Guest Blog

Oregon Dairy and Nutrition Council works on behalf of dairy farm families to build trust and demand for local dairy foods. 

Oregon is An Agricultural Wonderland
Throughout the state of Oregon, a thriving food and drink industry means that locally made foods are in abundance. More than 220 high-quality crops are grown here, placing Oregon 6th in the U.S. for crop diversity. With our rich volcanic soil, clean mountain air, pure spring water and diverse climate zones, Oregon is not only an exceptional place to grow crops, but a place where people (and dairy cows) thrive. 

Happy, Responsibly Raised Cows Make Great Milk!  
The Oregon dairy community’s unwavering eye on sustainability and social responsibility has resulted in an impressive 11 US Dairy Sustainability awards for the region in the last 10 years. Dairy farmers are committed to being stewards of the land, and focus on upcycling byproducts, particularly to maintain good nutrition for their herds, reducing water usage, and adapting new game-changing technologies.  As of 2023, Oregon has 156 dairy farm families caring for more than 126,000 cows. Dairy farms across the state vary in size, from just a few milking cows, to as many as 30,000. Oregon dairy farms of all sizes ensure the high quality of the milk they produce by raising healthy, happy cows. Oregon milk consistently ranks in the nation’s top five for quality, which we can enjoy in the premium and award-winning dairy products that are crafted here. 

From Great Milk, Comes Exceptional Cheese  
You can find every type of artisan cheese within the borders of our state…from brie to blue, and fromage blanc to aged cheddar.  Our award-winning, premium cheeses stand out in both national and international competitions. Oregon artisan, farmstead, and specialty cheesemakers took home 18 medals, including blue ribbons in six categories, at the American Cheese Society’s (ACS) 2023 Annual Cheese Competition. Oregon is also home to the 2019 World’s Best Cheese winner – Rogue River Blue by Rogue Creamery, the first and only USA cheese to ever win the coveted top honor at the World Cheese Awards.

Dairy IS Oregon
Our local dairy farms and cheesemakers in Oregon are an essential part of our communities. These businesses provide jobs, support community programs, give back to local organizations and are champions of Oregon as a destination to live, work and play. By choosing Oregon, you’re not just supporting our farming families and passionate artisans, you’re getting some of the best cheeses being made today.  

Eat More Cheese!
Oregon made cheeses elevate any cheeseboard, salad, burger, breakfast sandwich, and more with a bit of wild landscape and handcrafted love in every delicious bite. You can discover Oregon cheese at your local farmer’s market, independent and natural grocers, or by visiting one of the 15 cow’s milk creameries in the state. Learn even more about these unique cheese makers and the delicious and diverse range of products on offer by visiting  Oregoncheeseguild.org/cheesemakers.

Guest Blog

The sale of a privately held company or family business has a unique marketing challenge.  On one level, similar to selling any product, it is in the seller’s best interest to have the maximum number of potential buyers know the business is for sale and to engage with as many parties as possible.  The market dynamic principles of supply and demand convey that the higher the demand and the lower the supply, the better the price a product can be sold.  In the case of a business sale, the supply is one and the opportunity to purchase is unique for a specific time & place and may not be available again for a long time.  

Now the challenge. In the sale of a business, most owners desire to have no one know that their company is for sale prior to the transaction being completed.  This desire (or should I say fear that keeps entrepreneurs up at night) is motivated by concern about how the information will be received by customers, employees, and vendors. The last thing an entrepreneur wants is to have staff turnover, customers revisit an existing relationship, or competitors take advantage of the situation. The good news is that business buyers seeking an acquisition are aligned with sellers in wanting the information a business is for sale to be held in strict confidence. This is motivated by a desire to retain customers, employees, and vendor relationships. 

Reconciliation of these directly conflicting elements requires knowledge, experience, and skill. Knowledge is employed in the development of a comprehensive marketing program that attracts the maximum number of qualified parties while maintaining an environment of strict confidence.  It is beneficial to engage a business brokerage firm with experience selling companies in the relevant industry and geographic area, as they may already know potential buyers.  It is prudent to use a mergers & acquisitions intermediary with processes and legal documentation in place that will allow only financially qualified parties with sincere interest in an acquisition to learn a company is for sale.  Most of all it is critical to hire a broker with the skill to navigate the process from justification of the maximum possible sale price to confidential, competitive market creation with the ability to successfully negotiate the best possible outcome and facilitate the deal to closing with the least amount of transactional turbulence. There is no substitute for knowledge, experience, and skill in a professional advisor.  Seek the best and you will get the best outcome. 

​IBA has successfully sold more companies in the Pacific Northwest than any other company.  We are licensed to sell real estate in Washington & Oregon.  All communication with is held in strict confidence.  100% of IBA’s fees are performance based.  

Additional information on IBA can be found at www.ibainc.com. Joseph Hollcraft, an ORLA Allied Partner and this blog’s author, can be reached at 503-739-4880; or Gregory Kovsky, IBA’s President & CEO, can be reached at (425) 454-3052, Joseph@ibainc.com, gregory@ibainc.com, or www.ibainc.com/2023.

Guest Blog

The hospitality industry is a dynamic and ever-evolving sector, facing a unique set of challenges and opportunities. In recent years, the industry has been impacted by various factors, including economic uncertainty, natural disasters, and cyber threats. These factors have contributed to an increase in insurance premiums and a tightening of underwriting guidelines, making it more difficult for hospitality businesses to obtain and maintain adequate coverage.

Key Factors Affecting Hospitality Insurance
There are several key factors that are affecting hospitality insurance in 2023 and 2024, including:

• Insurance market turmoil: There continues to be a tightening of appetite are becoming more and more selective in who they offer terms to if at all. The cost of insurance is up and many carriers are restricting no longer offering components of covage
• Natural disasters: Natural disasters are becoming more frequent and severe, and this is having a major impact on insurance rates. In 2022, there were 18 U.S. weather/climate disaster events with losses exceeding $1 billion each. These events are causing significant losses for insurance companies, and this is leading to increased premiums for hospitality businesses.
• Cyberattacks: Cyberattacks are a growing threat to businesses of all sizes, and the hospitality industry is no exception. In 2023, the Kroll IR Spotlight Trends Report identified the retail/restaurant sector as the most impacted industry sector. Email Compromise and Web Compromise were the top threat incident types. Threats against the retail/restaurant sector most often involved CVE / Exploit as the initial access method.
• Higher claims costs: Higher claims costs from escalating verdicts and rapidly evolving environmental, social, and governmental (ESG) conditions are affecting individuals and businesses.
• Underinsurance: Appraisal analysis showed that nearly 90% of buildings appraised in 2020 and 2021 were undervalued. As a result, were underinsured 68% of buildings were underinsured by 25% or more and 19% by 100%.

In addition to the general challenges facing the hospitality industry, there are also some specific insurance issues that businesses in this sector need to be aware of:

• Property insurance: Property insurance is becoming increasingly difficult to obtain and expensive for hospitality businesses. This is due to the heightened risk of property damage from natural disasters, such as hurricanes, floods, and wildfires. These events can cause significant damage to buildings, equipment, and inventory, leading to substantial financial losses for hospitality businesses.
• Liquor liability insurance: Liquor liability insurance is also becoming more expensive for hospitality businesses due to the increased risk of lawsuits from patrons who are injured after consuming alcohol. This risk is particularly prevalent in establishments that serve alcohol and have a lively atmosphere. Incidents involving intoxicated patrons can lead to costly lawsuits, making it crucial for hospitality businesses to have adequate liquor liability coverage.
• Cybersecurity insurance: Cybersecurity insurance is becoming increasingly important for hospitality businesses as they are increasingly targeted by cyberattacks. These attacks can compromise sensitive customer data, disrupt business operations, and damage the reputation of the establishment. Cybersecurity insurance can help businesses recover from the financial and reputational damage caused by cyberattacks.

By understanding and addressing these specific insurance issues, hospitality businesses can better protect themselves from potential risks and ensure their long-term success.
 
Key takeaways for hospitality businesses:

• Start working with your broker early: Start working with your broker 90 to 120 days prior to your renewal date. This will give them time to shop around for the best rates and coverage options for you.
• Communicate your property improvements: Communicate the most recent property improvements and your 1–3-year maintenance/improvement plan. This will help your broker to understand your risk profile and get you the best possible rates.
• Know your replacement cost: KNOW what it will cost to replace your current operation rather that what you think it will cost (or what it cost 3 to 5 years ago). This will help you to avoid being underinsured in the event of a loss.
• Differentiate yourself: Differentiate yourself as best in class with a good story and make sure your social media presence matches the story. This will help you to attract and retain insurance carriers.

Recommendations for Building Resilience in 2023 & 2024
In order to build resilience in 2023 and 2024, hospitality businesses should take the following steps:

• Fully understand and manage your risk profile. This involves understanding the specific risks that you face and taking steps to mitigate those risks.
• Pick a specialty broker. One who specializes in understanding your business AND your industry. Help them tell your story who you are, what makes you different and why insurance carrier should partner with you.
• Build an engaged, productive workforce. This involves investing in training and development for your employees and creating a positive work environment.
• Learn more at GetHIP.biz!

Establishing the estimated market value of a privately held company or family business is a sophisticated, nuanced process requiring significant knowledge & experience. Business value is built on four pillars: Market Demand, Profitability, Potential, & Infrastructure. Market Demand’s influence on value is calibrated by industry, geography, economic conditions, & financing availability. The role of profitability is straight forward. The more profitable a company the higher the value and the larger the dial for turning up Market Demand. Profitability that is sustainable or growing is the most attractive in the business opportunity marketplace. No one purchases a company desiring to exactly replicate what it did yesterday. All business buyers acquire companies seeking to see how it will perform under their ownership.  The larger the opportunity for growth and enhanced efficiency the more potential a business has and the higher the value. Infrastructure value can be found in a spectrum of assets ranging from employees to physical & online locations to intellectual property and from customers to equipment to suppliers and inventory.
 
Only a mergers & acquisitions intermediary firm has the knowledge to incorporate present market demand into a valuation process. Business appraisers & CPA’s use the data generated by business brokers for their market comparables and lack the comprehensive knowledge of the dealmakers learned from working in the field facilitating transactions.

IBA offers complimentary opinions of business market value to potential customers interested in selling their companies.  The service is free as a method of providing entrepreneurs an opportunity to assess our knowledge, experience, and customer service without contractual obligation. All information shared with IBA is held in strict confidence. IBA traditionally sells businesses within 10% of our suggested market value.  IBA has the ability to justify our values to buyers, accountants, banks, investors, and lawyers.  The true value of a business is what a willing buyer & seller will agree in an arm’s length transaction.  The value of having a highly skilled, knowledgeable, & experienced intermediary convey the value proposition should not be underestimated.  IBA has consistently achieved timely sales of privately held companies and family businesses in Washington, Oregon, Alaska, and Idaho for strong market values since 1975 out of our physical offices in Bellevue, Spokane, & Portland.  

Additional information on IBA can be found at www.ibainc.com. Joseph Hollcraft, an ORLA Allied Partner and this blog’s author, can be reached at 503-739-4880; or Gregory Kovsky, IBA’s President & CEO, can be reached at (425) 454-3052, Joseph@ibainc.com, gregory@ibainc.com, or www.ibainc.com/2023.

Key performance indicators (KPIs) are foundational to most jobs. These useful measurements help companies understand progress over time. But beyond revenue growth and profit margin, there’s one KPI some managers overlook: joy.

How happy are your employees?
Perhaps more importantly, what’s your own level of joy in your job? At Dell Technologies and at Renegade Global—a consulting practice that helps people invest in their personal brand and growth—we see the people in our businesses, not just the professionals.

1. Make play nonnegotiable.
Play goes hand in hand with curiosity, which in turn fuels engagement. When you prioritize play, you combat opposing feelings of burnout and even depression.

2. Diversify your sources of happiness.
There are different kinds of happiness: “rock star,” which you might experience after a big win; “flow,” which happens when you’re caught up in something you enjoy; and “higher purpose,” which occurs when you focus on something bigger than yourself. You need all three.

3. Avoid the three Ps.
Of the common pitfalls people tend to fall into at work, three Ps top the list: perfectionism (seeking an unattainable standard), people-pleasing (never putting yourself first) and personalizing (making things “about you”). Be sure to give yourself—and others—the grace to make mistakes. Prioritize your own needs and remember that not everything is personal.

4. Overcome difficult conversations.
Effective communication is an art form. When you have a difficult conversation ahead, consider the following steps:

• Vent to a neutral third party (not colleagues) to release tension.
• Empathize with the other person’s perspective.
• Rehearse what you want to say.
• Ask for what you need—then stop talking.

5. Check in weekly.
At Dell and within Renegade Global, we have seen great results with weekly check-ins, asking questions such as, Which activities did I love? Which ones did I loathe? What are my priorities? What help do others need from me?
​
With these tips in mind, you can transcend clichés about work-life balance and make joy a core KPI of your job.
Want to read more stories like this? Check out Realize magazine.

​Over a coffee meeting to introduce myself to the CEO of the Boys & Girls Clubs of Bend last winter, a casual conversation led to brainstorming what would become a nine-week summer pilot project called Workforce Wednesday.

As the director of Workforce Development for Visit Central Oregon, one of my focus areas is working to cultivate the region’s talent pipeline. A challenge that goes hand-in-hand with this is the misperception that tourism jobs are low-pay, high-churn roles that aren’t viable career paths. So, you can imagine the excitement when presented with an opportunity to help young people understand this is not the case.

#WorkforceWednesday is a program geared toward middle school-aged youth that gives them opportunities to learn about career paths in the tourism industry. For Visit Central Oregon the goal of this project was to work with the Boys & Girls Clubs of Bend to design field trips to tourism-related businesses that would be fun, educational, hands-on and memorable. We wanted the experiences to be unexpected — to highlight diverse careers that would spark interest.

I’m sure the first thing some might think is: Why middle-schoolers? Admittedly, this age group is largely not of a legal age to enter the workforce. But they are the prime age to inspire. As an emerging workforce, this cohort can develop an understanding of how their passions and interests can lead to jobs and career paths they’d never considered. This inspiration can stay with them as they continue through school, think about their first summer job, and make decisions about college and beyond.

The program included a trip to Drake Park with the Visit Bend team to learn about digital marketing and the economic value of tourism. The kids got to participate in a photo shoot — everything from style and layout, to finding the perfect shot and posting an Instagram reel.

Next up was a trip to Humm Kombucha to learn all about the art of brewing craft beverages (that they are old enough to drink!). Kids witnessed everything that goes into the kombucha-making process and got to help create their own signature batch.

The following week, the group met with Cog Wild, which gave participants an overview of tour operator/outfitter business operations, and the importance of developing and maintaining local trail systems, followed by a mountain bike ride.

From there, the kids met with REI, Saxon’s Fine Jewelers, The Stacks Art Studios & Gallery, and Regal Cinemas in the Old Mill District to learn about high-volume business operations in one of the most popular shopping areas in Bend.

Last but not least, the students made their way to Santiam Snolab, where they were immersed in the business operations of a local maker, and got to collaboratively design and build their own custom snowboard and set of downhill skis.

App-based tools are helping divert food waste and provide meals to the hungry.

Do you ever wonder what happens to the leftover supermarket rotisserie chickens at the end of the day? Or all those everything bagels in the case at closing time? Or the extra macaroni and cheese, collard greens, cornbread and other sides at your local barbecue chain?

Unfortunately, much of this perfectly edible food probably goes to waste; more than one-third of the food produced in the U.S. is not consumed, according to the EPA’s 2021 report, Farm to Kitchen: The Environmental Impacts of U.S. Food Waste. The environmental impact of one year of food waste is staggering—it uses the same water and energy as 50 million homes and emits the equivalent level of greenhouse gases as those generated by 42 coal-fired plants. Meanwhile, nearly 34 million people—including 5 million children—are grappling with food insecurity in the U.S.

But there are multiple players deploying technology to help disrupt this waste chain. These tech-powered companies and nonprofit groups are using app-based tools that connect to virtual dashboards to match unwanted food and grocery items from restaurants, corporate cafeterias and supermarkets with community-based groups that feed the hungry. The dashboard allows a restaurant owner, chef or manager to upload what food is available, along with delivery or cooking instructions and shelf life, and a nonprofit partner to claim the item. Depending on the service, the app can dispatch a third-party service driver or volunteer within a specified time frame to ensure the food is viable after delivery.

“Much food waste occurs because of confusion over labeling,” says Suzannah Paul, director of Philly Food Rescue (PFR), which is part of the Share Food Program, a regional food bank and hunger relief organization. “Best-by, use-by, sell-by, and even marked expiration dates are not true safety indicators or real expiration dates, except in the case of infant formula.”

The USDA and EPA have set an ambitious goal of slashing food waste by 50% by 2030. Reducing or eliminating food waste “presents opportunities to increase food security, foster productivity and economic efficiency, promote resource and energy conservation, and address climate change,” according to the EPA. Can this technology remove a key barrier to alleviating this food waste crisis?

Serving a tech solution
Founded by entrepreneur Jasmine Crowe in 2017, Goodr takes a holistic view of waste—it partners with major food service companies like Compass, Aramark, and Sodexo, hotel chains like IHG, and other food industry clients in more than 30 cities around the country to manage and process their food waste—whether through donations and other “hunger relief solutions,” or services like waste management and organic composting.

For the Atlanta-based B Corp., dealing with food waste is a matter of “logistics,” according to Ryan Moore, senior partnerships manager. Their tier of services “allows for businesses to get rid of any food scraps—things they prepare food with, anything that’s leftover and not eaten on a plate,” Moore says.

A recent transport coordinated by Goodr consisted of 17 trays of cooked chicken, pork, potatoes and green beans. Using its dashboard-based system, Goodr was able to quickly get the food to a nonprofit behavioral healthcare agency called Homeward Bound in Dallas.

With the organization providing 70 to 100 people with three meals a day, the timing couldn’t have been better. “Having the meals already cooked was great because, like everyone else, we are having trouble finding staff,” says Christine Wicker, Homeward Bound’s director of development.

Data: the crucial ingredient
Describing its mission as “for profit, for good,” Goodr says it has been able to scale quickly because it’s a business. It claims a community and environmental impact of facilitating 30 million meals, diverting 3 million pounds of food from landfills and preventing 6.2 million carbon emissions. Businesses pay a monthly fee based on the number of scheduled pickups and can claim a tax deduction for food they donate. In 2022, Goodr nearly tripled its staff, going from 13 workers in July to about 35 by the end of the year.

“We would not be able to do this without being in the time of technology,” Moore says. “The popularity of Uber and other apps allows Goodr to do this. We leverage ride-share companies to do what we do—the majority of our pickups are drivers that are already in transit. There’s no middleman, so we can make sure the food doesn’t end up in the landfill.”

For Goodr, data analysis plays a key role not only in matching available food with the right recipient but also in helping donors better understand the demand for their products or menu items—and how to reduce waste.

Several years ago, for example, one of Goodr’s bagel clients was tossing 200 bagels a day. After just three months of tracking, they were able to cut the amount by more than half. Another customer operated a corporate cafeteria and, through the metrics on their Goodr dashboard, determined that three of their five most-wasted products featured pork. As a result, they retooled the menu to better reflect their audience preferences.

For overburdened chefs, the ability to donate unused food has provided an incentive for them to track their data more carefully. “Our goal is to show clients, ‘You’re wasting this much food, and this is what you’re wasting,'” Moore says. “It’s going to allow them to be better at not wasting food. If you add an incentive that you can donate it to local nonprofits and help your community, that’s a whole new incentive for companies that have tried tracking in the past where it hasn’t worked.”

Protections for good Samaritans
For some restaurants and food businesses, liability concerns may prevent them from donating food—if someone gets sick, they don’t want to be held responsible, or so the conventional wisdom goes.

However, several federal laws shield them from liability. The 1996 Bill Emerson Good Samaritan Act offers federal protection from liability of any food donated for free “in good faith.” A newly enacted law—the Food Donation Improvement Act—further exempts from liability donors who provide food at a so-called “good Samaritan reduced price” (basically at cost) and also allows them to donate directly to “food insecure individuals” rather than have to use a nonprofit partner. According to Paul, the Good Samaritan Act “never had any agency offering clarification, so some brands do feel safer throwing good food away. And unfortunately, it’s sometimes given as an excuse for inaction,” Paul says.

To err on the safe side, Philly Food Rescue recommends that all rescued food be distributed, eaten or frozen within 24 hours. “We do quality checks on items in our warehouse and set expectations with food donors about what kinds of donations are appropriate to send out to our partners,” Paul says. “Our partners know the food is still good to eat and won’t be good for long.”

But the best outcome is to avoid food waste as much as possible. While food stores and businesses have their own metrics to follow for generating—and managing—waste, the consumer plays a role, too. That should be food for thought the next time you tap your pizza delivery app for a two-for-one pizza delivery deal when you might only need one pie, RSVP to a business luncheon but don’t stay to eat, or pass over a gallon of milk at the supermarket with a short “sell by” date. | By Robert DiGiacomo

FOR IMMEDIATE RELEASE
  
CONTACT: Ashley Espinoza
Lane Workforce Partnership 
Telephone: (541) 913-2284

Lane Workforce Partnership, Southwestern Oregon Workforce Investment Board, Northwest Oregon Works, Oregon Restaurant & Lodging Association, and the Oregon Coast Visitors Association Secure Department of Labor Grant to Elevate Coastal Hospitality Sector

Lane Workforce Partnership (LWP), in collaboration with Southwestern Oregon Workforce Investment Board (SOWIB), Northwest Oregon Works (NOW), Oregon Restaurant & Lodging Association (ORLA), and the Oregon Coast Visitors Association (OCVA) is proud to announce their successful joint application for a Department of Labor Critical Jobs Sector Planning Grant, totaling $446,786. This grant represents a significant step towards addressing the unique workforce needs of the Oregon coast’s vital hospitality sector, which is projected to generate nearly 40,000 jobs by 2031. 

Critical to the programmatic goals of this partnership are the Oregon Restaurant & Lodging Association and the Oregon Coast Visitors Association. These two organizations have extensive networks within the coastal hospitality industry, along with significant institutional experience that forms a strong foundation for the sector partnership. ORLA and OCVA are pivotal in facilitating partnerships within the tourism-driven hospitality sector, and they will serve as primary collaborators for aggregating travel data and identifying industry trends. Moreover, they will leverage their extensive networks to enhance business engagement in our surveys and outreach initiatives aimed at bolstering the hospitality industry. 

“The Critical Jobs Sector Planning Grants will enable recipients to create and expand partnerships to develop training programs to provide the workforce needed in high-demand industries,” noted Brent Parton, Principal Deputy Assistant Secretary for Employment and Training. 

The coastal hospitality sector plays a pivotal role in the lives and livelihoods of Oregon coast residents. However, despite its crucial importance to the region’s economic prosperity, there currently lacks an industry sector partnership dedicated to effectively gathering, evaluating, and supporting both workers and businesses within this sector. Recognizing this gap, LWP, SOWIB, NOW, ORLA, and OCVA have come together to launch an initiative that will lay the foundation for a sustainable Coastal Hospitality Industry Sector. A key element in ensuring the success of this initiative is partnering with local stakeholders, essential partners, and industry experts.

Initial steps will involve the joint procurement of a Sector Strategist through collaboration with hospitality industry associations. Over the grant period, the Sector Strategist, alongside our partners, will embark on the following initiatives:

• Build a cross-regional support team, commencing with employer convenings;
• Define the scope of the Oregon coast hospitality industry;
• Facilitate industry-wide listening sessions and conduct comprehensive surveys;
• Undertake a workforce study to gain insights into career progression opportunities, accessibility to low-barrier jobs, and pathways for acquiring stackable credentials that bolster advancement prospects and high pay scales; and
• Develop an occupational career pathways report.

This initiative will specifically benefit a diverse range of demographics, including residents of rural communities, unemployed and underemployed adults, youth, immigrants, communities of color, and returning citizens. This collaboration will prioritize inclusivity and address the unique challenges faced by these groups while promoting equitable access to opportunities. 

“We are excited to embark on this critical initiative, which will not only enhance the Oregon coast hospitality sector but also create avenues for economic opportunity for individuals and communities throughout the region,” stated Ashley Espinoza, Executive Director of Lane Workforce Partnership. “This grant represents an investment in the future of our coastal economies and underscores our commitment to fostering sustainable growth.”

Click here for further information about the grant, including a full list of recipients. 

Conference Recap / Grant Opportunities / Inspection Fees / Member Benefits

Conference Success!
ORLA wrapped up another successful Hospitality Conference with two full days of programming at the Ashland Hills Hotel & Suites. Over 250 industry members connected with peers, learned new best practices, and helped celebrate some of the outstanding members of our industry. In case you missed it, check out some of the visuals captured during the event as well as for our Awards program:

• Conference photo gallery
• Hospitality Industry Award videos
• Photo Booth by Here is Oregon Community Connections Team
• ORLA Hospitality Awards Dinner Program

Tillamook County Marketing and Facilities Grants Open October 1
Tillamook County businesses and organizations that could use financial support for marketing and/or facility improvements should look into the five Tillamook Coast Visitors Association grants opening October 1. To apply for TCVA’s facilities or marketing grants, or Manzanita’s marketing grant, visit www.tillamookcoast.com/grants. For more information on Rockaway’s marketing and facilities grants, go to www.visitrockawaybeach.org/grants. For additional questions, contact TCVA Finance and Grant Manager Marni Johnston at 503-842-2672, ext. 3. 

Multnomah County Inspection Fees: ORLA Takes Action
The Oregon Restaurant & Lodging Association (ORLA) is monitoring a Multnomah County staff proposal to increase fees by 6% to recover the costs of administering county inspections and licensing of specific categories of food, pool and tourist/traveler facilities. ORLA Government Affairs Coordinator Makenzie shared the following update:

• The inspection programs fee increases wasn't heard at the October 5 meeting but will be heard at a later date.
• Commissioner Brimm-Edwards asked if they considered looking at the efficiencies of the programs given this fee increase is focused on cost recovery. She brought up that more public outreach should be done and that only three of five members of the Multnomah County Food Advisory Board were present when it was discussed and that concerns of higher costs of goods, vandalism, recovery, etc. were brought up. She is concerned how it's going to impact most if not all small restaurants.
• Commissioner Jayapal agreed that more public outreach should be done. They asked if staff could look into other ways to supplement the program.

ORLA is taking this issue very seriously and is urging members to get involved. This is a ripe opportunity for ORLA members in Multnomah County to get engaged. If you have questions or would like to stay in the know, reach out to Makenzie Marineau.

New Allied Partnerships to Benefit Members
ORLA Director of Business Development Marla McColly has been working behind the scenes to secure new Hospitality Partnerships for ORLA members this past month with GigSmart and Ubiquity. Visit our website for more information and the member benefit offers they have. In addition, SKECHERS Direct discount is outlined in their listing on our website found in the Buyer’s Guide / Coupons and Discounts (along with many other special deals!). This is just one way we can provide ROI for members and help them save money.

​Learn from local chefs and managers how to set up a successful compost program 

All businesses and commercial kitchens generating more than one 60-gallon roll cart of food scraps per week in the Metro region will be required to separate their food scraps and keep them out of the landfill by composting, donation or upstream prevention practices.

How to set up compost
Hear how The Old Spaghetti Factory set up food scrap collection. General Manager Gary Shepard shares how they:

• Got help from their local government Waste Specialist
• Found space for compost bins outside and in the kitchen
• Used green buckets and slim containers to collect plate scrapings and other food waste
• Worked one-on-one with employees to show them how easy it was to separate food scraps

He explained that he was hesitant at first but found they were able to compost without any inconvenience or additional labor, and that staff supported it almost instantly. Watch the 2.5 min video*

Compost tips from an experienced Chef
Providence Milwaukie Hospital’s Grapevine Café has been composting since 2012. Executive Chef Martin Pedersen shares how they:

• Set up the bins and dish stations
• Strain wet food waste before composting it
• Separate waste when scraping plates

Chef Pedersen also talks about the benefits and positive staff and customer response. Watch the 2 minute video*

Find opportunities to trim waste
Embassy Suites by Hilton Washington Square hotel found that separating food scraps helped them find ways to reduce food waste and save thousands of dollars a month. General Manager Scott Youngblood and Executive Chef Scott Hensley share how they:

• Set up compost service and collected food scraps separately from trash
• Did a waste audit of the food they collected to find out if any of the waste could have been prevented
• Reduced the size of buffet plates from 10” to 8”, which reduced customer food waste by 50%
• Made changes to purchasing, prep, and cross-utilizing ingredients to reduce wasted food

Watch this 3 minute video*

Once you start collecting food waste, you can more easily tell what is frequently wasted each day. Knowing this might help you reduce how much of certain foods you order and prepare, which can lower your purchasing costs and cut prep time. Visit FoodWasteStopsWithMe.org to learn more about the food scraps separation policy and/or to request assistance from a food waste reduction specialist.

SHARE YOUR STORY!
Does your business have a successful donation program going? Share your experience to inspire other companies to follow in your footsteps! Click here and submit your Success Story - we can’t wait to hear from you!

Food Waste Stops with Me is a collaboration between Metro, the Oregon Restaurant & Lodging Association, the Oregon Department of Environmental Quality, and city and county governments to help food service businesses reduce food waste.

*All videos have Closed Captions/Subtitles option for the following languages: Spanish, Vietnamese, Simplified Chinese, Russian and English

​Taran Patel, A-1 Hospitality Group, Honored by Oregon Restaurant & Lodging Association
 
[Wilsonville, OR] – The Oregon Restaurant & Lodging Association (ORLA) will honor five members of Oregon’s foodservice and lodging industry with the prestigious statewide Oregon Hospitality Awards later this month. Taran Patel, Managing Principal for A-1 Hospitality Group and AAHOA Northwest Regional Director, was named the 2023 Lodging Operator of the Year for his outstanding contributions and dedication to serving the hospitality industry and his communities.
 
“Oregon’s hospitality industry is filled with remarkable, passionate people who go above and beyond on a daily basis because they love what they do,” said Jason Brandt, President and CEO of the Oregon Restaurant & Lodging Association. “These recipients represent not only some of our industry’s most dedicated leaders and advocates, but also the exemplary service that sets the high standard for the entire industry to achieve.”

Taran grew up in the hospitality industry, watching his parents grow their business from a 36-room independent motel to a premier hotel property management company with 12 properties in their portfolio. Driven by the American Dream, he learned the meaning of hard work from a young age following in the footsteps of his mentor and father, Vijay. After completing his MBA in 2015, Taran started working in operations and development where he helped cultivate the supportive company culture created by his parents. As Managing Principal, Taran continues to demonstrate strong character and leadership. 

Under his guidance, A-1 Hospitality Group’s hotels not only provided needed support to their communities during the pandemic, but they also continued to stay open to ensure their team members were able to keep their jobs and support their families through difficult times. Taran is recognized by his colleagues as a passionate, hard-working, and engaged industry operator. His contributions extend beyond A-1 Hospitality, as he dedicates his time to several industry boards and organizations. He has not only served as an AAHOA Northwest Ambassador for several years but has now been elected to serve on the Board for the Association as the AAHOA Northwest Regional Director. Taran has also been actively involved with the local Visitor & Convention Bureau, Oregon Restaurant & Lodging Association, and Washington Hospitality Association where he currently serves on the Board of Directors.

"Congratulations to Taran Patel on being recognized as ORLA’s 2023 Lodging Operator of the Year, which is a strong testament to Taran’s unwavering commitment to excellence, dedication to guest satisfaction, and visionary leadership,” said AAHOA President & CEO Laura Lee Blake. “We thank our partners at ORLA for recognizing our industry’s top leaders in Oregon for their groundbreaking achievements in, and dedication to, our industry.” 

Nominated by their peers, these award recipients will be recognized in front of an expected 250 delegates at the ORLA Hospitality Conference, September 30–October 2, held at the Ashland Hills Hotel & Suites in Ashland, Oregon. Joining Taran on the list of award recipients is Demetrio De La O Rendon (Lakeshore Inn) as Employee of the Year, Crystal Brenneman (Dixie Tavern) as Team Leader of the Year, and Lisa Schroeder (Mother’s Bistro & Bar) as Restaurateur of the Year. Risk Strategies Company | Fournier Group will also be recognized as ORLA’s Allied Partner of the Year.

For more information on the ORLA Hospitality Awards, visit www.Oregonrla.org/nominate. To learn more or register for the Hospitality Conference, visit www.ORLAHospitalityConference.com. 

Restaurant and Hotel Industry Members Honored by Oregon Restaurant & Lodging Association

[Wilsonville, OR] – The Oregon Restaurant & Lodging Association (ORLA) will honor five members of Oregon’s foodservice and lodging industry as Oregon Hospitality Award recipients later this month. Demetrio De La O Rendon (Lakeshore Inn) was named Employee of the Year, Crystal Brenneman (Dixie Tavern) was named Team Leader of the Year, Taran Patel (A-1 Hospitality) was named Lodging Operator of the Year, and Lisa Schroeder (Mother’s Bistro & Bar) was named Restaurateur of the Year. Risk Strategies Company | Fournier Group is recognized as ORLA’s Allied Partner of the Year.

​“Oregon’s hospitality industry is filled with remarkable, passionate people who go above and beyond on a daily basis because they love what they do,” says Jason Brandt, President and CEO of the Oregon Restaurant & Lodging Association. “These recipients represent not only some of our industry’s most dedicated team members and advocates, but also the exemplary service that sets the high standard for the entire industry to achieve.”
 
Nominated by their peers, these award recipients will be recognized in front of an expected 250 delegates at the ORLA Hospitality Conference September 30–October 2, held at the Ashland Hills Hotel & Suites in Ashland, Oregon. These statewide awards recognize the outstanding contributions of individuals and businesses serving the hospitality industry and communities throughout the state.

​Demetrio De La O Rendon has worked as the maintenance engineer for the Lakeshore Inn in Lake Oswego the past seven years. His reputation among coworkers as a hardworking and caring employee also transcends to guests who continually praise his work and compliment his helpful nature. There isn’t a task asked of him he isn’t willing to do and he is always first to offer assistance to coworkers and guests whenever he sees a need. With a humble nature, Demetrio is a “favorite coworker” among the entire team and always wears a smile on his face no matter how tough the day’s challenges have been.
 
As manager of the Dixie Tavern in Portland, Crystal Brenneman epitomizes what a dynamic team leader represents with her dedicated service-mentality, passion for hospitality, and guidance as a role model for her colleagues. Before she stepped into her manager role, Crystal learned every position at the tavern, including maintenance. Referred to as “the backbone of Dixie,” Crystal enjoys serving as the unofficial ambassador for the tavern, always making guests feel welcome with her patience and positive energy. Coworkers are galvanized with her daily mantra at the start of every shift, “It’s going to be a great night!” 
 
Taran Patel grew up in the hospitality industry, watching his parents grow their business from a 36-room motel to a premier hotel property management company with 12 properties in A-1 Hospitality Group's portfolio. Driven by the American Dream, he learned the meaning of hard work from a young age. Starting in operations and development, he helped cultivate the supportive company culture created by his parents. Under Taran’s guidance, the hotels not only provided needed support to their communities during the pandemic, they continued to stay open to ensure their team members were able to keep their jobs and support their families through difficult times. He is recognized by his colleagues as a hard-working and engaged industry operator. Taran's contributions extend beyond A-1 Hospitality, as he dedicates his time to several industry boards and organizations, including serving as NW Regional Director on the Board for the Asian American Hotel Owner Association (AAHOA).
 
Executive Chef and Owner of Mother’s Bistro & Bar, Lisa Schroeder has created a Portland institution, providing “better-than-authentic” renditions of traditional home-cooked dishes from recipes derived from real mothers in their own homes. Inspired by her own mother who was a hard-working single mom (and amazing in the kitchen), Lisa’s tenacity and passion for “Mother Food” helped her dream of opening Mother’s Bistro become reality. Lisa also extends a dedicated commitment to help her community by actively participating in charitable causes and civic engagement. Lisa was recently recognized as Oregon Small Business Person of the Year by the U.S. Small Business Administration.
 
Oregon’s hospitality industry is fortunate to have dedicated purveyors focused on providing the best products and services to help operators run a successful business. Risk Strategies Company | Fournier Group is one of those companies that stands out for their exceptional service and innovative contributions to the industry. Through a unique partnership, the association was able to launch the Hospitality Insurance Program (HIP), helping business owners navigate the insurance landscape and providing tools to help them take better control of their business. 
 
For more information on the ORLA Hospitality Awards, visit www.Oregonrla.org/nominate. To learn more or register for the Hospitality Conference, visit www.ORLAHospitalityConference.com. 

Small businesses across the country need thriving associations with competent professional staff who serve as intelligence officers for their respective industries. When the Oregon Restaurant & Lodging Association (ORLA) first came into existence back in 1932 (the two associations merged in 2010), it was clear a unified voice was needed to represent the needs of hospitality businesses across the state. Far too often, elected officials who in many cases serve in a volunteer civic capacity, have little time to become experts on all policy decisions crossing their desk. Imagine a world where elected officials had no organized industry voice to turn to while making policy decisions for their constituents. That world would be rife with unintended consequences and short-sighted decision making.

Although our mission has evolved subtly over time, ORLA remains focused on improving, protecting, and promoting over 10,000 foodservice and 2,500 lodging locations across Oregon. These operations remain in business even after Covid unleashed its ferocious blow on an industry reliant on in person experiences. When considering both openings and closures, we estimate Oregon lost a net of 750 restaurants because of the pandemic, a number much smaller than originally anticipated but still devastating to economic ecosystems across the state.

Of all our existing locations, ORLA currently has a little over 3,000 who have chosen voluntarily to join their statewide association in support of our mission. It is clear the secret is out on Oregon as our population continues to grow with its geographic position between California and Washington. The state benefits greatly from its high qualify of life and diverse topography. You would be hard pressed to find a state with mountain ranges, a world-famous coastline, high deserts, and vast river and lake systems highlighted by the Columbia Gorge. As the state’s population grows so do the opportunities for additional foodservice and lodging pursuits. We are fortunate to have a state association which continues to slowly grow in its size and scope with 16 full time professional staff dedicated to the work.

The hospitality industry here in Oregon is at a crossroads with a growing market of independent small operators determined to provide choice to their guests. The explosion of choice feels like the options we now have when turning on a television. Instead of a handful of channels, we have immediate access to hundreds in addition to what seems like a limitless supply of streaming content. The same dynamics are at play in the hospitality industry. On one hand, lodging brands have greatly expanded to provide more choice for the traveler. On the restaurant side, we continue to see innovative business models emerge including app-based ordering, ping pong bars, and a proliferation of food pods and mobile units. The world looks different when compared to the norm of decades past when the traditional family restaurant dinner was served by the restaurant owners and their staff. 

Online travel agencies (think Expedia and Booking.com) as well as third-party delivery services (like DoorDash and Uber Eats) are creating a highly advanced and complicated environment. Restaurant and lodging establishments have innumerable opportunities to partner with vendors and suppliers in their ultimate goal to make money and provide jobs to others. If an operator is too flippant and not committed to detail, it would be easy to launch a hospitality business without a means for sustaining it. Commission rates for Online Travel Agencies can be considerable for lodging operators and restaurants continue to reel from increasing labor and food costs on top of their own commission payments to third party delivery companies. Too few Americans realize that 95 cents of every dollar they spend in a restaurant goes back into the food, the people, and the place. When you look at the hospitality industry through that lens, one could argue it is one of the more altruistic pursuits an entrepreneur can undertake. Most industries would balk and run the other direction if presented with an average margin of 5% for all their hard work.

The challenges facing operators are real and its our job at ORLA to bring industry transparency to our many elected official relationships. We rely on engaged members to work with our staff to build meaningful, authentic connections with the individuals we elect to office. Without this interplay, there is no connective tissue between the operator struggling to hold onto their limited margin, and the politician looking to raise a new batch of money for their next passion project. Our primary focus at ORLA is building strong working relationships with decision makers in government. By bringing authenticity to the table we are able to lead initiatives to assist our industry in their recovery whether that includes launching legislation allowing a new element to restaurant business models like to-go cocktails, or navigating the legislative system to enact transformative unemployment insurance tax reform for employers. If industry operators need someone to have their back, its our job to be there.

Our expectations for the future center on continued growth and diversification. The Oregon Employment Department projects our industry to be the fastest growing sector through the year 2030. Business models continue to change as operators re-evaluate the labor costs they can afford. With generational change comes the emergence of new trends including the new norm where a customer may not have a server but can still leave a restaurant feeling fulfilled by the high-end food quality and overall experience. Lodging operations are also reinventing themselves with more customized attention to the facilitation of experiences as opposed to the transaction of connecting a guest with a room. We are also starting to see generational change relating to housekeeping services in the wake of climate change with many brands reevaluating protocols for housekeeping services based on the changing perspectives of guests.

Suffice to say a complicated world and a growing array of hospitality options has created an environment whereby the association may now be more relevant than it ever has been. It is our job at ORLA to keep our ear to the ground and stay on top of industry trends and intelligence. It is common for us to share knowledge directly impacting the way an operator makes decisions for their business. It is a true honor to be able to make a real difference in the lives of others. In the association world we have a responsibility to embrace the independence and choice being offered by our members while empowering them to take full advantage of the tools and resources made available to them through their industry associations.

Jason Brandt is the President & CEO of the Oregon Restaurant & Lodging Association. Brandt has served in the role since August 2015 and came to ORLA after serving as the CEO for the Salem Area Chamber of Commerce. Brandt was recently recognized as a recipient of a 40 Under 40 award by the Portland Business Journal for his work representing the hospitality industry during the Coronavirus pandemic.

This editorial was published in Business View Magazine August ​2023 (Volume 10, Issue 8)

​Legislative Session Recap / AAHOA Support for the Foundation / Fire Response Guide

Today is National Hotel Employee Day! Not just today, but every day throughout the year, we express our thanks to all hotel employees – they are the heart of the lodging industry! This year, National Hotel Employee Day comes as hotels across the nation are working to quickly fill nearly 100,000 open hotel jobs. There has never been a better time to join the hospitality industry – with hotels offering current and prospective employees near-historic wages, better benefits, and more flexibility than ever before. Share more about hotel career opportunities in your communities by visiting thehotelindustry.com.

2023 Oregon Legislative Session Recap – The Oregon Legislature adjourned its 160-day session on June 25, 2023. Throughout the session, ORLA’s Government Affairs team focused on several priority bills relating to Oregon's restaurant and lodging industry. View ORLA's recap on the many of the bills we engaged or monitored during the 2023 Oregon Legislative Session.

AAHOA Swings for Foundation Support – The Asian American Hotel Owners Association (AAHOA) held its Northwest Region Charity Golf Tournament on August 14 at the Reserve Vineyard & Golf Club. Since its inception, AAHOA has engaged with local communities by supporting charitable organizations that provide services ranging from education to humanitarian efforts. The Oregon Hospitality Foundation (OHF) was fortunate to be one of the four recipients of the funds raised from this annual tournament this year. We are grateful for the partnership with AAHOA and their shared focus on industry workforce development programs. To learn more about OHF activities, visit OregonRLA.org/workforce blog.
 
ORLA Editorial in National Publication – Earlier this year, Business View Magazine, on online source of news for executives, entrepreneurs, small business owners, and franchisees reached out to ORLA with a request to contribute to their restaurant series. This was an opportunity for ORLA to highlight some of the demographics of our industry, key topics, new developments in the industry, and our role as business advocates. Read ORLA CEO Jason Brandt’s editorial here on page 121: Associations of the Future Must Embrace Independence and Choice.

Best Practice Guide for Fire Response – Always Ready: Fire is the latest in a series of restaurant-specific guides designed to help restaurant owners and operators evaluate their risks and create a fire response plan. This new resource produced by the National Restaurant Association pulls best practices from official sources and restaurant operators including content on risk assessment, insurance, prevention, and communications. Download the guide from the Resource Library available at Restaurant.org. 

Chow Down for Vets! The Portland Kitchen Cabinet is working with Returning Veterans organization again to help engage restaurant operators to participate in the Chow Down for Vets event on November 11. Restaurants will agree to donate a portion of their sales to support local veterans!

Update August 2023:
Although the U.S Department of Labor (USDOL) issued a rule on September 24, 2021 clarifying that managers and supervisors may only keep tips that they receive from customers directly for services that the manager or supervisor directly and “solely” provides, due to increased scrutiny and enforcement by the USDOL, ORLA does not recommend managers and supervisors keep any tips received during service if the establishment has a tip pool system in place.

Because managers and supervisors may set working hours, areas of service, days on or off or other functions related to an employee’s ability to earn tips, to avoid potential lawsuits, fines, penalties or other consequences, ORLA does not recommend managers and supervisors keep any tips received during service if the establishment has a tip pool system in place.

ORLA in the News with U.S. Department of Labor Final Rule on Tip Pooling
A final rule on tip pooling in the United States was recently released on December 22, 2020 and will go into effect across the country on February 20, 2021. The final rule further establishes the legality of overseeing and managing a tip pool that includes staff who do not customarily and regularly receive tips by directly interfacing with a customer. Managers and supervisors are still prohibited from participating in tip pools. The final rule does define further, explaining as follows:
 
“...the final rule defines a manager or supervisor for purposes of section 3(m)(2)(B) as any employee (1) whose primary duty is managing the enterprise or a customarily recognized department or subdivision of the enterprise; (2) who customarily and regularly directs the work of at least two or more other full-time employees or their equivalent; and (3) who has the authority to hire or fire other employees, or whose suggestions and recommendations as to the hiring or firing are given particular weight. The definition also includes as managers or supervisors any individuals who own at least a bona fide 20 percent equity interest in the enterprise in which they are employed and who are actively engaged in its management.”
 
In summary, the final rule simply codifies our collective win advocating for the importance of tip pools. Pages 11 and 12 of the Rule states:
 
“In 2016, a divided Ninth Circuit panel upheld the validity of the 2011 regulations. See Oregon Rest. & Lodging Ass’n (ORLA) v. Perez, 816 F.3d 1080, 1090 (9th Cir. 2016). Although the Ninth Circuit declined en banc review of the decision, ten judges dissented on the ground that the FLSA authorized the Department to address tip pooling and tip retention only when an employer takes a tip credit. The dissent noted that the Ninth Circuit itself had decided in Cumbie that the FLSA ‘clearly and unambiguously permits employers who forgo a tip credit to arrange their tip-pooling affairs however they see fit.’ … In its 2018 response to the petition for a writ of certiorari in the ORLA case, the government explained that the Department had reconsidered its defense of the 2011 regulations in light of the Ninth Circuit’s ten-judge dissent from denial of rehearing in ORLA and the Tenth Circuit’s decision in Marlow … the Department published in December 2017 an NPRM that proposed to rescind the challenged portions of the regulations.”
 
The actual regulation and a summary of the final rule can be found here: https://www.dol.gov/agencies/whd/flsa/tips.

Restaurant Employee Compensation Tools
With tip pooling being legal with back of the house employees, employers may have questions about what their options are. ORLA launched a Restaurant Compensation Solutions Workgroup to review tools being implemented in restaurant operations across the state, including mandatory service charges, tip pooling policies based on sales that assist in compensating kitchen staff, and dual tip lines notating tip options for both servers and kitchen staff. 

Tip pooling policies should be carefully reviewed with counsel before implementation to ensure compliance with all applicable requirements. For more on this subject, click the links below.

• Access the Tip Pooling/Compensation Solutions (ORLA members only; login required)
• Watch on-demand Webinar: Tip Pools and Surcharges (Restaurant Law Center, March 2023)
  
• Read more on Service Charge Guidance  (ORLA, 2019)

Update: December 2019
​A federal spending bill passed in 2018 abolished a 2011 regulation prohibiting tip pooling; managers can now require that servers share tips with kitchen staff in states where employers do not take a tip credit. This change allows tip sharing among both customarily and non-customarily tipped employees in Oregon, including dishwashers and cooks. Managers, supervisors, and owners cannot participate in the tip sharing. A proposed rule to implement the change has been released as of October 7, 2019; comments were due by December 9, 2019. 

One thing this proposed rule seeks to address is that the words “supervisor” and “manager” were not defined in the 2018 spending bill. This is especially important to our industry since many have hybrid approaches to their service positions. Supervisors and managers in some of Oregon’s smallest restaurant operations commonly serve guests and have participated in front-of-the-house tip pools as a part of a team approach to foodservice.

Prior to this change, the decision to participate in a tip pool was left to employees. For more context on the issue, check out Tipping the Scales (Oregon Business, April 2018). The Bureau of Labor and Industries (BOLI) FAQ may answer any additional questions regarding tips at Oregon.gov/BOLI.

Resources/News:

• Tip Regulations under the Fair Labor Standards Act (FLSA), U.S. DOL
• Tip Pooling With Back-Of-House Is IN (in Most States); Manager and Supervisor Tip-Sharing Is OUT, Davis Wright Tremaine, April 2018

For additional questions, contact Greg Astley, Director of Government Affairs, at 503.682.4422.

This is for general informational purposes only. The information is not, and should not be relied upon or regarded as, legal advice. Please consult with your legal advisors.

Guest Blog

The leisure and hospitality industry is one of the largest employer pools in the country, employing over 16 million people nationwide. While a lot of progress has been made in this industry to push the talents of those with disabilities, obstacles still exist. Unfortunately, one of the greatest barriers is employers’ assumptions that people with disabilities may not be able to perform certain tasks due to their conditions. This misconception deprives the industry of great talent while denying countless people the chance to pursue fulfilling work. Here are some tips to learn how you can create opportunities for people with disabilities as an employer.

Know Your Responsibilities as an Employer

The Americans with Disabilities Act (ADA) is crucial to promoting an inclusive and accessible workplace, making it unlawful for employers to discriminate against a qualified individual who has a disability. Ensure all aspects of employment are fully accessible, including recruitment, hiring, and training. As an employer, you must engage in an interactive discussion with your employees or applicants to identify and provide reasonable accommodations, making sure those with disabilities can fully participate in your workplace. Don’t assume a candidate cannot perform the requirements of the job due to their disability. By adhering to the ADA’s requirements, you can ensure compliance with state and federal regulations.

Ensure Accessibility Through the Hiring Process

Ensuring compliance with the ADA also requires that your hiring process is accessible to those with disabilities. Embracing online applications is a pivotal move in this direction. By giving your applicants the option to apply online, you’ll break down physical barriers for candidates. Online applications can be tailored to accommodate various accessibility needs, such as screen readers, magnification tools, and keyboard navigation for individuals with visual impairments or mobility limitations. Keep in mind that your online applicants will probably want a PDF filler instead of having to print, fill out, and scan paper documents. Make your job applications available as fillable PDFs that your applicants can fill out and sign online!

Encourage Professional Advancement

According to JobSkills.org, encouraging your employees with disabilities to pursue professional advancement is a win-win strategy that can unlock the full potential of your team. For example, if you run a large chain with an IT department, empowering your employees to pursue an education in technology can ensure a highly-skilled and diverse IT team. With your support and mentorship, your employees can take steps for an online computer science degree, acquiring skills and knowledge they will bring back to your business. Furthermore, offering such opportunities signals to all employees that the company values their growth and is dedicated to building a workforce that reflects the richness of diverse talents and perspectives. 

Align Roles with Individual Strengths

When you hire someone with a disability, try to align their roles with their unique strengths rather than focusing on the limitations of their disability. For example, individuals with great interpersonal skills may thrive in guest services, front desk positions, or concierge roles. In the realm of housekeeping, employees with physical disabilities can be valuable members of the housekeeping staff, contributing to the maintenance and cleanliness of your establishment. For food and beverage roles, identify specific positions that align with the individual’s abilities, such as hosting, taking orders, preparing food, or bussing tables. 

Be sure to prioritize accessibility across all roles by providing the tools and equipment your staff need to do their jobs effectively. For those with hearing or vision challenges, the right software will ensure these employees can complete work on the computer. By recognizing and leveraging the unique strengths of employees with disabilities, and making reasonable accommodations wherever possible, you can create a diverse work environment with a low barrier to entry.

As the leisure and hospitality industry evolves, so must our approach to creating opportunities for people with disabilities. By increasing accessibility through the hiring process, like making applications available online, encouraging the professional development of our staff, and matching employees with roles in which they will thrive, we can maximize the potential of our workforce while unleashing a range of diverse skills and perspectives. | Martin Block

By definition, a captive audience meeting is a mandatory meeting during working hours. Captive audience meetings are an important tool for employers to explain aspects and implications of unionization (and other issues) that might not be readily apparent to many workers. How these meetings are conducted will differ from workplace to workplace.

In 2009, the Oregon Legislature passed SB 519, prohibiting employers from taking adverse employment action against any employee who declines to attend a meeting or participate in communication concerning an employer's opinion about religious or political matters.

Employers should consider their options accordingly. The Council of State Restaurant Associations produced an issue brief that provides valuable considerations for employers. ORLA members can access this brief in the Resource Library by logging in to OregonRLA.org.

Not an ORLA member yet? Visit our Membership page or reach out the ORLA Regional Representative nearest you.

Payroll Tax Referral / Safety Summit / Charity Golf

Salem Payroll Tax Referral – Oregon Business & Industry (our state Chamber of Commerce) is leading an effort to refer a recent 5-4 payroll tax vote of the Salem City Council to the November ballot. This would tax anyone performing work within the Salem city limits at a rate of .814 percent. ORLA has been engaged in this effort through testimony and volunteer signature gathering for effected members within the Salem City limits. Thus far, over 4,000 signatures have been collected to get the payroll tax on the ballot for voter consideration with a goal of 6,000 by August 9 to allow room for collection errors. We haven’t seen a collection effort that has resulted in this many signatures so quickly and our friends at OBI deserve a lot of credit for their efforts. Engage in this effort by visiting letsalemvote.com.
 
Portland Hotel & Restaurant Safety Summit – Downtown Clean & Safe hosted a Portland Hotel and Restaurant Safety Summit at the Nines last week in partnership with ORLA. About 40-50 hospitality industry members were in attendance and armed with concerns and questions. Speakers represented the Portland Police Bureau, mayor’s office, DA’s office, and Multnomah County. Outcomes include the Portland Metro Chamber (formerly the Portland Business Alliance) and ORLA collaborating on drafting 5-6 specific “asks” from the business/hospitality industry that will be presented to city, county, and state leadership. Read more in our new Portland Advocacy Blog.

AAHOA Charity Golf Tournament – The Asian American Hotel Owners Association (AAHOA) is holding a Charity Golf Tournament coming up on August 14 at the Reserve Vineyard & Golf Club in Aloha. One of the four recipients of the funds raised is the Oregon Hospitality Foundation. If your are interested in supporting the charities and can participate on August 14 please visit the Player and Sponsor registration links. 

​Approximately 20% of all employment along the Oregon coast is in leisure and hospitality jobs, making this one of the largest employer groups in the region. This also makes the hospitality industry one of the most important economic drivers along the coast. 

The Oregon Restaurant & Lodging Association (ORLA) and the Oregon Hospitality Foundation are working with three workforce development boards covering the coast to create a Hospitality Industry Sector Partnership in order to support the industry’s workforce development needs. The proposed partnership aims to strengthen the industry by supporting businesses in understanding how to create an environment in which they become known as a great place to work with competitive pay and benefits, and simultaneously educating the public about the career opportunities available within the industry.

Read more about this effort in the project narrative that outlines the statement of need and projected outcomes.

In tandem to this effort, ORLA's President & CEO Jason Brandt will be joining the Statewide CTE Advisory Board, advocating for improved access to market-driven occupations in our school systems across the state. If you want to learn more about this or if you are interested in becoming more involved, reach out to Jason Brandt.

​Guest Blog | Food Waste Stops with Me

As a food service business, you have the power to create a positive impact in your community by donating your excess edible food to local food banks and pantries. Not only does this provide much-needed nourishment to your hungry neighbors, but it also comes with many benefits for your business. In this blog post, we'll explore the advantages of donating your surplus food and how you can establish a program with the help of local government staff.

Support from Local Government 
Setting up a food donation program is a straightforward process, especially when you have the support of local government staff. They can provide technical assistance with donation dos and don’ts, best practices for success and connect you with food banks and pantries in your area, ensuring that your excess edible food reaches those who need it most. By working together, you engage employees to create a strong network of support that uplifts your neighborhood and builds meaningful connections. 

Liability Protection and Tax Incentives
Potential liability issues are among the leading concerns for businesses considering donating their food. Federal and state laws protect you from liability when you donate food in good faith that you believe to be safe and edible (Bill Emerson Food Donation Act and Oregon Good Samaritan Law). Additionally, your business may be eligible for tax incentives provided by the federal government, further reducing any financial burden and encouraging participation in food rescue programs.

Prevent Waste, Benefit the Environment 
The hospitality industry generates a significant amount of food waste. By taking proactive measures to prevent avoidable waste by donating your excess abundance, you contribute to a healthier environment. Not only can this act of kindness save you money on disposal fees, but it also promotes goodwill for your business. Embracing sustainable practices like sharing extra food and ensuring it is not unnecessarily wasted showcases your commitment to making a difference in your region.

Enhancing Your Reputation and Community Engagement 
Not only is donating food a responsible and compassionate choice, but it also boosts your business's reputation. When your customers see your dedication to giving back, they view your establishment as one that cares about its most vulnerable community members. This supportive act can increase customer loyalty, improve employee satisfaction and influence others in your industry to follow your lead. 

Launch your food donation program today- it’s easy and rewarding! Visit FoodWasteStopsWithMe.org to learn more or to request assistance from a local food waste reduction specialist. 

SHARE YOUR STORY!
Does your business have a successful donation program going? Share your experience to inspire other companies to follow in your footsteps! Click here and submit your Success Story- we can’t wait to hear from you!

Food Waste Stops with Me is a collaboration between Metro, the Oregon Restaurant & Lodging Association, the Oregon Department of Environmental Quality, and city and county governments to help food service businesses reduce food waste.