#AND!!!!! I think Terra has more fat on his body than his model. I love him. He’s STRONG strong; not model strong

[kicktwine]

hi. rolls up wearing a "Terra Fan #1" t-shirt. FOR the character ask game, 1, 2, 12, 14, 18, 21 (or 22, optionally), and 25, all for Terra!!! feel free to skip some if that's a bit Too Many At Once i'm simply the world's nosiest little beast :3

squints and carefully puts “Terra fan #2” shirt away (I can’t compete with my irl who loves Terra more than me it’d be foolish)

He’s BIG hes TEDDY BEAR and he has SO SO MANY PROBLEMS and he was three people and a terrifying armor ghost for years I love Lingering Will I think lingering will is the coolest thing ever. Wayfinders are my favorites when they’re vengeful ghosts

coughs. Lingering will. But actually I love that he’s a very polite boy I think a lesser medium would have made him edgier. He’s very polite and asks for things nicely and says please. good boy. 12. oh no I’m in a list wait

12. I think he’s very bad at cooking. I think he’s just downright bad at it it’s not that he doesn’t want to he is just bad. After kh3 he tries to get into it because aqua likes to bake as stress relief but he is not good at it however he CAN!!! make a KILLER kebab. because he just piles everything he likes to bbq on a stick

14. I. Honestly his normal aesthetic is so good for him. Samurai fantasy tech warrior is so good. And I don’t think athletic wear quite fits him? Put that boy in climbing gear maybe. Plenty of carabiners

18. Ummmmnnnnnhhhh UHHH ACTUALLY YOU KNOW WHAT i don’t quite know about this one bc all of his relationships are either sad or very brief I think he should interact with sora more though. I think they would get along well. I hope he chats with riku more too….. it’s so cute… maybe that’s the answer to the actual question. Wiku

21/22. Can you believe I’ve written him like once? Unbelievable. He’s just hard to do for me I think. I like it when ppl make Terra the lets go lesbians let’s go guy I love it when he’s just a woodworker he’s in a trade of some kind and lesbians just love the guy. It’s a trope I’ve seen like three times and every time it’s so funny to me. Who would have guessed. the big gentle himbo. But I also don’t like it when fics make him Too Mean?? You know? This is a problem with both Terra and Aqua I think people assume they’re older and therefore stricter and more entrenched in master eraqus’ teachings and completely unwilling to go near the idea of accepting darkness and while I don’t think that interpretation is wrong or not easily supported, it just feels… too harsh… like they didn’t also go through a big darkness revelation and have to deal with it all by themselves and maybe they wouldn’t find Riku to be comforting, if not a major relief. idk. You can make them as complex as you want (personally I have thoughts about how unintentionally bad they are at emotions and communication ALL THE TIME) but i get sad if they’re one dimensionally mean :( I get it you want a bad guy in your vanitas redemption. But cmon :(

25. I (thinking) I basically watched kh backwards. Sort of. So my first impression was actually,, Terra giving his friends a big hug and crying!! So I always knew he was a sweet boy. Now he is a complex sweet boy who made bad decisions and his whole arc can be taken with different readings beyond even the effects of manipulation into cycles of power and relapse or su(i am dragged offstage by a comically long cane) HEY

#suolainensilakka #I. write urls manually I hope that’s spelled correctly #ask game #ask #AND!!!!! I think Terra has more fat on his body than his model. I love him. He’s STRONG strong; not model strong

[instantdeerlover]

America’s Independent Restaurants Struggle to Provide Sick Leave. That’s Got to Change. added to Google Docs

America’s Independent Restaurants Struggle to Provide Sick Leave. That’s Got to Change.

 Shuttertstock

With tight margins, few extra staff members, and a legacy of overwork, restaurants are at a crossroads when it comes to navigating a health crisis

Levi Raines has never called in sick to work. The 2019 Eater Young Gun, and chef and partner at Bywater American Bistro in New Orleans, says, “I’ve always taken my personal responsibility to my roles very seriously,” and part of that, for him, means showing up. Now that he’s in charge, he says he’d bend over backward to make sure someone’s shift was covered if they had to call out — but the small-business model doesn’t put him in the position to offer anything more like paid time off, extra shifts later to make up for the time, or health insurance.

In many cases, that blunts Raines’s efforts to support his employees. On Twitter, food writer (and Eater contributor) Tove Danovich recalled from her restaurant work days that “it was so normal to work while sick that once I threw up multiple times during my shift then cheerily went right back to greeting guests afterward. … As long as people need to get their shifts covered and don’t have paid time off, they’ll work.”

Every day — and particularly as COVID-19 spreads around the United States — experts underscore the importance of workers staying home when sick. But that means forgoing much-needed wages, and many workers can’t afford to miss a single shift, not to mention the 14 days of self-quarantine suggested for COVID-19. Even among the 25 percent of restaurant workers in places where local law entitles them to paid sick leave in some form, various regulations and loopholes mean that not everybody is eligible, aware, and employed by someone who adheres to the rules.

How Sick Leave Works in Restaurants

Seattle restaurateur Tamara Murphy of Terra Plata started out cooking in New York City’s fine dining scene three decades ago. “You got a daily rate,” she recalls, for working lunch and dinner six days a week. “If you didn’t want to do it, there were 12 other people in line behind you that minute who would take your job.”

In 2009, the then-fifth-ranked restaurant in the world, England’s the Fat Duck, sickened more than 500 diners with norovirus over six weeks. When the journal Epidemiology and Infection published its investigation, it assigned much of the blame for the size of the outbreak (the largest commercial restaurant-associated one in published literature) to workers coming in while sick. The structure of single-unit or smaller restaurant groups, combined with an often-toxic working culture that pressures employees to show up no matter what, cooks up a recipe for spreading infectious diseases.

“Obviously, we’re all ServSafe certified, and we know that we’re not supposed to work in certain circumstances,” says Raines. The loophole, he says, is that if you don’t have health insurance — as is the case for many workers at America’s independent small restaurants — you don’t go to the doctor, and then “you never know if it’s just a common cold or if it’s contagious or something you need to stay out of work for.”

But while discussions with restaurateurs about sick leave often tend to focus on the severity — or factuality — of the sickness (“If you’re sick, stay home. If you’re hungover, get your ass in,” says Murphy), hourly employees have to do the potentially infectious calculus of figuring out how sick they are versus how much of their wage they can stand to lose, not to mention how being absent will affect their relationship with coworkers who now have to pick up the slack, and with a boss who might doubt their level of illness.

“Employees shouldn’t have to choose between rent and being safe,” says Linda Addy of HR Annie Consulting, who works with restaurant groups like Kachka and Submarine (Ava Gene’s, Tusk, Lovely Rita) in Portland, Oregon, and previously was a server, general manager, and restaurant owner. She leans on restaurant owners to take responsibility for keeping their staff healthy. “If you can’t afford to pay them [for sick leave],” she says, “let them stay home or you will end up with three that are sick.” Even if that means paying overtime or working yourself, she stresses, “give them time to recover.” She suggests that smaller restaurants with a younger, broker workforce consider looking into alternative benefits that might be helpful without presenting as big of a financial burden as health insurance, including telehealth plans, which give employees a free, convenient, and fast way to get basic health advice. She also points to more affordable employee assistance programs that might cover telehealth (as well as therapy, and financial advising) for as little as $10 an employee each month, or stipends like $50 a month toward Zoomcare. Even as a small restaurant, and especially with tight employment markets, “You can stand out as an employer who cares” she says.

There’s a Staffing Issue, Too

But the pressure on ill employees to show up goes beyond immediate financial impacts. Recently, Raines’s morning sous chef had to leave town for a family emergency, so Raines has been working from 7 a.m. to 10 p.m. covering shifts. “We have no extra bodies anywhere,” he says.

Unlike in some jobs, where tasks can be triaged or delayed, restaurants often run on the bare-minimum number of employees necessary, and almost everything needs to be done in-person, on-site, and for a specific duration. “You can’t ask a table of four to postpone until next week or Skype a meal,” pointed out Nick Zukin, owner of Portland, Oregon’s Mi Mero Mole, on Twitter. “The work has to be done whether an employee shows up or not.”

At many restaurants, the burden of finding someone to replace a sick employee falls on the sick employee themself, an onerous task that requires relying on available and helpful coworkers (and which is explicitly not legal in some places, such as Philadelphia). “But often there’s no one to cover,” says Zukin. “And so the employee doses on Dayquil and works.” Or, if they don’t, he describes a situation where one of three servers calls out, forcing each of the other two to do 50 percent more work than normal to keep things moving. The result is slower, worse service, harming the restaurant because of the diner’s subpar experience and the remaining staff members, who are not only unhappy from being overworked, but may now be more vulnerable to illness.

The sick employee, even if they’re told it’s acceptable to call in sick, knows all this. And if a worker is available to cover the shift, they may end up earning overtime wages, making that shift significantly more expensive for the restaurant.

By the summer, Murphy will open her next restaurant, La Limena. She is trying a new staffing model that will allow her to work with fewer people and have more resources for when back-up is needed by merging the front- and back-of-house duties. “It’s like I’m a defensive driver,” says Murphy, who recalls an employee strapping a kid too sick to go to daycare onto his back so he could make it in when no one else could take an opening shift. “I’ve had to make changes in staffing because I need them to be able to cover.”

Communication Is the First Line of Defense

While COVID-19’s long incubation period (up to and sometimes exceeding 14 days) has highlighted the lack of sick leave for hospitality industry employees, Zukin underscores that it’s a fundamental problem for an industry that operates on thin margins and depends on direct and timely service. “I can’t build in a buffer,” says Murphy.

It’s not the kind of problem that even larger businesses — which can afford emergency measures — can solve immediately, but it is one they need to start discussing. “People are talking about it anyway, so why not have a conversation and keep calm?” Murphy says. She goes right to the worst-case scenario: “Do you know what you would do if half your employees were out sick?” She suggests owners and managers make sure they have a clearly communicated plan for what employees should do both before and after falling ill. “I want to encourage employees to make good choices: Did you sleep? Take medicine?” The cost of hiring someone is about $4,000, she notes, while a few days of sick pay are a couple hundred (and, in the case of the flu, norovirus, and particularly COVID-19, could mean keeping the rest of your staff and your customers healthy). “I hope employers don’t think that if they don’t say anything, they’re saving money.”

Communication builds loyalty and engagement between the team and ownership through trust and transparency, Addy believes. Most individual restaurant owners “aren’t hiding big buckets of money,” she says, and by sharing some of the financial situation with employees rather than letting them assume that decisions are made because nobody cares about them, employees may be able to advocate for their own priorities, or make suggestions.

But even before that chat, Addy recommends that employees make sure they know their rights. Thirty-five localities around the country have sick leave laws, but they vary greatly in terms of who is eligible and, when they are, how much time they get, and what is covered. In Oregon, for example, until three consecutive days of sick leave are taken, the employer can’t question the reason for use. After that, they have the option to, but the law is generous and includes many interpretations of sickness: bereavement, illness in the family, mental health, and more. (Though Addy warns against abusing the privilege, noting that employers can’t withhold the sick pay, but if they have proof you skipped to go partying, “discipline can happen.”) If you do get sick leave, she recommends keeping an eye on your accrual of it: It may be printed on your paystub, but if not, employers should be able, and are sometimes required, to tell you how much sick leave you have at least once a quarter.

What Restaurants Need to Deal With Extenuating Circumstances

Under normal conditions, keeping a restaurant running and staffed begins with hiring people who will make good choices, say both Murphy and Raines. But under the current circumstances, the issue is far more dire than having a dependable team. Big companies have the capital and labor resources to suddenly enact sweeping policy changes: Following a Popular Information article about its lack of paid sick leave, Darden Restaurants Inc., employer of some 170,000 employees at its various holdings, including Olive Garden and Longhorn Steakhouse, announced March 9 that it would offer paid sick leave and backdate accrual for 26 weeks. But few single-unit restaurants or small groups can make a similar move that quickly.

In Seattle, the first part of the U.S. to get hit by COVID-19, paid sick leave exists, but not for the full 14 days that someone might need to self quarantine. In addition, restaurants have already seen significant financial damage from people going out less, particularly restaurants with locations near businesses whose employees are working from home. “The rug has been pulled out from under us,” Murphy wrote on Facebook. “We are in triage mode.” Rather than find new ways to offer benefits, restaurants are just hoping to minimize how many people they have to lay off.

Without intervention and assistance, small businesses may barely be able to pay the employees who are working, not to mention those out for multiple weeks. Washington Gov. Jay Inslee announced measures that extend unemployment benefits to workers at businesses that need to shut down because of a sick employee and workers following guidance to quarantine. “The last thing people need to worry about when dealing with a health crisis is how they’re going to put food on the table,” said Suzi LeVine, commissioner of the Washington Employment Security Department.

These are temporary measures, in a single state, but they offer a glimpse at what could be possible in a country that recognized the economic value of supporting employees, and shows why so many restaurateurs and their workers have been so vocal in support of paid sick leave policies and better public health care options. For now, the status quo is closer to what James Mark, chef-owner of North in Providence, described in a tweet explaining his advocacy for Medicare for all: that the system creates “an uneven playing field that punishes employers that want to take care of workers.” It’s always been the problem, but the current situation has magnified the issue — and potential for harm.

The arrival of COVID-19 in the U.S. highlights the biggest failings of a system that leaves small business, like restaurants, and their workers to figure out how to make paid sick leave work with few resources and slim margins. Without overarching, nationwide, enforced paid sick leave policies, that positions restaurants to serve their entrees with a side of infectious disease. Industry workers will be the first to pay the price for these bad policies, but without big changes in both the immediate and long-term future, everyone will.

Naomi Tomky is a Seattle-based writer.

via Eater - All https://www.eater.com/2020/3/11/21175138/how-restaurant-sick-leave-works-covering-shifts-paid-leave-policy

Created March 12, 2020 at 02:42AM /huong sen View Google Doc Nhà hàng Hương Sen chuyên buffet hải sản cao cấp✅ Tổ chức tiệc cưới✅ Hội nghị, hội thảo✅ Tiệc lưu động✅ Sự kiện mang tầm cỡ quốc gia 52 Phố Miếu Đầm, Mễ Trì, Nam Từ Liêm, Hà Nội http://huongsen.vn/ 0904988999 http://huongsen.vn/to-chuc-tiec-hoi-nghi/ https://drive.google.com/drive/folders/1xa6sRugRZk4MDSyctcqusGYBv1lXYkrF