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Aston University linguist awarded prestigious research fellowship

Dr Emmanuelle Labeau is one of three academics to have been appointed Research Fellows by the Arts and Humanities Research Council (AHRC) for the Future of Language Research They will carry out a horizon-scanning exercise which will inform the future of AHRC investment in language research The research team will also engage with language stakeholders from across the UK to inform their work. An Aston University linguist has been appointed to a key language leadership role by the Arts and Humanities Research Council (AHRC). Dr Emmanuelle Labeau, reader in French language and linguistics and director of the Aston Centre for Applied Linguistics (ACAL) at Aston University, has taken up the new post informing the future direction of research funding for languages. Dr Labeau will work to identify existing, new and emerging research themes in language research, as well as relevant policy areas that future language research could address, taking into account the needs and expectations of both academic and non-academic communities, wider stakeholders and government departments. She will work with Professor Nicola McLelland, University of Nottingham and Professor Michelle McLeod, University of Aberdeen, wias part of a research team which brings together a wealth of experience in language research. They will engage with language stakeholders from across the UK to inform their work and help the AHRC decide which areas of language research to support, as well as identifying potential threats, risks, emerging issues and opportunities. In addition, Emmanuelle will be carrying out a survey of the presence of languages in Birmingham. Her project, Birmingham Research for Upholding Multilingualism (BRUM), will focus on languages in education, business, public services and cultures. Dr Labeau said: “I am thrilled to be trusted with such a strategic task for the future of my discipline, while serving the region. I will be bringing to the team my experience of contemporary and relevant language research and teaching that widen participation and serve the needs of the community. I have started contacting stakeholders in Birmingham and I am keen to hear from all of Aston University’s beneficiaries.”

Podcast: Academics behind new course say ‘team leaders are the future’

Inspirational Team Coaching course aims to develop leaders for the 21st century New course needed because occasional team-building activities and ‘away days’ are not enough for the needs of today Inspirational Team Coaching will be split into three modules with launch due this autumn. Top business academics at Aston University are devising a new team coaching course with the aim of ‘upskilling’ the entrepreneurs of tomorrow. The Inspirational Team Coaching course, to be launched this autumn, will lead to a Postgraduate Certificate from the Centre for Innovation in Enterprise Education at Aston Business School. It has been developed by senior lecturer Dr Uwe Napiersky and senior teaching fellow Dr Elinor Vettraino, who discussed their plans in the latest episode in the ‘Aston means business' podcast series, presented by journalist Steve Dyson. Dr Napiersky, who spent more than 20 years in international consultancy, explained that his motto for team coaching was “team excellence doesn’t come by itself”. He said: “Focused team coaching makes the difference between muddling through or performing as one – the team as a whole is the key, not the different egos. We all know the old ‘sum of the parts’ sentence which is more important than ever.” Dr Napiersky said the new course helped their learners in areas such as collective team objectives and processes, and improved team dynamics. He said coaching was a “billion-dollar” industry and team coaching was one of the “newest kids in town. He added: “One of my slogans is ‘innovation is a team effort’. Many leaders still believe in this model of the 20th century, but it’s more about the 21st century, leadership more in a team direction.” His colleague Dr Vettraino, who incorporates team coaching into her consultancy work, said: “Organisations make an assumption that people know how to work together in teams and actually that’s often not the case.” She said that while employers tend to have team building activities, “they don’t address the day-to-day challenges and benefits of working in teams the way a coaching process can.” Dr Vettraino explained that team coaching can lead to increased motivation for staff, enabling innovation and creativity to grow, along with collaboration – which she said was “a key to surviving in industry nowadays”. She added: “Being supported by a team coach adds tremendous benefit to an organisation.” The course, to be delivered by experienced coaches and team leaders, is divided into three modules, with the first on ‘foundational knowledge and essentials’. Dr Napiersky said: “We go into team learning, we go into the area of innovating teams, and we will definitely look into real world team challenges our students will have.” The second module is focused on ‘Tasks and Mindset’. Dr Vettraino said its purpose was to take some of the foundational knowledge and put it into practice, by “looking at developing participants’ innovation, creativity, problem-solving and risk-taking capacity and mindset”. She added: “It’s going to enable the participants to really dig into the playfulness and creativity of their own coaching practice that will enable them to find new and different ways of working with teams.” The third and final module looks at developing ‘Professional Practice’. “It’s really in the third unit that participants start their own swimming and with their own swimming style,” explained Dr Napiersky. The understanding goes from unprepared to clear for themselves, from singular to systemic, from messy to focused or muddling through to structured.” Dr Vettraino chipped in: “There’s a lot of opportunity here to develop really rich projects in relation to their coaching practice. What we want them to do is hone their skills and capacity for inspirational team coaching with real clients they are working with so they can develop a very rich understanding of putting the first year module’s learning into practice.” To prepare students for the real world, Dr Napiersky said: “There’s a lot for internal coaches to do – getting teams clearer, getting them working, and helping them to build up more capacity, and applying the skills they will learn on this course.” Dr Vettraino said: “This skill base will enable people who are currently practising, perhaps as consultant coaches of their own practice, to develop something that adds to their toolkit. They can take it into their own practice and potentially even coaching other organisations.” To find out more about the programme email e.vettraino@aston.ac.uk or u.napiersky@aston.ac.uk. ▪ Episode 5 in series 4 of ‘Aston means business’ podcast can be found HERE.

Independent Director at SSE and Infinis and former CEO of E.ON UK joins Aston University as Visiting Professor

Tony Cocker is senior independent director at SSE plc and chair of Infinis Energy Management He was CEO and chair of E.ON UK from 2011 to 2017, and was also chair and non-executive director at various organisations, including Affinity Water Ltd, EIC, and the Energy & Utilities Industrial Partnership Professor Cocker will work within Aston University’s College of Business and Social Sciences focussing on energy operations, innovations and sustainability. Independent Director at SSE and Infinis and former CEO of E.ON UK has joined Aston University as a Visiting Professor within the College of Business and Social Sciences. Tony Cocker will work closely with the director of the Centre for Circular Economy and Advanced Sustainability (CEAS), Dr Luciano Batista, and the director of the Energy and Bioproducts Research Institute (EBRI), Professor Patricia Thornley, to develop connections between Aston University and the energy industry over the next three years. In the next 12 months, Tony will engage with undergraduate and postgraduate students across Aston Business School and with researchers at CEAS and EBRI. He will support the development the CEAS Advisory Board, give programme specific and public talks, and participate in networking events that will appeal to a wide range of key stakeholders such as students, academics, industry, and government partners across Aston University. The potential to support Aston student placements opportunities and mentoring for students will also feature as part of Tony’s engagement. Professor Cocker will also work with colleagues at Aston Business School and EBRI to expand research connections in common areas of interest associated with energy innovations, business strategies and sustainability. Professor Cocker said: “I am excited and motivated to join Aston University as a visiting professor. I am looking forward to supporting the teaching and research agenda of the university, capitalising on the knowledge and industry connections I have built over the years in the energy sector and related industries.” Dr Luciano Batista, head of CEAS at Aston Business School, said: “I am looking forward to working with Tony. His professional experience and vast industrial connections will add considerable value to the teaching activities and research collaborations we develop across key programmes and research projects in the business school. It is a great privilege to have an experienced business leader in the faculty team at Aston Business School. This well-deserved appointment recognises the notable contribution Tony has made, and continues to make, to the industry over the years.” Professor Patricia Thornley, director of the Energy and Bioproducts Research Institute (EBRI), said: “Tony brings a wealth of knowledge and experience which will be really valuable to Aston University. We already have a long list of areas where we will be working together so that our students can benefit from his expertise and I look forward to working with him to expand the relevance of our research and engagement, particularly in energy”.

Senior lecturer at Aston University appointed as a Champion of the Microbiology Society

Dr Jonathan Cox, a senior lecturer in microbiology at Aston University, has been made a Champion of the Microbiology Society for the Midlands area, U.K. Microbiology Society Champions are members who help to raise the Society’s profile in their local area by initiating activities and events of their own or participating in Society-led events. They are appointed because of their passion for their subject matter and an enthusiasm to communicate it widely. Jonathan’s research interests surround the discovery of new antibiotics. He leads the Mycobacterial Research Group at Aston University, a multidisciplinary team spanning microbiology, biochemistry, molecular genetics, structural biology and drug discovery. The team’s main focus is to study the physiology of various pathogenic mycobacteria and to discover new ways to treat infections. He also teaches at Aston University and currently leads the teaching for first year microbiology on courses in biomedical science, biology and biochemistry, Jonathan also regularly engages with the press to comment on news stories and issues related to microbiology, infectious diseases and antibiotic resistance. He has been a full member of the Microbiology Society for 10 years and has already contributed in many ways, including hosting the Microbiology Society Roadshow at Aston University in 2021. He has also been featured in Microbiology Today discussing his research. Speaking of his appointment, Jonathan said: “Anti-microbial resistance (AMR) accounts for around 700,000 deaths per annum globally and that number is predicted to rise to 10 million by 2050. The current economic burden of AMR is estimated to be at least €1.5 billion per year in the EU. New antibiotics and an improved understanding of how to use them will help to slow the progression of AMR, saving countless lives in the future. “I am delighted to have been appointed as a Microbiology Society Champion and to use this opportunity to raise the profile of the Society and, in particular, the importance of research into AMR.”

Most in-demand jobs in British Columbia (B.C.) for newcomers

British Columbia is Canada’s third most populous province after Ontario and Quebec, with a large portion of its residents living in the Lower Mainland, which includes the coastal city of Vancouver and surrounding municipalities. The province attracts newcomers from all over the world with its cultural diversity, career opportunities, and enjoyable temperate climate. The government of British Columbia periodically invites newcomers with the skills and experience to meet the province’s growing labour requirements to work and settle in B.C. as Permanent Residents (PR) through the British Columbia Provincial Nominee Program (BC PNP). This article provides information on British Columbia’s job market, including key industries and in-demand occupations for newcomers in B.C., along with NOC codes and median wage estimates, so you can arrive prepared to kick-start your career in Canada. What are the top industries in British Columbia? Services industry: The services sector is the largest contributor to the province’s GDP and the biggest employer in British Columbia. Some key service industries include real estate, construction, banking and financial services, health care, entertainment, retail, education, and professional, scientific, and technical services. Manufacturing industry: Top manufacturing industries include aerospace, clean technology, life sciences, information and communication technology, and paper. Mining and natural gas industry: B.C. has more than 700 mining and mineral companies, and employs over 25,000 people in mining and natural gas extraction and processing. The province is rich in precious metals and non-metallic minerals. Agriculture, aquaculture, and food processing industry: A wide range of agricultural and seafood products support a varied food processing industry in the province. Forestry: B.C. is one of the world’s largest exporters of wood products and the industry employs over 55,000 people. Which cities have the most job opportunities in BC? Lower Mainland, including Vancouver, Surrey, Burnaby, and Richmond: The most populous area in all of B.C., the Lower Mainland region offers ample job opportunities in services, trade, technology, film and television, tourism, natural resources, and construction. Victoria: The capital city of Victoria has large industries centred around advanced technology, tourism, education, health, retail, construction, and agriculture. Abbotsford: Abbotsford is known for its large agribusiness industry. It also offers employment opportunities in technology and aerospace industries. Kelowna: Kelowna has a diverse economy with opportunities in agriculture, health care, manufacturing, tourism, and service industries. What jobs are in demand in British Columbia? Construction and engineering jobs in B.C. Construction managers (NOC 0711): To get a job as a construction manager, you may require a management degree and can expect to earn a median income of $41 CAD per hour. Civil, electrical, electronic, and mechanical engineers (NOC 2131, 2133, 2132): These in-demand jobs in B.C. pay between $36 CAD and $43 CAD per hour. However, you’ll need an engineering degree and a provincial licence to work as an engineer. Technology jobs in B.C. Information systems analysts and consultants (NOC 2171): IT analysts and consultants earn a median income of $36 CAD per hour. Computer programmers and interactive media developers (NOC 2174): As a programmer or developer, you can expect to make around $43 CAD per hour. Computer network technicians (NOC 2281): Technicians make a median income of $28.85 CAD per hour in B.C. Software engineers and designers (NOC 2173): Software engineering jobs in B.C. are highly paid, with a median hourly pay of $52 CAD. You’ll need an engineering degree to qualify. Business and administration jobs in B.C. Administrative officers and assistants (NOC 1221 and 1241): These roles typically pay between $23 CAD and $26 CAD per hour. Financial auditors and accountants (NOC 1111): For finance and accounting roles, you’ll need a graduate degree or diploma in relevant courses. Auditors earn an average salary of $28 CAD per hour in B.C. Accounting technicians and bookkeepers (NOC 1311): Bookkeepers are paid a median hourly wage of $24 CAD. Health care jobs in B.C. Specialist physicians, general practitioners and family physicians (NOC 3111, 3112): Most of the in-demand occupations in health care require a provincial licence. To practise as a physician in B.C., newcomers also need to take a qualifying examination. Physicians, depending on their specialization, make a median annual income between $164,237 CAD and $256,202 CAD in British Columbia. Registered nurses and psychiatric nurses (NOC 3012): Registered nurses earn a median income of $41 CAD per hour and require a provincial nursing licence. Licensed practical nurses (NOC 3233): This in-demand occupation pays a median wage of $29 CAD per hour. Medical sonographers (NOC 3216): Sonographers make between $35 CAD and $39 CAD per hour in B.C. Nurse aides, orderlies, and patient service associates (NOC 3413): Nurse aides and orderlies earn between $18 CAD and $25 CAD per hour, depending on their experience and seniority. Education and social services jobs in B.C. Social and community service workers (NOC 4212): These jobs pay around $21 CAD per hour in B.C. Educators for universities, colleges, vocational institutes, and early childhood education (NOC 4011, 4021, and 4214): University and college professors and lecturers require a provincial teaching credential to work in BC. The median hourly pay for these occupations is $43 CAD. Early childhood educators earn a median income of $19 CAD per hour. Sales and services jobs in B.C. Retail and wholesale trade managers (NOC 0621): Managers in trade earn a median hourly wage of $30 CAD in BC. Restaurant and food service managers (NOC 0631): The median hourly wage for these positions is $26 CAD. Corporate sales managers (NOC 0601): Managerial jobs in sales make an average of $31.25 CAD per hour. What is the minimum wage in British Columbia? As of June 1, 2021, the minimum wage in British Columbia is $15.20 CAD per hour. What is the unemployment rate in B.C.? In November 2021, the unemployment rate in British Columbia was 5.4 per cent. How do I move to British Columbia? In addition to the federal Express Entry program, the province also invites skilled immigrants to come to B.C. as permanent residents through the British Columbia Provincial Nominee Program (BC PNP). To work in B.C. temporarily, you’ll require a work permit. You’ll also have a better chance of finding a job if your skills match the province’s in-demand occupations. British Columbia is also home to some of the best universities in Canada, which welcome thousands of students each year. After graduating from your study program, you may be eligible for a Post-Graduation Work Permit and can gain valuable work experience that will make it easier for you to settle permanently in Canada. About Arrive Arrive is powered by RBC Ventures Inc, a subsidiary of Royal Bank of Canada. In collaboration with RBC, Arrive is dedicated to helping newcomers achieve their life, career, and financial goals in Canada. An important part of establishing your financial life in Canada is finding the right partner to invest in your financial success. RBC is the largest bank in Canada* and here to be your partner in all of your financial needs. RBC supports Arrive, and with a 150-year commitment to newcomer success in Canada, RBC goes the extra mile in support and funding to ensure that the Arrive newcomer platform is FREE to all. Working with RBC, Arrive can help you get your financial life in Canada started – right now. * Based on market capitalization

Declining viewership for live events, including the Super Bowl, presents concerns for advertisers

This year’s NFL Championship, best known as the Super Bowl, will again be one of the most watched events. But public interest in live events appears to be declining, even for the “Big Game,” say two marketing professors at the Indiana University Kelley School of Business. “Live sports events are the last stand for live TV, with the Super Bowl being the biggest spectacle to unite the American audience. Live events like this are languishing. Need proof? Look at record low ratings for award shows,” said Ann Bastianelli, teaching professor of marketing at Kelley, who added that the Super Bowl remains “a rare opportunity to gauge the U.S. cultural consciousness.” “The early reports and teasers suggest that Super Bowl viewers are in for a smorgasbord of memorable and even humorous commercials, providing some much-needed laughs during the ongoing pandemic. Even so, the Super Bowl isn’t enjoying the same viewership it once had which should prompt changes in marketing decisions,” added Demetra Andrews, clinical associate professor of marketing. With a television audience of more than 90 million last year, the Super Bowl continues to provide the biggest platform for advertisers. But, according to Andrews, television viewership of the Super Bowl has declined fairly steadily for years and the increase in livestreaming of the game does not account for the decline. Of note, she said, is a persistent decline in watchers aged 18-49 since 2008, a key component of the Super Bowl audience. According to Morning Consult, 40% of Generation Z-aged American aren’t sports fans, compared to only 24% of Millennials opting out of sports. Gen Z may be more likely to watch and share ads online than during the sporting event. “Despite this, the price for advertising during the Super Bowl has remained high for a 30-second ad. This is likely to prompt marketing organizations to reexamine the value of the Super Bowl as a promotional platform,” Andrews said. The cost of a 30-second commercial in the 2022 game is $6.5 million, up significantly from the $5.5 million price tag of just a year ago. “Clearly, the network is not bashful about asking that, even with the misgivings that advertisers have had in the past few years,” Bastianelli said. Super Bowl parties traditionally have been a big part of the game day experience and something most attractive to advertisers. But with larger gatherings discouraged and even restricted last year, this aspect was greatly diminished for the 55th Super Bowl. More people may gather to watch the game, while others will be hesitant to do so. “Without Super Bowl parties, brands might not get the same return on investment, because people couldn’t discuss ads in real-time with others, so brands shifted to digital/online advertising to avoid the $5.5 million price tag,” Bastianelli said. They also do this “because spending money online builds reach and frequency and gives brands valuable data to maximize customer engagement much more cost-efficiently. “The downside is that, while culture spreads at the speed of social, it’s much harder to stand out with sustained hype,” she added. Reevaluation of the Super Bowl as a promotional platform should include a determination of whether an organizations’ target customer groups are likely to watch or attend a Super Bowl event, Andrews said. Both professors are available for interviews. Contact George Vlahakis at vlahakis@iu.edu for assistance.

Good COP or bad COP? | The Aston Angle

Four Aston University experts reflect on COP26 and what it means for transport, community and global action on decarbonisation, support for small businesses and China’s coal consumption. COP26 was the 26th United Nations Climate Change conference held in Glasgow from 31 October to 13 November 2021. The participating 197 countries agreed a new deal, known as the Glasgow Climate Pact, aimed at staving off dangerous climate change. But will it be enough? Dr Lucy Rackcliff explains why replacing petrol and diesel vehicles with electric ones alone is not radical enough. The overwhelming message coming from COP26 transport day seemed to be that moving to zero emission-vehicles would solve the well-documented issues created by petrol and diesel fuelled vehicles. As noted at the conference itself, transport is responsible for 10% of global emissions, and emissions from transport continue to increase. The WHO estimates that transport-related air pollution affects the health of tens of thousands of people every year in the WHO European Region alone. However, on-street pollution is not the only effect we should seek to address. Transport is responsible (directly or indirectly) for a wider range of environmental issues, and a wider range of health impacts. Moving to electric vehicles will not address impacts such as loss of land for other activities, use of finite resources in the manufacturing process, the need to dispose of obsolete materials such as used tyres, and the health effects of sedentary lifestyles, facilitated by car-use. In urban areas in particular, re-thinking policy to focus on walking, cycling and public transport-use could free up land for other activities. Car parks could become actual parks, in turn encouraging more active lifestyles, creating space for people and plants, and leading to a range of wider societal benefits. Assuming that replacing petrol and diesel vehicles with electric ones will solve all our problems is a strategy which lacks ambition, and thus denies us the benefits that more radical thinking could deliver. Dr Lucy Rackcliff, Senior Teaching Fellow, Engineering Systems & Supply Chain Management, Aston Logistics and Systems Institute, College of Engineering and Physical Sciences. "Assuming that replacing petrol and diesel vehicles with electric ones will solve all our problems is a strategy which lacks ambition." Professor Patricia Thornley reflects on the role that Aston University and EBRI can play in empowering community action and informing global action with research. COP26 energy day was a fabulous experience. I have never before seen so many people in one place with one ambition: to support and accelerate decarbonisation of the UK’s energy systems. We ran a “fishbowl”, which allows people with different perspectives on a topic (experts and non-experts) to participate in dialogue around a common interest. Our researchers, local government representatives, industrialists and students shared their thoughts on what our future energy mix should look like, how it should be delivered and who needs to act. Without doubt the consensus was that many different technologies have a role to play and there is an urgent need to accelerate implementation. There were reflections on the importance of governance at different levels and an interesting discussion around the relative merits of centralized solutions and devolved actions. The reality is that of course we need both and that made me think about what Aston University and EBRI can do. Of course we should implement centrally with initiatives like the impressively low carbon Students’ Union building, but we also need to raise awareness among our students. Our film showing with the Students’ Union a week later helped with that I hope, and many more of our courses are incorporating sustainability elements which is fantastic. But what we haven’t quite achieved yet is an empowered, proactive voice that would lead to wider community action. There are pockets of excellence but a lot still to be done. My second week at COP26 was very different with police presence outside a building where I had three meetings with industrialists on the controversial topics of forestry and land-use. It was sad to be working with key players to improve sustainability and increase carbon reductions through UK bioenergy while listening to drumbeats outside from objecting protestors. There is a real lack of understanding around forest management and global land use and we need to work harder to improve that. It is a huge challenge, but one that EBRI will work hard to address. Professor Patricia Thornley, Director of EBRI, Energy and Bioproducts Research Institute (EBRI), College of Engineering and Physical Sciences. "There is a real lack of understanding around forest management and global land use and we need to work harder to improve that." Professor Presanta Dey explores whether Government pledges on climate change will translate to practical support for small businesses Following the COP26 climate change summit, the UK Government led the way in making a series of pledges and policy commitments to combat climate change. The question is: how will this translate to practical support for SMEs? Large corporations often take centre stage at COP, which is welcomed, but if we are to see real change, everyone needs to be involved. COP26 provided a refreshing voice for UK small businesses which featured panel discussions on the ‘SME Climate Hub’, highlighting net zero opportunities and challenges for SMEs. The momentum of COP26 has already inspired over 2,000 UK small businesses to sign up to the UN's Race to Zero campaign, which is designed to accelerate the adoption of credible net-zero targets. A long journey ahead still awaits us, however campaigns like these will hopefully start a ripple effect inspiring the remaining six million UK SMEs to take climate action. Small businesses have been crying out for more assistance from the government in the form of ‘green’ grants and financial support to enable them to make the necessary long-term changes. The timely announcement of HSBC’s £500m Green SME Fund at COP26 marks a promising first step towards making it easier for SMEs to fund their green ambitions. In summary, COP26 provided some comfort to UK SMEs seeking a higher level of commitment from government, financial services and businesses. This moment must act as a catalyst for policy makers to continue removing the barriers that are holding small businesses back. Professor Presanta Dey, Professor of Operations & Information Management, College of Business and Social Sciences. Professor Jun Du explains what China’s deal means for the rest of the world following its own energy crisis earlier this year… Despite the many disappointments expressed around the COP26 outcomes, important progess has been made for the world economy moving towards carbon neutrality. Among the noticeable achievements China and the US, which together emit 43% of the total CO2 in the air, have agreed to boost climate co-operation despite many disagreements. This includes China’s pledge to more actively control and cut methane emissions during the next decade - even when the country did not sign up to the global methane pledge made in Glasgow. Reaching net zero will be an unprecedented challenge for all countries. China will need to do the heaviest lifting among all. The country’s energy crisis earlier this year has shown just how hard it will be to reach net zero. The exceptionally early and cold winter this year will demand even more coal, so China’s willingness and resolve for climate commitments are good news to all. While lots of attention was turned to the absence of China’s president, Xi Jinping, from the COP26 climate summit, what is less appreciated is the fact that China is serious about decarbonisation. Few countries invest as much as China in that area, nor grow as fast in finding alternative energy to coal and in green industries like electric cars. China has set specific plans in its 14th national five-year plan for economic and social development to reach peak carbon emissions by 2030 and carbon neutrality by 2060. COP26 could be an additional driver for “an era of accountability” for China. Professor Jun Du, Professor of Economics, Finance and Entrepreneurship, Centre Director, Centre for Business Prosperity, Aston Business School levy.

ChristianaCare Named a “Most Wired” Health Care Technology Leader for 6th Consecutive Year

ChristianaCare Recognized as one of the Nation’s Best in Both Ambulatory and Hospital Care (WILMINGTON, Del. – Oct. 29, 2021) For the sixth consecutive year, ChristianaCare has earned the “Most Wired” designation from the College of Healthcare Information Management Executives (CHIME), which assesses how effectively health care organizations apply core and advanced technologies to improve health and care in their communities. ChristianaCare was recognized with a Performance Excellence Award for Most Wired’s acute and ambulatory categories. That level is reserved only for organizations that are considered leaders in health care technology who “actively push the industry forward.” The recognition affirms that not only has ChristianaCare implemented advanced technologies, but it leverages those technologies in innovative ways. And it also has encouraged deep adoption of these technologies across the entire health system. “Throughout the COVID-19 pandemic, patients and providers have experienced the power of virtual care and the ability for data and technology to improve the health care experience,” said ChristianaCare President and CEO Janice E. Nevin, M.D., MPH. “At ChristianaCare, we believe now is the moment to transform our health care system to a new model of care that doesn’t stop between appointments—it’s continuous, data-driven and technology-enabled. We’re proud to be recognized as a leader in health care innovation, as we work to achieve better health at lower costs.” “We are driving digital into the core of our existing operations and simultaneously creating new digital product offerings,” said Randy Gaboriault, MS, MBA, chief digital and information officer at ChristianaCare. “The concept of the visit as the primary point of interaction between patient and doctor is obsolete. Our unique care foundation is continuous, digital and in the home, driving care with data and producing engagement actions between the visits. Our goal is for the care team, supported by artificial intelligence within the workflow, to determine the next best action for each patient.” The recognition is the latest accolade that highlights ChristianaCare’s success in creating exceptional experiences for its patients and consumers through personalized, proactive communication, which enables people to use the channels that they prefer in order to easily access care. This success was recently illustrated through ChristianaCare’s integration of clinical data with its new customer relationship management (CRM) system, which enabled ChristianaCare to scale and automate outreach to patients due for important preventive health checks. Through this effort and the new capabilities, ChristianaCare initiated patient and consumer outreach to address two common gaps in care – annual wellness checkups and breast cancer screenings. Continuous and automatic, the outreach within weeks resolved 11% of the gaps in annual wellness checkups, and 8% of the gaps in breast cancer screenings. “Success here stems from our commitment to continuously look for opportunities to innovate, from which we can more quickly and effectively partner with each individual on their path toward optimal health, even as we explore new ways to push the boundaries of how technology can further improve the health of our community,” said Lynne McCone, vice president of IT Application Services at ChristianaCare. The 2021 Digital Health Most Wired program assessed the adoption, integration and impact of technologies in health care organizations at all stages of development, from early development to industry-leading. Each participating organization received a customized benchmarking report, an overall score and scores for individual levels in eight segments: infrastructure; security; business/disaster recovery; administrative/supply chain; analytics/data management; interoperability/population health; patient engagement; and clinical quality/safety. Participants can use the report and scores to identify strengths and opportunities for improvement. Participants also received certification based on their overall performance. “Digital transformation in healthcare has accelerated to an unprecedented level since 2020, and the next few years will bring a wave of innovation that empowers healthcare consumers and will astound the industry,” said CHIME President and CEO Russell P. Branzell. “The Digital Health Most Wired program recognizes the outstanding digital leaders who have paved the way for this imminent revolution in healthcare. Their trailblazing commitment to rapid transformation has set an example for the entire industry in how to pursue a leadership vision with determination, brilliant planning and courage to overcome all challenges.” About ChristianaCare Headquartered in Wilmington, Delaware, ChristianaCare is one of the country’s most dynamic health care organizations, centered on improving health outcomes, making high-quality care more accessible and lowering health care costs. ChristianaCare includes an extensive network of primary care and outpatient services, home health care, urgent care centers, three hospitals (1,299 beds), a freestanding emergency department, a Level I trauma center and a Level III neonatal intensive care unit, a comprehensive stroke center and regional centers of excellence in heart and vascular care, cancer care and women’s health. It also includes the pioneering Gene Editing Institute. ChristianaCare is nationally recognized as a great place to work, rated by Forbes as the 5th best health system to work for in the United States and by IDG Computerworld as one of the nation’s Best Places to Work in IT. ChristianaCare is rated by HealthGrades as one of America’s 50 Best Hospitals and continually ranked among the nation’s best by Newsweek and other national quality ratings. ChristianaCare is a nonprofit teaching health system with more than 260 residents and fellows. With its groundbreaking Center for Virtual Health and a focus on population health and value-based care, ChristianaCare is shaping the future of health care.

ChristianaCare recognized by American Medical Association with 2021 Joy in Medicine distinction

ChristianaCare one of only 44 nationwide to receive the distinction; one of only five to receive the highest level – Gold Recognition (WILMINGTON, Del. – Oct. 7, 2021) ChristianaCare has been named a recipient of the American Medical Association’s Joy in MedicineTM Health System Recognition Program. The distinction recognizes health systems that demonstrate a commitment to preserving the wellbeing of health care team members by engaging in proven efforts to combat work-related stress and burnout. The American Medical Association awarded ChristianaCare a “Gold Recognition” – the highest level within the program. Only 44 health systems nationwide received the Joy in Medicine distinction, with only four other health systems along with ChristianaCare achieving the Gold Recognition. “When caregivers feel supported and fulfilled in their work, the quality of both their experience and their patient’s experience improves,” said Heather Farley, M.D., MHCDS, chief wellness officer and head of ChristianaCare’s Center for WorkLife Wellbeing. “That’s why, when the COVID-19 pandemic struck, we deepened our investment of resources to support our caregivers. While there’s still a long way to go, we are grateful to receive this recognition as it affirms our commitment to helping our caregivers foster meaning, connection and joy in work and in life.” ChristianaCare received the “Gold Recognition” for achieving six criteria: An organization-wide commitment to improving physician wellbeing. An assessment of the costs of physician burnout. Evidence-based interventions to reduce and eliminate burnout. Leadership commitment to address areas for improvement. Interventions to improve teamwork. Structured programs that actively engage doctors to cultivate community at work. These criteria align with ChristianaCare’s commitment to support its caregivers in alignment with the organization’s core values of love and excellence. ChristianaCare has implemented structured ways of working that encourages leaders to create environments where their workers feel safe asking questions and feel empowered to identify and solve problems. ChristianaCare also uses numerous surveys and assessments to track progress in improving the wellbeing and experience of caregivers. ChristianaCare’s Unique Center for WorkLife Wellbeing ChristianaCare established the Center for WorkLife Wellbeing in 2016 to develop support systems to enable clinicians to reconnect with the joy and meaning in medicine. “We recognized the growing problem of stress and burnout in health care, and we made a decision to tackle it head-on,” said Janice E. Nevin, M.D., MPH, ChristianaCare president and CEO. “The work of our psychologists, researchers, clinicians and peer supporters in the Center for WorkLife Wellbeing is built on the understanding that when we care for ourselves, we are better able to care for others, resulting in decreased medical errors and a better experience of care for everyone involved.” The Center soon expanded its mission to support all of ChristianaCare’s caregivers, including those who don’t work in clinical roles. The Center also has received national recognition for its expertise and leadership in the field of workplace wellbeing. Throughout the pandemic, the Center for WorkLife Wellbeing has proactively shared a variety of resources to support caregivers as they work to provide safe, effective care and reduce the spread of COVID-19. This includes: The Care for the Caregiver program, which provides confidential individual peer support and group support to caregivers when they experience stress related to patient care or the workplace. Peer supporters and organizational leaders receive training so they can provide psychological first aid to caregivers whom they recognize are struggling as well as connect them to helpful resources if needed. Emotional support through mindfulness resources and regular rounds where the Center’s experts can check on staff wellbeing. OASIS Rooms, which are quiet sanctuaries inside the hospital where caregivers can go to take a break, de-stress, meditate or enjoy a chair massage. 24/7 mental health services and programs to help caregivers maintain healthy habits including proper exercise, sleep and nutrition. Fitness centers that are free for all caregivers to use and provide easy access to exercise and fitness programs. “I always use the analogy, you can’t take the canary out of the coal mine and teach it to be more resilient and then put it back in the same coal mine and expect it to survive,” Dr. Farley said. “You actually have to change the coal mine – the environment surrounding our caregivers and clinicians. That’s what we’re doing in the Center for WorkLife Wellbeing.” Solutions to a National Problem A national study examining the experiences of physicians and other health care workers who worked in health systems during the COVID-19 pandemic found that 38% self-reported experiencing anxiety or depression, while 43% suffered from work overload and 49% had burnout. “The COVID-19 pandemic has placed extraordinary stress on physicians and other health care professionals,” said American Medical Association President Gerald E. Harmon, M.D. “While it is always important for health systems to focus on the wellbeing of care teams, the imperative is greater than ever as acute stress from combatting the COVID-19 pandemic has contributed to higher rates of work overload, anxiety and depression. The health systems we recognize today are true leaders in promoting an organizational response that makes a difference in the lives of the health care workforce.” Launched in 2019, the Joy in Medicine Health System Recognition Program is a component of the American Medical Association’s practice transformation efforts, an ambitious initiative to advance evidence-based solutions to address the physician burnout crisis. Candidates for the program were evaluated according to their documented efforts to reduce work-related burnout through system-level drivers. Scoring criteria were based on demonstrated competencies in commitment, assessment, leadership, efficiency of practice environment, teamwork and support. About ChristianaCare Headquartered in Wilmington, Delaware, ChristianaCare is one of the country’s most dynamic health care organizations, centered on improving health outcomes, making high-quality care more accessible and lowering health care costs. ChristianaCare includes an extensive network of primary care and outpatient services, home health care, urgent care centers, three hospitals (1,299 beds), a freestanding emergency department, a Level I trauma center and a Level III neonatal intensive care unit, a comprehensive stroke center and regional centers of excellence in heart and vascular care, cancer care and women’s health. It also includes the pioneering Gene Editing Institute. ChristianaCare is nationally recognized as a great place to work, rated by Forbes as the 5th best health system to work for in the United States and by IDG Computerworld as one of the nation’s Best Places to Work in IT. ChristianaCare is rated by HealthGrades as one of America’s 50 Best Hospitals and continually ranked among the nation’s best by Newsweek and other national quality ratings. ChristianaCare is a nonprofit teaching health system with more than 260 residents and fellows. With its groundbreaking Center for Virtual Health and a focus on population health and value-based care, ChristianaCare is shaping the future of health care. #####

Aston University to host event for new incoming students aimed at ‘building better democracy’

University experts have developed a unique online system which combines evidence and values to create effective decision-making The Deliberative Practice Network (DPN) has been used for creative teaching over the past three years and is now being looked at as a tool for online democracy The event will create a unique learning experience for new students and others using in-depth deliberation to consider a topical social issue. Aston University will host an event at the end of Welcome Week 2021 aimed at creating a unique learning experience for new students and others using in-depth deliberation to consider a topical social issue. Experts from the University have developed a unique online system called the Deliberative Practice Network (DPN) which combines evidence and values to create effective decision-making. Their system has been used for creative teaching over the past three years and is now being looked at as a tool for online democracy. As part of this pilot project, a ‘deliberative event’ will be held in the Wright Lecture Theatre on Saturday 25 September, at the end of Induction Week, open to everyone interested in 'building better democracy'. At the start of the day the newsworthy issue of ‘mandatory vaccination against Covid’ will be presented; complemented by talks: ‘Vaccination 101’, ‘Available Data’ and ‘Vaccine passport and live music events’. Voting and commenting on a controversial proposal will be encouraged via the DPN, and results will be instantly available. Speakers will then put the case for and against the proposal and delegates will be encouraged to debate in groups, and online. David Seedhouse, professor of Deliberative Practice at Aston Pharmacy School, said: “The event is open to all who wish to explore inclusive democracy, informed debate, and online decision-making. It will interest delegates from a wide range of backgrounds. “It can be difficult for citizens to have a say about decisions which affect us so we want to provide an example of a more inclusive form of democracy, based on detailed consideration over time, rather than a one-off show of hands.” Dr Patrycja Rozbicka, senior lecturer in politics and international relations at the School of Sciences and Humanities at Aston University, said: “This event will be an opportunity for new students to get engaged with what we do at Aston University and to have a bit of fun, before classes kick in. “Over a week there will be more information and discussion, culminating in a second vote on the original proposal." Dr Killian Mullan, lecturer in sociology and policy at Aston University, said: “This event is a fantastic opportunity for students to engage in critical, open, and informed debate on a crucial topic affecting society, helping students develop skills in evaluating competing arguments.” You can sign up to attend the free event HERE.