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We are Danielle & Hairo! Together with our crew of dogs we're out to discover! It's been our dream for years to create travel videos and this year we buckled down and got started. Because of the limits involved in 2020 we got creative and decided to dive in-depth into where we live; which luckily is Costa Rica! 

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Bear survives hard fall from tree near downtown Salt Lake City

A black bear fell about 15 feet from a tree in salt lake city after wildlife officials tranquilized it but couldn’t provide it a soft landing, article bookmarked.

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A black bear who had ventured into a Salt Lake City neighborhood from the nearby mountains took a 15-foot tumble from a tree Wednesday morning after it was tranquilized by wildlife officials, who were unable to provide it a soft landing.

The 2-year-old male black bear perched above the tree-lined streets at the base of Utah 's Capitol Hill took a hard fall onto the road below but survived. The state's Division of Wildlife Resources released the bear later Wednesday into a more ideal habitat in the mountains after the agency said it passed multiple health evaluations.

The young bear's urban adventure was cut short after wildlife officials shot it with tranquilizer darts, causing it to slip and fall on its climb down the tree, spokesperson Scott Root said. They had been working to set up a bucket truck beneath the tree to break its fall but could not secure it in time.

Crews loaded the bear into a tube-like cage, administered a fast-acting drug to reverse the effects of the tranquilizers and tagged its ear to track its location.

Residents had gathered just a few blocks north of downtown to watch officials capture the animal, and many winced as it hit the ground. Bears are resilient creatures and have recovered from falls in the few past instances where local officials were unable to catch them, Root said.

Black bears — the only bear species found in Utah — typically come out of hibernation in mid-March, but they are rarely spotted in the capital city despite its close proximity to the mountains, he said.

The bear, Root said, could have been searching for food and water away from the dry foothills or was pushed out of its territory by a larger male bear.

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Americans willing to go into debt for travel and entertainment, study finds

Credit card balances have ballooned 32% in the last two years.

(InvestigateTV) — A recent Bankrate survey revealed that 27% of Americans would be willing to go into debt to travel, eat out, or see live entertainment.

Ted Rossman with Bankrate said this was concerning considering the current high interest rates.

“I don’t want to tell anyone they can’t have fun, but I do worry about this in light of credit card rates being at record highs,” Rossman noted. “The average is 20.75%. So, I think a better option for people would be to set a good budget ahead of time.”

Rossman said there’s going to be a lot of temptation to spend this summer and that’s not a bad thing, just make sure to plan for it.

He suggested setting money aside from every paycheck and have it transferred into a savings account.

“We know young adults are very driven by experiences and social things, and again that’s not a bad thing, as long as you’ve accounted for it,” Rossman explained. “I think sometimes also people fall into this trap, ‘Oh, I didn’t know the concert invite was coming’ or ‘the wedding invite was coming.’ You may not know exactly what the invite is, but you do want to put together a good entertainment budget.”

Rossman said a lot of people make the mistake of either not budgeting or if they do, they only account for the necessities. It’s important to put together a fun budget as well.

He said if a trip is budgeted, try to offset the cost with rewards points and miles.

Travelers could also pool resources with friends and share an Airbnb.

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England slammed for choosing to ignore UEFA with travel plans for Euro 2024

England will fly out to Germany and to two of their three matches in the group stages at Euro 2024 after choosing to base themselves in a remote part of the country

• 07:00, 4 Jun 2024
• Updated 10:52, 4 Jun 2024

England have caused a stir after choosing to fly in the face of UEFA’s sustainability push for Euro 2024 with their travel plans for the tournament.

Gareth Southgate’s side are staying at the five-star Spa & GolfResort Weimarer Land , in east Germany, for the Euros. While it boasts two full-sized pitches and a golf course on its grounds, the luxury resort is also very remote, which creates problems in planning travel to their three Group C fixtures and for any further knockout matches.

England begin their campaign against Serbia in Gelsenkirchen on Sunday, June 16 before facing Denmark in Frankfurt four days later and concluding the group stages against Slovenia in Cologne on Tuesday, June 25. All three of those cities are in the west of Germany, but England decided to base themselves in the east, with the FA shelling out around £800,000 to base the squad at a resort it hopes will provide the perfect relaxed and secluded environment for the players.

Germany used sustainability as a key factor when bidding to host the tournament and is now billing Euro 2024 as the most sustainable Euros ever. The government has spent £27million on green initiatives which include encouraging the 2.7m fans expected to attend not to drive by discounting train tickets and even reducing parking spaces at stadiums.

UEFA has embraced the idea and its environment, social and governance (ESG) strategy for the tournament states that it will “require team transport [to be by] train or coach in Germany”. Teams had to submit their travel plans to UEFA by February 24, but England’s falls some way short of the stated goals.

England have committed to drive the 282km from their training base to the Denmark game in Frankfurt, with an estimated journey time of just over three hours. But Mirror Football understands they will be flying to Gelsenkirchen and Cologne to play Serbia and Slovenia respectively. The nearest airport to their base is 48km away in Erfurt-Weimar and flying will save them from the 369km coach trip to play Serbia and the 393km journey for the Slovenia match.

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UEFA says that regionalised group games will result in a 75 per cent reduction in flights as compared to Euro 2016. But while UEFA have encouraged teams to spurn flying in favour of taking a more environmentally-friendly low-emission coach or by jumping on a train, they have not made it compulsory.

Their message to teams made it clear that flying was fair game for any journey more than three hours. England’s decision not to choose a training base on UEFA’s official list of options in the west of the country made flying almost inevitable, given the focus on minimising journey time to aid player recovery. The team have stressed that they are in accordance with UEFA's guidelines.

If the tournament goes to plan for Southgate then there will likely be more flying involved in the knockout stages , given the location of the matches. If the Three Lions top Group C then they will play their last-16 match in Gelsenkirchen, with victory in that match sending them to Dusseldorf for the quarter-finals. A potential semi-final would be in Dortmund, while the final on July 14 will be in Berlin.

All of this is understandable, but remains disappointing for environmental campaigners, who would like elite footballers to set an example. A group of 13 NGOs wrote to Southgate and his fellow Euro 2024 coaches in March to implore them to make a stand against short-haul flights.

They received just two positive responses, with hosts Germany and Switzerland the only sides to confirm that they won’t be flying during the group stages of Euro 2024. That represents a missed opportunity, with research by campaign group Transport & Environment finding that teams could cut their CO2 emissions by nearly 60 per cent just by avoiding flights in the group stages. That figure jumps to a huge 96 per cent for England if they didn’t fly out to Germany and around the country during the group stages.

Travel Smart campaigner Erin Vera said: “UEFA and the hosts Germany have put a lot of effort into cutting transport emissions around the tournament, making it the greenest championships ever. This shows what can be done. Disappointingly the national teams are so far failing to lead by example. If teams choose to avoid taking the plane for journeys that could reasonably be taken by train or coach, they can drastically slash their emissions.”

Mirror Football approached UEFA for comment.

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Alleged car break-in and passport theft at NW Harris Co. park strands couple: 'We can't travel'

HARRIS COUNTY, Texas (KTRK) -- A couple visiting from Sri Lanka cannot leave the country after their passports were stolen at a northwest Harris County park.

Thusitha Wickramarachichi said his parents were visiting him and his 16-month-old daughter.

"They were excited, and then we were planning some cruises and all that," he said.

But all their plans were halted on Saturday. He said his parents were watching him play cricket at Matzke Park near Jones and Grant roads when a thief broke into his truck and stole a purse containing their passports.

"I usually do, but that day, I did not check with them to see if they had their passports in their bags," Wickramarachichi said.

Surveillance cameras on the car parked next to his truck captured the theft, and the Harris County Sheriff's Office said the footage could be useful in tracking down the thief.

The video shows a man in orange sneakers and an orange shirt exiting the backseat of a black car. He crouches down as he makes his way to the truck and then appears to use some tool to make a hole in the window.

"It took only five seconds," Wickramarachichi said.

Without passports, his parents are unable to leave the country. He said they're waiting on documents from Sri Lanka to begin applying for new passports, which he said would take four months.

"Now we can't do cruises, we can't travel, none of that," he said.

They also won't be able to make their July flight home.

Anyone who recognizes the man in the video is asked to call Crime Stoppers at 713-222-TIPS.

For news updates, follow Luke Jones on Facebook , X and Instagram .

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Three innovations to solve hotel staffing shortages

During the COVID-19 closures, hotel staff around the world were faced with the precarious prospect of staying home. For instance, in the United States, 70 percent of hotel staff were furloughed or laid off. 1 “AHLA data shows 70 percent of hotel employees laid off or furloughed,” TSNN, May 4, 2020. Many hospitality workers reevaluated their career paths and work-life balance as they braved the pandemic—since then, these labor pools have shed their concierge badges and room service trolleys for jobs that offer more flexibility or higher pay, such as retail, e-commerce, or warehousing.

Hotels are now battling to restore their staff complement to pre-pandemic levels. A recent survey of 200 hotels conducted by the American Hotel & Lodging Association (AHLA) revealed that 87 percent of hotels in the United States do not have enough staff, and 36 percent of the respondents cited severe staff shortages. For 43 percent of hotels, housekeeping roles were singled out as being the most seriously understaffed. AHLA points out that similar staff shortages extend to hotels across the United States as employment in the hotel industry decreased by almost 400,000 jobs between February 2020 and August 2022, with more than 115,000 job openings yet unfilled. 2 “87% of surveyed hotels report staffing shortages,” American Hotel & Lodging Association, October 3, 2022.

Nevertheless, travelers are returning in full force , leaving hotels with no choice but to operate at pre-pandemic occupancy with fewer staff members. The staff shortage may provide an opportunity for hotels to reframe the problem, and think creatively about roles and staffing.

This article highlights the value of adopting a flexible and agile staffing model that aligns with dynamic demand. This approach is marked by three innovations that could improve operational effectiveness and employee job satisfaction, without compromising service quality.

While the article presents success stories and positive outcomes as a result of implementing these innovations, it comes with a caveat that staffing remains a complex issue and the human element should not be glossed over. In a time of staff shortages, employee satisfaction (and therefore retention) is more important than ever.

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Innovation 1: using standardized, activity-based metrics to forecast frontline coverage needs.

Many hotels and resorts base their staffing on average weekly occupancy. This does not, however, reflect real need, as occupancy often fluctuates from day to day and week to week. And averages, by nature, flatten out peaks and troughs.

Take the example of a golf resort: When comparing average occupancy to actual occupancy, it is clear that weekly average numbers do not adequately reflect peak days or account for fluctuations day to day or week to week (Exhibit 1).

One solution could be to expand overall occupancy metrics to include specific measurements, like number of check-ins and check-outs, or number of tables seated at the hotel restaurant. Leveraging these metrics to match staffing to daily need (or even hourly need) enables hotels to define a standard set of productivity metrics for each type of role, which can be applied consistently as demand fluctuates.

A hotel could, for example, optimize staffing by assigning one room attendant for every 15 check-outs. Cleaning and laundry could also be scheduled to serve only the forecast number of check-outs per day. Where management ownership is shared across properties, further coverage can be achieved by standardizing activity-based metrics across all properties.

One hotel shifted from using weekly averages to staffing according to peaks in occupancy. By scheduling an additional front-desk employee for hours with high check-out volumes, this innovation reduced the total labor hours needed by about 10 percent. This also created better work-life balance for front-desk staff. One front-desk employee had previously left the industry to meet her childcare needs. She later returned to her position at the hotel because she could now work the new part-time shift during peak check-out periods. This freed up time for her to complete her work day, and still be home by the time her children returned from school.

Innovation 2: Redesigning roles to combine jobs

Traditional hotel staffing involves distinct roles with clear divisions between managers and frontline employees. And each discipline—such as housekeeping, front-desk, and maintenance—has separate promotion paths.

To build resilience in times of staff shortages, hotels could redesign roles so that fewer people are needed to perform the same number of tasks. This could involve combining similar roles, or cross-training staff so that they can switch roles.

For instance, when combining roles, housekeeping management could be combined with front-desk management to form a single set of duties. Hotels could also introduce a player-coach model where one role involves supervising and performing work, such as a housekeeping supervisor who manages a team and cleans rooms.

Staff can also cover multiple roles as needed. Night-shift roles could be transformed by combining low-touch housekeeping duties with front-desk coverage during quieter times.

Redesigned roles could potentially improve employee satisfaction by empowering staff to explore new career paths within the hotel’s operations. Combined roles build skills across disciplines—for example, supporting a housekeeper to train and become proficient in some maintenance areas, or a front-desk associate to build managerial skills.

How to ‘ACE’ hospitality recruitment

Innovation 3: creating job networks across properties.

Where management or ownership is shared across properties, roles may be staffed to cover a network of sites, rather than individual hotels—especially where a hotel group may already have centralized administration for functions such as legal, accounting, and human resources.

This approach could be effective for various roles including office support, frontline staff, specialized positions, and management. In specialized roles such as maintenance, security, or events planning, a single person covering multiple properties can create value as needed. Activities staff, for instance for kids’ clubs, could also be shared. Frontline roles could be networked across properties, without sacrificing customer service. For example, a concierge or front-desk employee could alternate shifts between two nearby locations, or two different types of properties with different needs. A resort may need check-out staff later in the day whereas a hotel that caters to business travelers would need more staff in the mornings. Managers could be pooled to lead two smaller teams at two properties, instead of being focused on one.

Combining innovations to elevate operations

Though each intervention could alleviate some of the post-pandemic staff shortage issues, a combination of all three innovations could bring about a considerable reduction in weekly staff hours for a hotel property.

To illustrate, at one resort, weekly hours could be reduced by up to 18 percent by applying these three staffing innovations, specifically to front-desk and housekeeping roles. In this instance, using hourly demand to plan for staff coverage could have the greatest impact (Exhibit 2).

In many cases, employee engagement and retention have increased at hotels where all three measures have been adopted. For example, a property group under shared ownership adopted all three measures during the past two years which led to new ways for employees to grow and develop. A housekeeper who never imagined himself in a managerial role is now a shift supervisor, and employees who learned English while in back-of-house roles have embarked on training to pick up new front-of-house shifts.

These successes bode well for understaffed hotels, as McKinsey’s 2020 Employee Experience survey shows that employees who report having a positive experience at work are 16 times more engaged, and are eight times more likely to remain with their employer, than employees who report a negative experience.

Accordingly, hotel owners could make efforts to engage employees when it comes to staffing innovation by exploring, testing, and experimenting to find what works best for their employees as well as for their business needs and operating environment.

While these three innovations, alone or in combination, can lead to operational improvements, they may be easier to implement at some types of hotels than others. For instance, resorts may find it easier to provide employees with new career paths, cross-train staff, or combine similar roles. Hotel-chain operators may find it easier to share roles across locations. Many smaller, limited-service hotels have already implemented job sharing, so this particular innovation may not offer much value. Hotel owners may need to assess what would likely work best for them and their particular business model and context.

As hotel occupancy continues to recover post-pandemic, hotels have the opportunity to think innovatively about staffing. By adopting a more flexible staffing model based on dynamic demand, hotels can deliver pre-pandemic levels of service even if they are short staffed. Of course, the key to implementing any staffing innovation successfully is to keep an eye on employee engagement, and ensure that any change is good for people, and the business.

Ryan Mann is a partner in McKinsey’s Chicago office, Esteban Ramirez is a manager of client capabilities in the Dallas office, and Matthew Straus is an associate partner in the Carolinas office.

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