. “The Open Restaurants plan to permit the use of sidewalks and parking spaces for outdoor dining puts NYC on par with cities worldwide who are leveraging public space to aid the survival of businesses,” said Regina Myer, president of Downtown Brooklyn Partnership. “This is a timely step forward in providing the infrastructure necessary for the City’s economic recovery, and for the preservation of its unique culture. We look forward to working with our restaurants on implementation, on further reorienting streets to prioritize people over cars, and with the City on expanding this program to similarly support our retail businesses.” July 2020 • Total Food Service • www.totalfood.com • 89

OUTDOOR DINING

from page 27

global twist on American cuisine, making the high-end restaurant’s menu unlike anything you’ll find on Long Island. “We are extremely excited that we are doing service on our patio. We have a large occupancy of almost 100 guests. Each table on our patio is spaced between six to eight feet apart to make the guest be at ease. Included in our roll-ups which hold our silverware is an anti-bacterial wipe which allows each guest to rewipe their silverware or plate ware if they choose so. Our guests must enter the building with a mask and wear it until they reach their table. Our complete staff has a mask and gloves at all times. Our menus are completely disposable and are discarded after each order. We are a reservation only patio to control the pace of the day as well,” says Michael Abbatiello. Jessica Marrone, Assistant Manager at Sangria 71 in Commack posted outdoor dining arrangements on Facebook and a conversation began with, “We would go! But where would you park?” Jessica answered, “there’s parking in the front of the restaurant and in the back. We will not be utilizing valet services at the moment.” Post, “Looks great but tables need umbrellas wouldn’t want to sit directly in the boiling sun while I eat. The food is great here though!” She answered, “we are putting up a tent and such for opening day.” NJ and PA With “Fresh To Table” as their motto, the Harvest Bistro in Madison strives to maintain an optimal level in food and in service. Using locally grown produce and the choicest ingredients available, quality is the most recognized trait of this town favorite. “I am a firm believer that working together with your fellow business owners brings everyone up. After the forced shut down of dine-in service, we invited a local coffee company who was in a bind to come into our restaurant and use our facility free of charge. This went a long way with

Lush greenery surrounds the outdoor seating at B2 Bistro + Bar in West Reading PA

our neighbors in town, so much so that a store adjacent to us offered their sidewalk to us to use for expanded seating. Work together with other businesses in your community so that everyone wins. We are all in this together,” Tushar Patel, owner of Harvest Bistro. Monmouth County’s Bell Market is a food hall helmed by restaurant chefs Richard J. Corbo, Chad Spencer and sommelier Chantelle Corbo of RBC Hospitality Group, as well as acting as a multi-purpose gathering place for the residents and visitors of Central New Jersey. “Our guests at Corbo & Sons can dine with us outdoors, but we will still remain a digital-only experience. Guests simply place their orders online or over the phone, come to the Bell Market pickup counter, and they can enjoy dinner and drinks outside on the beautiful roof-top deck at Bell Works. Each pizza box is sealed with a tamperproof sticker, utensils and napkins are individually packaged and all bags stapled shut. Guests can re-order drinks online or call us to place the order for refills and we run it out to the deck. The guests dispose of everything when they are done, and our team will clean and disinfect the table and chairs when the guest leaves. We feel it is important to remain a digital-only experience through this first phase of re-open-

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ing, to protect our team and our customers,” Chantelle Corbo, Beverage Director & Partner Bell Market in Holmdel. B2 Bistro is meeting the demands of their businesses in North Brunswick, Point Pleasant Beach, Red Bank and West Reading, PA.

“Restaurants need to stay true to their concept,” said Stephen Valentine, Managing Partner B2 Bistro + Bar. “Our loyal guests are coming back to our restaurants with the expectations of having a true B2 experience but they also want to feel safe. All of our servers were given extensive training on everything from where to stand tableside, how to place things on the table, how to refill water glasses, etc. Restaurants should not leave their servers’ actions up to chance. Communicate through social media and email to your customers the steps you are taking to keep them safe and make them comfortable.” All of the restaurants in this article would like to thank all their loyal guests for their continued support during these uncertain times, especially for their messages of support which have been so helpful throughout the shutdown. They hope everyone stays safe and healthy and they look forward to Summer 2020.

July 2020 • Total Food Service • www.totalfood.com • 91

NYS WORK SHARE PROGRAM Employers have the liberty and flexibility to design plans that best suit their business and its fluctuating needs. Work share plans may be uniquely created for each class of employees and implemented on a weekly basis. For example, upon re-opening, a restaurant owner may develop a separate plan for kitchen staff, delivery staff and wait staff. As the restaurant’s needs change and business dictates, the restaurant owner can change the percentage by which each group of employees’ hours are reduced, if at all. If at any time, business permits full staff at the restaurant, the restaurant owner can simply not certify the plan for that week. Additionally, there is no cost in administering a work share plan for the remainder of 2020, aside from the minimal amount of time needed each week to submit the required certifications. Normally, work share benefits, as a part of unemployment insurance, would be charged against an employer’s unemployment insurance experience rating. However, under the federal CARES Act, for claims filed between March 30, 2020 and December 27, 2020, shared work benefits are fully funded by the federal government and no charges will be applied to the employer’s account. Further Employer Considerations in Implementing Work Share Plans While work share plans may seem like the perfect solution to reopening restaurants’ needs, they are not a one-size-fits-all solution, and their implementation may cause additional labor and employment obstacles. Work share plans may include both exempt and non-exempt employees. However, employers should consider converting exempt employees, such as managers and head chefs, to non-exempt hourly employees if participating in a plan. A reduction in hours and salary may result in the exempt employee no longer meeting the salary thresh-

from page 22

old. Further, work share plans require employers to track employees’ hours – something not usually done for exempt employees. Another requirement of a work share plan is that the employer maintains the employees’ benefits under the same terms and conditions as they normally would. Employers should confirm that the reduction in hours does not result in an employee becoming ineligible to participate in any benefit plans. Employers must also remember that under New York state and federal WARN Acts, an “employment loss” that requires WARN notice is defined to include a reduction in hours of work of more than 50% during a 6-month period, and should be cautious to avoid or meet such additional notice obligations. Finally, for employers who received a Paycheck Protection Program loan, a work share plan may impact loan forgiveness as a reduction of wages in excess of 25% during the covered period may result in a reduction in the loan forgiveness amount. Nevertheless, given their flexibility and the ability to plan around the complexities associated with such programs, restaurant owners should seriously consider implementing work share plans during the next few months while adjusting to reopening in a COVID-19 era. Restaurant owners may access the Work Share application on the New York State Department of Labor’s website at the following link: https://dol.ny.gov/shared-worke m p l oye r- e l i g i b i l i t y- a n d - a p p l i cation. It is recommended that applications be submitted electronically, if feasible, and approximately 3 weeks in advance of the plan’s expected start date.

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ROGER AND SONS

from page 30

now delivery bag selection can make an enormous difference.” Roger & Sons has always worked with its customer base on floor plan design. Normal procedures have always been to go and measure and then provide a layout with seating capacity and suggested placement of tables and booths. The Bowery based company offers a complete selection of tables and chairs. “There’s no question that social distancing is going to change how you need to layout a dining room. We are prepared to cost efficiently help customers upgrade their floor plans and provide furniture that can offer a costeffective solution for both the short and long-term,” Cirone noted. “The thought now really surrounds how to design around what in all probability will be a 50% dining capacity.” Since 1950, Metro New York and many of the nation’s leading restaurateurs have looked to Roger and Sons for the industry’s leading value. Roger and Sons carries the

top trusted brands known. From the largest convection ovens and ranges to smallware and flatware Roger and Sons offers it all at the guaranteed lowest prices. What’s more important is that Roger and Sons is an authorized dealer that buys direct from the manufacturer. That means that foodservice professionals find the best restaurant equipment at wholesalers’ prices with the peace of mind of factory warrantees and certified service. “We are also here to get you started again, it might be something as simple as a suggestion to turn your pilots on and check for gas leaks after months of not being in service.” Cirone and his team are available Mon-Fri from 9 to 5pm or by appointment. They can be reached at 212-226-4734 or via email at joe@ rogerandsons.net. “There are great opportunities ahead and it’s our goal to help both our longtime and new customers take advantage of them,” Cirone concluded.

July 2020 • Total Food Service • www.totalfood.com • 93

TAFFER’S TAVERN

from page 52

staff and dining patrons complete peace of mind. This includes no raw protein with all food sealed from commissary and not touched by human hands. The Taffer’s Tavern team will have their temperatures taken at the start, middle, and end of every shift. In addition, they will wear masks and gloves. Taffer’s Tavern has also set its sights on reinventing dayparts. Breakfast, lunch and dinner have been replaced by lunch, dinner and late night. Late night will also include live entertainment in many of the units. To facilitate the national rollout of the emerging brand, Taffer has partnered with Fransmart, led by founder and CEO Dan Rowe. The Virginia based company is one of the industry’s leading franchise development companies with a track record of success including the explosive growth of brands including Five Guys Burgers and Fries, and Qdoba Mexican Grill, as the exclusive franchise development partner for Taffer’s Tavern. “With this concept, they can build 500 restaurants across America,” Dan Rowe noted. “Most importantly, it can generate 100 to 200% ROI in a year for

ASK CHEFS ANYTHING minutes because they paid so much for it!” After seeing such success with the New York auction, Polonsky and Quinn heard from other chefs and tastemakers who wanted to participate, so they set their sights on other cities. Now they plan to expand to ten cities. In L.A., participating chefs include TV chef Curtis Stone of Maude; Evan Funke of Felix Trattoria; Mei Lin of Nightshade; Nyesha Arrington of Native; Vanessa Lavorato of Bong Appetit; and ice cream maker Tyler Malek of Salt & Straw. All funds raised will provide groceries for vulnerable immigrant households connected to the NDLON’s Immigrant Worker Safety Net Fund in

franchisees.” Taffer’s reputation has led to a solid start of franchise sales for Rowe’s Fransmart team. “We just signed in Boston yesterday and our partners in Atlanta are already talking about a second unit,” Taffer explained. “In addition, Cuisine Solutions is so committed to the project that they have bought the rights to Taffer’s Tavern in Washington, DC.” “I worked with Jon on a ‘Bar Rescue’ renovation and witnessed firsthand his expertise and heightened understanding when it comes to the restaurant and bar experience,” said Seth Chandlee, CEO of Chandlee and Sons Construction and founding partner of Five Guys Taverns, LLC. “The idea of ‘tavern dining’ is a timeless concept rooted in community, which makes Taffer’s Tavern the perfect addition to Alpharetta’s (Suburban Atlanta) historical downtown area.” With the impact of e-commerce and the pandemic, more premium retail real estate is available than ever before. As landlords search for a new generation of ‘can’t miss’ concepts, Fransmart and Taffer’s Tavern have that recipe for success.

from page 60 Pasadena. In Philadelphia, funds will support SEAMACC and participating chefs include Top Chef All-Star Jennifer Carroll of Spice Finch; Michael Ferreri of Res Ipsa Café; Marc Vetri of Vetri, Amis, and Pizzeria Vetri; Great Jones cookware co-founder Sierra Tishgart; and food writer Francis Lam. Carroll says she immediately said yes to joining. “I’ve seen the devastating impact COVID-19 has had on this community, and there is little to no help or relief for them, especially from our government,” she explains. “I can only hope to help change the way our society sees and treats immigrants as they are the backbone of the restaurant community.”

94 • July 2020 • Total Food Service • www.totalfood.com

July 2020 • Total Food Service • www.totalfood.com • 95

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