The Dish - August 2018

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Event details including pricing, location, and registration can be found on nhlra.com.“It’s not whether you get knocked down; it’s whether you get up.” - Vince Lombardi 3

Hello Members,I hope you are all enjoying the remaining weeks of yoursummer!Flip to Page 6 for information on the upcoming NHLRAWorkforce Series: 5 Critical Questions which is beingheld at Fratello’s Italian Grille in Manchester on Tues-day, October 16. Beginning on Page 10-11, you can finda write up about the cost and risks of offering valetparking at your establishment.Budget planning season is coming up, turn to Page 32-33 for helpful tips and tricks on how to make sure yourbudget is in good standing.The 29th Annual Golf Tournament is 18 days away!Join us for a gorgeous day of golf on September 10 atPortsmouth Country Club. Event details and sponsor-ship information can be found on Pages 8-9 and by vis-iting nhlra.com. If you would like to register golfers,purchase a sponsorship, or donate raffle prizes orgoody bag items, email me at [email protected]. Timeis running out!I hope that everyone enjoys the rest of your summerand is getting ready for the fall!Alexa [email protected] 4

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By: Mark Trombly, Hospitality Insurance GroupWine & chocolate tastings, Bar Mitzvahs, and weddings are just a few examples of “temporary” events where we writethe liquor liability insurance. But one of the most frequently asked questions we receive is, “How Much Will Liquor Lia-bility Insurance Cost For A Temporary Event?”A temporary event is considered a single, multi-day event that could be a wedding, cocktail party, catering off-site, orspecial occasion that involves serving liquor.In addition to offering establishments an ongoing liquor liability insurance policy, Hospitality Insurance Group offerstemporary event liquor liability insurance and general liability for smaller events to give you the peace of mind thatcomes from knowing that you’re protected from unexpected claims.One of the most frequently asked questions we receive here at Hospitality Insurance Group is, how much does it cost?Our answer, “it depends.”For temporary event insurance coverage, Hospitality Insurance Group has five different options with various limitsavailable up to $1Million dollars available.Our policy amounts range from $125 – $416.Please note that the rate ranges above shall apply for each day or fraction of a day for which the Insured shall serve orsell alcoholic beverages.Looking to request coverage for a temporary event?Contact one of our preferred partners by visiting our website at www.hmic.com to request coverage and be sure toinclude:• Your name and address, and a description of your business• A detailed description of the event, including the date, time and duration• Location of event• Expected number and age range of attendees• Whether liquor will be served or sold and whether it’s free of charge or available for purchase• Types of entertainment to be provided (live band, DJ, dancers, etc.)• Names of entities requiring coverage as additional insureds• Estimated liquor sales receiptsOr you can contact your local Independent Insurance Agent and advise them to fill out on our website. Hospitality Insurance Group 106 Southville Road, Southborough, MA 01772 www.hospitality-mutual.com 7

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By: Clark -Mortenson InsuranceThere are two primary choices when it comes to When contracting with a valet company, you won’toffering valet services, either employ a staff your- get a direct say in who they hire to work at yourself or contract a valet company. Hiring a company property. Stay away from companies that don’t dis-can defer some liability and will likely require less close their hiring practices. If you do decide to use aattention from you, while hiring your own employ- service, it is important that you make sure they en-ees will give you more direct control over opera- force the same type of safeguards that you would iftions. hiring the employees yourself. Even if the service is liable for damages, their employees still will be rep-Good Hiring Practices Reduce Risk resenting your company. An unhappy customer and tarnished reputation is a loss that insurance can’tOver the course of their employment, valets will cover.not only be responsible for handling customer vehi-cles and their contents, but they will also be the Covering Damagefirst and last people to interact with customers dur-ing their visit. If you are building your own valet If you have in-house valets, you will need to makestaff, selecting the right employees can make all the sure you take out the appropriate insurance coverag-difference. Looking at an applicant’s history will es to avoid being stuck with the bill for any damagehelp you hire valets who will not generate unneces- to a customer’s property. It is important that you getsary risk. Obtain the following reports before hire: coverage specifically related to employees driving customer vehicles. Some important coverages toDriving Record Check – tickets, suspended licenses consider include the following:and other traffic violations are all red flags for valethires. Garage Keepers Liability – this protects you in case a customer’s vehicle is damaged or stolen while in yourCriminal Background Check – staying away from company’s possession.those with a history of theft can help you avoid acustomer relations problem in the future if things Even with the proper safety measure in place and astart disappearing from vehicles. staff of highly trained, responsible employees, providing valet services will always carry risk. To en-Drug Screen – some insurance policies will not pay sure success you need to enact the appropriate safe-out for damages if the driver was under the influ- guards.ence of drugs or alcohol. 10

Employee Dishonesty Coverage – covers customerloss caused by fraudulent employee activities.Benefits of Contracting ServiceOne of the benefits of using a valet service is thatthey absorb liability and keep you from having to payout for damages or purchase additional coverage.When contracting with a service, make sure you seeproof of insurance. Review all their information tomake sure that you will not be held liable for anydamage caused by their employees.Provided by Clark-Mortenson InsuranceThis Risk Insights is not intended to be exhaustivenor should any discussion or opinions be construedas legal advice. Readers should contact legal counselor an insurance professional for appropriate advice.© 2010 Zywave, Inc. All rights reserved.About Us:Dating back to 1877, Clark-Mortenson Insurance isone of the largest insurance and financial servicesagencies in Northern New England. Our concentra-tion of clients are based in New Hampshire and Ver-mont. Our business insurance specialties include:commercial property, general liability, workers' com-pensation, Benefits Plus worksite benefit program,bonds, group and employee benefits. Our personalinsurance specialties include: home, auto, umbrella,individual health, life and long-term care. 11

By: Jeff Reardon, Davis & Towle Insurance GroupAs an owner or manager of a business, you are in a constant battle to keep your costs at a minimum. The fight is nevereasy but your efforts are well worth it and hopefully pay off in dividends. While I cannot speak to all areas of your busi-ness, perhaps I can shed some light on one particular line item.What can you do to minimize and stabilize your insurance premiums? Here are three recommendations.Claim/Incident Protocol:Even the safest of businesses can be subjected to incidents that could not be foreseen. For example, what would hap-pen in the rare event a tornado tears through New Hampshire and your building is directly in its path? There is virtuallynothing you can do to prevent this kind of thing from damaging your property or worse causing injury to people on theproperty.It is important to be aware that incidents of property damage and/or bodily injury may occur and to have a protocol inplace for if one does. In general, the faster you respond to an incident the better off your business will be. If it happenshere are some steps you can take:Do whatever it takes to prevent further loss or property damage. This could be anything from calling the proper au-thorities to covering a damaged roof with tarps.Call your insurance advisor and tell them you have had a claim. They will help you file the claim with your insurancecarrier and be an advocate for you during the claim process.Immediately write down everything you can remember about the incident in as much detail as possible and take pho-tos of damage from multiple angles. This will help the insurance adjuster understand the situation and process theclaim more efficiently.Work with your insurance company. During the claim process the insurance company will need your help to obtain in-formation vital to processing the claim. Your insurance advisor can also assist you in responding to request made byyour claims adjuster.For purposes of this article, the take away is this: quick response to incidents generally helps minimize the amount ofthe claim; smaller claims will have less impact on your insurance premium than large claims. 12

Reduce and Manage Your Risks:As anyone in the hospitality industry knows, you are plagued with a cornucopia of risks that could cost your businessdearly. Whether it is damage to your property, loss of a utility (electricity or water), an employment grievance, orworkplace injury; your business may suffer not only from the incident itself, but possibly from a sharp increase to yourinsurance premiums.Insurance companies don’t want to insurance bad risks. One element of a bad risk is where, in recent history (5 years),there are a lot of claims (frequency) or the costs of the claims is high (severity). If your business has a favorable historywith zero or very few losses; you should expect to pay less for insurance than your competitor who has a history rid-dled with claims.Take risk management seriously! By employing strategies that mitigate risk to the best of your ability, you will becomea business with an infrequency of claims. This involves doing everything in your power to create a safe environmentfor your customers, employees and your property. Some examples of risk management are making sure your walk-ways are free of snow, ice and debris; provide extensive employee training that ranges from proper food handling tozero tolerance for work place harassment; installing a backup generator to avoid food spoilage in the event of a poweroutage. Create a risk management team, give them the power and tools necessary to do the job, and verify the job isbeing done to the best of their ability.Market Your Insurance Policies:As an insurance advisor, I try to create a feeling of partnership between my clients and their insurance carriers. Weoften underestimate the value of establishing long term relationships with our insurance provider. By being a partnerwe can work, with the insurance carrier, on keeping premiums predictable and stable. There is a benefit to getting toknow your carrier and vice versa.That being said, markets change and sometimes your insurance carrier will have to – or want to – raise their rates.Therefore, it is important to understand how, and, be able to market your company’s insurance from time to time.What does that mean? Basically, it means to get quotes from a bunch of different carriers. Insurance professionals callthis process marketing because that is exactly what it is. We are “marketing” your business to many insurance compa-nies in an effort to find the best pricing for the coverage that fits your business’ needs.Marketing your business from time to time is a key element in minimizing the amount of insurance premium you pay. Iwill again stress there are many good arguments to finding a great insurance company to partner with on a long termbasis; however, the need to market your business will likely arise periodically. Jeff Reardon, AAI Insurance Advisor with Davis & Towle Insurance Group Concord, NH 603-455-9041 [email protected] www.linkedin.com/in/jeffreysreardon 13

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By: The New Hampshire Human Trafficking Collaborative Task ForceThe New Hampshire Human Trafficking Collaborative Task Force has been active in NH for several years. InOctober of 2016, the Task Force successfully applied for a Department of Justice grant which awarded NH$1.6 million dollars to fight human trafficking. Since receiving this grant the work has taken off. The Task Forcehas multiple working committees including more than 35 agencies and individuals from across the state ac-tively involved in seeking the best strategy to stop traffickers, protect and assist victims of trafficking and raisecommunity awareness – this happens in NH.One of our goals, related to the problems of labor and sex trafficking here in NH, is to educate service provid-ers in public and private sectors, law enforcement and community members. This has been advancing withnumerous events every month. Awareness campaigns for community members provide both prevention andidentification at events like National Night Out, SoulFest, Laconia Pumpkin Festival and Old Home Days.Specialized members of law enforcement and social workers are actively working with victims, and prose-cuting perpetrators of this crime. Members of the Task Force provide services, coordinate with other agen-cies, and integrate care for vulnerable populations and victimized individuals. So what can you do? We haveinformation about what trafficking is, how to identify it and how to help someone get help if they weretrafficked. You can share this in your place of work or with friends and family.You can host training events or help us coordinate a community awareness event in your area. There’s some-thing everyone can do to bring light to this hidden crime. Start here with some education (video: https://www.dhs.gov/blue-campaign/videos/general-awareness) and then reach out for more information:Becky Ayling at [email protected] or send a message on Facebook. NH Human Trafficking Collaborative Task Force Child and Family Services 464 Chestnut Street Manchester, NH 0310 15

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By: Sarah Peterson, General Mills Food Service117 Main St., Lincoln, New Hampshire 03251www.gypsycaferestaurant.com 21

By: Heartland Payment SystemsMost payment processing systems, including point-of-sale terminals, operate through an internet connection.Unfortunately, technology isn’t always the most reliable. It can freeze, glitch or shut down altogether, bringingeverything – including processing payments – to a screeching halt. That’s why it’s imperative that your businesshas equipment in place to keep business transactions up and running in the event of an internet outage.Many offline terminals use a similar queue system (at Heartland it’s called Store and Forward) that allows you toaccept and complete the transaction. The data from the transaction is then stored in the queue until the internetconnection is regained, at which point the terminal sends the transactions for approval.Regardless of how the data is stored, you risk losing the funds for offline transactions because funds may not beavailable once they are processed. To offer some level of protection, many terminals allow you to set per transac-tion dollar limits (for example, $20 or less) and/or limit the number of total offline transactions. This limits yourrisk in the case stored transactions cannot be processed or are lost altogether.No matter how the situation is handled, be sure to contact your payment processor’s customer service or supportteam to notify them of the outage. This alerts them of the problem and paves the way for customer support tofind any underlying issues to protect you from future losses.How Heartland can help.Heartland is a leader in the payment processing industry and is committed to helping the entrepreneurs of Ameri-ca with their payments, payroll, point-of-sale, customer engagement and lending needs.You have a couple of different options when it comes to processing payments during an outage with our termi-nals or point-of-sale systems.Our Store and Forward system operates through queue technology to process payments after the point of sale.Store and Forward integrates with Heartland terminals and point-of-sale systems, and will prompt the merchantbefore going into Store and Forward mode, giving control over how transactions are processed. If a transactionfails, Store and Forward keeps a copy of the card in the system. To retrieve and process the transaction, a call tothe Heartland Service Center can be made.There is a 400-transaction limit when using Store and Forward at $130 per transaction. Again, the use of Storeand Forward does not guarantee the transactions won’t be lost or returned as insufficient. 22

To avoid the risk of having a declined transaction with Store and Forward, payments can be processed throughother backup solutions to keep business running (for example, the Heartland mobile app can process payments aslong as there’s a 4G connection).In the event of a complete power outage, Heartland customers don’t have to worry about lost transactions. Whileyou’re inoperable without power, Heartland’s point-of-sale systems and card terminals have the ability to close abatch of transactions, which means any payments previously processed won’t get lost, and your business won’tlose sales.Technology is sure to fail at some point – it’s just part of the technological landscape in which we currently live.However, taking the steps to protect your business when the internet fails is essential. Don’t be caught withoutthe proper equipment. Let Heartland help.We’re committed to your business’s success every step of the way. Visit www.heartland.us to find a local salesprofessional to help you get your business set up today. We serve businesses of all sizes, vested in helping you achieve your goals. Honesty, fairness and transparency are our core values—and how you can expect to be treated as our partner. We focus on custom- er relationships and take pride in serving as your advocate. 23

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By: Christopher T. Vrountas, Esq. and Allison C. Ayer, Esq., Vrountas, Ayer & Chandler, P.C.President Trump recently nominated Judge Brett Kavanaugh to replace retiring Justice Anthony Kennedy on the Su-preme Court. Confirmation hearings are expected to take place sometime in the Fall. Many predict the hearings willbe contentious. Most expect the Democrats to fight Judge Kavanaugh’s confirmation because he stands to replace Jus-tice Kennedy’s critical swing vote on the Supreme Court. However, given the Republican majority in the Senate, it islikely that Judge Kavanaugh will be confirmed. While his future rulings cannot be predicted with certainty, it is none-theless worthwhile to try to evaluate Judge Kavanaugh’s judicial temperament on some key matters to try to analyzehow he might decide certain cases interests if he is confirmed. To that end, below is a discussion a certain of Judge’sKavanaugh’s decisions on employment-related matters.BiographyJudge Kavanaugh is currently a judge in the United State District Court of Appeals for the District of Columbia. He wasappointed to the federal bench in 2006 by President George W. Bush after serving in the President’s administration invarious capacities, including Senior Associate Counsel and Staff Secretary. Prior to his work with President Bush, JudgeKavanaugh was a partner at a large law firm and he also served as Associate Counsel in the Office of General Counsel ofKenneth Starr during the investigation of President Clinton. He was born in 1965 in Washington, D.C. and he graduatedfrom Yale Law School in 1990. He is married and has 2 daughters. After law school, he clerked for Justice Kennedy,who he is now poised to replace.Analysis of a Selection of Kavanaugh’s Employment CasesDuring his time on the federal bench, Judge Kavanaugh has heard cases concerning a variety of legal matters that maybe of interest to employers. Below is a selection of cases that may help to indicate Judge Kavanaugh’s leanings andjudicial philosophy on some of these issues:Magloire K. Placide Ayissi-Ethoh v. Fannie Mae, et al. – DiscriminationThis is a discrimination case where Judge Kavanaugh sided with the employee. Placide Ayissi-Ethoh worked as in theinternal audit department at Fannie Mae. Placide Ayissi-Ethoh is African American, and he alleged that the companydiscriminated against him when it failed to give him a raise with his promotion as it had done with other white employ-ees promoted at the same time. Placide Ayissi-Ethoh also alleged that when he complained to one supervisor about hislack of raise, she said “For a young black man smart like you, we are happy to have your expertise; I think I’m alreadypaying you a lot of money.” He also alleged that the Vice President of Internal Audit yelled “Get out of my office nig-ger.” when Placide Ayissi-Ethoh complained that he was receiving staff level work even though he had been promoted.These managers denied making the comments. 28

Placide Ayissi-Ethoh filed claims of discrimination under theories of intentional discrimination and hostilework environment. On appeal, the D.C. Circuit found against the employer, reasoning that the comments alleged bythe employee was sufficient direct evidence to support the intentional discrimination claim and severe enough to sup-port the racial hostile work environment claim brought by Placide Ayissi-Ethoh.Judge Kavanaugh agreed with the majority, and he wrote a concurring opinion asserting that federal law supports theproposition that one single comment can be sufficiently severe to justifying a finding of a hostile work environment.According to Judge Kavanaugh’s concurrence, when one comment involves a supervisor using an epithet so blatantlyderogatory and offensive as the n-word, that comment alone without any other evidence of racially animus, is enoughto establish a racially hostile work environment. Judge Kavanaugh noted “[n]o other word in the English language sopowerfully and instantly calls to mind our country’s long and brutal struggle to overcome racism and discriminationagainst African-Americans” and furthermore “perhaps no single act can more quickly alter the condition of employ-ment and create an abusive working environment” than the use of the n-word by a supervisor toward a subordinate.Robert Lee Johnson v. Interstate Management Company, LLC – RetaliationIn a retaliation case brought by a hotel employee, Judge Kavanaugh this time found in favor of the employer. Johnsonwas a cook at a hotel in Washington, D.C. for nearly 15 years. During his tenure, Johnson received a “steady stream”of warnings from his employer concerning a variety of performance failures, including incorrectly filling out timesheets, violating the company’s anti-harassment policy, cleaning floor mats inside cooking pots, creating cross-contamination hazards while preparing meat, following improper procedures for thawing fish, and using the wrongingredients to prepare meals. In March of 2010, Johnson was suspended for undercooking chicken, and a result, hewas issued a final warning stating that any additional violations of the standard of conduct would result in his termi-nation. Johnson’s poor performance continued, and he was fired in February 2011 after an investigation revealedthat he had melted a piece of plastic wrap under the breading of a piece of cooked chicken that was served to a gueston a dinner shift.For his part, Johnson claimed that he was not terminated legitimately for poor performance, but rather in retaliationfor filing discrimination claims with the EEOC and for an OSHA complaint that which resulted in a nearly $35,000 fineagainst the employer. He filed retaliation claims under both OSHA and Title VII. The D.C. Circuit ruled against theemployee, holding that the employer was entitled to summary judgment on both causes of action. Judge Kavanaughwrote the opinion of the court which.You can view the full article here. In partnership with Vrountas, Ayer & Chandler, members have access to 30 minutes of free legal advice per unique incident. Members who need to retain services with VAC will receive a discounted member rate. Chris Vrountas [email protected] 29

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A Pizza for Your ThoughtsBy: 900 Degrees Neapolitan Pizzeria900 Degrees Neapolitan Pizzeria proudlyopened its third location in Portsmouth, NewHampshire in late spring. Ever since then therestaurant has been heating up the Seacoastand introducing its wood-fired pizza, fresh sal-ads, house-made pasta dishes and more to abrand-new legion of dedicated fans.This month, the pizzeria is offering a hot newpromotion for anyone who dines at its Ports-mouth location and shares a review of theirexperience on Facebook. Starting August 17th,2018, 900 Degrees will randomly select aweekly winner from its Portsmouth Facebookpage reviews to win a free signature pizza oftheir choice. Honest customer feedback is ex-tremely important to the success of any res-taurant, and this is one way 900 Degrees Ports-mouth hopes to demonstrate that yourthoughts are worth much more than a penny!Visit us online to submit a review of your re-cent experience at 900 Degrees NeapolitanPizzeria in Portsmouth, and you could be thelucky winner of a delicious signature pizza!Florentine Pesto, BBQ Chicken, Margherita,Saltimbocca and many more crowd favorites!The signature pies at 900 Degrees are madewith only the freshest local ingredients andcooked in a wood-fueled oven that offers fla-vor and texture beyond the reach of traditionalpizza ovens.900 Degrees Portsmouth is located at 2454Lafayette Road, Unit 43, in Portsmouth, NewHampshire.To learn more about 900 Degrees NeapolitanPizzeria, visit https://www.900degrees.com/. 31

By: iResponzeIt’s business planning time again! Here are 5 things you can do now to get ready:1. Review the current yearReflect on the year so far and consider what is currently working and what is not. Gather as much insight aspossible from hotel ownership, sales staff, other hotel associates and guests to help identify potential areasfor improvement. Some of the best information may come from front line associates who interact withguests the most. They hear daily what guests are looking for or complaining about. Also, review particulartrends, markets, promotions or tactics that drove the most bookings. In addition, it’s important to examineyour source of business and what you depend on for your base versus your filler business, i.e. CorporateGroups vs. SMERF business, and weekdays versus weekends.2. Keep a running list of ideasHow many times have you thought “I wish I had the budget for…” or mentioned to an associate “that’s agreat idea, let’s remember to add that to the budget next year.” Probably many times! Start making a wishlist of items to include in your business plan. Maybe you’ve been thinking about a better way to handle socialmedia or handle online reviews. Maybe you simply need new supplies. Be sure to add them to your list. It’shandy to keep a note on your smartphone so that you can add items on the fly.3. ResearchNow that you have a good list of ideas, dig deeper through research. Review what you know about yourguests - it’s all about providing them with the best experience. Look through guest surveys, TripAdvisor orsocial media reviews to better understand what is impacting the guest experience in positive or negativeways. This knowledge will help you provide the back-up you may need to justify certain improvements orinvestments. Also, gather all the information you’ll need from vendors or services that you want to add inthe new year so that you are prepared for meetings with hotel management and your team. 32

3. ForecastIn addition to your research, you’ll need to startforecasting for 2019 – both your topline budgetand bottom line results, by month. What are ho-tel industry predictions for 2019? What outsideinfluences might affect your hotel? How are yourstaffing needs going to change? How will thataffect other costs, like recruiting or train-ing? There’s a lot to consider, so it’s best not towait until the last minute – and don’t assume thatnext year will look the same as this year.4. Share and ReviewOnce you’ve gathered your wish list and doneinitial research, it’s important to consider whoelse on your team might have items to add. It’salso good to get feedback regarding items onyour list. Share your list with your team and plantime to discuss how to prioritize.Give yourself some time and distance from yourlist, then go back and revisit each item. Withsome separation and additional thought, you maywant to make some adjustments. Consider ifyou’ve missed anything and remove any unrealis-tic items. When you present your wish list, youwant to be fully prepared with your research andyou want each item to be taken seriously.iResponze is holding webinars in August and Sep-tember to help take away some of the stress ofbudget planning time by providing the latest In-dustry insights and marketing trends as hotelsprepare their budgets. Check them out here. 33

By: GranitPathMost employees (employers for that matter) want one thing above all else from their retirement plan, simplicity. Most havetoo little investment experience to make educated decisions, and too much on their schedule to learn the ins and outs. Weunderstand and are here with a simple summary of two of the most common retirement plan options.Traditional 401(k)The basic must-know information about a traditional 401(k) is that it is a retirement account in which your money is contrib-uted pre-tax and is allowed to grow on a tax deferred basis until you withdraw from it, at which point it is taxed as ordinaryincome. So rather than getting a paycheck and having the government take its share in taxes and contributing what is left, youget to effectively contribute 100% of your dollar immediately, and then take a tax deduction at the end of the year.Contribution limits: $18,500 or $24,500 for those age 50 or older, neither number includes money contributed by your em-ployerEmployer match: Often an employer will match all or a portion of what you contribute to it. You should always take ad-vantage of every employer contribution available. So if for example your employer offers to match 50% of every dollar up to6% of your salary, you should contribute 6% of your salary. On a $50,000 annual salary this amounts to $1,500 per year thatyour employer is willing to give you, so you are squandering that opportunity for free money by not contributing up to thelimit.Withdrawal Rules: If you wish to withdraw money before you reach age 59 ½ you will pay a 10% penalty on that withdrawal inaddition to the money being counted as taxable income. After age 59 ½ there is no penalty, but it is counted as taxable in-come. You are not required to take any money from the account until you reach age 70 ½.Roth 401(k)Just like how a Roth IRA differs from a traditional IRA, the Roth 401(k) acts the same way. It is a retirement account that al-lows you to contribute on an after-tax basis and then make tax-free withdrawals in retirement.Contribution limits: $18,500 or $24,500, neither number includes money contributed by your employerEmployer match: Just like in a traditional 401(k), you should always take advantage of any match offered by your employer.The only difference here is that your employer must hold the money it wishes to contribute to you in a separate pretax ac-count.Withdrawal Rules: Just like in your traditional 401(k), you will pay a 10% penalty plus income tax on any money withdrawnbefore age 59 ½, but in this case you have already paid income tax when you contributed so you are effectively being taxedon the money twice in addition to the 10% penalty. Unlike the traditional 401(k) account, you are not required to take re-quired minimum distributions from Roth accounts, which can be a great way to build assets and potentially transfer them tothe next generation. 388 Nashua St. Milford, NH 03055 (603) 554-8551 [email protected] 34

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By: Amie Pariseau, NHLRAAs part of our continuing efforts in partnership with the Sector Partnership Initiative (SPI), the NHLRA pre-sented “Connecting the Dots in Hospitality” at the annual Career and Technical Education (CTE) Summer Con-ference. This conference brings together all CTE educators, counselors, directors, and administrators fromacross the state for three days of curriculum discussions and workshops.The purpose of “Connecting the Dots in Hospitality” was to highlight the activities the NHLRA has been spear-heading over the past several months to provide exposure and opportunities to career pathways as well asprovide resources to all New Hampshire students and adult learners. These highlights included a recap of thefirst annual New Hampshire Hospitality Month which reached 320 students our partnership with GraniteState College which provided leadership, communication, and conflict resolution strategies to over 60 partici-pants a variety of new relationships we’ve formed ranging from Girls Incorporated to Girl Scouts and fromAdult Learning Centers to Ascentria Care AllianceThe majority of the time was dedicated to industry and educational partners to showcase their successfulpartnerships and to inspire other educators to consider building similar partnerships with local industry mem-bers. Great appreciation and thanks to the panelists for sharing their time and enthusiasm!Jay Bolduc, managing operator, director of bar/beverage, T-BONES & CJ’sMichelle Cote Haas, professional development, Mountain View Grand Resort and SpaMatthew Holland, culinary arts teacher, White Mountains Regional High SchoolReilley McGee, catering and culinary technical education facilitator, White Mountains Regional High SchoolDon Mullen, director of career counseling, Laconia High SchoolHunter, senior, ProStart and HTMP student, White Mountains Regional High SchoolIn the hospitality and tourism track at White Mountains Regional High School, students learn in the tradition-al classroom and then have the opportunity to experience every department at the Mountain View GrandResort and Spa. This culminates in an event the students design and implement. This year’s group held a ca-reer fair for the resort. The panel attendees enjoyed the student view as Hunter walked them through wherehe found his passion for hospitality and his future goals. 40

He’s been working at Santa’s Village, was recently promoted to the Recreation Activities Manager and plansto pursue recreation management at White Mountains Community College and Plymouth State College. Apassionate, hardworking individual who plans to remain in the state. How do we clone him?T-BONES & CJ’s and Laconia High School teamed up for an Industry Panel and then again during NH Hospitali-ty Month. “The students of Laconia High School are extremely grateful to Gunstock Mountain Resort, MillsFalls at the Lake and Cactus Jack’s and T-Bones,” said Don Mullen, “Our students were given the opportunityto explore the wide variety of amazing career opportunities available in the hospitality industry in-depth. Thishands-on experience was valuable and has already helped several students make educational and careerplans.” Three students who participated in the industry panel joined CJ’s as employees!The remainder of the time was an open discussion about the challenges facing both the educators and theindustry. The issues consistently plague both sides- student engagement and interest, passion for the indus-try, and work ethic of the students coming through the pipeline. We’ll continue to work with our educationand industry partners in these efforts.As summer wraps up and the fall begins, the education and workforce space will be bustling with activity.Upcoming programs include “Managing Human Resources in Hospitality” at Granite State College, sponsor-ing the Girl Scouts G.I.R.L. Expo, working with our ProStart schools, developing a lodging management ap-prenticeship model, and more. If you would like more information or would like to be involved, please con-tact Amie, education and workforce development director, at [email protected] or 603-228-9585. 41

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By: Duprey HospitalityConcord’s favorite hospitality companies has launched a catering business for large-scale events to intimatedinners. Catering by Design has debuted its new catering menu this year with Executive Chef Trish Taylor.Catering by Design brings contemporary and authentic cuisine to venues throughout the Capital City and be-yond. In its first season, the catering company worked weddings at La Piece-The Room in Tilton, Holiday Par-ties at the Capital Center for the Arts, luncheons at University of New Hampshire School of Law and rehearsaldinners at Kimball Jenkins Estates.In addition to large upscale events, Catering by Design also specializes in intimate private dinners and is cur-rently planning several holiday parties for Concord area businesses. The team customizes menus for eachevent, and incorporates vegan, gluten free, and seasonal organic ingredients into the dishes. The services ex-tend beyond catering and include assistance with specialty orders, room décor, and coordination with wed-ding vendors, such as photographers, florists, and musicians.Catering by Design also partners with The Courtyard by Marriott and Grappone Conference Center to offer acomplete event package including lodging, catering services and coordination of off-site activities. Other ven-ues they work with include La Piece-The Room, Tilton, Capital Center for the Arts, Kimball Jenkins Estate,McAuliffe-Shepard Discovery Center, Concord, McLane Audubon Center, Concord. 2 Pillsbury Street Concord, NH 03301 (603) 568-5851 www.stayconcord.com 46

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July 2018—August 2018Banners Restaurant Best Western Executive Comcast Business Coppertoppe Inn & Retreat Court Inn CenterCrown Linen Service Darby Field Inn Eagle Mountain House & Econo Lodge—Inn & Suites Golf ClubHanover Street Chop Highlands Inn Inn of Lincoln InnSeason Resorts Pollard House BrookLago’s Ice Cream Las Olas Taqueria Lucky Dog Tavern & Grill Martignetti Companies of NH, Inc. The Mount The New England Inn New London Hospitality Patrick’s Pub & EateryWashington Cog Holdings, LLC RailwayPortsmouth Gas Light The Shaskeen Irish Pub Silver Sands Motel & Sky Valley Motel & Cottages MarinaCompany and Restaurant SNHU Arena Stark Village Inn Tilton Inn & Onions Pub Twin Lake Village RestaurantUNH Peter T. Paul Woodward’s WhiteSchool of Business Mountain ResortWelcome Newest NHLRA Members! 1750 Taphouse | Bedford, NHThe 1750 Taphouse offers a full from scratch menu, brick oven pizza, andover 40 local and craft beers. We pride ourselves on being community driven,affordable, and a quality family restaurant.How to Pay your Dues - Pay online by logging into your account at nhlra.com - Call the NHLRA office at 603-228-9585 - Mail a check to 16 Centre Street, Concord, NH 03301 48

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