I'm Steve V Weg. I'm the Associate Director of the center, and I'm so glad to have you here with us today. The center is the brain child of doctor Sandra Petronio, who's Emeritus communications professor here at I UPI. And when she and her husband, Charles Bans, Chancellor Emeritus came to IUPI, they noticed that a lot of the research that happens here at I UPI is, in fact translational. It is either creating or taking evidence and applying it to solve complex problems in our community. Our goal at the center is to share and celebrate a lot of this work. And so part of our way of doing that is sharing with you our translational scholars and their work through our conversation series. Today, we're delighted to have with us, Becky Lou Lastras, who will begin to talk to you in a little bit about her exciting research. Before we do that, I have a couple of announcements and reminders. Since we're on Zoom, we ask that you do keep your microphones muted, and you can keep your screens off during the brief presentation. Once we get to the conversation part, we will encourage you to turn on your videos and to unmute your mics when it's time to ask a question or have conversation with Professor Lou Lastres. The presentation is being recorded for future viewing, so if you don't wish to be seen, then you'll certainly want to keep your video on off. And you will get a post evaluation. We'd like to get your input on what you think about the series and your ideas. And you can keep up to date with us by checking out our website at any time. We do want to let you know that we are now able to offer continuing education units for attending these conversation series. So check out the website where you can find more information. In addition to the website, you can follow us on our social media. You can look on Twitter, Facebook, Instagram, or all over the place. We also now have a YouTube channel where you can go and see past sessions of our events if you want to get caught up. One of the features of our website with our scholars is our partnership with Scholar works. And Scholar Works is an opportunity for people to share their works with the community. So if you go to our featured scholar page, you could click on any of the scholars that you choose that you want to know more about. You might pick our host today. And you can see right here on the trip page with doctor Lou Lastras, some of her scholar works articles that are easily and freely available to you. You could also go to the main page of the Scholar works, and you could see all of her works there, as well as all the works from our translational scholars on the IUPUI campus. We think this is a great service, and it's a great way to help make information available to the general public who might be interested in the work that's going on here at IUPUI. So upcoming next month, in August, at the end of the month, we'll have on the 27th, will be featuring John Goodpasor. You'll be talking about chemical analysis as a tool in arson and explosives investigation. So we think that's another interesting topic for our conversation. But today we couldn't be more delighted than to have with us, Professor Becky Lu Lastras, who's going to talk to us about something that should happen in July, and that would be travel and tourism. So I will unshare my screen, and we'll let Becky go ahead and share hers and start with a conversation. And while she's doing that, I'll remind you that you're welcome to share your comments and questions in the chat. And when she's finished and poses some questions for us, then we'll help facilitate having a conversation with doctor Lu Lastra. So welcome, Becky. We can't wait to hear what you have to share. Thank you for the introductions, Steve. Hi, everyone. Welcome to my presentation. So I'm very honored to be invited to come here and present my research and share some insights with you. And today's presentation title is are we always prepared? Examine risk and quest management in Tourism Hospitality. To set the stage, let's start with a very interesting question. What is tourism? So when we talk about tourism, I think what first pop in your mind is just Suns San fund, a lot of things that you traveling, having a good time and have a memorable experiences with your friends and family and your loved ones. But in United States, especially in the pre pandemic era, tourism is also one of the strongest supporter to our national economy. So for example, in 2019, we have over almost like 800 billion tourist income, which can be further translating into, like, 125 billion tax income and 6.6 million jobs. So, similarly in Indiana, although most of us may not see Indiana as a traditional tourism destination, especially compared with like Florida, California, New York. But actually, tourism is playing a very important role in Indiana's economy, especially with Indianapolis being known as a sport event capital as well as one of the top convention cities in the states. So in the pre pandemic era, SCC indena actually welcome 81 million visitors, generate like 13 billion incomes and support like one in 23 indiana workers just because of toys and development. So so that's why more and more attentions are being paid to tourism because all the money, all the, you know, financial potential, and things like that. But if we take a closer look at the definition of tourism, it's actually more than the activity and more than the expenditure that involved in these activities. It's also can be seen as a social, cultural and economic phenomenon that entails the movement of people to countries and places outside the usual environment for either personal or business purposes. And some of you may be wondering why, what will be the social and cultural consequence along with tourism. So through travel, we do create different kind of encounters like encounters between the residents and visitors. The encounters like among investors among among residents, also between the employer in the tourism industry and the guests, the employers and the visitors. Through all those encounters, actually, we're kind of exchanging our experiences, cultural and actually impacting the destination. So I want to show you a picture This is the picture I took when I graduated from college from my graduation trip. It was like 15 years ago in China. So it's a very small town called West Street in Guan Si Province. So as you see, it's not like those fascinated, very well developed, um areas. And actually, if you see the architecture style of the house, you can see, this actually is located in a very rural area. And it's not even like the top developed areas in China. But this little town is famous among Western travelers. It's on lonely planet. It's on all the backpackers to go list when they come to China. So very interestingly, there's a lot of change going on in this little town as well. So as you see this little street, it has all all the, you know, traditional architecture house and everything, the brick houses. But The theme of the stores are very different. They are bars, they're pizza stores. So this is something that Chinese people 15 years ago, don't do. They don't go to bars, like they don't see bars as a very conventional recreation activity. They don't eat pizza. I don't think that time people even have a understanding of what is Pizza probably just know about a couple of pizza art store. That's it. But at that place, most of the tour guides speak perfect English, and they just they just have the bars, they have, like, live bands, they have pizzas. All because of tourism, All because the majority of people there are westerners who speak English and who are very adept to this bar culture. So this is a vivid example of how tourism development, although as a recreation activity, although as an economic phenomenon, but also are causing causing like social and cultural changes on the destination. Even though this destination is in a rural area, and it's caused the ocean far away. So that's why tourism and travel is very interesting and there's like more to it rather just than recreation activity or having fun. So then when we talk about tourism, we also recognize it's a very fragile industry, and it has gone through several crisis in the past few decades, ranging from, like human made crisis like terrorist attacks, to natural disasters and to health epidemics at like the COVID 19. So speak of COVID 19 is one of the probably the toughest crisis ever for the tourism industry. It's like nine times even worse than the nine 11th attack, the impact of the 9/11. So globally, it cost like 120 million job loss, 1.2 trillion economic loss, and for almost 3% global GDP loss. And if you look at in the United States, it's about the same. It cost like 500 billion loss just in travel spending and the tax revenue loss by 36%. And Indianapolis, like 40% of the city's tourism workforce was unemployed, and it's a direct loss of 600 million in convention sales. So it's like a huge hit of the states and within the global level, and also pose like threats. A lot of discussions on how can we manage the crisis? How can we deal with this crisis as well. Our crisis are bad. This is the Chinese definition of crisis, and very interestingly, it actually breaks crisis into two parts. The first part is danger, which as we all can see with, you know, the increase in cases of COVID, with the impact, direct economic impact on the global level and on the domestic levels. So we cannot cannot just oversee the how much damage that create to the industry people and all the residents in society. But at the meantime, We also see it as opportunity, which is very interesting. A lot of people don't choose to see that. They two sides to 11 thing, and similarly, for crisis, it is a critical time that can create opportunities. So, for example, in most European destinations. Before the COVID, one thing that's really challenging them is over tourism. Like Barcelona is a typical destination. Residents are protesting because there's too many tourists in town. With this huge amount of tourists being in the city, they kind of raise the price of the grocery store goods and they take up a lot of city space. Everywhere is crowded. It's definitely directly impacting the quality of life of the residents. But right now with the COVID, actually, most of this destination are able to take a stoppage on it. So there's a very unique moment for them to really step back and think about what should be the next step? What is not really the fastest, but more like more sustainable and more acceptable path to recover in a way that they do not end up in overtourism again. So this happens to a lot of destination and organization as well. Crisis is a very difficult or say, critical time for them to reflect on what they have done wrong, and what can they do improve, and what can they do to be better prepared and cope with challenges like that. But this learning aspect has not really discussed a lot in both academic and the practitioner, which actually leads to my research is about recent quest management and tourism hospitality. So as I said before, tourism is more than just, you know, having fun, spending money, creating memories, It's a complicated system that involves different components. So this is a very traditional tourism system model developed by leaper in the field of tourism geography. So it does technically break down tourism into different components ranging from the generating areas. So that's why we're talking about all the agencies, operators, and the marketing and promotion efforts. The destination areas. So that we talk about all the hospitality aspects, the attractions, facilities, services, how we plan the destination. And in between these two areas, there are channels of communication and channels for transportation. So this could be, you know, ground transportation, flights, cruise, this is how people transport. But in the meantime, there's also communication, especially with the increasing popularity of social media, these two areas, people from these two areas or agents from to these areas can be connected in no time just because of the pack of knowledge. So, um, Tourism is a complicated system that involving all different parts and all different components. So any small changes in one part can cause damages or changes in the entire system. So, for example, if there's a major crisis that affecting the destination, apparently, it will affect the hospitality industry, affect the transportation, affect the visitors perspectives as well. So how can we better approach to this system? And how can we, as I said before transform this danger aspect to future opportunities. Actually is also one of my goal for the research. And that's why there are several themes that emerge in my research agenda. So the first one is very tradition is about recent crisis management. So I look at how different emerging issues and crisis issue are being managed and communicated in this system. So in the past, I study issues like you know, political unsettling issues, like the Mid East conflicts. We have things like Bad bugs, no Rs on cruise ships, Florida tides, red tides, and right now, COVID. So this is all issue specific things that we can look at how it's being managed and how it's being communicated in the system and how it affects the system. And traditionally, when we talk about risk and crisis management, we tend to separate them because we think risk management looking at what's going to happen in the future, trying to prevent it, while crisis management looking at what's happening now and you're trying to manage and react to it. But going trends really combine them together. So featuring a proactive approach, looking at how you reduce risk, increasing your readiness, respond effectively and recover quickly. So this is one of the, you know, the foundation for my research agenda is how we manage, um various recent crisis issues. And along this line, one of the extension is about resilience. So resilience refers to a system's ability to bounce back from a negative disturbance. So in the current scenario that will be the COVID 19 issue. How can we better recover from the damage that created by COVID COVID? So I think ten years ago, When we Stars hits Asia, the prediction for the recovery is f three years. And in fact, the Asia only used like around a year to catch back. So similarly, right now, the prediction for COVID is about, I think, three to five years to fully recover. But for some for some areas, we do see the recovery speed is faster than others because they are more prepared in a way that they managed in a very effective way that they were able to bounce back quickly. So that's why we say resilience building is a very critical aspect here, because when you are better prepared, you do have a stronger ability of resilience, which means you can bounce back quicker. And if you look at resilience, it can be further divided into three levels. The first one is destination. So mainly look at how you do you use different resources prepare for COVID and how do you recover and what you learn from it. There's also organizational resilence, which we look at different business. It could be like hotels, restaurants, cruise lines, like very specific at business unit a different within the sector. And lastly is individual resilence. It could be visitors resilience. It also can be the employees resilence, because as they say, the COVID has a huge hit just on the workforce. So how at the individual level, they the rebound from this is another very interesting area that we can look at. So this is my second theme is resilience building. And lastly, and more recently, I I wanted to, as I said, when we study all these things, you want to make an impact and you want to create a tangible solution to things. I think that's also a theme of the trip is to transfer into practice. So, in this regard, I really like this theme is to transformative tourism, not only about creating memorable experiences, but also generate economy, regenerate sustainable tourism through actual actions. So to do so, um, One thing I always feature is to promote safe travel. So as I say, I look at the resilens at different levels, I look at the well beings at different levels and how it can be better in cooperate within tourism development. And by doing all this, we try to provide insights into building res and sustainable tourism. So insights here, I do not mean that just, you know, give very empty talks, but I want to give actual guidelines that help. So some of my previous research, for example, I study quests communication. How can we better respond and communicate risk issues? So when I do those research, my findings is more than just theoical discussion. I always have a particular guideline. So I will outline the key elements that you need to include in your response. So that's what I mean, like, actual practice. So this is something that you look at the finding, you were able to apply it, and you were able to really transform to some or, like, the small practices into real impact that benefits both you, the destination, and the organizations. And I know the top of the research agenda is probably very vague. So, I also want to share with you some of the studies that have been done recently, which is pretty interesting as well. So the first one, this one we were done, probably, like, several years ago, is about post dsssor tourism development in Asia, Indonesia. So ASA ism is has a huge hit in 2004 from the Tsunami. So as you see the picture. So before the Tsunami, it is a very traditional village as some part of tourism, but mostly it still depend on the agriculture, but it definitely is a rising destination because its location and because of all the access to beach and the Sea. But after Tsunami is a huge hit, as you see, all those infrastructures are destroyed and um In addition to the loss of human lives and financial, the entire region is in desperate need to be redeveloped and to get back on track. So with a lot of help of the world some of the nonprofit organization and local government, they do decided to take on disaster tourism as a way to help ATA to go back on track. And this is a very interesting aspect, and we visited the destinations a decade after they implement the Tami tourism development initiate. So as you see, this is one of the new museum they built at the time, the Tsunami Museum. So inside, they not only describe what happened, but they also have the memorial hall where, you know, they can among the people who pass away and things like that. And they also trying to involve a lot of residents and trying to hire the locals and make sure they have jobs and financial benefits from this development project. So when we do this case study, we did F focus group, I think we six focus group with different people, like the residents, the governors, the stakeholders, like the residents who involved who didn't involve and community leaders. And we look at how this new initiative actually helps the destination. So this is very interesting because a lot of people think, well, having a tsunami is just going to remind them what happened and go to make them sad. But this is very different case there because they are a very religious destination. And because of the local cultural influence, they not necessarily see this as a bad thing. When they share the experiences with visitors, they actually help them to recover from the sadness. They kind of remind them of the good things they had before, and they feel connected to different group of people and they feel that people care about them. And this is a way for them to cope with their grief and the sadness. And also through this process, they actively become more inquiry about knowledge about tsunami. They want to learn more about how to better prepared and how to deal with the emergency and how to prepare for um, future complication, if Snam hits again, what will the best way for them to do that. So actually, this whole process is more positive than what we thought. And also the benefits you see here is more than just money or economic activities. What you see is like a cultural refrection and how they really through involvement in tourism to help them to cope with the grief and negative emotion they have. And overall, the destination become more resilient because they have more knowledge in this area, and they are more prepared than ever regarding to natural disasters like that. So this is just one example of how this tourism development can be used as a tool to not only keep the destination on a sustainable path, but also help the destination in both socially and culturally through the economic activities. Another thing that we did is very interesting is on the 2018 Florida reg tide. So that was one of the major issues that really negatively impact the Southern Florida, especially on the beach. And there so beach actually has to be forced to culture because of what happened. And in this study, we're looking at the guess holes interaction in the communication process. So we did two studies. One is on the vestor side, how they relied on residents, and the second is how residents offering information and help through social media. So this whole thing happened on social media, but the impact are more tangible on vestor actual decisions and behavior. And we use the social practice theory, which is to look at try to understand why residents do that and what are the underlying meanings for them. So this is very interesting. It's like people who are willing to help not because of they just are good people, they like to help, more because they feel affiliated with the destination, they are proud Floridan. They just want to let other people know how Great Florida is as a destination, and they do personally feel proud being a resident of this great destination. So Findings like that give us direct implication on the importance of including residents in tourism development, how are we not only including the opinions, but also included actual actions, which in return not only makes them feel more attached to the community, but also encourage them to provide more support and more actual contribution to the development. So this is not a key thing that is very interesting because we're looking at the encounters between them online, but the impact is just in reality and it's totally noticeable. So this is another study that we did that's very interesting. Last one, the last project I would like to share is during COVID. I actually did this with my two of my colleagues in my department, Mona and Amanda. And we look at the female business travelers wilderness during COVID. So well, as we all expected, there is an increasing concern anxiety over the pandemic. People are tated. So they not only worried about the individual safety, but they also concerned about, you know, the social consequential the affected family and things like that. So through the studies with, like, explooring their perception, the decision making, what we look at is, like, growing reliance on employers as well in a sense of required share responsibility between employers and employees. And of course, we also have some additional findings on the impact of emotions, like anxiety and perceive safety. But most importantly, the main finding here is, for a lot employers, when we are in this, very critical situation, it's very important not only take on the social responsibility, but also display a sense of sharing and caring towards their own employees. And that's more important in promoting this safe climate in the society in terms of travel. So those recent projects have done recently, and I also have some ongoing projects that's exploring different components. I'd like to share with you all and see, if any of you may be interested as well. So one thing that I've been always doing is the changing perceptions and decisions during COVID. So we have three to four wave studies checking people's thoughts, feelings, perceptions, behaviors. And some of recent ones include, like the vaccines and things like that. So how they're changing perceptions behaviors along the development of the COVID situation. And I also always look at the organizational low resilience. Previously, I did the one event industry to see how they respond to the issue and what they learned through the pandemic, and how can we better improve ourselves in the future? And I also have one project looking at the tourism Hospitality workforce, which is focusing on the individual perspect, how individually they cope with the stress. How can we help them to become more resilient, successful, better prepared with negative incidents like this? And lastly, I do have a very fun little project going on about food safety training, which has become even more important with the current discussion on COVID. So these are some of the ongoing projects I've been doing. So to summarize, I just want to reinstate the fact that tour summer travel is more than like a recreation activity. Just like the first picture I showed here is Berlin Wall where it was. And people still take picture there not because of how great it looks, but also because of the social and cultural meaning it bears along the way. So, similarly, when we're trying to create this new safe climate in travel and tourism, it's just very important for them to really increase the resilience of the entire system. We can either focus on one component, but we should also always look at the big picture. And lastly, only if we have this kind of tools, mindsets, and stolgies that we can actually transform this negative incidence into future opportunities. After all, this is a critical time for us to reflect on what we have been are doing and to improve our practice and eventually become more prepared and more ready for future complication. So, this is my presentation. Thanks for listening, and I'm open for discussion and questions. Thank you so much for giving us a lot to think about. You might unshare your screen so we can see everybody, and we'll welcome folks to turn off the muting, so come back on live and perhaps bring your screen up, and we'll welcome any questions that you may have for a conversation for doctor Lu astros. So I'll start because I was very curious as you were talking about? The frame that you're presenting is to really be mindful about the potential impacts of tourism and how it fits within the community and to maybe use tourism as a way to help deal with crises. And that was making me think about how we might respond to that, even in our own community here after the pandemic. What opportunities are there here in Indiana for the tourism community around this. Is there an opportunity here? Definitely, I think a lot of times right now, a lot of organization that we talk to before I do the organization recens. A lot of them take the time to reflect and restructure. That's one thing because it's a critical time because as I see as the crisis going on, a lot of things are transferred to the digital format. So and they also trying to have new revenue generated through this new format. And in order to cater to this new trend, they start to have structural change within the organization. So overall speaking, there are different opportunities in a way that what they have learned and survived through the crisis. And but did you say if you say Indiana, particularly in Inn, I think what we have observed so far as just how strong the sport event industry is, Actually, I was at a talk, I think last month. They use pull out the data and show that sport events is still one of the major driver for people to come to Indi and areas surrounding Indi. So I think recognizing that initiative, I'm seeing that more resources are definitely going to be allocated today as well. And again, Indi is also a very big convention city as they bring in customers back, they're also trying to, like, cater to the new need of both hybrid meetings and and in person meeting the balance between them. So there's also a lot of structural and talent changes just to respond to the trend. Yeah. It's my understanding that the hotel industry as well as the restaurant industry, in terms of a business model, they operate on pretty slim margins. So I would imagine that something like a pandemic has been pretty challenging for them. We know a lot of restaurants didn't make it. And so I wonder, what's the outlook for hotels? I personally, for the first time traveled just last weekend, I took a plane and went to Washington, DC for a meeting. It's the first time in over a year. And the experience was great. Everybody was very accommodating. The hotel kind of bent over backwards to make our stay very enjoyable because I think they were happy to have people back, but I can only imagine the impact that this is having. And you know what do we learn from that or what will this ever be the same, do you think? Like, what's the impact of this on the future of tourism? This is very interesting. So in the hotel and restaurant, they are actually facing a labor shortage, but the labor shortage is more like frontline employees. They couldn't have enough people to fill in the frontline employee positions, and even the cabs tips employers they don't want to come back. So in order to answer to that challenge, they have a structural change we've been seeing. They're creating a lot new position that we are not aware of before. So for example, in hotels, normally, you organize that by function. Like, you know, you have a person who in charge of front the front front office, and then you have, house cleaning department, and then you have, like, marking sales, something like that. But right now they have this splendid position. They will have, for example, say, the director of customer service. And it's a blendd position that public oversees sales in front desk. So what they are requiring is this kind of blended position that's new, but you are taking on more. And a lot of this like manager supervised positions is going to cover a lot of frontline employee responsibility as well because first, they don't have enough people to cover the frontline. And second, they're trying to hire fewer people, but call more because they're trying to be more cautious. So as I said, there's a lot challenges going on, and also, No, they're not paying the employees for actual work. What I have know, especially when they have this like director of customer service the salary base, so they're not paying them for the work before. So this is what, from my recent interviews with a lot of those employees. They for those who survive, they actually already have a core employee base, some of the smaller organizations, they survive and they have these core employees like five to ten people, they're extremely loyal to the restaurant. So for restaurant, they are facing the shortage, but these people are willing to take on more work just because the core culture has already devolved. So this is a good thing they learn and they're going to kip. But for those who couldn't make it, It's sad, but it's just reality like the business model didn't work. And for others who barely made it and tried to come back, as I told you, they try to save the cost and try to create this new positions, trying to, you know, get two births in 1 stone. They try to create this mass position, and then they hire more um I wouldn't say entry level, but like, more people who are kind of new to the industry, and then they will they happy to take on that they have this passion. So they just take on this position, happy to cover some of the frontline work, meanwhile, having this, like, a new title. So this is what is happening. So from this point on, will this be continue or going back to the old models like, um, the direct executive director position is just sit in the office, or it's more like even on the executive level, you still cover on the front line. I think we'll have to see. But definitely there like labor change and structure change happening just because they need to manage the challenges that's occurring. A reminder that we'd love to have other people ask questions, and I see Nuri is ready to ask a question. Looks like you were going to say something. Go ahead. I was going to say, I've seen and read some articles about businesses in Asia where they have robots at hotels and restaurants that serve people. Do you see maybe some of the bigger companies employing back here in America? More robots since they're having a hard time getting people to work. And then I imagine initially, it would be a lot of money, but in the long haul, if you're having a hard time, you know, finding people and then hiring people, it probably be cheaper. Do you think larger companies are going to get into that trend? That's very interesting. One of my master students who just graduated the robot service in hotels and restaurants. I think overall, people have positive reaction towards the robots. And they're actually in Texas, I think this one coffee maker company, they are famous of creating robot coffee baristas. So would it be to an extent that everybody using it? I think it's going to take some time. Because even in Asia, you mentioned that all ya. But I know there are several restaurants already using robots to deliver food, pack food. But it's very rare, still kind of like rare. And when they use robots in luxury hotel, five star hotels, I don't know. That was actually happen in America too. They used the little one that deliver things. They will knock a door and they deliver like a towel, like small tasks like that. But it never go to the extent that totally replace human. So I would think there's still probably, like, a long way to go. But I understand, especially now people prefer the contactless service style. But in the meantime, people also like nothing has ever happened. Well, and certainly, Indiana is known for Hoosier Hospitality, and that's a lot about employee and guest relations, right, which would require being in person. I'm intrigued by the way you presented your research is very forward thinking, and you encouraging and looking for opportunities. To think about, like, we've just had this terrible pandemic. Well, we're still in it, right? But where are the opportunities into what might happen? So what do you think might be some of the changes in tourism? We are those opportunities are that you see that might be on the horizon? I guess, what might we all do as travellers or citizens in the state of Indiana to help encourage that or to participate in what might happen as a result? I think one way is definitely tells us how important is smart tourism and tours the digital format for sure because looking at how you gain information, how you track tourists behaviors, how you track tourist numbers, I think it's just pushing us to a way that is more than before, like very traditional way of looking at it. It's like pushing to the digital format. Even now, the EMOs have data person just study data. They have all kinds of new way to keep track people. They keep track your a phone, they call Joe fans. They look at your phone. They don't even deal with you. They just look at the data, they know everything. So this is a new things like pushing to the digital era, and it just sounds to me that this is also a thing that happening in the pandemic because we cannot do our traditional survey, interviews, things like that. It's more like a way that we track you without you knowing it and in a smart way. And it also pushes a lot of business to change the model to be more digital as well and in this cloud environment. I think this is from the operation side. And in the long run, like investment like that is going to save the cost as well. And that's just for the business side operation side. So I think using this digital format to think about how can you use digital format to create more revenue to support your business? It's just going to be a huge thing that's affecting us.other thing go back to the human side, the workforce shortage is not a critical point that's showing here. So for a lot of business owners, how can you going to make your workforce sustainable and resident in a way that even hit and go, you can get them back, but keep this core workforce is another thing. So what will be the thing that you can do to keep your employees loyal and resent? I think it's the second thing. But then you go to individual site as tourists. I think A lot of us are well aware of the consequence of the health consequence of traveling during the pandemic. So being a responsible travelers is also, I think it's the minimum that we can do. So responsible traveler including you need to be travel safe. You also try to reduce your carbon footprint, trying to, you know, care about the destination, the residents, trying to just, you know, put in the same shot to understand their feelings. I think that at an individual level. And then for destination, then you need to step back thing. What would be not the next path, but what would be the initiative that helps you to get back in? Like India, for example, sport events just going great. So they are going to grow based on that. So how you going to link in and just make opportunity of that? And also in a way that's as I say, like the European destination, don't go to overtourism, like in a way that's manageable, sustainable development path, that will be very important destination. So it's looking at what level you're thinking, and for each of them, I just think it's a critical point. A lot of us don't reflect on what we do. We just do we do it because as long we can support ourselves or making money, we're fine. But I think the crisis is a huge hit to tell you what you are like, shortage and what are the things that you can reflect on and work on and so that when things like that happen again, you don't get like off guard. Go ahead, Jerry. I was listening to you describe tourism and I was thinking about climate change and wondered, You know when you go to the grocery store now, you can buy eggs and some say they're free range, and some say they're organic, and others say they were hay chickens. Do you anticipate that the travel industry will start marketing or maybe it already has, and I haven't paid attention. We are safe. We're COVID safe or come here because you're not contributing to climate change when you travel to this destination. Is that something? And how will we know who to believe, I guess? Because I don't believe the chickens are happy when I buy my eggs. Okay. I think that's a good point. I think a lot of destination now, especially. We just went to Aruba not long ago, and that is an island destination that really strive on ocean resource, and so like one thing they do there is. They use plastic. Oh, no, sorry, they use paper straws and they don't use plastic bags. It's more like the local government. They realize how important tourism is. They also realize how scarce the resource they are as an island country and how severe it could be, like the pollution on the reef and everything. So they just force it. So in that way, I think that's a very smart move for them because as the government as a community that's responsible for their own destination, you need to take actions like that. I think the industry is realizing of that. I think we went to like a food service conference like 219. That's all they're about how to be sustainable. So a lot like organizations and the industries are well aware of things like climate change, pollution, things like that. So if you go to the expression, the vendors are all about paper recyclable, even the plastic you look like a plastic, but they're all recyclable. But this one will be sad because it's like bottom down. But then if you go to Aruba is a top down approach. So when you have strategy like top down approach, I think that's way smart because the tours, what you can do, you have to comply with them, no matter you like it or not. Of course, if you're really responsible, sometimes you bring your own straws, like the reuse on a lot of people do that as well. So but if you go there, you will just have to comply the policies. So I think that's really up to destination. If you don't want your destination to, you know, end up early, but want to keep them sustainable. This is things that you need to take the initiative. Well, it sounds like your research agenda has a lot of potential impact for dealing with the tourism emergence after the pandemic, for example, and that the information that you're generating can be used by lots of folks. So at the state level, as our state figures out what resources and plan we should promote for tourism, how we look at it, how we might use that as building community resilience. What an interesting idea. So we're delighted to have you. At this point, we need to wind down our conversation. We want to be respectful of people's time, but we want to thank doctor Becky Lou astros, who's an assistant professor in the School of Health and Human Sciences in the Department of Tourism Event and Sport Management for sharing with us today some of her research in a very exciting and interesting way so we can see the opportunities. You may, just by listening today, have some interest in, and you heard her invitation. Maybe you know of some connections or there's some possibilities, and we always are excited when our guests, whether you are a community member, a student staff or faculty member, when we see other connections about how to bring ideas together and start other new research endeavors to help make our communities a better place. We hope that you'll do that. I want to remind you that coming up next month, we'll be having our scholar of the month conversation series on August 27. Again, this is with John Goodpasor, and we'll be talking about chemical analysis as a tool in arson and explosives investigations. So we hope you'll be able to join us and that you'll take advantage of looking at the website and following us on social media so that you can learn more about what's happening here at IEPY in the area of translational research. Want to thank you for coming today. We remind you that you will be receiving an e mail, invitation to participate in a brief survey, and we'll include a copy of today's PowerPoint in case you're interested in that. And we hope you have a great day and that we'll see you next month. Thank you again, doctor Lu astres for your participation.