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Objective. To report on the patterns of substance use in newly admitted male and female South Australian prisoners using the WHO‐ASSIST screening tool (Alcohol, Smoking and Substance Involvement Screening Test) and observe the feasibility of using the ASSIST and associated Brief Intervention in this population. Data sources. Results of the first 518 prisoners screened using ASSIST in South Australian reception prisons. Results. In the first 10 months of the implementation of the WHO ASSIST, 518 clients were assessed in the 3 metropolitan intake prisons in Adelaide, Australia. This represents 31% of all male and 35% of all female prisoners admitted over this period. Injecting drug use was reported in the previous 3 months by 55% of men and 51% of women. The six most common substances used at high and moderate risk levels, in order of prevalence (from high to low) in males were tobacco, cannabis, amphetamines, opiates, alcohol, and sedatives. In women the order was tobacco, amphetamines, cannabis, opiates and sedatives equal, and alcohol. Fifty percent of men and 33% of women were using four or more substances. Overall rates of substance use related risk amongst men coming into prison are slightly greater than for women. Accessing prisoners for screening within the first few days is difficult with 55% already being released or at court or other external appointments.

Managers at Marriott Hotels typically worked more than 50 hours a week. The prevailing idea was that the more hours one put in, the better. “See and be seen” were the watchwords. But by the mid‐1990s, the company was having increasing difficulty recruiting talented people. Some of its best managers were leaving, often because they wanted to spend more time with their families. Munck describes how Marriott therefore introduced a six‐month pilot scheme at three of its hotels in north‐eastern USA, to help managers to strike a better balance between their home and working lives.

Hospitality services are among the most robust experiences enjoyed by consumers. To deliver them successfully, careful attention to detail is first needed for the design and development of those experiences. This chapter begins by exploring the array of elements that holistically construct an experience, from process to people to physical environments. Then, the customer experience management framework is used to outline a recommended technique for approaching experience design. Finally, a brief survey of visualization techniques shows how experiences can be modeled for assessment and improvement.

The purpose of this critical review is to address issues with the current school of thought that diversity must come before inclusion in the diversity, equity and inclusion (DEI) process and propose an alternate solution.

This review takes a critical constructionist lens such that changes in social norms have morphed over time, refining the meaning and implementation of DEI initiatives in research and the workplace. This review is framed within the context of hospitality organizations.

The conflicting results in DEI research (whether DEI practices are positive or negative) are explained by diversity being the core factor. It is proposed that inclusion is the starting place and determinant of success in creating a diverse workforce. If inclusion comes first and is followed by equitable treatment, then diversity (and diverse representation) naturally follows.

This review offers a novel perspective on the relationship between diversity, equity and inclusion, which was previously ambiguous. Research rarely includes all three as variables in the past, and does not use diversity as an outcome, but rather as a starting point.

This research suggests that unless an organization begins with an inclusive climate, there will be no benefit to having diverse candidates, nor will there be long-term retention of a diverse staff. It is recommended to begin with inclusion, implement equitable practices and diversity will increase through the enacted and espoused values.

For one merit-based undergraduate scholarship program at Washington University in St. Louis (the University), discovery and dialogue have been essential to the program’s nearly 30-year existence. Named for Dr. John B. Ervin, the first African American Dean at Washington University in St. Louis, the John B. Ervin Scholars Program has attracted, recruited, retained, and graduated over 600 students deemed to exemplify extraordinary commitments to four pillars – scholarship, leadership, service, and diversity. Because the Program’s administrators have cultivated a community grounded in discovery and dialogue, the Ervin Scholars’ resolve to foster a more just and equitable society has deepened over time, perhaps preparing them for this time in which universities, this nation, and our world face crises over race. This resolve has manifested the last few years as Ervin Scholars have responded quickly to racial issues at Washington University in St. Louis and throughout the nation.

With its 30-year foundation, the John B. Ervin Scholars Program continues to develop, nurture, and support young people who advance discovery and dialogue. Drawing on a number of interviews, Program and University publications, and external publications, “A Legacy of Commitment,” the second installment of the Program’s history, demonstrates how the presence, contributions, and achievements of Ervin Scholars have changed Washington University in St. Louis. The Ervin Program has been an important part of the University’s efforts to be more diverse and inclusive, and it will continue to be integral to the University’s current and future plans.

Operations management involves utilizing given resources as efficiently as possible to deliver services to customers and meet business goals. Developing efficient business operations requires a hospitality organization to design efficient service environments, as part of its mission. This chapter articulates the key design and planning strategies for the development of a successful hospitality organization. The first section covers the process of location selection, as the most important factor leading to the success of a hospitality organization. The second section discusses strategies for estimating the number of users (service employees and customers) during peak and idle times to justify a costly financial investment. The third section concerns the readers with the topic of layout planning, with the goal of service optimization for a targeted number of customers. The fourth section deliberates workflow conditions, and finally, the last section addresses the ambience and design of the physical hospitality environment, which is crucial for customer evaluation of a hospitality organization as it creates a first impression.