The hospitality industry depends on people—passionate employees who bring experiences to life and dedicated employers who foster environments for growth and satisfaction. Our recent Employee Voices Survey and Owner/Operator Survey, which gathered responses from the Oregon Coast hospitality industry, revealed insights that extend beyond the coast and across the entire state. By understanding employee needs and offering meaningful benefits, employers can create stronger, more resilient workplaces—and reap substantial rewards in return.
 
The Power of Benefits in the Workplace
Employees consistently highlight the importance of benefits like retirement plans, health insurance, and opportunities for career growth. These aren’t just “nice-to-haves”; they’re fundamental to creating workplaces where employees feel valued and supported. Yet, many employers struggle to align their offerings with these needs. Why does this matter? Because offering benefits doesn’t just help employees—it directly benefits employers as well.

At the heart of this is a psychological principle: reciprocity. When employees perceive that their employer invests in them—through benefits, training, or work-life balance—they are more likely to invest their effort and loyalty back into the organization. This creates a cycle of mutual support, which translates into tangible business outcomes.
 
Beyond Retention: How Benefits Help Employers
While retention is a well-known benefit of offering robust employee perks, the advantages extend far beyond that:

1. Enhanced Productivity: Employees who feel secure and supported—through benefits like health insurance and retirement plans—are less likely to be distracted by personal stressors. A worker who doesn’t have to worry about medical bills or their financial future can focus more fully on their role. For example, an employee enrolled in a 401(k) plan with employer matching might feel a sense of financial stability, allowing them to perform at their best daily.
2. Improved Team Morale: Offering benefits fosters a sense of fairness and equity within the workplace. When employees see that their organization provides for their well-being, they are more likely to feel a sense of belonging and pride in their work. A team with high morale is better able to weather challenges, adapt to changes, and work collaboratively to create exceptional experiences for guests.
3. Attracting Top Talent: Job seekers increasingly prioritize benefits when evaluating potential employers. A company that offers competitive health insurance, flexible scheduling, and retirement plans stands out in a crowded job market. This not only brings in higher-caliber candidates but also reduces the time and resources spent on recruitment.
4. Reduced Absenteeism: Employees with access to healthcare are more likely to seek preventative care and address health issues early, reducing the likelihood of prolonged absences. Similarly, offering mental health support—whether through insurance or workplace programs—can help employees manage stress and maintain their productivity.
5. Stronger Employer Reputation: In an industry where word-of-mouth is critical, a reputation as a caring employer can be a powerful asset. Employees who feel valued are more likely to speak positively about their workplace, helping to attract not only new hires but also loyal customers and guests who value ethical business practices.

 
Connecting the Dots: Employee Benefits as a Business Investment
For many employers, offering robust benefits can seem daunting, particularly for smaller businesses. However, it’s essential to view these offerings as investments rather than expenses. Benefits aren’t just a cost center—they’re a means to build a more engaged, productive, and stable workforce.

Consider this example: one employer reported a dramatic increase in 401(k) participation when shifting from an opt-in to an opt-out system. This small administrative change significantly boosted employee engagement with the benefit. The lesson? Simplifying access to benefits can amplify their impact, ensuring employees take full advantage of what’s offered.

Similarly, while healthcare and retirement plans often come to mind first, benefits that enhance work-life balance—like flexible scheduling or paid time off—can be just as powerful. An employee who can take a mental health day or adjust their schedule for family needs is not only more satisfied but also better equipped to perform at their best.
 
A Statewide Perspective
Although our surveys focused on the Oregon Coast, the lessons learned are relevant statewide. Hospitality businesses across Oregon face similar challenges in recruiting, retaining, and engaging employees. By prioritizing benefits that address these needs, employers can build workplaces where employees and businesses thrive together.

If you’re an Oregon Coast hospitality employer and want to share your perspective or learn more about the surveys, please reach out to me at [email protected]. Together, we can continue to strengthen our industry for everyone it serves. | Rebecca Donley, Oregon Hospitality Foundation

The workforce system in Oregon represents an excellent avenue for industries to grow interest and competency among their present and future employee bases. A major Oregon Hospitality Foundation (OHF) objective is to become more integrated into this system on behalf of the hospitality industry. Our goal is to connect members with programs and funding that will help strengthen their current and future labor force. As a first step in this process, we have attended events hosted with and by Oregon's nine workforce boards to learn, connect, and gather essential information about the opportunities available in that space. In addition to our continued conversations with many of the boards, OHF has shown presence at the following events:

The Rendezvous 
The Oregon Employment and Training Association (OETA) is an organization dedicated to creating leadership and training opportunities for Oregon's workforce professionals. This year at their annual conference, The Rendezvous highlighted the hospitality industry in one of their scheduled sessions. Hosted by the National Restaurant Association, this session focused on the value our industry brings to the workforce and why we should actively create hospitality workforce partnerships.
  
You Can Be a Change Agent 
Another event hosted by the OETA, You Can Be a Change Agent, was an interactive webinar focused on assisting individuals in becoming successful employees. One of the primary takeaways from this training is understanding what drives people to work based on their life circumstances and how to use this information to bolster employee outcomes. There were many illuminating lessons to be learned about how the foundation can better market hospitality jobs to the greater workforce. 

Oregon Talent Summit 
The Oregon Talent Summit is an event hosted by Oregon's Workforce Talent and Development Board. At this multi-day event, leaders from business, workforce, community-based organizations, education, and economic development convened to discuss critical workforce and education trends. Many breakout topics were discussed including the rise of AI and its impact on future jobs and the current decline of traditional 4-year post-secondary education. As OHF continuously looks for ways to support the hospitality workforce, all the information gleaned at this conference will provide powerful insight. 

Want to learn more about how to get involved with our workforce development initiatives? Contact Ella Sturdevant​. 

Preliminary Findings from Ongoing Research
In today’s evolving workplace landscape, diversity and inclusivity cannot be just buzzwords. They are essential elements for fostering a thriving organizational culture. At the forefront of addressing employment challenges in the Hospitality Industry on the Oregon Coast, the Critical Jobs DOL Research Grant project is actively gathering data to understand workforce dynamics, particularly concerning diversity perceptions across different wage ranges within our industry. These insights reveal critical areas that need attention to build inclusive workplaces. 

The following insights are preliminary findings from our Owner/Operator survey and may not yet reflect the full scope of diversity within organizations. As we continue to gather data, we anticipate further refining our understanding and providing updated insights.

Perception vs. Reality: The Wage-Diversity Divide
The data gathered thus far reveals significant disparities in how workforce diversity is perceived across various wage levels. Here’s an overview of the initial findings:

• Entry-Level Staff: Employees earning under $15 per hour overwhelmingly perceive their workplace as reflective of community diversity. However, perceptions shift among those earning over $22 per hour, with 50% feeling that diversity is lacking.
• Mid-Level Staff: Similarly, staff earning $15-$20 per hour believe their workplace reflects community diversity. Yet, this perception diminishes among those earning over $30 per hour, where 50% perceive a lack of diversity.
• Executive-Level Staff: The perception of disparity is pronounced at the executive level. While executives earning under $20 per hour believe their workforce is diverse, 71% of those earning over $50 per hour believe diversity is lacking.

These findings suggest that higher wages correlate with a decreased perception of workforce diversity. 

Identifying the Core Issues

• Perception Bias with Wage Increase: As employees advance in wage levels, their perception of diversity within their organization changes. This may indicate that there is less diversity at higher wage rates, suggesting that diverse employees are not being promoted or hired into higher-paying roles.
• Visibility and Representation: Entry-level and mid-level employees may have more direct interactions with a diverse workforce, influencing their positive perceptions. Conversely, executives at higher wage levels may have a narrower view of diversity, potentially overlooking efforts at other organizational levels.
• Impact on Organizational Culture: Disparities in diversity perception across wage ranges can impact organizational culture. Perceived lack of diversity among higher-paid employees may lead to disengagement, decreased morale, and hindered innovation. Addressing these perceptions is critical for fostering an inclusive workplace culture.

Addressing the Challenges: A Path Forward
To bridge the gap in diversity perceptions and create an inclusive workplace, proactive steps should be considered:

• Enhanced Communication and Transparency: Increase transparency about diversity initiatives and outcomes across all organizational levels. Regularly communicate progress and involve employees in shaping diversity strategies to ensure inclusivity.
• Diversity Training and Awareness Programs: Implement mandatory diversity training focused on understanding biases and fostering inclusive behaviors. Tailor programs to address the needs of employees at different wage levels.
• Promotion of Diverse Leadership: Actively support and promote diverse leadership at all organizational levels. Ensure decision-making processes reflect diverse perspectives to enhance organizational innovation.
• Accountability and Measurement: Establish clear metrics to measure diversity efforts. Regularly assess progress and report findings to hold leadership accountable for fostering a diverse and inclusive workplace.
• Celebration of Diversity: Celebrate cultural diversity through events, recognition programs, and internal communications. Encourage employees to share their backgrounds and perspectives to foster mutual understanding.

Join Us in Fostering Diversity
As we continue to gather data through our ongoing research, we look forward to refining our understanding and providing updated insights. Collaboration is key to advancing diversity initiatives in the Hospitality Industry on the Oregon Coast. If you are interested in getting involved or know of ongoing initiatives, please reach out to Rebecca Donley or call/text at 714.483.6542. Together, let's build workplaces where diversity thrives, and everyone feels valued and empowered.

Diversity enriches organizational dynamics, driving innovation and success. By embracing diversity, organizations can lead by example in their industries and foster positive change. | Rebecca Donley, Oregon Hospitality Foundation

As the 2023-2024 academic year ends, so does the busy season for career fairs. Over the past few months, Oregon Hospitality Foundation (OHF) has been keeping tabs on the many career events that have been happening across Oregon. After kicking off the season with the statewide NW Youth Careers Expo, OHF also represented the hospitality industry at a few more localized events. 

Coastal Career Fair: Florence, OR
On April 25, the Oregon Hospitality Foundation landed on the Oregon Coast to participate in the Florence Coastal Career Fair. There, we educated community members about the hospitality industry. However, OHF was not the only major player representing hospitality at this event. In addition to tabling alongside a few other hospitality businesses, we had the unique opportunity to sit in a room with these coastal restaurant and hotel operators to discuss their current workforce challenges. Among the topics we discussed was the affordable cost of living for employees, especially given the seasonal nature of the work in this region. Additionally, there was mention of a relatively new struggle to inspire younger generations to work. Many of us remember hospitality being our first introduction to the workforce, whether it be at an after-school or summer job. Anecdotally, the businesses we spoke to mentioned that young people in their communities don't have as much interest in the entry-level opportunities they have to offer. All these challenges are the current focuses of the many projects on the Foundation's docket. If any of these topics strike a chord, please use the contact information at the bottom of this post to get involved. 

Career Exploration Day and Job Fair: Tillamook, OR
At the previous event in Florence, we discussed the importance of inspiring youth to work in hospitality. A key part of addressing this call to action is getting involved in educational settings and student-directed career events. On May 15, OHF attended one of these events hosted by Tillamook Works. Businesses were asked to show students what a job in their field was like to an audience of grades 6-12 students. Among the students who approached the Foundation's booth with questions, many expressed their aspirations to work a summer hospitality job. For future events, this may present an opportunity for hospitality businesses looking to hire to attend a local event alongside OHF. 

Career Exploration Day: Seven Oak Middle School, Lebanon, OR
On May 31, Seven Oak Middle School invited businesses to bring career instruction directly to the classroom. As the Workforce Development Coordinator for ORLA, I got the opportunity to speak to students about my career in hospitality and use it as a tool to advocate for the essential job skills that one can learn by working in this field. Speaking at Seven Oak Middle School is one of my highlights from this career fair season. The students were interested and engaged, and it showed in the dialogues that we shared. 

Career Highlight Night- PK Park, Eugene, OR
Just because the career fair season is ending does not mean that community engagement opportunities are as well. This summer on Sunday, August 18, Lane Workforce Partnership, Collaborative EDO, and Workforce Oregon are partnering with the Eugene Emeralds to host an event that brings career education to the public. At PK Park, just before a baseball game, local employers will gather to increase their visibility and gain valuable connections. Learn more.

Want to learn more about how to get involved with our workforce development initiatives? Consider volunteering for guest speaking opportunities and job shadows, participate in job/career fairs, or offer experiential field trips. Contact Ella Sturdevant.

​​The Oregon Coast hospitality sector is at a pivotal moment. In partnership with the Lane County, Northwest, and Southwest Workforce Boards, we are diligently working on the Department of Labor Critical Jobs grant project. This initiative is designed to align our employment opportunities with the Department of Labor’s (DOL) Good Job Principles and to develop actionable solutions to the challenges faced by our industry. Your participation is crucial to our success.

Participate in the Survey: Your Voice Matters 
To gain a comprehensive understanding of the current employment landscape, we are conducting detailed owner/operator and employee surveys. As of now, we have received 32 responses to the owner/operator survey, and we need at least 60 to meet our target. If you haven't completed the survey yet, please do so here: Owner/Operator Survey.

For employees, we have created a similar survey to capture insights across all levels of the workforce. Employers, please share this link with your employees: Employee Survey.

Focus Groups Insights
We have hosted two focus groups so far—one in Seaside and another in Lincoln City. In Seaside, the intimate discussions provided valuable insights. The Lincoln City session was well-attended, with in-depth conversations highlighting the struggles with affordable housing and the challenges of the lean winter months. These sessions are instrumental in understanding the core issues affecting our workforce.

White Paper Development Helps Chart the Path Forward
Our team is diligently drafting a white paper, set to be submitted to the Department of Labor March 2025. This document will outline the challenges identified through our research and propose recommendations to support both employers and employees. Our goal is to elevate the entire coastal hospitality sector by sharing best practices and securing an implementation grant to bring these solutions to life.

Collaboration Opportunities: Join Forces for Greater Impact
We are actively seeking collaborations with organizations addressing key issues such as housing, childcare, employee training, substance abuse, and mental health care. If you know of any initiatives or individuals working in these areas, please introduce them to us. Your connections can significantly bolster our efforts.

Supporting Positive Impact Programs Through High School Work Experience
In addition to our grant project, we are supporting initiatives like the high school work experience program developed in conjunction with the Oregon Coast Visitors Association. This program provides valuable paid work experience for students, covering wages, PPE, and travel expenses. If you have businesses from Rockaway Beach to Newport and would like to participate, please let us know.

Moreover, we are always looking for additional programs that can positively impact our sector. If you have ideas or know of existing initiatives that align with our goals, please reach out.

Your Engagement is Essential!
The success of the DOL grant project hinges on the active participation and support of our community. We encourage you to complete the surveys, participate in focus groups, and engage with us to explore collaborative opportunities. Together, we can create a thriving hospitality sector on the Oregon Coast.

Thank you for your continued support and dedication. | Rebecca Donely, Oregon Coast Hospitality Sector Workforce Strategist

​On March 19, 2024, the Portland Convention Center was full of bright young students looking to learn from the many career exhibitors that lined the space. The NW Youth Careers Expo drew over 6,000 high school students and educators from around Oregon to connect with their local job market. Representing the Hospitality Sector at this event was the Oregon Hospitality Foundation in partnership with Chemeketa Community College Hospitality & Tourism Management program.

Hospitality is the backbone of all the fun and memorable experiences that touch our lives. Choosing a hospitality career not only means becoming a piece of that experience, it also means taking a career path that teaches professional skills, provides growth trajectories, and offers diverse opportunities. The industry is also very accessible with low barriers to entry, and it welcomes people irrespective of their choice to pursue higher education. This is the very picture of hospitality that we are trying to paint for students, and it is these messages that we were echoing to the expo attendees. 

The reactions from the students at the event were very positive. Many showed interest in a hospitality career and were engaged in learning about the industry. Of those students, there was an encouraging amount who, with conviction, stated that this industry was their passion. From the voices of event planning staff to attendees, the sentiment has remained the same: Hospitality voices are wanted and needed at these events. As I looked around at the other exhibitors I saw big trucks, synchronized dance teams, and animated displays drawing students in by the dozens. Seeing this made me think of the potential impact that our industry could make at events like these. Hospitality is full of exciting stories, colorful visuals, and tactile experiences. 

In the future, I hope to rally many more owners and operators to bring their hospitality industry knowledge and opportunities to our growing workforce. 

Last fall, Lane Workforce Partnership, in collaboration with Southwestern Oregon Workforce Investment Board, Northwest Oregon Works, Oregon Coast Visitors Association, and the Oregon Restaurant & Lodging Association (ORLA) announced their successful joint application for a Department of Labor Critical Jobs Sector Planning Grant was awarded. ORLA has hired a new Coastal Sector Strategist for this important work, and Rebecca Donley will be working full time for ORLA and the Oregon Hospitality Foundation through the duration of this grant award.

Rebecca comes from the hospitality industry and is very passionate about our mission to address the workforce needs of Oregon's restaurant and lodging industry. We asked her to share a little bit about herself:

While embarking on my professional journey, I unexpectedly found my passion in the unlikeliest of places – the front desk of a local hotel. What began as a pragmatic decision to balance work and full-time schooling turned into a transformative experience, unveiling a vibrant world where each guest interaction shaped my understanding of hospitality. In fact, after I graduated, I left the hotel to work for a design firm, only to discover that my heart truly belonged to the hospitality industry. I came right back to the hotel and passionately embraced learning whatever I could. Leadership roles became my platform for contributing to this amazing industry.

Navigating roles in Housekeeping, Banquets, Event Planning, Food & Beverage, and Spa Management, I not only honed my skills but orchestrated notable achievements that elevated the guest experience. From implementing streamlined processes to spearheading successful projects, these experiences became pivotal moments in developing my diverse background. This journey, marked both by proud moments and humbling opportunities to learn, has given me a unique understanding of the challenges and opportunities present here on the Oregon coast.

After the disruptive shockwave of Covid swept through our industry, it left a profound impact on me and the teams under my management. The deep sense of responsibility I felt towards my people was coupled with a feeling of helplessness in the face of this unprecedented disaster. It was during these challenging times that I resolved to leverage my experiences and expertise not only to enhance the experiences of our guests but also to support the individuals working tirelessly behind the scenes.

In response to the crisis, I actively sought out ways to contribute and make a meaningful difference in the lives of those affected. This period of reflection reinforced my belief in the transformative power of the hospitality industry and the importance of fostering resilience.

Ultimately, it became clear to me that my skills and leadership could be a catalyst for positive change, not only within the walls of the hotel but also in the broader community. This realization fueled my eagerness to transition into a role where I could have a lasting impact. In my quest for this meaningful role in the non-profit sector, the posting for the Oregon Coast Hospitality Sector Strategist appeared like a beacon. It wasn’t just a job opportunity; it was a calling that resonated with my values and aspirations. 

Joining ORLA as the Oregon Coast Hospitality Sector Strategist is not just a career move, it’s a pivotal moment where my passion converges with an opportunity to shape the very industry that defines my professional calling. The prospect of actively shaping the hospitality landscape and fostering meaningful connections aligns seamlessly with my true professional purpose.

Beyond my professional endeavors, my love for travel, DIY projects, and tending to my backyard farm enriches my life. Restoring my 1951 home is a personal project that mirrors my appreciation for preserving history while embracing modern hospitality trends. These moments of inspiration and recharging not only contribute to my personal growth but also influence my approach to hospitality.

This new chapter embodies a holistic alignment of values, education, and an unwavering passion for hospitality. As I step into my role at ORLA, I bring with me a track record of achievements, a commitment to continuous learning, and a belief in the power of collaboration. Together, let’s not just navigate the challenges but proactively shape the future of hospitality. I look forward to the exciting journey ahead and welcome the opportunity to collaborate with like-minded individuals who share our vision for a vibrant and transformative industry. – Rebecca

Want to learn more about the Critical Jobs Sector Planning Grant or the work Rebecca Donely is embarking on? Contact her via email or at 714.483.6542.

Over the last year, a task force of ORLA members has been collaborating with the Oregon Department of Education (ODE) to develop a curriculum guideline and resource designed to prepare Oregon students statewide for careers in our industry. As the focus on Career & Technical Education (CTE) in our schools has expanded, the large numbers of high-wage, high-demand jobs that the Hospitality & Tourism industry generates has drawn attention from education leaders responsible for developing Oregon's future workforce. 

Many of this Blog's readers are familiar with ProStart, the culinary arts program, which is an example of a CTE program of study. In this new project, we have widened the lens to include career pathways in lodging, foodservice, travel/tourism, and event management to more fully represent the broad range of opportunity that our industry provides. The hope is to expand the future pipeline of Hospitality & Tourism managerial candidates as the industry will need to maximize its growth potential.

The next phase involves rolling out these new guidelines and resources to Oregon's K-12 school districts and the State's College and University system. This will begin with the Oregon Association of Career & Technical Educators (OACTE) conference this April in Portland. The Oregon Hospitality Foundation (OHF) is working closely with ODE and OACTE to make sure that ORLA member involvement in the design process is driving effective classroom instruction and the adoption of these additional career pathway courses by school districts statewide.

Let us know if you want to see more hospitality and tourism industry classes in your local schools. Please contact the Oregon Hospitality Foundation if you want to participate, get involved, and stay informed. | Eric Aebi MBA, CHBA, Chemeketa Community College Hospitality & Tourism Management Dept.

At the Oregon Hospitality Foundation (OHF), we believe in the importance of investing in long-term workforce outcomes, and we do this in part by continuously informing and inspiring students to engage with the hospitality industry. We cannot be successful with these efforts without also being able to share the real perspectives and stories of industry professionals. 

One way industry members can connect with younger generations looking to enter the workforce is by participating in career fairs. The Northwest Youth Careers Expo will be hosting an event on Tuesday, March 19, 2024, at the Oregon Convention Center in Portland. This is an incredible opportunity for us to come together as an industry and showcase why hospitality is a great investment into these students’ careers.
 
This annual community event attracts 6,000 high school students and educators from around Oregon, as well as the region's leading employers and postsecondary partners, such as Intel, Nike, Boeing, the city of Portland, Kaiser Permanente, OHSU, and many more, hosting 200+ booths and hands-on demos. The Expo is a fun, efficient way to educate students and teachers about career paths within hospitality, as well as about ways to earn work experience through part-time or summer jobs.
 
To learn more about the Expo, sponsor and exhibitor opportunities, and participating schools, visit Portlandworkforcealliance.org/our-work/expo. You can contact the Portland Workforce Alliance at [email protected] with any questions.
 
As the new Workforce Development Coordinator for the Oregon Hospitality Foundation, my goal is to learn more about our members and the struggles they face in the workforce space. I am also searching for members who are willing to engage with schools in speaking or mentorship capacities. If you are interested in setting up a meeting, please shoot me an email at [email protected]. | Ella Sturdevant, Oregon Hospitality Foundation

​In June of this year, Chick-fil-A Kuebler Gateway in Salem first opened its doors. Like every new Chick-fil-A location, they celebrated this accomplishment with their First 100 Program. This program supports the surrounding community by honoring 100 heroes in the Salem area with free Chick-fil-A entrees for a year. Among their many deserving recipients, they recognized Salem for Refugees for their work providing localized services and support to refugees. Aside from their community members being First 100 recipients, they also partner with Chick-fil-A Kuebler Gateway for employment opportunities.

Salem for Refugees aims to strengthen ties to the hospitality industry to get more of their community members into the workforce. Because many of their members do not speak English or Spanish, they have identified back-of-house roles as a good fit for their demographic. However, they are still struggling to fill the demands of their growing labor pool. They need restaurant and hotel partners willing to take on refugee employees. One of the most significant barriers to doing so is that their members are non-English speakers.

Lee Richardson and his team at Chick-fil-A Kuebler Gateway are an excellent example of a successful relationship between Salem for Refugees and a hospitality business despite perceived barriers. Lee has hired a total of 5 of their community members. When he has applicable job openings, he communicates this to Salem for Refugees, and they supply possible applicants from their pool. Similar to any employee group, there have been hires, let-goes, and transitions. However, Lee stressed that everything he experienced hiring from this applicant pool proves no different than any other. Even with language barriers, he has stated that transition time into a new role takes about a month, about how long it would take anyone to feel comfortable with their job. With the accessibility of smartphone translation services, language gaps are often closed easily. For any more complicated translation needs surrounding employment, Salem for Refugees is just a call away from providing these services. They also assist with getting applicants any required certification for a particular role or employer.

The team at Chick-fil-A Kuebler Gateway has found great value in opening its doors to refugee employees. Lee described them as some of the most dedicated, hardworking, and loyal people to work with. It is apparent to anyone who stops by their location that Lee and his management team are a positive force in their employees’ lives. Even being the high-level of an employer that they are, they don’t have a secret strategy to work with refugees, there is no need for one. What Chick-fil-A is achieving is accessible, and all it takes is a little translation here and there.

Want to learn more about Salem for Refugees and how your business can get involved? Contact Ella Sturdevant, Oregon Hospitality Foundation’s Workforce Development Coordinator, or Mohsin Jamal with Salem for Refugees.