![]() In the fast-paced world of restaurants and hospitality, finding well-trained, motivated employees can be a challenge. At Stone Soup PDX, we’re addressing this need while also creating powerful opportunities for people who are often overlooked in the workforce. Stone Soup PDX is a nonprofit culinary training program based in Portland, Oregon. Our mission is to empower individuals facing employment barriers—such as housing instability, past incarceration, and recovery from addiction—through hands-on training in a supportive, real-world kitchen environment. We help participants build not only the technical skills they need to succeed in a foodservice career, but also the confidence, professionalism, and community connections that lead to long-term employment. Since launching in 2018, we’ve trained over 200 participants and served more than 250,000 meals to our community. Our new café, which opened in Montavilla in June 2025, serves as a public-facing training ground where participants can apply their skills in baking, barista service, front-of-house operations, and café management. The café also provides an opportunity for neighbors to get to know our mission—one pastry or coffee at a time. Why It Matters to ORLA Members Our graduates are job-ready and eager to work. They’ve completed a rigorous 12-week training program that includes:
Every participant receives a weekly stipend, wraparound support from case managers, and individualized employment placement services. This investment pays off: over 75% of our graduates secure employment or paid internships upon graduation. But here’s where you come in: We’re always looking to partner with local employers who are willing to give our graduates a shot. What We Hear from Employers Employers who have hired Stone Soup PDX graduates often comment on their strong work ethic, eagerness to learn, and ability to thrive in team settings. Many have experienced firsthand the benefits of hiring someone who’s deeply motivated to succeed and grateful for the opportunity. One of our employer partners recently shared, “Hiring a Stone Soup graduate was one of the best staffing decisions we’ve made. They came in ready to work and eager to contribute. It’s clear they were set up for success.” How to Get Involved We’d love to connect with ORLA members interested in being part of this community-centered solution to Oregon’s hospitality workforce challenges. Here are a few ways to engage:
If you’re interested in learning more, please reach out to us at [email protected] or visit www.stonesouppdx.org. Together, we can help people build careers—and help Oregon’s restaurants and lodging businesses find the dependable, skilled team members they need to thrive. Stone Soup PDX is a community-based organization helping build economic stability for people facing barriers to employment through hands-on culinary training and our community meals program.
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![]() The Reality of Public Demonstrations In the hospitality world, we’re accustomed to preparing for many kinds of events, from conferences and weddings to storms or wildfires. But one type of event that often catches businesses off guard is the public demonstration. Peaceful protests are a normal and important part of civic life. They can also bring unpredictability: sudden street closures, large crowds, or tense moments that impact nearby hotels and restaurants. In recent months, cities across the country, including several in Oregon, have seen more frequent public gatherings, marches, and protests. While many remain peaceful and well-coordinated, others can strain local infrastructure or escalate in ways that affect the safety of employees and guests. For operators in walkable downtowns, tourism districts, or urban neighborhoods, the presence of a demonstration just outside your door can spark tough questions: Should we stay open? What if employees feel unsafe? What do we tell guests? How do we prepare for crowd flow or disruptions—especially when it's 95 degrees outside and folks are looking for respite? This guide isn’t about politics…it’s about practical preparation. It's designed to help hospitality leaders and frontline staff stay calm, stay safe, and stay operational when the unexpected happens just outside their lobby or dining room window. Whether you're managing a small inn, a waterfront café, or a multi-property hotel group, having a plan in place can help protect your people, preserve your reputation, and minimize disruption. Read on for clear, adaptable strategies you can use to prepare your business, support your team, and maintain the high level of service your guests rely on—even during times of public unrest or uncertainty. ![]() Section 1: Situational Awareness and Planning Ahead The best way to manage disruption is to anticipate it early. That begins with building situational awareness into your routine. 1. Plug into Local Information Channels Stay informed through a combination of official alerts and community-based updates. Useful sources include:
Increasingly, platforms like TikTok, Instagram, and Twitter/X are where protest plans, crowd movements, and road closures are posted in real time. These updates can help you anticipate if and how your block might be affected. You don’t need a dedicated team member to monitor these feeds constantly—but it helps to have a manager or trusted employee who knows what to watch for and can pass along key updates to leadership. 2. Know Your Geography of Risk Understanding where you are in relation to likely gathering spots will help you gauge your level of exposure. Consider whether your business is near:
Some areas are more likely than others to see large demonstrations—and knowing that in advance helps tailor your response plan accordingly. 3. Build a Simple Risk Matrix Even a basic internal framework can help teams make calm, informed decisions. For example: ![]() This doesn’t predict outcomes, but it gives your team a shared language to guide timely decisions. 4. Make Operational Calls Early If your location might be affected, it’s best to make operational decisions, like adjusting hours or staffing levels, as far in advance as possible. Waiting until a crowd is already forming adds stress and reduces your flexibility. Ask yourself:
Being decisive early shows professionalism and care, both internally and externally. 5. Maintain a Calm Flow of Information Rather than assigning someone to make real-time decisions, focus on ensuring that your leadership team is well-informed. Build communication routines that allow team members to flag concerns quietly and without panic to the person who typically makes operational calls. This keeps the business grounded and responsive without overcorrecting. Section 2: Protecting Staff and Guests No amount of planning fully removes the stress of leading during a crisis—but having a framework for action can help you respond with clarity when time is short and stakes are high. Demonstrations, especially when they grow unexpectedly or escalate, can create serious safety concerns and logistical barriers. Transit routes may shut down. Guests may be off-property and unreachable. Staff may be frightened or caught between competing obligations. The goal isn’t perfection…it’s prioritization. Start with a Clear Hierarchy of Needs When things get chaotic, decision-making should follow a basic internal order:
Every operator makes judgment calls in the moment. You may need to break your own rules. What matters is that your team trusts your priorities and your guests feel cared for—even if plans change minute by minute. Brief Your Team, And Keep the Door Open For Further Communications If there’s time to prepare, hold a pre-shift meeting. Walk through:
If time is limited, or things escalate suddenly, focus on open lines of communication. Staff should never feel like they have to guess what leadership wants in a crisis. Address Commutes and Mobility Risks Transit is often the first system to break down. If a demonstration disrupts streets, trains, or rideshare access:
Every area is different. In dense, urban neighborhoods with narrow streets, what works in one city may be impossible in another. Flexibility is key. Control Access and Calm the Space If the building becomes a safe haven—or a target—you’ll need to control the flow of people:
If crowds begin forming outside your business, guests and team members may become anxious. Create a sense of calm by keeping the space tidy, dimming lights slightly, offering water, and staying visibly composed. Offer Water, Shade, and Support to Your Team & Guests If your staff or guests will be outside at all, stock extra:
In extreme heat, even five minutes outside can lead to discomfort or health issues. Think of these supplies as a hospitality-first way to show care while keeping operations running smoothly. Support and Debrief When it’s over, whether things escalated or passed peacefully, your team needs a moment to exhale. Hold a short debrief:
Leadership means taking responsibility in the moment, and creating space afterward to reflect. That’s how plans get better, and trust gets built. When the Plan Runs Out – A Real Moment from the Field Section 3: Physical and Operational Preparedness
When tension runs high outside your doors, preparation can’t solve everything—but it can buy you time, options, and peace of mind. This section focuses on the third and fourth levels of the hierarchy of needs: securing your property and preserving operations, without compromising safety. 1. Prepare the Physical Space During demonstrations, especially large or unexpected ones, damage is rarely intentional—but it can happen. Steps to consider:
Even if nothing happens, walking through this process helps your team feel grounded and proactive. 2. Make Digital Resilience Part of Your Plan If staff can’t reach the property, or if service is interrupted mid-shift, a mix of digital systems and analog documentation can keep you afloat.
Build in redundancy—printable reservation lists or menus can bridge gaps if systems go down. 3. Expect Supply Chain Disruption During protests or closures, deliveries may be delayed. Build in flexibility:
Extreme heat can compound these problems. Consider extra cold storage and fans to protect perishables and people. 4. Maintain Operational Continuity Where You Can Staying open can send a message of confidence and calm—but not at the expense of safety or morale.
Section 4: Communicating with the Public In moments of unrest, communication becomes as important as operations. Clear, neutral messaging helps prevent panic and builds trust. 1. Know Your Audiences When you are communicating with:
2. Use Calm, Neutral Language Avoid loaded language, political commentary, or assumptions. Stick to:
3. Anticipate Common Questions Prepare staff for:
Consistency in answers prevents confusion. 4. Prepare Message Templates
5. When in Doubt, Say Less—But Thoughtfully If the situation is unclear: "We’re aware of nearby activity and are assessing potential impacts. Safety remains our top priority. Updates will be shared as needed." Short, measured messaging shows calm leadership. Section 5: Conclusion – The Role of Hospitality in Civic Life Hospitality businesses are built to welcome the public. But during unrest, that openness can feel like vulnerability. Leadership in these moments means protecting people, staying grounded, and responding with care. We can’t predict every disruption, but we can prepare—and commit to a hierarchy of needs:
Real-time decisions won’t always be perfect. But if they’re grounded in values, your team and guests will remember the intention. Hospitality doesn’t mean ignoring what’s outside your doors. It means responding with grace when it shows up. With preparation and flexibility, your business can stay safe, your team steady, and your guests cared for. That’s what builds long-term trust—in your leadership, and in our industry. | Rebecca Donley, Oregon Hospitality Foundation ![]() This May, the Oregon Hospitality Foundation was very busy on the coast inspiring students to start a career in our industry. Over the past month, we traveled to Neah-kah-nie, Tillamook, and Nestucca High Schools, speaking to student groups about all that the industry has to offer. Though each school had a wonderful audience, Nestucca’s group belonged to the very first cohort of their new High School Hospitality and Tourism Management Program (HTMP). This pilot course combines in-class instruction with hands-on learning at local businesses in a unique and effective way. The Schooner, one of the participating businesses, not only gave the students a stellar in-class presentation about the restaurant industry on the Oregon coast but also allowed them to work in their restaurant. Serving as employees for the day, they got a real taste of the business by greeting guests, serving tables, and washing dishes on-site. Over the term, the class was filled with experiences like this one spanning many different branches of the tourism industry. As we speak to different schools across the state, we hope to teach students about the hospitality industry in the same incredible way that Nestucca is. After seeing all that HTMP has to offer at Nestucca High School it is clear why continued support of this program is important. We at OHF hope to see and support the establishment of more courses just like this one all over Oregon. Want to learn more about how to get involved with our workforce development initiatives? Shoot me an email. | Ella Sturdevant, Oregon Hospitality Foundation |
AuthorsThe Oregon Hospitality Foundation (OHF) team includes Courtney Smith, ProStart Manager, Ella Sturdevant, Workforce Development Coordinator, Rebecca Donley, Hospitality Sector Strategist, and Jason Brandt, President & CEO (ORLA) / Foundation Board Member. Archives
June 2025
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