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ChristianaCare Charts New Course With Nurse Robotics Research Fellowship
ChristianaCare, the first hospital system in the region to deploy collaborative robots, has once again broken new ground, this time with a nationally unique initiative that puts bedside nurses at the helm of robotics research and innovation. At a graduation ceremony April 30, ChristianaCare celebrated the first four clinical nurses completing the Nursing Research Fellowship in Robotics and Innovation — the first program of its kind in the nation. The fellowship was part of a larger three-year, $1.5 million grant from the American Nurses Foundation’s Reimagining Nursing Initiative. The grant supports ChristianaCare’s broader study on how collaborative robots impact nursing practice. Over eight months, nurses from different units and specialties participated in immersive research training and lectures designed to expand their knowledge, curiosity and professional growth. Their work culminated in national conference presentations and preparations for journal submissions. The inaugural Nursing Research Fellows in Robotics and Innovation are: Briana Abernathy, BSN, RN, CEN – case management, Christiana Hospital emergency department Elizabeth Mitchell, BSN, RN-BC – Christiana Hospital surgical stepdown unit Hannah Rackie, BSN, RN, C-EFM – Union Hospital maternity unit Morgan Tallo, BSN, RN, CCRN – Christiana Hospital cardiovascular critical care unit A ‘real seat at the table’ “When you create programs that empower nurses to lead, innovate and tackle meaningful challenges, you see real impact — not just in new skills and knowledge, but in job satisfaction, well-being and retention,” said Susan Smith Birkhoff, Ph.D., RN, program director of Technology Research & Education at ChristianaCare. “This fellowship is built on the belief that when nurses are given the space to learn and lead, they bring fresh ideas and collaborative solutions back to their clinical practice areas.” Created and led by Smith Birkhoff, the fellowship is a standout in the U.S. health care landscape: It gives bedside nurses the chance to step away from their daily routines and gain advanced research experience, an opportunity rarely available at the clinical level. While the fellowship directly trained four nurses, its reach extended well beyond thazt. Fellows shared what they were learning along the way, sparking wider interest in research across the health system. The research program was highlighted as a new knowledge and innovation exemplar in the latest evaluation by the American Nurses Credentialing Center, which in March awarded ChristianaCare its fourth Magnet designation — the gold standard for nursing excellence. Adriane Griffen, DrPH, MPH, MCHES, vice president of programs at the American Nurses Foundation, praised ChristianaCare’s responsiveness in shaping the program around nurses’ needs and building a model for future innovation. “What makes this fellowship stand out is its focus on giving bedside nurses a real seat at the table,” Griffen said. “When nurses are trusted to lead and have the right support, they develop solutions that are practical, sustainable and transformative. This fellowship shows how nurse-led innovation can grow from a local pilot into a model for improving care across the country.” Through the fellowship, nurses gained a deeper understanding of applying research methodology to advance robotics science at the intersection of nursing and hospital operations, which is groundbreaking and novel. “This is such an exciting and important moment for our profession,” said Danielle Weber, DNP, RN, NEA-BC, chief nurse executive at ChristianaCare. “Innovation is about improving care, easing the burdens on our teams and finding smarter ways to meet the complex needs of our patients. Tools like collaborative robots don’t replace the human touch, they help protect and elevate it.” Mitchell said she was initially intimidated when she saw the fellowship application because it had been years since she last engaged in formal research. Learning everything from literature reviews to abstract writing pushed her outside her comfort zone and gave her practical tools to take new ideas forward. The experience inspired her to return to school this fall to pursue a graduate degree. A ‘ripple effect’ “This fellowship reignited my enthusiasm for learning and gave me the skills and confidence to keep growing,” Mitchell said. “It’s been amazing to collaborate with other fellows and mentors, and I’m excited to apply what I’ve learned to improve patient care and strengthen our teams.” In addition to Smith Birkhoff, Kate Shady, Ph.D., RN, OCN, RN IV, served as a mentor to the fellows, bringing expertise from her hematology/oncology background. Kati Patel, MPH, provided key administrative coordination and support throughout the program. ChristianaCare continues its broader research into robotics integration, with findings from the multi-year collaborative robot study expected to be shared later this year. Shady said the fellowship is already influencing ChristianaCare’s nursing culture by expanding interest in research and evidence-based practice well beyond the initial group. The program’s ripple effect is helping build lasting infrastructure for nurse-led innovation across departments. “One of the most rewarding parts of this fellowship has been seeing these nurses step into new confidence and capability,” Shady said. “They began unsure about research, but by the end, they were reading studies, writing abstracts and mentoring peers — laying the groundwork for bigger change in how we advance nursing practice.” Learn more about nursing at ChristianaCare.
Hiring More Nurses Generates Revenue for Hospitals
Underfunding is driving an acute shortage of trained nurses in hospitals and care facilities in the United States. It is the worst such shortage in more than four decades. One estimate from the American Hospital Association puts the deficit north of one million. Meanwhile, a recent survey by recruitment specialist AMN Healthcare suggests that 900,000 more nurses will drop out of the workforce by 2027. American nurses are quitting in droves, thanks to low pay and burnout as understaffing increases individual workload. This is bad news for patient outcomes. Nurses are estimated to have eight times more routine contact with patients than physicians. They shoulder the bulk of all responsibility in terms of diagnostic data collection, treatment plans, and clinical reporting. As a result, understaffing is linked to a slew of serious problems, among them increased wait times for patients in care, post-operative infections, readmission rates, and patient mortality—all of which are on the rise across the U.S. Tackling this crisis is challenging because of how nursing services are reimbursed. Most hospitals operate a payment system where services are paid for separately. Physician services are billed as separate line items, making them a revenue generator for the hospitals that employ them. But under Medicare, nursing services are charged as part of a fixed room and board fee, meaning that hospitals charge the same fee regardless of how many nurses are employed in the patient’s care. In this model, nurses end up on the other side of hospitals’ balance sheets: a labor expense rather than a source of income. For beleaguered administrators looking to sustain quality of care while minimizing costs (and maximizing profits), hiring and retaining nursing staff has arguably become something of a zero-sum game in the U.S. The Hidden Costs of Nurse Understaffing But might the balance sheet in fact be skewed in some way? Could there be potential financial losses attached to nurse understaffing that administrators should factor into their hiring and remuneration decisions? Research by Goizueta Professors Diwas KC and Donald Lee, as well as recent Goizueta PhD graduates Hao Ding 24PhD (Auburn University) and Sokol Tushe 23PhD (Muma College of Business), would suggest there are. Their new peer-reviewed publication* finds that increasing a single nurse’s workload by just one patient creates a 17% service slowdown for all other patients under that nurse’s care. Looking at the data another way, having one additional nurse on duty during the busiest shift (typically between 7am and 7pm) speeds up emergency department work and frees up capacity to treat more patients such that hospitals could be looking at a major increase in revenue. The researchers calculate that this productivity gain could equate to a net increase of $470,000 per 10,000 patient visits—and savings to the tune of $160,000 in lost earnings for the same number of patients as wait times are reduced. “A lot of the debate around nursing in the U.S. has focused on the loss of quality in care, which is hugely important,” says Diwas KC. But looking at the crisis through a productivity lens means we’re also able to understand the very real economic value that nurses bring too: the revenue increases that come with capacity gains. Diwas KC, Goizueta Foundation Term Professor of Information Systems & Operations Management “Our findings challenge the predominant thinking around nursing as a cost,” adds Lee. “What we see is that investing in nursing staff more than pays for itself in downstream financial benefits for hospitals. It is effectively a win-win-win for patients, nurses, and healthcare providers.” Nurse Load: the Biggest Impact on Productivity To get to these findings, the researchers analyzed a high-resolution dataset on patient flow through a large U.S. teaching hospital. They looked at the real-time workloads of physicians and nurses working in the emergency department between April 2018 and March 2019, factoring in variables such as patient demographics and severity of complaint or illness. Tracking patients from admission to triage and on to treatment, the researchers were able to tease out the impact that the number of nurses and physicians on duty had on patient throughput. Using a novel machine learning technique developed at Goizueta by Lee, they were able to identify the effect of increasing or reducing the workforce. The contrast between physicians and nursing staff is stark, says Tushe. “When you have fewer nurses on duty, capacity and patient throughput drops by an order of magnitude—far, far more than when reducing the number of doctors. Our results show that for every additional patient the nurse is responsible for, service speed falls by 17%. That compares to just 1.4% if you add one patient to the workload of an attending physician. In other words, nurses’ impact on productivity in the emergency department is more than eight times greater.” Boosting Revenue Through Reduced Wait Times Adding an additional nurse to the workforce, on the other hand, increases capacity appreciably. And as more patients are treated faster, hospitals can expect a concomitant uptick in revenue, says KC. “It’s well documented that cutting down wait time equates to more patients treated and more income. Previous research shows that reducing service time by 15 minutes per 30,000 patient visits translates to $1.4 million in extra revenue for a hospital.” In our study, we calculate that staffing one additional nurse in the 7am to 7pm emergency department shift reduces wait time by 23 minutes, so hospitals could be looking at an increase of $2.33 million per year. Diwas KC This far eclipses the costs associated with hiring one additional nurse, says Lee. “According to 2022 U.S. Bureau of Labor Statistics, the average nursing salary in the U.S. is $83,000. Fringe benefits account for an additional 50% of the base salary. The total cost of adding one nurse during the 7am to 7pm shift is $310,000 (for 2.5 full-time employees). When you do the math, it is clear. The net hospital gain is $2 million for the hospital in our study. Or $470,000 per 10,000 patient visits.” Incontrovertible Benefits to Hiring More Nurses These findings should provide compelling food for thought both to healthcare administrators and U.S. policymakers. For too long, the latter have fixated on the upstream costs, without exploring the downstream benefits of nursing services, say the researchers. Their study, the first to quantify the economic value of nurses in the U.S., asks “better questions,” argues Tushe; exploiting newly available data and analytics to reveal incontrovertible financial benefits that attach to hiring—and compensating—more nurses in American hospitals. We know that a lot of nurses are leaving the profession not just because of cuts and burnout, but also because of lower pay. We would say to administrators struggling to hire talented nurses to review current wage offers, because our analysis suggests that the economic surplus from hiring more nurses could be readily applied to retention pay rises also. Sokol Tushe 23PhD, Muma College of Business The Case for Mandated Ratios For state-level decision makers, Lee has additional words of advice. “In 2004, California mandated minimum nurse-to-patient ratios in hospitals. Since then, six more states have added some form of minimum ratio requirement. The evidence is that this has been beneficial to patient outcomes and nurse job satisfaction. Our research now adds an economic dimension to the list of benefits as well. Ipso facto, policymakers ought to consider wider adoption of minimum nurse-to-patient ratios.” However, decision makers go about tackling the shortage of nurses in the U.S., they should go about it fast and soon, says KC. “This is a healthcare crisis that is only set to become more acute in the near future. As our demographics shift and our population starts again out, demand for quality will increase. So too must the supply of care capacity. But what we are seeing is the nursing staffing situation in the U.S. moving in the opposite direction. All of this is manifesting in the emergency department. That’s where wait times are getting longer, mistakes are being made, and overworked nurses are quitting. It is creating a vicious cycle that needs to be broken.” Diwas Diwas KC is a professor of information systems & operations management and Donald Lee is an associate professor of information systems & operations management. Both experts are available to speak about this important topic - simply click on either icon now to arrange an interview today.
The Staff Wellbeing (SWell) project was carried out in conjunction with Birmingham Children’s Hospital and NHS England Paediatric critical care (PCC) staff experience high levels of moral distress, post-traumatic stress disorder and burnout Two simple, low-resource wellbeing sessions can be delivered by staff for staff without specialist training. The Staff Wellbeing (SWell) project, led by Aston University researchers in collaboration with Birmingham Children’s Hospital and NHS England, has developed two simple, easy-to-deliver sessions to improve the wellbeing of staff in paediatric critical care (PCC) units in UK hospitals. PCC staff are known to experience high levels of moral distress, symptoms of post-traumatic stress disorder (PTSD) and burnout, but often feel little is offered to help them with their mental health. The SWell team at Aston University, led by Professor Rachel Shaw from the Institute of Health and Neurodevelopment, realised following a literature review that there are no existing, evidence-based interventions specifically designed to improve PCC staff wellbeing. Initial work by SWell identified the ‘active ingredients’ likely to create successful intervention designs. Together with a team from NHS England, the Aston University researchers set up the SWell Collaborative Project: Interventions for Staff Wellbeing in Paediatric Critical Care, in PCC units across England and Scotland. The aim of the project was to determine the feasibility and acceptability of implementing wellbeing interventions for staff working in PCC in UK hospitals. In total, 14 of the 28 UK PCC units were involved. One hundred and four intervention sessions were run, attended by 573 individuals. Professor Shaw said: “The significance of healthcare staff wellbeing was brought to the surface during the COVID-19 pandemic, but it’s a problem that has existed far longer than that. As far as we could see researchers had focused on measuring the extent of the problem rather than coming up with possible solutions. The SWell project was initiated to understand the challenges to wellbeing when working in paediatric critical care, to determine what staff in that high-pressure environment need, and what could actually work day-to-day to make a difference. Seeing PCC staff across half the paediatric critical care units in the UK show such enthusiasm and commitment to make the SWell interventions a success has been one of the proudest experiences in my academic career to date.” The two wellbeing sessions tested are low-resource and low-intensity, and can be delivered by staff for staff without any specialist qualifications. In the session ‘Wellbeing Images’, a small group of staff is shown images representing wellbeing, with a facilitated discussion using appreciative inquiry - a way of structuring discussions to create positive change in a system or situation by focusing on what works well, rather than what is wrong. In the ‘Mad-Sad-Glad’ session, another small group reflective session, participants explore what makes them feel mad, sad and glad, and identify positive actions to resolve any issues raised. The key ingredients in both sessions are social support – providing a psychologically safe space where staff can share their sensitive experiences and emotions without judgement, providing support for each other; self-belief – boosting staff’s self-confidence and ability to identify and express their emotions in response to work; and feedback and monitoring – encouraging staff to monitor what increases their stress, when they experience challenging emotions, and what might help boost their wellbeing in those scenarios. Feedback from staff both running and participating in the SWell interventions was very positive, with high satisfaction and feasibility ratings. Participants like that the session facilitated open and honest discussions, provided opportunities to connect with colleagues and offered opportunities for generating solutions and support. One hospital staff member responsible for delivering the sessions said: “Our staff engaged really well, and it created a buzz around the unit with members of the team asking if they could be ‘swelled' on shift. A really positive experience and we are keeping it as part of our staff wellbeing package.” The team concluded that even on busy PCC units, it is feasible to deliver SWell sessions. In addition, following the sessions, staff wellbeing and depression scores improved, indicating their likely positive impact on staff. Further evaluations are needed to determine whether positive changes can be sustained over time following the SWell sessions. The work was funded by Aston University Proof of Concept Fund and NHS England. Donna Austin, an advanced critical care practitioner at University Hospital Southampton paediatric intensive care unit, said: “We were relatively new to implementing wellbeing initiatives, but we recognised the need for measures to be put in place for an improvement in staff wellbeing, as staff had described burnout, stress and poor mood. SWell has enabled our unit to become more acutely aware of the needs of the workforce and adapt what we deliver to suit the needs of the staff where possible. Staff morale and retention has been the greatest outcomes from us participating in the SWell study and ongoing SWell related interventions.” Read the paper about the SWell interventions in the journal Nursing in Critical Care at https://onlinelibrary.wiley.com/doi/10.1111/nicc.13228. For more information about SWell, visit the website.
Return to Office Mandates: Top 3 Challenges for Employers and Employees
Full time return-to-office (RTO) mandates – most recently from JPMorgan Chase, Amazon and now the U.S. federal government – have made headlines across the country and caused consternation among remote and hybrid employees. Whether one is – or is not – a supporter of remote and hybrid work, the challenges that arise with RTO and with remote/hybrid arrangements are important to consider from both sides – employers and employees. Baylor University management expert Sara Jansen Perry, Ph.D., who studies employee stress and well-being, including the role of remote/hybrid work and leadership, said working from home has existed in some form for decades, and research suggests it will continue to be an option for many workers and organizations. "We know many employees value remote work so much as a benefit that they will choose jobs based on whether it is an option,” Perry said. “Fortunately, we have seen many benefits of remote work as well, including employee productivity, cost savings, enhanced work-life balance and well-being, to name a few. Even if employees return to the office a few days a week, these benefits can still be realized, including longer term organizational benefits in terms of retention and applicant attraction. However, if an organization is set on returning to office full time, there are some challenges they should consider and proactively address.” Perry highlights 3 key challenges about Return to Office mandates from the perspectives of both employers and employees, applying foundational topics in organizational psychology, among them leadership, trust, culture, performance management and retention. Those three key challenges are a must read and part of the entire article attached below: Are you a journalist looking to know more? The let us help. Sara Jansen Perry, Ph.D., The Ben Williams Professor of Management in the Hankamer School of Business at Baylor University, is a nationally recognized researcher on employee stress and well-being, including the role of remote/hybrid work and leadership. Sara is available to speak with media about the recent Return to Work announcement for the federal bureaucracy. Simply click on her icon now to arrange an interview today.
ChristianaCare, Delaware’s Largest Private Employer, Raises Minimum Wage to $16.50 an Hour
ChristianaCare has increased its minimum wage to $16.50 an hour effective July 21, 2024. The new $16.50 per hour minimum wage exceeds federal, Delaware, Maryland, New Jersey and Pennsylvania minimum wage rates. “At ChristianaCare, we are committed to creating health so that people can flourish, and that begins with our caregivers,” said ChristianaCare System Chief Operating Officer Ric Cuming, Ed.D., RN, NEA-BC, FAAN. “By investing in our caregivers and supporting their wellbeing, we support their ability to provide the very best care to our patients." ChristianaCare is the largest private employer in Delaware with nearly 14,000 employees. This is the second time in recent years that ChristianaCare has raised its minimum wage; in 2019, ChristianaCare was among the first health systems in the region to raise its minimum wage to $15/hour. This new increase to ChristianaCare’s minimum wage impacts approximately 850 caregivers who were below or near $16.50/hour. Download "It's important for us to lead by example in paying wages that support the financial wellbeing of our workforce,” said Chris Cowan, MEd, FABC, ChristianaCare’s Chief Human Resources Officer. "Substantially increasing wages is one way we continue to attract and keep top talent at all levels in this highly competitive market. By recognizing the valuable contributions of our caregivers, we can enhance staff retention, boost morale and support an exceptional experience for everyone we serve.” The increase is a part of ChristianaCare’s overall Total Rewards package for its caregivers, which includes a wide variety of benefits and support for caregivers and their families through all stages of life. Learn more about ChristianaCare’s Total Rewards here.
Food is Medicine: ‘It’s Not Just About Food–It’s About Friendship
Kim Solomon’s kitchen showed all the signs of a good lunch in the making – chopped veggies on the counter, a few dirty dishes in the sink and two people laughing as they cooked. “Don’t worry, we’re going to clean all this up,” ChristianaCare community health worker Michelle Torres, BBA-HM, said as she sliced tilapia for the heart-healthy fish tacos she was making with Solomon. “I’m not worried about the mess, especially when it tastes this yummy,” Solomon said as she watched Torres place the raw fish – coated with panko crumbs, spices and an egg wash – into the air fryer. A few years earlier, Solomon’s lunch would have been something quick from the pantry after cooking for her sons or helping a neighbor. But after dealing with the life-threatening effects of high blood pressure, she is learning – with Torres’ help – how to prioritize her own nutrition and health. Solomon is one of more than 225 patients enrolled in the Delaware Food Farmacy, a ChristianaCare partnership with Lutheran Community Services that provides weekly deliveries of locally sourced produce, meat and other foods, along with one-on-one support from a community health worker. Delaware Food Farmacy participants report lower A1C blood glucose levels, healthier blood pressure readings and reduced body mass index. Dishing out good health “It took me getting very sick to finally make my own health a priority in my life, and that’s a humbling experience,” said Solomon, who lives in Bear, Delaware. “This is not just about food – it is about friendship, and Michelle’s support really gives me motivation. It keeps me excited to hear her voice and know that she’s there for me.” Kim Solomon (left) finds prioritizing her own nutrition and health can be delicious, as she prepares panko-crusted tilapia for fish tacos with community health worker Michelle Torres. ChristianaCare is expanding efforts to reduce food insecurity among patients in an ongoing commitment to ending disparities and in recognition that access to nutritious food is critical to overall health. In addition to the Delaware Food Farmacy, over 100 Maryland Primary Care Program (MDPCP) patients are participating in Healthy Food, Healthy Hearts, a 12-week program that delivers fresh groceries to under-resourced Medicare patients with complex health needs. “Our focus is empowering people to maintain their health by giving them the resources they need for whole-person care, including healthy food and education related to meal preparation and living with a chronic health condition,” said Erin Booker, LPC, chief biopsychosocial officer for ChristianaCare. “Through our work with our community partners in the Food Farmacy program in Delaware and our Healthy Food, Healthy Hearts program in Maryland, we are acknowledging the intersection of nutrition and health care and the importance of creating a more equitable food system.” Food is Medicine Both programs operate on the Food Is Medicine model, which recognizes that nutritious foods are essential for good health – and they must be accessible in the community, particularly in under-resourced areas. Studies have shown that evidence-based, tailored food interventions can lead to improved health outcomes and better use of health care services among participants while also reducing food insecurity, said Michelle Axe, MS, CHES, program manager of Food and Social Care Initiatives for ChristianaCare. The Centers for Disease Control and Prevention estimated in 2023 that food insecurity results in nearly $77 billion in excess health care spending. Veggie power: Much of the food in the Food Farmacy is sourced locally through a cooperative agreement with Delaware’s Department of Agriculture and the Farm-to-Community Program, which connects local farms with organizations distributing food to the community. Among Food Farmacy graduates, 26% report a decrease in food insecurity and 18% said they experience less anxiety. “With these programs, we’re offering participants an opportunity to make a change in their life, not only for them as individuals, but for the entire family,” Axe said. “This is about more than food.” From farm to table Getting health care professionals to prescribe healthier food options – and then making it possible for the patients to obtain them – helps close the gap between medical nutrition and financial health, said Rob Gurnee, executive director of Lutheran Community Services. “Providing food – that’s our core competency,” Gurnee said. “What really makes this program different and incredibly valuable is that ChristianaCare can funnel the right people into the program and then maintain these relationships to help patients make changes that are sustainable. Together, we utilize the strengths of our organizations with the goal of improving health outcomes.” Each week, Delaware Food Farmacy participants select from a menu of fresh produce, lean meats and fish, whole grains, low-fat dairy, snacks and other healthy items, all of which fall under the Dietary Approach to Stop Hypertension (DASH) diet. Fresh-picked: With Delaware Food Farmacy, patients are getting local produce that is typically picked within 24 to 48 hours. Much of the food distributed through Delaware Food Farmacy is sourced locally through a cooperative agreement with Delaware’s Department of Agriculture and the Farm-to-Community Program, which connects local farms with organizations distributing food to the community. Solomon’s refrigerator is filled with local produce, eggs and lean meats from the Food Farmacy program, but it’s Torres who keeps Solomon on the path to good health with her encouraging personality and a tasty supply of easy-to-make recipes. A recipe for healthy eating: Air Fryer Fish Tacos. Kim Solomon’s review? “Yummy.” “She’s there to support you and help you understand it’s going to be OK,” Solomon said. “She goes above and beyond every time. We need more Michelles in our world.”
The National Science Foundation announced a $2.5 million award supporting Georgia Southern University researchers in addressing high-demand workforce needs in information technology and computer science fields. The funded project, “Enabling Lifelong Success in an Information Technology Workforce,” adapts and evaluates evidence-based student support activities within the IT Department, one of the units in the Allen E. Paulson College of Engineering and Computing. The goal of the project is to identify a group of highly qualified students and to render 161 scholarships over a six-year period in an effort to increase student retention and graduation rates. “This is great news for the IT program at Georgia Southern, and it will provide a positive impact to the surrounding area as businesses’ needs for IT professionals increase,” said interim Vice President of Research and Economic Development Chris Curtis, Ph.D. Georgia Southern Professor and Department of Information Technology Chair Yiming Ji, Ph.D., is taking the lead on the grant, which, he noted, has the potential to have a profound impact on students. “This project will train a pool of talented students, especially those with financial needs, and prepare them for successful careers in IT,” said Ji. “With scholarships from the grant, students will have time to focus on studying, instead of having to work to make ends meet. These students will also receive dedicated support, including academic advising, research opportunities, internship and career service and much more. The result is that these students will become confident and have a greater future in IT careers.” The project involves four researchers, including Lei Chen, Ph.D., (co-PI), professor of IT; Hayden Wimmer, Ph.D., (co-PI), associate professor of IT; Elise Cain, Ph.D., (co-PI), assistant professor of leadership’ and Kania Greer, Ed.D., (external evaluator), program coordinator of the Center for STEM education. The project also received support from the Allen E. Paulson College of Engineering and Computing (CEC) and the Georgia Southern Office of Research. The national and regional demand for computer and IT professionals remains high. “This project will directly benefit our local, regional and national economies,” said CEC Dean Craig Harvey, Ph.D. “High-tech industries are already in and being attracted to the Savannah area, and the locations of Georgia Southern University’s campuses provide unique opportunities to train high-quality computing and IT professionals who are in high demand.” The Department of Information Technology offers a wide range of undergraduate and graduate computer and IT programs at Georgia Southern, in addition to a new Ph.D. program in applied computing. This grant is the first of its kind to be received by the IT department. The department hopes that through the use of this grant, they will build stronger partnerships with businesses and federal or state government organizations, among others. Interested in knowing more? To arrange an interview with Yiming Ji or Chris Curtis, simply connect with Georgia Southern's Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Michael Huggins, Ph.D., will join Georgia Southern University on August 1 as the Dean of the College of Science and Mathematics. “I am excited to welcome Dr. Huggins to our academic leadership,” said Provost and Vice President for Academic Affairs Carl Reiber, Ph.D. “Dr. Huggins has a distinguished career filled with research, service and mentorship. He will be a valuable partner as we move forward with our leadership goals. He brings with him the working knowledge of how to lead a College, along with the foundations needed to advance our research mission.” Huggins comes to Georgia Southern from Tarleton State University, where he has served as a dean since 2020. He led three academic departments with nine undergraduate degree programs and three master’s degree programs. While serving as dean at Tarleton State, Huggins established a $15 million College of Science and Mathematics (COSM) fundraising initiative. He also led efforts to improve COSM First-Time-In-College (FTIC) retention rates resulting in an improvement from 67.3% COSM FTIC retention for the Fall 2019 cohort to 71.7% retention rate for the Fall 2021 COSM FTIC cohort; a 6.5% improvement in just two years. “I am excited to join the Georgia Southern team,” Huggins said. “I look forward to working with the faculty and staff to develop initiatives that support the growth of the College of Science and Mathematics and to ensure the success for all students during their time at the University and beyond.” Huggins holds a B.S. in Chemistry from the University of West Florida, a Ph.D. in Chemistry from University of Nevada, Reno and completed his postdoctoral at University of Texas at Austin. He is also a graduate from the Harvard University Institute for Management and Leadership in Education. To connect with Michael Huggins or to learn more about Georgia Southern University — simply reach out to Georgia Southern's Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Georgia Southern University names David Owen as new dean of the College of Arts and Humanities
David Owen, Ph.D., will join Eagle Nation on July 1 to serve as the new Dean of the College of Arts and Humanities (CAH). “I am pleased to welcome David to Georgia Southern as the next generation of leadership for the College of Arts and Humanities,” said Provost and Vice President for Academic Affairs Carl Reiber, Ph.D. “David brings with him a wealth of knowledge and understanding in analytical and philosophical foundations that will prepare our students for vital roles in their professional communities.” Owen comes to Georgia Southern from the University of Louisville, where he has served as the interim dean of the College of Arts and Sciences since 2020. Among his many achievements, he transitioned the college to a new enrollment-based budget model, led the development of a three-year retention plan, and led morale improvement efforts among the College. While interim dean, Owen oversaw a budget of $62 million, including $4.8 million in funded research grants and a fundraising campaign that raised $4.3 million in 2021-2022. Prior to becoming interim dean, he was the chairperson of the Department of Philosophy at the University of Louisville. He is a three-time alumnus of the University of Illinois at Chicago, where he received his B.A., M.A. and Ph.D. “I am truly excited to be joining Georgia Southern as dean of the College of Arts and Humanities,” said Owen. “In my meetings, I found the faculty and staff of the College to be extraordinarily talented, and deeply committed to student success. The importance of the arts and humanities to a vibrant civic culture has never been more clear, and I look forward to working with the faculty and staff in CAH, Provost Reiber, colleagues from across campus, and alumni and friends of the college to advance the impact CAH has on students’ lives, on the wider community, and on civic culture.” To connect with David Owen or to learn more about Georgia Southern University — simply reach out to Georgia Southern's Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Expertise Marketing and Content Marketing - Is There a Difference?
We often get asked the question about how Content Marketing compares to Expertise Marketing. It’s ironic that still to this day many of our academic clients don’t refer to what they do as “content marketing.” But corporate customers are well acquainted with the importance of developing content to build reputation, relationships and revenue. Adding to the confusion are all the names that are bantered about by marketing departments and agencies - There’s inbound marketing popularized by companies such as Hubspot. And there are more bespoke “Thought Leadership” programs that are often developed by outside agencies such as Weber Shandwick and Edelman. While there are a lot of common elements to these programs there are some important differences that we focus on when developing and launching Expertise Marketing programs with our institutional and corporate clients. Here’s a deeper dive to help you better understand the value of Expertise Marketing. Introducing Expertise Marketing Expertise marketing is the practice of making the knowledge and skills of your human resources more visible to your partners and audiences. It draws attention to the value that your people can bring as brand ambassadors and strategically leverages the work your experts are doing to tell a more personal story. In many cases, expertise marketing can also be used to showcase your strengths in research and innovation. Creating a stronger digital presence, expertise marketing more effectively uses your channels to connect with audiences such as media, customers, partners and donors. It builds a sense of trust with your customers and above all else, it helps establish your reputation as an industry leader. ex•per•tise mar•ket•ing 1. The practice of collectively promoting an organization’s experts as brand ambassadors to demonstrate their skills or knowledge. 2. Best practices to publish and connect The Value of Expertise Marketing Reputation - Positions research, client work, thought leadership perspectives and achievements in the context of relevant topics that are in the news. Market Awareness - Expertise marketing makes it easier for key audiences to find expert content and people in search engines and on the organization’s website. Audience Engagement - Provides more intuitive search features for visible content which can be expanded to include assets such as video, social, and publications to drive richer conversations with audiences. Metrics on performance in areas related to expert development, content contribution and audience engagement page views and inquiries can be tracked. Demand Generation - Increased number of direct leads/ inquiries from audiences such as: Customers/Students Industry Partners Alumni Donors Media New Employee Recruits Conference Organizers Talent - Better engage stakeholders, researchers & subject-matter experts in the development and distribution of content while improving recruitment and retention of talent. Internal Collaboration - Better coordinate the knowledge and resources across internal communications teams and other departments as they engage experts. Provide a faster, more efficient way to generate content for breaking news and events. Content Contribution - Increase the size of the organization’s digital footprint by aggregating more content and distributing it contextually to multiple websites and third-party databases. Efficiency - Help employees get their jobs done faster and more efficiently. Enable them to find information faster, speed up internal processes and foster collaboration among people in multiple locations. Leverage Current and Future Infrastructure - Properly integrated, new technology investments should integrate seamlessly to leverage existing/proposed infrastructure such as content management systems (such as WordPress™) and marketing automation systems (such as Hubspot) How is Expertise Marketing Different from Content Marketing? A More Human Approach: People buy from people. That’s why content that is more personalized and attributed to specific experts who are well-identified as expert sources is far more trusted than most company-sponsored content. A More Collaborative Process that Engages Employees: A more structured “win-win” model empowers experts to contribute their knowledge. Expertise marketing is a proven way to build culture and celebrate diversity which assists with talent retention and recruitment. An Efficient Way to Create More Content to Boost SEO & Website Traffic: Engaging your experts creates a larger hub of “owned” content that is proven to boost PageRank in search engines and site traffic. Expert content is used by organizations to enhance their “About Us” page, staff/faculty/physician directories, newsroom pages, research pages and speakers bureaus. Optimized Content Formats Better Connect with Audiences: A variety of short format, long format and visual content formats (such as expert profiles, blogs, Q&A and videos) are designed to engage specific audiences at various stages of the customer journey. Improved Calls to Action & Analytics Boost Demand Generation & Leads/Inquiries: Experts become more approachable as “lead magnets” that generate measurable inbound opportunities, avoiding common issues of lost customer leads due to poor processes and workflow. You might be surprised at how much value expertise marketing can bring to your organisation. The chances are, that the time you are currently spending on ineffective content marketing strategies will be greatly reduced with a redefined focus on expertise marketing. By putting the focus back on the skills and relevance of your experts, as people, you're not only making them more visible but also establishing your brand reputation which will simultaneously generate more leads and increase efficiency.
