Beverages
Business Operations p14
p33
Pure Beer is Great Beer
Music Licensing in the Restaurant Industry
Restaurateur MICHIGAN
A Publication of the Michigan Restaurant Association
DECEMBER 2015 • VOL 80, NO.6
B To
Make It or
uy It... Question That is the
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Tableof Contents 14 Business Operations Music Licensing in the Restaurant Industry
24 Kitchen Operations To Make It for Buy It . . . That is the Question
MICHIGANRESTAURANT.ORG | 5 | DECEMBER 2015
33 Beverages Pure Beer is Great Beer
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PROUD MEMBER
Departments HELPING MEMBERS SUCCEED
Officers
9 Chairman’s Message A Time for Reflection
Ken Miller, Chairman Millennium Restaurant Group, Kalamazoo
10 New Members Welcome
Deb Fratrik, Vice Chairman Cracker Barrel Old Country Store, Pontiac
ENDORSED PROGRAM
Brad Keen, Treasurer Boyne Resorts, Harbor Springs
10 Corporate Partners Thank You
Jim Holton, Past Chairman Mountain Town Station, Mount Pleasant
12 Quick Bites Restaurant Industry News
Justin Winslow, President and CEO Michigan Restaurant Association, Lansing
Board of Directors
18 Ask the Experts Professional Guidance by Industry Experts
Victor Ansara, Ansara Restaurant Group, Farmington T. Michael Ansley, Diversified Restaurant Holdings, Inc., Southfield Ted Behen, Sysco Food Services of Detroit, Canton HELPING MEMBERS SUCCEED Janet Sossi Belcoure, Roma Café, Detroit Kevin Brennan, Coca-Cola, Novi Mark Burzych, Fahey, Schultz, Burzych, Rhodes PLC, Okemos Todd Callewaert, The Island House, Mackinac Island Joe Cekola, Imperial Beverages, Kalamazoo Dave Dittenber, Old City Hall Restaurant, Bay City Brian Ewbank, Stafford’s Hospitality, Petoskey Andy French, Aubree’s Flagstar, Ypsilanti Gary Gagnon, Central Michigan University, Mount Pleasant Amy Zehnder Grossi, Bavarian Inn Restaurant, Frankenmuth Paul Hess, Epoch Restaurant Group, Novi Brian McAllister, Hofbrau, Interlochen Mark Mitra, Mitra Enterprises, Northville Ray Roberts, U.S. Foods, Wixom Dan Roma, National Coney Island, Roseville Mark Schostak, TEAM Schostak Family Restaurant, Livonia Keith Sirois, Big Boy Restaurants International LLC, Warren Jennifer Szwec, Outback, Davisburg Kara Warren, Gordon Food Service, Grand Rapids
20 Government Affairs Two Big Health Care Wins 22 Capitol Correspondence Meet Senator Jim Stamas 30 Education News ProStart Symposium 37 Association News Welcome Mary Boardway 38 Happy Holidays Messages From Members, To Members 40 Human Resources Leading Millennials 42 Michigan Restaurant Show The Show in Pictures
Restaurateur Staff
44 Endorsed Partners MRL Fund Return to Members
Editor-In-Chief Adriane De Ceuninck,
[email protected] Layout & Design jbrooksdesign inc. Copy Editing Naomi Levine
45 We Are the MRA Behind the Scenes at Pink Pony 46 Mark Your Calendar Get ServSafe Certified
Contributors Kelly Allen, Robert Arthur, Mark Burzych, Rachel E. Cabose, Laura Dinon, Kat Hanson, Robert Jerstrom, Libby Lussenhop, Ken Miller, Jakob Skogheim, Amanda Smith, David Trumpie, Ken Wasco, and Justin Winslow.
Awards The Michigan Restaurateur has won the prestigious Diamond Award for best association magazine. Presented by the Michigan Society of Association Executives, the award was won in 2009, 2010, and 2011. The Michigan Restaurateur also won the Gold Award in 2014 and 2015. For advertising information please call 800-968-9668.
47 Back the PAC Minimum Wage Savings
Restaurateur MICHIGAN
225 W. Washtenaw • Lansing, MI 48933-1506 800-968-9668 • 517-482-5244 • 517-482-7663 fax michiganrestaurant.org
MICHIGAN RESTAURATEUR (ISSN 0892-8231 USPS 345-760) is published bi-monthly, for the annual subscription rate of $35 for members of the Association which is included in the dues. Additional subscriptions are available for $25 for members and $35 for non-members, by the Michigan Restaurant Association, 225 W. Washtenaw, Lansing, MI 48933. Periodicals postage paid at Lansing, MI. POSTMASTER: Send address changes to MICHIGAN RESTAURATEUR, 225 W. Washtenaw, Lansing, MI 48933. This magazine is the only sanctioned publication of the Michigan Restaurant Association. The Michigan Restaurant Association does not publish any other publications and does not assume any responsibility or liability for publications of its members, affiliates or any other food service groups or associations.
MICHIGANRESTAURANT.ORG | 7 | DECEMBER 2015
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Chairman’s Message A Time for Reflection and Appreciation BY Ken Miller MRA Chairman of the Board
“A
s I reflect on the past twelve months I realize just how fast time passes. In this space, in what feels like a very brief span of time, I have addressed the start of a new year, the advent of spring, summertime living, a race through fall, and now we are looking at the end of yet another year and the excitement of the holiday season, whew! I wish to take the opportunity to deliver a well-deserved “thank you” to some important individuals. The year 2015 has been an exciting, at times intense, and always rewarding year. Our Association has continued to successfully advocate on behalf of the membership on numerous issues, including a strong showing in Washington, D.C. (April) and Lansing (Capital Day, June), with several legislators. The Michigan Restaurant Association (MRA) is fiscally and organizationally sound and our brand is stronger than ever. We are a boardgoverned and staff-driven organization, and therefore the kudos for our success need to be appropriately shared. To my fellow board members—thank you for your guidance and support throughout the year and for your commitment to the MRA. The MRA board is a true “brother/sisterhood,” sharing the common interest of hospitality/ food service, along with a strong commitment to the Association’s goals and mission. To each of you, your dynamic engagement in our mutual interest and unselfish service is truly
appreciated. I respect your generosity and investment of energy and resources in our industry. I encourage our peers to step forward and consider service on the board of the MRA. It is said that leaders are simply ordinary people with extraordinary determination. You have shown determination to not accept things as they are, but to accept the responsibility to change things for the better. That is our MRA board. Please join us, and join me in thanking them. Thank you to my executive crew, Jim Holton (past chair), Deb Fratrik (vice chair) and Brad Keen (treasurer), and the entire executive committee for your support, friendship, and nurturing as I worked through the past year. Terms of office may end, but friendships do not. I trust in ours.
The MRA staff is truly driven! Thank you to all of you. The success the MRA has experienced, whether fiscal, legislative, brand, membership growth, etc. does not happen in a vacuum. There are decisions of direction and strategy by the board, and then there is implementation of order and consistency by the staff. The administration team supports the complexity of finance and operations of the MRA leaving the other members of the officer/executive team to guide our efforts in: education, marketing/communications, member services, and government affairs/advocacy. With the first issue of this publication next year, you will have the opportunity to meet the leaders in each of these areas and get to know them what they do to benefit you, and how truly dedicated and professional they are. I give a final thanks to each of you for your support of the MRA. It has been rewarding this past year to see the growth in our organization both in numbers and spirit. I have been encouraged by each of you through your membership, event attendance, and voice, which add to our core every day. Thank you. I look forward to next year and to new challenges, adventures, and changes to our industry and Association. This year of service has been a true privilege and honor. Be caring, proud, and professional,
MICHIGANRESTAURANT.ORG | 9 | DECEMBER 2015
New Members Restaurant Members Andrews On The Corner, Detroit Big Boy, Clio Biggby Coffee, Caledonia Biggby Coffee, Grand Rapids Biggby Coffee, Flat Rock Buffalo Pete’s Grill, Cassopolis Cherry Country Cafe & Gift Shop Inc., Traverse City Culver’s, Otsego Dark Horse Brewing Company, Marshall Detroit Blues Café, Detroit Family Tree Café, Dewitt Fruitwheat, Grosse Pointe Farms Galaxy Pizza, Kent City Green Dot Stables, Detroit Ham Bonz, Traverse City Hickory BBQ & Grill, Brighton Ju Sushi Lounge, Grand Rapids
Menchie’s, Lansing Mr Taco, Lansing Pennfield Pizza, Battle Creek Remillards Bar, Marquette Sportsmen’s Den, Riverview The Daily Scoop, Mason The Mitten Brewing Co., Grand Rapids Tim Hortons, Fenton Toarmina’s Pizza, Westland Torchie’s Tacos, Cedar Springs Uptown Catering, West Bloomfield Wealthy Street Station Deli & Grill, Grand Rapids Wholly Daylight Donuts, Interlochen Wiches, Oxford
Allied Members Amport Distributing, Tecumseh Blue Diamond International, Ada
CBR Natural Meats, Wolcottville Detroit Custom Coach, Oak Park DuraGuard Roofing, Burton Emagine POS, Ferndale Goodwin Hospitality, Concord Heeren Bros Produce, Comstock Park Leed Source Group, Grand Rapids Lick the Plate, Royal Oak One Stop Property Maintenance, Detroit Only Restaurant Deals.com, Highland Pizza Solutions, Nicholasville, Kentucky Premier Paper, Grand Rapids Soundog, Walled Lake
Non-Profit Members Detroit Public Schools, Detroit Kalamazoo RESA, Kalamazoo Oakland County Parks and Recreation, Waterford
Thank You to Our Corporate Partners
C
orporate sponsors support the endeavors of the Michigan Restaurant Association (MRA) in a variety of ways. From general sponsorships, to funding events, meals, marketing materials, and more, the MRA graciously thanks those who help make the Association strong. Platinum:
Bronze:
Silver:
Supporting:
View our Corporate Partnership Opportunities at michiganrestaurant.org. For more information on how you or your organization can become a corporate sponsor of the MRA, including the Educational Support Foundation and the MRA Political Action Committee, call 800-968-9668. MICHIGAN MICHIGANRESTAURATEUR RESTAURATEUR| | 10 10 | |DECEMBER AUGUST 2014 2015
QuickBites Harsh Winters hurting Michigan Wine
M
ichigan, the nation’s fourth largest grape producing state and fifth leading state in wine production, has become a tourist destination for wine lovers. There are more than one hundred and twenty Michigan wineries producing
over 1.4 million gallons of wine annually. Two extreme winters in a row led to a 75 percent cut in statewide vineyard’s yields. Michigan’s 2015 crop endured a long, cold winter, a late spring frost, and sustained hail damage in August. Because of an
incredibly successful 2013 harvest, many wineries are still selling that vintage of wine. Two rough years in a row led many wineries to diversify their portfolios by offering hard cider or trying different varietals. Michigan wine lovers may not be affected until next year when the 2013 supply runs out. Source: Detroit Free Press
MRA Legislator of the Year Awards
T
he Michigan Restaurant Association (MRA) recently presented two state legislators with awards acknowledging their commitment to a vibrant state restaurant industry. The ceremony took place on November 5 in Lansing during the MRA’s Board of Directors meeting. Senator Marty Knollenberg (R – Troy) received the Senator of the Year Award for his leadership in preventing a recommended 50 percent increase to annual liquor license fees
from being incorporated into the state budget. His opposition of this proposal paved the way for agreement from others and for the ultimate elimination of the fee increase altogether.
Award for his sustained commitment to enacting local preemption of wage and benefits legislation into law. His bill was signed on June 30 by Governor Snyder and is regarded across the country as the most comprehensive labor preemption bill enacted this decade.
Representative Earl Poleski (R – Jackson) received the Representative of the Year
Domino’s Launches State of the Art Delivery Car
O
ne of the biggest challenges facing restaurants that provide delivery services is how to keep food warm from the time it leaves the oven to when it reaches its destination. MRA member and Ann Arborbased Domino’s Pizza Inc. solved this dilemma by creating the DXP, a gutted Chevy Spark with a warming oven inside the vehicle. Domino’s fielded three hundred and eighty five entries from a crowdsourcing competition hosted by Local Motors. Ultimately, they chose the DXP model and worked with Kenneth R. Baker, a former research and development executive at General Motors, along with
Detroit, Houston, Indianapolis, New Orleans, San Diego, and Seattle.
Michigan-based Roush Enterprises to create the innovative delivery vehicle. The design and production of DXP took three years to complete. Domino’s plans to make a least one hundred DXP’s and deliver them to twenty-five major markets including, Boston, Dallas,
The biggest feature of the DXP is the Domino’sbranded warming oven located behind the driver’s door. The warming ovens can hold two Heat Wave bags, and drivers can access them with the touch a key fob. Everything but the driver’s seat has been removed in order for maximum storage. The extra room allows for up to 80 pizzas to be delivered at one time. There is a puddle light that projects Domino’s logo on the ground and this economical vehicle gets a fuel-efficient 39 miles per gallon.
MICHIGAN RESTAURATEUR | 12 | DECEMBER 2015
Cybersecurity Awareness for Restaurants
T
he National Restaurant Association announced the release of “Cybersecurity 101: A Toolkit for Restaurant Operators.” The free guide, available at Restaurant.org/ Cybersecurity, is available for restaurant operators interested in learning the basics of how to implement an enterprise-wide cybersecurity program to protect their restaurant from data breaches. “The digital age is transforming the way
restaurants do business. Innovations in technology have only just begun to help restaurateurs streamline operations, reduce their costs and bring more guests into their restaurants,” said Laura Chadwick, Director of Commerce and Entrepreneurship for the National Restaurant Association. “With opportunity comes risk. As we’ve seen in breaches recently, hackers are hungry for more than just payment card data; they can target all
aspects of a restaurant’s business. To help restaurants face these growing cybersecurity risks, the National Restaurant Association has developed resources for restaurateurs to help them protect their entire operation through an enterprise-wide program.” The guide details the impact that a data breach can have on restaurants - ranging from fines from credit card companies to legal and regulatory actions.
The 2015 Michigan Restaurant Show was a Success
T
he Michigan Restaurant Association’s Michigan Restaurant Show was held on October 13 and 14 at the Suburban Showplace in Novi. The expanded showroom floor and new layout was a hit with exhibitors and attendees alike. There was a 30 percent increase in attendance this year compared to 2014. Here are some other great highlights from the Show. Show Highlights • Tom + Chee founders Corey Ward and Trew Quackenbush, and Michigan State University Men’s Head Basketball Coach Tom Izzo served as keynote speakers. • Talented chefs were featured in the Spotlight Theater and demonstrated topics such as cooking with Michigan mushrooms, Mediterranean food, fall
desserts, cooking with craft beer, and more.
– Veal: Veal Scallops with Sundried Tomato and Mushroom Sauce, Blake Day
• Seminars and workshops addressed subjects such as Catering to Michigan’s Cultural Diversity and Pure Beer is Great Beer.
– Wheat: Farro Salad with Citrus Vinaigrette, Shane Loveall
• The Annual Tabletop Design Competition had numerous tables on display. The People’s Choice Award, voted upon by attendees, and a $500 prize went to Ann Wright from Events to Remember.
• The American Culinary Federation hosted a competition on day one of the Show. The plates were on display and the chefs were on-hand to talk about their creations.
• Winners of The Great Michigan Recipe Contests were: – Potato: Tater Taquitos, ProStart Students from Muskegon Area Career Tech Center – Pork: Pork Belly Fries with Garlic Aioli, Shane Loveall
• On day two, the first MRA Pizza Challenge took place, with Flo’s Pizzeria Ristorante as the first place winner. See you in Novi on October 18 & 19, 2016! To see pictures from the Show visit page 42.
What Customers Want From Your Mobile App
S
martphones have become staples in our lives and with them come the mobile apps we love and rely upon. At one time, the primary use for a restaurant’s mobile app was simply to help guests find the nearest location and allow them to look at the menu. Research shows that customers are now demanding more from their apps and want complex functions. Many companies are providing an “order and pay ahead” option in their mobile app which allows for customers to get their food hassle-free
and quickly. According to a National Restaurant Association LevelUp report, an order-ahead feature accounts for nearly 5 percent of sales in the first 3 months after it’s introduced. The study also showed that customers who placed an order online visit the restaurant 67 percent more frequently than customers who haven’t.
MICHIGANRESTAURANT.ORG | 13 | DECEMBER 2015
With the “order and pay ahead” feature comes the opportunity for users to place delivery orders at the touch of a button. In the pizza world, more than 50 percent of orders are digital. However, it has been predicted that by 2022, 50 percent of nonpizza, limited-service orders will also be digital.
3 Things You Need to Know About Music Licensing in the Restaurant Industry
Y
ou might have the speaker system, the music streaming service, and the auxiliary equipment to play songs in your restaurant, but are you missing one crucial element? Music licensing can’t be seen, heard, or locked away in a back office filing cabinet…but if you’re playing music in your bar or restaurant, it should be a part of your daily operations.
For restaurants, music can be your customer’s first impression of your establishment. Your service and products are important, of course, but music can support and shape your business by setting an atmosphere and a pace of life.
(BMI). She works on sales and customer relations with a focus on business relations, which means she works with many restaurant associations to make sure their members understand the need for a music license.
Jessica Frost, is senior director of industry relations for Broadcast Music Incorporated
There are three key things to keep in mind about restaurants, the music industry, and the value of a songwriter’s craft.
No matter how accessible music is these days, you still have to have a license if you plan to play music publicly. A lot has changed about music in the electronic age, you can listen to anything for free on the web, and you can copy entire music albums from one device to another,
MICHIGAN RESTAURATEUR | 14 | DECEMBER 2015
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but one thing remains the same. The one consistent trend in music is that the creators of music deserve to be compensated for their work. This applies to bars and restaurants, as well as television, radio stations, and more. BMI is an American performing rights organization, or a PRO. They represent songwriters, composers, and music publishers to make sure they are paid for their work whenever their music is played or performed in a public place. “The BMI approach is that we spend a lot of time educating the business owners about the value of music,” Jessica Frost explains. “If we encounter a business that isn’t licensed, we work hard to explain the need for a music
license and why songwriters need to get paid. We help them through the process of getting licensed.” While BMI’s approach is “education first,” a failure to obtain a license could end up in court. “The majority of business owners do the right thing and secure a license,” Jessica comments, “but a small percentage end up on the legal route.” It’s important to understand that litigation is costly for both the defendant and the business in question, so it’s best to obtain a license and play music the right way. Continued on pg 16
MICHIGANRESTAURANT.ORG | 15 | DECEMBER 2015
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It’s not just about the legal risk that a restaurant assumes if it’s not licensed, songwriters simply deserve to be paid for their work. The professionals at performing rights organizations don’t want to take anybody to court; they are in the business of protecting songwriters because they believe in the value of their work and want their music to be publicly performed. “I was raised with a deep appreciation for the craft of songwriting,” Jessica explains. “Songwriters are the ‘unsung heroes’, they might be behind the scenes, but without them, the brilliant, award-winning artists we know and love would have nothing to sing in the first place.” A songwriter’s creative work is protected through royalties that come from establishments that play those works either as live performances or recorded versions. “Anytime a song is played publicly, the songwriter is owed a performance rights royalty, and at BMI, 85 cents of every dollar goes back to the songwriter,” Jessica Frost specifies. “We represent the interest of our songwriters, composers, and music publishers and make every effort to ensure they receive payment for their creative work.”
It’s easy to obtain and maintain a music license. BMI is an example of a performing rights organization that makes it especially easy to obtain a license to play a wide variety of music. They represent more than 700,000 songwriters, which means they protect more than 10.5 million musical works. The exciting fact is that a license gives any restaurant owner or operator the right to play all the songs in BMI’s catalog. BMI is also associated with state and national restaurant associations; they offer discounts to allied restaurants thanks to these associations. As an owner of a bar or restaurant, you would first go to www.bmi.com/ede. On this page, you can find applications for licenses, a place to pay invoices, and ways to contact BMI for additional help.
Here is a quick look at the costs associated with a blanket license: • the minimum fee paid is $363 per year; • the average cost of a license is $800 per year; • the license provides flexibility in that you can change your music license up to four times a year; • the annual fee is based on the size of your establishment and the frequency of the music performed.
The process is simple and the results are incomparable, you pay songwriters for their honest work, and you no longer risk legal repercussions (as you would if you were not licensed). The takeaway is to get a music license and support your fellow songwriters. A restaurant is a business, yes, but operating a restaurant is also a craft. Artistry and creativity play a huge role in feeding your customers— and artistry and creativity are key components of songwriting as well. As Jessica puts it, “I wouldn’t walk in to a restaurant, order, eat a meal, and then get up and leave without paying.” The songwriter probably won’t be seated at one of your tables every time their song is played in the restaurant, they probably won’t be there to hold you accountable for what you owe them - but they deserve to be paid for their work. Songwriters spend time, energy, and money honing their craft—just like you and your fellow restaurateurs. You’ve painstakingly shaped every component of your business; songwriters make that same effort. They support your business by helping you set an atmosphere and tone for your restaurant; return the favor by getting a license and paying them for their hard work. By Libby Lussenhop
MICHIGAN RESTAURATEUR | 16 | DECEMBER 2015
The Clock is
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I
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Ask the
Experts
Professional guidance and information is provided by industry experts.
Q
Kelly Allen, Adkison, Need & Allen PLLC
“The theme of this month’s Michigan Restaurateur is business operations. Why is compliance with the Michigan Liquor Code essential to the everyday operation of my restaurant?”
A
For any restaurant which operates with a liquor license, the license is possibly its most valuable asset. In order to protect this asset, as well as yourself, your employees, and your customers from liability, liquor code compliance should be addressed every single day. To be successful, your restaurant needs to provide the best product possible. This product includes the menu, ambiance, and service. While compliance with liquor laws may not be judged by the customer in a survey, it is important that the customer feels safe in your establishment, and that your establishment has an excellent reputation for following the law. Violations of the Liquor Code or Health
Code can wreak havoc on your restaurant’s otherwise stellar reputation, cost you money, and can jeopardize your operation. Remember that a violation of the Health Code or any local ordinance can be reported to the Michigan Liquor Control Commission (MLCC). If the MLCC receives such a notification, it may issue the licensee a violation under the Liquor Code. As every licensee knows, the Liquor Code requires that supervisory personnel be trained in alcohol management by a certified training company. Proof of that training must be filed with the MLCC within 180 days of licensure. Our advice is to train all your staff, not just those with supervisory duties. Even though this training is required and is an excellent practice, it may not be enough. It is not difficult for employees, or even owners, to put their formal training in the backs of their minds, especially if the restaurant is busy. We advise the following: PRESHIFT MEETINGS: At the beginning of every shift the manager on duty should
remind staff to be extremely diligent about checking ID, serving people who are intoxicated, and making sure that capacity is checked. At these meetings the manager should remind staff of policies in place to terminate employees who disregard the law. Also, kitchen personnel should be aware that the Health Department can and will make unannounced visits. Managers and owners should make sure all required licenses and permits are properly posted. MANAGEMENT ACCESSIBILITY: Management and owners should always be available to assist staff with difficult situations, answer questions, and make decisions. It is often the employee who is new or inexperienced who makes the mistake. If a mistake is made, the employee may be terminated, but he or she will likely get a job down the street. This is not helpful to the overall success of your business. It is important that the staff member is invested in the success of the business. It is likely that all readers of the Michigan Restaurateur have excellent practices. Adding compliance with the outside forces should be at the top of the list!
MICHIGAN RESTAURATEUR | 18 | DECEMBER 2015
Mark Burzych, Fahey Schultz Burzych Rhodes PLC
Q
“As our restaurant heads into the holiday season, are there issues we should be concerned about? ”
A
First, be aware that the holiday season is a prime time for the Michigan Liquor Control Commission (MLCC) and local law enforcement departments to conduct “sting” operations, using underage decoys to ensure your compliance with the Liquor Control Law. To that end, redouble your efforts to ensure that your wait staff is following their alcohol management training. They should confirm that each patron consuming alcoholic beverages is over 21 and properly manage alcoholic beverage service to prevent overserving. Make these alcohol management reminders a frequent (daily) part of your staff communication. Confirm that your employment policies thoroughly describe your alcohol management policy and the
Second, year-end is a good time to review your employment manual for needed updates. We see that the Department of Labor is increasing their investigations of the restaurant industry. The Department of Labor is investigating a number of items in your restaurant operations, such as (without limitation): making sure that you are paying at least minimum wage to your wait staff who are eligible for the tip credit, ensuring that you have properly classified your employees as tipped employees or non-tipped employees,
and ensuring that you are not using your tipped employees to perform work functions that are considered non-tipped employee job functions. Third, year-end is the best time to do tax planning. Although no one enjoys paying taxes, scheduling an appointment with your tax advisor now will help you identify your potential year-end tax obligations and to develop a strategy to minimize your tax requirements. The earlier you schedule your year-end tax planning meeting, the better. Finally, year-end is an excellent time to review your growth strategies and your long-term strategic plan. Are you on track with your long-term strategic plan? If so, is it time to adjust your goals? What changes will you need to make in the coming year to achieve these new goals? If not, in what ways did you fall short? Do you need to evaluate your operations or other sections of your business? Year-end is an excellent time to look back at successes and opportunities, and begin 2016 with a running start! Happy Holidays!
Laura Dinon, Plunkett Cooney
Q
“I heard that the National Labor Relations Board (NLRB) has been filing charges against non-union employers based on employee handbook policies. Have there been changes to the law that require us to update our policies?”
A
sanctions for an employee’s violation of the same. Empower your managers to double-check your wait staff to ensure that no one under 21 is consuming alcoholic beverages and that your customers are not being overserved. Make alcohol management a critical part of your restaurant culture, and celebrate your staff’s proper execution of your alcohol management policies.
employees from exercising their Section 7 rights” under the NLRA, “to engage in protected concerted activity.” The Board has found violations in numerous cases, across all industries, and including a vast range of policies.
From a practical standpoint, yes, you need to update your policies.
The National Labor Relations Act (NLRA) protects the rights of employees to act together to address conditions at work, with or without a union. The laws haven’t actually changed, but over the last couple of years, the National Labor Relations Board (NLRB) has been aggressively targeting non-union employers for handbook policies that it perceives “chills
This includes a wide variety of policies such as those that prohibit discussing personal or financial information (including wages), proprietary/confidentiality policies, values and standards of behavior policies, anti-gossip policies, non-disparagement provisions, and restrictions on media contact are among those that have been found to violate the NLRA. Policies that prohibit “negative comments about fellow team members including co-workers and managers” and stating, “employees will not engage or listen to negativity or gossip” have been held to violate the NLRA.
The most troublesome policies are internet, e-mail and/or social media policies. The NLRB has received so many complaints about discipline for violation of social media policies that the Office of General Counsel has issued at least three specific reports. These reports discuss actual policies and the language that is in violation. In addition they identify some policy language it found permissible, generally because the language read in conjunction with the entire handbook and provided sufficient guidance as to prohibited conduct so that employees would not reasonably read the rules to prohibit Section 7 activity. If you have not had your employee handbook reviewed by an experienced labor and employment attorney in the last two years, you should do so soon. The policies referenced above must be specifically tailored to avoid violating the NLRA.
MICHIGANRESTAURANT.ORG | 19 | DECEMBER 2015
A
fter years of heavy lobbying by the restaurant industry and its allies in the business community, two major reforms to the Affordable Care Act were signed into law this fall. While there is still much work to be done to improve the onerous legislation, most notably on the definition of full-time employment, these are substantial victories for the industry and should be heralded. MICHIGAN RESTAURATEUR | 20 | DECEMBER 2015
The “51-100 Problem”
Auto-Enrollment
Restaurants and other small businesses scored a major victory when President Obama signed the Protecting Affordable Coverage for Employees (PACE) Act into law, just days after the bipartisan legislation passed both houses of Congress. The Michigan Restaurant Association supported and worked with the National Restaurant Association on the legislation, which will preserve the ability of restaurants and other businesses with 50 to 100 employees to buy health insurance plans on the more affordable large-group market. Without the change, a provision in the Affordable Care Act would have pushed businesses with 50-100 employees into the small-group insurance market starting in 2016. The small-group market generally offers fewer options, and the change would have resulted in higher costs for employers and sharp premium increases for employees. According to NRA research, more than 25,000 restaurants and 1 million employees will be helped by the
change. Under the PACE Act, states will have the freedom to limit the small-group market to its traditional definition of businesses with 50 or fewer employees. Starting in 2016, the Affordable Care Act requires employers with 50 or more full-time-equivalent employees to offer health coverage to full-time employees. Most importantly, the legislation ensures America’s small businesses will be free from sweeping premium increases that could severely impact their bottom line, while at the same time increasing the cost of insurance for their employees.
Another major victory for restaurants and other employers came in late October as part of a larger budget deal ensuring the federal government was properly funded in lieu of a pending shutdown. At stake for restaurateurs was a provision in the Affordable Care Act that was confusing, redundant, bureaucratic, and costly for both employers and employees. Known as the auto-enroll mandate, it would have forced employers of 200 or more to automatically enroll full-time employees in company health plans if they hadn’t already opted out. With President Obama’s signature of the budget bill, that provision has finally died a much-needed death. This has been a high-priority ACA legislative fix for the MRA for several years, frequently a topic of discussion in congressional offices during the Public Affairs Conference in Washington D.C. Major congratulations to the NRA and the entire E-FLEX Coalition who helped make it happen.
THE STRENGTH BEHIND OUR CLIENTS® Restaurant owners and operators trust Plunkett Cooney’s attorneys for expert business advice and representation in the courtroom, so they can stay focused on their guests in the dining room. Premises Liability Dram Shop Liability Liquor Licensing Business Law Franchise Law Labor & Employment Law Estate Planning Commercial Litigation Real Estate Law
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Bloomeld Hills | Detroit | East Lansing | Flint | Grand Rapids | Kalamazoo | Marquette | Mt. Clemens | Petoskey MICHIGANRESTAURANT.ORG | 21 | DECEMBER 2015
Capitol Correspondence
HELPING MEMBERS SUCCEED
Getting to Know Michigan’s State Legislature One Legislator at a Time ENDORSED PROGRAM Senator Jim Stamas (R – Midland)
M
ichigan State Senator Jim Stamas was elected to his first term in November 2014, representing 10 counties in the northeast Lower Peninsula. He is the owner and former general manager of Pizza Sam’s, an MRA member restaurant in Midland that his family has owned for more than fifty years. Before serving in the Senate, StamasHELPING served MEMBERSthree SUCCEED terms as State Representative and two terms as Midland County Commissioner. Stamas also served his country honorably in both the U.S. Army and the Michigan National Guard and holds a bachelor’s degree in Business Administration from Northwood University. Jim and his wife, Marsha, have been married for more than thirty years and have a daughter and a son. MRA: Your family has a long history in the restaurant industry. Can you tell us a little about that family history, the restaurant itself, and your role in it over the years?
MRA: As we look to the New Year, any resolutions (legislative or otherwise) you care to share? SENATOR: Each year I have new goals. I believe that looking at different perspectives is important to be an effective representative of the people. I resolve to continue listening to a variety of viewpoints in the New Year, and continue to improve in my job as a Senator.
SENATOR: Pizza Sam’s was the first pizza parlor in Midland and has been in my family for more than fifty-four years. My Uncle George and a family friend started the restaurant in 1960, and then Nick, my dad, took over in 1961. Over the years, the restaurant has grown, but the foundation remains the same. We’ve moved locations and added to the menu, but it’s still about pizza and people. I have done everything from cleaning tables to making pizzas, but I got my start folding pizza boxes. My dad taught me about hard work and that the community supports family businesses, so it is important to give back to the community.
Personally, I also want to take more time to tell my family that I love them. I wouldn’t be here without their love and support, and I want to focus more on making sure they know how much they mean to me. MRA: Last question, Senator. Outside of Pizza Sam’s, what is your favorite restaurant and favorite dish? Senator Jim Stamas in front of his families business, Pizza Sam’s, in Midland.
A few of the things I love about growing up in Pizza Sam’s are the memories and moments. Having the ability to work with, and spend time with my family has greatly shaped my life. It isn’t only my family memories and moments I treasure, but also our customers. Our little Main Street family business is a part of many family routines and traditions. It is a great honor to be a part of our community. MRA: How has a career in the restaurant industry prepared you for your work in the Legislature?
SENATOR: In one word - multitask. Working in both the restaurant industry and the Legislature, you need to be able to do more than one task at a time. Two other necessary skills to work well in a restaurant or public office are learning to deal with people, and learning to make difficult decisions. Listening to what the customer (or a constituent), is asking is critical to success. Often we must make decisions that are hard, but sometimes we have to be able to make tough choices to improve our business or state.
SENATOR: This is impossible to answer. I have traveled throughout the state, and we are blessed to have many outstanding restaurants. I love reading about the best-of-the-best places for a particular dish, and seeing how many of them I have visited. There are too many great places to choose from. I can’t name just one as my favorite. For me, a great place to eat is more than just about the food. I love food, but I also love great service and a great dining experience. To be a great restaurant, you need all three.
MICHIGAN RESTAURATEUR | 22 | DECEMBER 2015 MICHIGAN RESTAURATEUR | 22 | DECEMBER 2015
Food Safety Resources for Everyone:
MichiganFoodSafety.com ✓ Watch videos about food safety ✓ Download a variety of posters for your restaurant ✓ Look up your health department’s contact information ✓ View ServSafe class schedules And much more! Website funded through the Michigan Food Law of 2000, Act No. 92, Industry Food Safety Education Fund.
B To
Make It or
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ed Mesa Grill’s fire-roasted tomato salsa doesn’t come out of a jar. Far from it. Employees at the Traverse City and Boyne City locations start with whole fresh Roma tomatoes and fresh jalapeños, roast them to perfection, and add garlic and seasonings for maximum flavor. Continued on pg 26
MICHIGANRESTAURANT.ORG | 25 | DECEMBER 2015
It’s a labor-intensive process, but one that Fred Moore, co-founder and past co-owner of Red Mesa Grill and two other restaurants in northern Michigan, believes is well worth it. Moore takes pride in the fact that his restaurants make 90 to 95 percent of their products in-house. Still, he readily lists the advantages of buying premade food: it’s easier to execute consistently, it saves on labor costs, and it has a longer shelf life. He points out that roasting jalapeños in-house isn’t for everyone. The decision to make or buy a food depends on many factors, starting with the restaurant’s niche and image. “In your market it may not be necessary to make everything from scratch,” Moore said.
The Three C’s of Premade Products Surprisingly, cost is not the primary factor that restaurateurs and suppliers mention when discussing this decision. It’s consistency. This is where premade items shine, especially for restaurants with multiple locations. At The Onion Crock in Grand Rapids, Gene LaCroix makes soups in 130-gallon batches, using custom recipes from his restaurant
customers. Restaurants get their signature flavors, but avoid serving a soup that tastes different every time a different employee makes it. “Not everybody measures water the same,” LaCroix cautions. “It sounds silly, but it’s the truth.” LaCroix’s grandfather, who founded The Onion Crock, proved this maxim during his years in the restaurant business. He once had the managers of each of his five locations bring a gallon of water to a meeting. Sure enough, weighing each gallon proved they were all slightly different. “For independent operators it comes down to the level of talent they have in the kitchen,” said David Pidek, business review manager at Sysco Detroit, which supplies restaurants across eastern Michigan. “Can they follow a recipe from start to finish on a consistent basis and have it come out the same every day?” Consistency may be vital, but cost is still a key factor, one that restaurant owners may not always assess accurately. “On paper the cost of a ready-made product is going to be a bit more expensive than the cost of a raw product, but once you factor in the labor and time involved, overall it’s usually much more cost-effective,” Pidek said.
There are exceptions, though, such as the smoked whitefish pâté David Denison uses at his Traverse City restaurant, Amical. He could buy it locally in small quantities, but “it’s so simple to make that it would be economically foolish to have someone make it for me,” he asserted. The third C is convenience, and it’s a big advantage, too, especially with talented kitchen help in short supply. Instead of buying raw prime rib or pork and roasting it for hours, restaurants increasingly opt to buy precooked meats, Pidek said. Chopping carrots or cracking eggs may not be the best use of staff time, especially if the ready-made product turns out better than what they could do by hand. Restaurants may not have the space or specialized equipment for prepping certain items. Also, a premade product usually has a longer shelf life, so it reduces waste and minimizes food safety concerns.
The Taste of Homemade If ready-made food has so many benefits, why go through the trouble of cooking it from scratch? It comes down to two words: uniqueness and flavor.
MICHIGAN RESTAURATEUR | 26 | DECEMBER 2015
Continued on pg 28
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Sysco Grand Rapids 3700 Sysco Court • SE Grand Rapids, MI 49512 616.949.3700 • www.syscogr.com www.facebook.com/SyscoGrandRapids
Michigan Restaurant Association Working to Streamline Regulations for In-House Food Processing As restaurants seek to distinguish themselves by offering unique house-made items, they increasingly face challenges in complying with food safety regulations. Restaurants that make their own sauces, pickles, smoked meats, sausages, etc., may be required to obtain a variance through their local health department and develop a Hazard Analysis and Critical Control Points (HACCP) plan to ensure that the food is processed safely. “Making it yourself is tougher to do, but when done properly it’s a big point of difference from your competition down the street,” Moore said. At Red Mesa Grill pork, steak, and chicken are roasted and seasoned inhouse, creating a distinctive flavor profile. “It’s unique and it’s fresh, and people do appreciate it,” Moore said. Flavor is the reason Moore favors whole fresh ingredients, especially when local produce is available. “If you taste a diced onion out of a bag and you taste a diced fresh onion, you’ll notice the difference,” Moore said. At Amical, the motto is, “We’re going to make it if we can.” Denison relies on a strong talent pool in the kitchen to produce everything from sweet chili aioli to Napa cabbage kimchi. Even some of the outsourced items are handmade, such as desserts from a local bakery. “Some of the items that we make you can’t buy,” Denison noted. The restaurant’s olive twist, for instance, starts with purchased puff pastry filled with a house-made tapenade/feta cheese mix. Once it’s cut in strips, twisted, and baked, Denison has a unique menu item not available anywhere else. “Our guests expect us to make as many items in-house as possible,” Denison said. “That’s one of the keys to success for us.” This approach also offers flexibility. Denison’s staff craft items in small batches because the restaurant’s menu changes up to forty times per year. The trick, say restaurateurs, is to spend the time and effort on those products that contribute most to the restaurant’s brand.
For instance, Amical buys pasta rather than making it. The quality is more consistent, and it costs less. Most importantly, it’s not a big selling point for patrons. “The guests don’t mind whether you made the linguine. They care that you made the sauce that goes on the linguine,” Denison said. If Amical was a specialty Italian restaurant, perhaps homemade linguini would be a bigger deal, which is why the make-it-or-buyit equation will come out differently for every restaurant. It all depends on the restaurant’s concept and how directly that product is tied to the concept.
How Suppliers Can Help Restaurant suppliers today offer ever more and better options, including gourmet and locally-made items. Sysco, Gordon Food Service, US Foods, Van Eerden, and many more carry countless items. Want freshcaught fish from Hawaii delivered to your doorstep the next day? You got it! Many supplier sales consultants have extensive culinary backgrounds and can serve as a resource for operators. “They have a keen understanding of the product and how to use it,” Denison observed. They’re happy to sit down with owners to analyze menu items and costs. “We can get to the heart of whether buying a premade product is right in that situation,” Pidek said. “It comes down to helping our customers be successful.” By Rachel E. Cabose
MICHIGAN RESTAURATEUR | 28 | DECEMBER 2015
For both operators and public health personnel, developing and assessing this plan can be daunting since it falls outside the normal scope of their food safety training. Over the past year, thanks to grant funding from the Michigan Department of Agriculture and Rural Development, the Michigan Restaurant Association (MRA) surveyed dozens of restaurateurs and regulators and held workgroup meetings of industry professionals to determine the scope of the problem and propose solutions. The vast majority of operators and regulators agreed that better training and resources are needed, including a statewide variance application form and a template for creating a HAACP plan. Since three-quarters of restaurant owners currently make, or are considering making homemade sauces, smoked/cured meat, and pickles, the need for a more streamlined, uniform process is evident. Amendments to the food code could also reduce the need for variances. MRA is seeking additional grant funding to implement the work group’s recommendations.
Sysco Hosts 5 Annual ProStart Symposium th
S
tudents, industry mentors, and teachers, one hundred and fifty strong, came together November 10 at the 5th Annual ProStart Student Symposium hosted by Sysco Detroit at their Conference Center. The one-day event provided students the opportunity to work in small groups with industry professionals on a variety of learning objectives.
The first challenge facing students was learning to function in a newly-formed team. Each individual was assigned to a group with students from different schools. The students learned to communicate with each other, how to listen to each other, build off each other, and respect each other – quickly! Mentors shared their knowledge, providing real life industry experience to the effort.
Culinary Students Culinary student workgroups and their accomplished chef mentor worked to develop a three-course lunch using the contents of a market basket. Sysco Corporate Chefs, Jeff Stefani and James Woolsey developed the fall harvest-themed market baskets. The baskets included: whole chicken, pork loin, couscous, fingerling potatoes jalapeño, bacon, Fuji apples and a vegetable power blend of Brussels sprouts, kale, chicory, broccoli, and carrots.
Creativity was prevalent in the finished products. A sampling of what was created is below:
Appetizers • Hot chicken hash • Chicken jalapeno bite in potato cup • Roaster check with power blend fingerling potatoes
MICHIGAN RESTAURATEUR | 30 | DECEMBER 2015
Entrees • Breakfast stuffed pork loin with power blend apple slaw • Herb crusted pork cutlet with garlic mushroom couscous • Pork loin with caramelized apples
Desserts • Poached apple cobbler • Fuji apple crepe with bacon caramel • Candied bacon topped with a sautéed jalapeno popper filled with cream cheese frosting
Management Management students engaged in critical thinking and problem solving activities. They were challenged to think like an entrepreneur,
create policy and procedures for the organization, and develop criteria to evaluate policy effectiveness. Challenge questions ranged the management spectrum. They included: food procurement, customer service, human resources, online reviews, marketing, food safety, and training/ employee development. Mentors brought their work experience for the students, sharing real life challenges and opportunities. They also challenged students to think like a manager asking, “Is this choice good for the customer, profits, and attracting customers?” Each management group was required to make a presentation on their proposed solutions. Critical thinking, presentation, and communication skills were developed through the process.
The ProStart Student Symposium is one of many events hosted by the Michigan Restaurant Association Educational Support Foundation. For more information about ProStart events, or ways you can be involved in helping to develop the next generation of foodservice leaders, please contact Amanda Smith at asmith@mramail. org, or call 800-968-9668. There are sixty-eight career and technical educational centers in Michigan that could use your support. A one-day event such as the symposium or a one-hour presentation on your career are all opportunities for students to learn.
A very special thanks to all of the mentors! Management
Culinary
Kate Barber, Suburban Collection Showplace Britni Birt, MIS Stu Kail, Aubree’s Pizza Conrad Knape, Metro Franchise Glenn Rivers, Coca-Cola Company JR Romzek, Sullivan University Brenda Stanley, Cracker Barrel Chris Woodruff, Lake Michigan College
Jeremy Abbey, Dorsey Jacob Austin, Golden Glow Ballroom Luciana Benavidez, Cantoro Italian Market & Bakery Matthew Fitchett, Big Rock Chophouse Jimmy Hill, Lakeland Correctional Facility Kathleen Kenney, Sullivan University Michael Otis, Centre Street Taphouse Anne Stine, Pastry Chef
MICHIGANRESTAURANT.ORG | 31 | DECEMBER 2015
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Pure Beer is
Great
Beer E
very restaurant with a liquor license is aware of the craft beer revolution - and the potential profits available. The reason craft beers have become so popular? The taste. Second reason? The taste. Third reason? You get the point. Continued on pg 34
MICHIGANRESTAURANT.ORG | 33 | DECEMBER 2015
So what happens when that taste is compromised? As can be expected, sales drop - and restaurateurs may be left scratching their heads wondering why. If a restaurant is selling more bottled beer than draft beer, or if customers are returning beers because of taste concerns, the issue may lie with line cleaning frequency and methods. The old customary line of “that’s what the brewery sent me, so if it tastes bad, they are sending me bad beer,” probably doesn’t apply anymore. Craft brewers are very particular about their product. Progressive restaurateurs need to make certain they present that carefully manufactured product in the best light possible to increase sales and profits.
So why clean your beer lines at least once every three weeks?
Remember the 3 P’s: purity, protection and profit. 1. Purity of your beer. When spending the amount a craft beer costs, your patrons know what it is supposed to taste like, and conversely, what it isn’t supposed to taste like. Taste is KEY! Purity is becoming more and more important; witness the FDA’s food lot tracing initiatives from point-ofmanufacture/growth to table. Beverages of all kinds are being included in this initiative. 2. Protection of your clients/your business and your reputation. More regulations and tighter enforcement by health departments is certainly a trend that will continue. Frequent line cleaning is a necessity for the protection of your customers and the reputation of your business. In the old days, word of mouth took a while to get around. Now, a
client’s immediate social media access with Yelp, Facebook, Twitter, and others means a restaurateur’s reputation is at risk much faster. Conversely, it can also be boosted much faster by doing things properly. 3. Profit (all yours)! There is a far greater profit margin in draft beer than bottled beer. Although beer line cleaning does indeed cost money, it pays for itself in greater sales as the product provides the notes and tastes that the brewer intended it to have. Bars that have instituted regular line cleaning have seen draft sales/profits skyrocket. There are age-old axioms about line cleaning, ”if my customers don’t say anything, they must not notice.” The reality is far different. The majority of customers are not vocal, they vote by their choices. If they have moved on to the next establishment down the street and/or
MICHIGAN RESTAURATEUR | 34 | DECEMBER 2015
only come into your establishment once per month rather than the three times they used to, perhaps your beer lines are an issue.
sales. The reverse is also true, beer that is “skunky” or “off-flavored,” creates a downward pressure on food sales, and profits.
An additional reason for this opinion is that owners feel beer cleaning does not result in an appreciable value in the quality of the beer, and are happy with their sales level. While a restaurant may be happy with their sales figures, when there is an opportunity to have clients leave more on the table - you should take advantage of it. Line cleaning and the taste of pure, fresh beer brings greater sales, greater profits, and better that the profits are in your register rather than someone else’s.
So what is at the heart of the issue? Biology.
Most importantly, a clean beer system, one with lines that have been cleaned with active turbulent water flow, a sanitizer, and an active torpedo sponge to push out sediment, bacteria deposits and scale, guarantees fresh, great-tasting beer. This will keep your clients returning to your establishment. As the saying notes, repeat customers are far more profitable than new ones. Pure beer also drives food
Yeast and hops are key to a beer’s taste. You cannot stop yeast from growing inside beer lines unless you freeze it, and while frozen beer slush sounds like an intriguing product, in reality it doesn’t work so well. When yeast grows out of control it isn’t pleasant. Yeast, necessary in beer making, provides a nutrient source for bacteria to grow. While the danger to health that bacteria presents is not lifethreatening, it does produce stomach distress. As such, at least seven states REQUIRE cleaning every two to three weeks in order to assure purity. Unfortunately, a lot of states do not require cleaning, or require it only in the vaguest sense (equipment shall be cleaned and sanitized as acceptable to health inspectors), which does not define terms of cleaning, only the degree of cleaning.
For those who are not cicerones (beer experts), or have only a marginal idea of beer systems; here are the signs that a beer line hasn’t been cleaned. The first is obvious and can easily be seen, “floaties” and “gunk” are present in the beer. The “floaties” are the result of bacteria forming colonies and growing out of control, and literally breaking off in the lines and flowing into the glass. Another easy-to-spot method is via taste. If a beer has a buttery-type off flavor (called diacetyl) this is the bacterium working. If the beer has a sour/vinegary off-flavor, it means the acetic acid from yeast has built up. Both indicate the lines have not been cleaned/ sanitized. Remember to be pro-active, frequent line cleanings help restaurants increase sales by keeping their beer systems clean and are a result of your purity, protection, and profit focus! By Robert Arthur, Leonard’s Syrups
Take advantage of exclusive health care pricing and solutions for Michigan Restaurant Association (MRA) members Contact your insurance broker today and ask for your MRA member UnitedHealthcare quote, or visit uhctogether.com/mra. For more information, contact Clinton Wolf at (312) 348-7064 or
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MICHIGANRESTAURANT.ORG | 35 | DECEMBER 2015
M55675 11/15
PROUD MEMBER
HELPING MEMBERS SUCCEED
ENDORSED PROGRAM
Certification Classes in Your Area The Michigan Restaurant Association (MRA) offers solutions to certification at nine convenient locations.
Food Manager Michigan Food Law requires licensed foodservice establishments to certify a manager by an accredited food safety exam.
Offerings Include:
• 8-hour format with class time, book, and proctored exam • Self-study format with book and proctored exam
• Alpena • Ann Arbor • Flint • Gaylord • Grand RapidsHELPING • Lansing • Livonia MEMBERS SUCCEED • Kalamazoo • Traverse City
ServSafe® Food Testing Costs 8-Hour: $125 Member | $195 Non-member Self-study: $90 Member | $135 Non-member Proctored Exam: $65 Member | $100 Non-member To register call Chari at 800-968-9668, ext. 3922, or visit us online at michiganrestaurant.org/servsafe.
• Proctored exam only
Alcohol Responsible Alcohol service is valuable to your business, your customers, and your community. The National Restaurant Association ServSafe Alcohol® program is your solution for responsible alcohol service training.
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ServSafe Alcohol® Testing Costs ServSafe Alcohol® Safety Book & Exam Self-study: $35 Member | $65 Non-member Online: $24 Member | $30 Non-Member Train the Trainer: $275 Member | $350 Non-member
Training at Your Location
The MRA offers onsite classes for groups of ten or more students. To schedule training contact Chari at 800.968.9668 x 3922.
ServSafe Employee Class Available Online.
Mary Boardway Joins the Michigan Restaurant Association as Vice President of Finance & Administration
T
he Michigan Restaurant Association (MRA) is pleased to announce that Mary Boardway has joined the organization as Vice President of Finance & Administration. Boardway started at the MRA on November 2.
“We are very excited to have Mary join the MRA team,” said Justin Winslow, president and CEO of the MRA. “She brings extensive financial management experience and an impressive knowledge of the association world, which is a great benefit to our board of directors and staff.” In this position, Boardway is responsible for all financial aspects of the Association, as well as human resources, administration, technology, and building management.
Prior to joining the MRA, Boardway held the role of Director of Finance and Administration for the Associated Builders & Contractors (ABC) of Michigan. There she led the areas of finance and marketing/communications, and she was responsible for ABC of Michigan’s magazine as well as their Leadership Summit and member benefit offerings. Previous to her tenure with ABC of Michigan, Boardway served as Senior Director for the Michigan Society of Association Executives where she managed the financial, marketing,
membership, and administration functions of that association. Boardway holds a Master’s degree in Business Administration from Michigan State University, a Bachelor of Arts degree in both Economics/Business and French from Spring Arbor University, and the professional designation Certified Association Executive from the American Society of Association Executives. She resides in Williamston.
MICHIGANRESTAURANT.ORG | 37 | DECEMBER 2015
Wishing you and yours a joyful and healthy holiday season! — Your Friends at the Michigan Restaurant Association
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We wish for peace and love this holiday season. Be thankful for all that we have in family and friends. From our firm to yours – happy holidays!
MICHIGAN RESTAURATEUR | 38 | DECEMBER 2015
Wishing you Happy Holidays and a New Year filled with prosperity & success from your partners over at Benepay Technologies.
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Best wishes for a happy holiday season and a new year filled with health, happiness, growth and spectacular success!
Sending you Holiday Wishes for almost 70 years. Thanks for your support! Our award-winning pizza, salads, pastas, burgers and more make a great meal to celebrate this season with your friends and family.
MICHIGANRESTAURANT.ORG | 39 | DECEMBER 2015
You Can’t Manage Millennials (But You Can Lead Them)
W
henever I do a team development session, I try to spend a little time beforehand with the leaders of theorganization. “What about your business keeps you up at night?” I ask them. “And what’s the one issue you seem to be dealing with over and over again?”
The responses I get are very telling about the state of the workforce today. “Employees below the age of 35 keep me up at night,” is the usual answer to the first question, followed by a litany of complaints about that age group: “They are impossible to manage. They get bored so easily. They don’t care the way we used to. Work and people aren’t important to them. They want things done their way, and they’re going to do it that way no matter how many meetings we have telling them otherwise.”
If that sounds familiar, I have good news … and even better news for you. The good news is that your younger employees aren’t all that different from other generations in your workplace. The even better news is that they are completely different from other generations in your workforce—and you can use these differences to your advantage.
Millennials at work If that news seems contradictory to you, welcome to the millennial generation—
by most demographic-reporting group calculations, people born between 1977 and 1992. Millennials are walking contradictions. Here’s how that plays out in the workforce. Millennials love working in teams. The more diverse the team, the better. And they will deliver as a team when you set your expectations high, but ONLY if they are updated frequently (i.e., daily) with feedback on how to keep improving.
MICHIGAN RESTAURATEUR | 40 | DECEMBER 2015
Like all of us, millennials want to know what’s going on at work. They want to be plugged into the informational loop. However, while they love teams, millennials also require a more individualized, nuanced management approach. Take the time to figure out what makes each millennial “tick.” Then you can tailor your message and your style based on their individual interests and motivations. Engage in frequent dialogue with each millennial to gauge whether you’re providing too much or too little structure for them. Millennials also crave involvement and detest boredom, so don’t hesitate to ask them to lend their expertise to a project. Keep in mind, though, millennials desire balance between work and home life. They may be unlikely to put in the kind of long hours you do. Still, they can be very effective in the hours they give you, especially in the area of technology. Collectively, millennials are light-years beyond the rest of us when it comes to technology. They have skills you can put to great use in your operation.
Oscar Larson Oscar W.W. Larson Co. Co.
Not every millennial is a tech genius, of course. But virtually all of them want to be “best utilized.” Again, you have to get to know millennials personally to figure out their “best fit” in your organization. Millennials are like other generations in that they want to know where they stand with their boss and what advancement opportunities are available.
You have to understand that a cellphone is a life tool for a millennial. Although they seek a work-life balance, they see no boundary between the two. Staying connected electronically is just what millennials do—so a simple rule of “no phones” won’t work. You need to explain, in detail, why a cellphone can’t be used in whatever jobs a millennial may hold.
Where they differ is that they need to know everything right now. You need to be upfront with career possibilities and provide a roadmap to get from here to there. The day a millennial starts work is the day he or she wants to know “what’s next.” Be prepared to offer frequent progress reports—millennials want constant feedback. In fact, you should encourage millennials as often as you possibly can. Their parents did, and they’ll expect encouragement from you as well.
Given all this, it’s not very easy to manage a millennial. Remember that management is all about “where we are”—meeting requirements, watching behaviors, noting problems, and taking corrective action. But millennials’ focus is on the future. So lead them where you want them to go. Help them build their skills, monitor their progress, and continuously finesse their performance based on a desired destination. When millennials see you as their mentor, the team as their vehicle, and their role as essential and advancing, then you will have employees who are improving your business.
Explanation and guidance Now for the issue foodservice leaders have to deal with again and again - cellphones. It just seems impossible to separate a millennial from his or her smartphone.
By Ken Wasco, Gordon Food Service® Customer Effectiveness Manager
Incentives forfor Energy Saving Measures Incentives Energy Savings Measures Restaurant Service Provider Restaurant Service Provider
General Construction
HVAC / R
Electrical
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Construction Management
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Heating & Air Conditioning
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Design/Build
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Gas Furnace/RTU Tune Up
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Remodel
Fans - Destratification Fans
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Engineering & Architectural
-- High Efficiency Furnaces & Air High Furnaces & Air
- Lighting Retrofit Fixtures Lighting Fixtures -
LED Fixtures for both Interior & Exterior, 10-Yr Warranty Lighting Controls
Conditioning
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Power Management
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Site Search & Analysis
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Infrared Heaters
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Transformers
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Feasibility Study
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Programmable Thermostats
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Centralized Energy
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Site Design & Analysis
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Setback/Setup Controls
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Environmental Analysis
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Variable Frequency Drives
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Unitary Controls
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Municipal Representation
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Refrigeration Controls
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Sign Lighting
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Zoning Compliance
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Reach-In Refrigeration
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Motors
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Budget Development
Case Doors/Curtains
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Design
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Franchise Development
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ECM Motors for HVAC/R
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Anti-Sweat Heat Controls
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24-Hour Emergency Services Service
Services
Management System
* Fixed Cost Coolers Contracts for: * Walk-In & Freezers Walk-In Coolers & Freezers * Rooftop HVAC Units Rooftop HVAC Units * Ice Machines * Ice Machines MICHIGANRESTAURANT.ORG | 41 | DECEMBER 2015
Phone: 248-620-0070 Fax: 248-620-0071 E-mail:
[email protected] Website: www.larsonco.com
MICHIGAN RESTAURATEUR | 42 | DECEMBER 2015
Thank you to the attendees and exhibitors for making the 2015 Michigan Restaurant Show a huge success! See you October 18 & 19, 2016!
MICHIGANRESTAURANT.ORG | 43 | DECEMBER 2015
Another Exceptional Year for the MRL Fund!
Over $5.9 Million Going Back with a Total Return of $55.9 Million Since 1992
I
t’s been another exceptional year for members participating in the Michigan Restaurant & Lodging Fund (MRL Fund). This year more than 1,000 hospitality corporations will receive the largest return the Fund has ever made. The MRL Fund has been authorized by the State of Michigan Workers’ Compensation Agency to return $5,905,392 of profit back to its members. The return brings the total profits distributed to over $55.9 million since the Fund’s inception in 1992. For more than two decades, the MRL Fund has operated as a member-owner, self-insured, workers’ compensation fund. Each year, all premiums collected by the MRL Fund and not used for claims or administrative expenses are returned to members. Returns like these are no accident. The Fund Board of Trustees works hard on behalf of members to ensure that they have a long-term and cost effective program. The MRL Fund’s unique structure and solid performance has helped reduce its members’ overall insurance cost. “Ordinarily an insurance company keeps the underwriting profits and investment income,” said Fund Administrator Tim Hanna. “But in the case of the MRL Fund, the members earn and receive it, not an insurance company.” While the Fund’s structure is important, its great performance can be attributed to
consistent underwriting guidelines which ensure proper selection of new members, a strong focus on workplace safety, and aggressive claims management. The Fund also has many safety resources and loss control programs that are specific to the hospitality industry. Some of the Fund’s training focuses on creating a workplace safety culture by teaching owners and supervisors to properly handle claims, accident investigations, returnto-work programs, and by making every employee accountable for safety. In addition to safety, workers’ compensation claims are managed aggressively with an emphasis on getting injured employees back to work as soon as possible. While most claims are legitimate, Fund adjusters look for fraudulent claims and conduct thorough investigations before authorizing payments. In addition, the Fund Board of Trustees reviews claims prior to settlement offers being made. This claim settlement process serves as a further check-
and-balance aimed at controlling workers’ compensation costs. With a track record of returning an average of 48 percent of premiums since 1992, the MRL Fund continues to outperform the competition and saves its members money on their workers’ compensation costs. The majority of a member’s payroll must fall into one of the following classifications: fast food, family dining, fine dining, bar & grill, deli, coffee shop, banquet hall, hotel/motel, resort, or inn. Congratulations to MRL Fund members on another outstanding year! If you’re not currently a member, you’re missing out on the many benefits the MRL Fund has to offer. To learn more, please contact Pam Sawatzki at the Michigan Restaurant Association by phone at 517-702-3940 or via e-mail at
[email protected].
MICHIGAN RESTAURATEUR | 44 | DECEMBER 2015
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We Are the MRA Behind the Scenes
1.
Jody Chambers, Food and Beverage Manager, greets our guests daily. Many guests come back year after year to say hello as she has been with Pink Pony for more than 20 years. She brings consistency, friendliness, and new trends to the bar. This keeps our staff and customers coming back!
2.
Designed and created by Craig Friend in the mid-1990’s as a whimsical backdrop to our unique stage and daily entertainment. The back bar stage has been a part of the Pink Pony since its inception in 1947.
3.
Pink Pony is located in a perfect setting on Mackinac Island overlooking Main Street, the island marina, and the Straits of Mackinac. We specialize in serving a wide variety of nicely portioned, high-quality food in an iconic setting. Our talented live entertainment is offered daily as a backdrop to the best waterside location offering breakfast, lunch, and dinner along with our famous rum runners!
The Chippewa Hotel was built in 1902 by George Arnold to house the many guests arriving by his ferry line, Arnold Transit. At the time, Mackinac Island was becoming a popular destination for tourists and a hotel was necessary for the overnight visitors. The fun, Pink Pony mural painted on the brick wall is a popular photo spot for visitors through the years.
4.
Why is the MRA important to you and your business?
During the annual yacht races to Mackinac Island from Port Huron and Chicago, the notorious pink pony hanging in front of the entrance has been known to disappear. It has been rescued from a buoy on the Straits of Mackinac and also held for ransom with a case of rum as the bounty! Needless to say, the pony has some great stories to tell!
5.
With a seating capacity of 300 guests, the waterfront location of Pink Pony and Chippewa Hotel is a hot destination for visitors to the Island. Whether it is watching your favorite sports team, people watching on Main Street, or the constant parade of freighters, ferries, cruise ships, schooners and yachts, everyone finds our location to be interesting and exciting!
6.
Our custom Pink Pony Ale is a favorite pour from one of the 24 taps featuring Michigan’s finest craft beers! Visitors can enjoy the atmosphere of Michigan’s Most Iconic Bar (Thrillist, 2015) while savoring a cold pint!
Company: Pink Pony at the Chippewa Hotel, Inc City: Mackinac Island, MI Year Founded: 1947 Restaurant Website: pinkponybar.com MRA Member Since: 2002
What is the niche/specialty of your business?
The MRA is instrumental working and lobbying in both the state and federal levels on behalf of its members to ensure the hospitality industry is moving forward in a good direction. As proponents of Michigan tourism, MRA is an integral part of maintaining the necessary budgets needed for the Pure Michigan campaign, which has attracted regional and national business to both Michigan and Mackinac Island. Also, the great services and programs MRA offers help its members stay competitive and up-to-date with the national trends.
MICHIGANRESTAURANT.ORG | 45 | DECEMBER 2015
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JANUARY 2016
FEBRUARY 2016
January 5 Grand Rapids
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ServSafe Food Safety Exam ServSafe Alcohol Exam ServSafe 8-hour Class & Exam
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January 6 Livonia
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pg 32
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pg 23
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January 12 Flint
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January 26 Lansing
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February 22 Lansing
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Michigan Restaurant Association/ServSafe pg 36 michiganrestaurant.org/servsafe Michigan Restaurant & Lodging Fund mrlfund.org
pg 8
Oscar W. Larson Co. larsonco.com
pg 41
Palazzolo’s Artisan Dairy 4gelato.com
pg 11
Plunkett & Cooney P.C. plunkettcooney.com
pg 21
Restaurant Logic restaurant-logic.com/restaurant-grader
pg 48
Sysco sysco.com
pg 27
UnitedHealthcare uhc.com
pg 35
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YOUR RESTAUR ANT IS SAVING! Due to the MRA’s efforts to kill a minimum wage ballot proposal last year, Michigan’s restaurants will realize the following savings over the next three years: will save $78,677 nt ra au st re ng ni di e fin l ca pi A ty nt will save $152,491 ra au st re ng ni di ily m fa ice rv A typical full se ill save $27,846 w nt ra au st re ice rv se ick qu l A typica The MRA had your back on minimum wage and has your back on many current threats against the industry. Now’s the time to BACK THE PAC. Successes like beating minimum wage don’t come cheap— the MRA PAC needs your help. An investment in the MRA PAC helps elect advocates for the restaurant industry and, in turn, helps your business. Use the form below to donate, or call 800-968-9668 to donate over the phone.
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