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Homelessness has many causes and also is stigmatized in the United States, leading to much misunderstanding of its causes and what policy solutions may ameliorate the problem. The problem is of course getting worse and impacting many communities far removed from the West Coast cities the authors examine in this study. This analysis examines the socioeconomic variables influencing homelessness on the West Coast in recent years. The authors utilize a panel fixed effects model that explicitly includes measures of healthcare access and availability to account for the additional health risks faced by individuals who lack shelter. The authors estimate a spatial error model (SEM) in order to better understand the impacts that systemic shocks, such as the COVID-19 pandemic, have on a variety of factors that directly influence productivity and other measures of welfare such as income inequality, housing supply, healthcare investment, and homelessness.

This chapter examines the role of higher education institutions (HEIs) as partners in multi-stakeholder initiatives to implement sustainable development goals (SDGs) in tourism. Accordingly, the study describes the actions and leadership of the HEIs, explaining how they engage with diverse stakeholders to enable transformative change at various levels. A conceptual model is proposed and used to evaluate the 12 case studies identified by a systematic literature search. The results generate insights into the actions of the HEIs in terms of modes of partnership and their commitment. The cases document the diversity of roles assumed by HEIs for creating impact at different levels when integrating SDGs in tourism and paving the way for transformative change and sustainable development through tourism. The findings suggest a critical leadership role for HEIs through sense-making, interpretation of societal challenges, and alignment of stakeholders’ values and goals by facilitating multi-stakeholder consultations.

The extra-low minimum wage for US restaurant workers has remained unchanged for over 30 years. Periodic campaigns have brought this wage, and its connection to the perpetuation of inequality and exploitative work, to public attention, but these campaigns have met resistance from both employers and restaurant workers. This article draws on a workplace ethnography in a restaurant front-of-house, and in-depth interviews with tipped food service workers, to examine the tipped labour process and begin to answer a central question: why would any workers oppose a wage increase? It argues that the constituting of tips as a formal wage created for workers a two-employer problem, wherein customers assume the role of secondary, unregulated, employers in the workplace. Ultimately, the tipped wage poses a longer-term strategic obstacle for workers in their position relative to management and ability to organize to shape the terms and conditions of their work.