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Understanding resource-backed financing: How countries leverage mineral wealth for economic growth
What exactly is resourced-backed financing and how does it relate to Ukraine-United States relations? That is what Blue and Gold Distinguished Professor of Energy and the Environment Saleem Ali has been investigating. Resource-backed financing has emerged as a significant strategy for countries rich in natural resources to bolster economic growth. This financial model allows nations to leverage their mineral wealth by using future revenues or production of resources as collateral for obtaining loans or investments today. Ali can put this practice into context of a potential deal that is currently being negotiated between Ukraine and the U.S. "The minerals deal could potentially be a win-win for Ukraine and the United States if the agreement is framed around a broader plan for reconstruction and infrastructure development," Ali recently said in an article for Forbes. A regular contributor to Forbes, Ali's expertise has also been featured in The Houston Chronicle, The Guardian and Bloomberg. He can be contacted to speak more on this topic by clicking on his profile.
Jase E. Bernhardt, associate professor of geology, environment, and sustainability and director of meteorology at Hofstra University, talked to WCBS-TV about the string of snow storms forecasted for the New York metropolitan area recently.
Canada’s RRSP Program Has Too Many Jobs
Summary: Since its inception in 1957, the Registered Retirement Savings Plan (RRSP) has been a cornerstone of Canada’s retirement system. However, the RRSP has taken on roles far beyond its original mandate, notably through the Home Buyers’ Plan (HBP) and the Lifelong Learning Plan (LLP). Although these programs provide short-term benefits, they significantly damage the long-term health of Canadians' retirement savings. This article explores how these additional roles are sabotaging retirement savings, highlights statistics about the state of RRSPs today, and discusses the disastrous impact these trends will have on future retirees. While listening to a recent economic presentation by Don Drummond, TD Bank's Chief Economist at the Mortgage Professionals Canada conference, the following stat stood out to me: "Median RRSP savings are $146K (RRSPs have been in existence for 6 decades)" I was stunned by how low this value was. Even with a government pension, in today's economic climate, to achieve a successful retirement, we need more than $146K saved. This prompted me to explore how the average value of RRSPs in Canada could be so low after some of us have had as much as 60 years to save. The average senior aged 65 in Canada receives $18,197 per year from OAS and CPP. If qualified for GIS, they would receive another $15,186 annually, for a total of $33,338 annually. This isn't much income, especially for homeowners who must pay for property taxes, utilities, upkeep, and maintenance. How it All Began At inception, the RRSP was called a Registered Retirement Annuity and was created in 1957. At the time, Canadians could contribute up to 10% of their income to a maximum of $2,500 annually. The goal was to give all Canadians the same tax benefits as members of registered employer-sponsored pension plans. Benefits of the RRSP Plan 1. Tax-Deferral: Contributions to an RRSP are tax-deductible, which can reduce your tax bill. 2. Tax-Free Growth: Your savings grow tax-free while the money is in the plan. 3. Retroactive: You can carry forward any unused contribution room to future years. The Multitasking Disaster Studies show that people are dreadful at multitasking; the same is true of government programs. Here is where the program went wrong. In 1992, the Home Buyer’s Plan (HBP) was made more flexible, which allowed first-time homebuyers to withdraw RRSP funds to buy a house. Then, in 1999, the Lifelong Learning Plan (LPP) was introduced, which permitted withdrawals to pay for education. The Home Buyers' Plan (HBP) was not introduced in 1957 alongside the Registered Retirement Savings Plan (RRSP) creation. Instead, the HBP was introduced in 1992 as a federal initiative to help Canadians buy their first homes by allowing them to withdraw funds from their RRSPs without tax penalties as long as they met specific conditions. Here's a timeline of crucial HBP withdrawal limits since its inception: Timeline of HBP and LLP Withdrawal Limits: 1992 - Introduction of the HBP • Maximum Withdrawal Limit: $20,000 per individual. • Purpose: To help first-time homebuyers purchase or build a home. 1999 – Introduction of Lifelong Learning Plan (LLP) • The annual withdrawal limit is $10,000 per individual • The lifetime withdrawal maximum is $20,000 per individual 2009 - First HBP increase • New Limit: $25,000 per individual. • The increase was introduced as part of federal budget changes to reflect rising housing costs. 2019 - Second HBP Increase • New Limit: $35,000 per individual. • Announced in the 2019 federal budget to support affordability for first-time homebuyers. 2019 -HBP Enhancement for Life Events • The HBP was expanded to allow individuals experiencing a marriage or common-law partnership breakdown to participate, even if they were not first-time homebuyers. 2024 - Recent increase • New Limit: $60,000 per individual. • The increase was introduced as part of federal budget changes to reflect rising costs. A Flawed Strategy The Home Buyers' Plan (HBP) and Lifelong Learning Plan (LLP) were introduced in Canada as tools to make housing and education more accessible. While well-intentioned, these programs effectively allow individuals to borrow from their future retirement savings—a strategy that can have significant negative consequences. Ask any high school economics student, and they will tell you that compromising two of the three main elements (principle and time) in investing growth will lead to a disappointing return. Here is the formula: principle X interest + time = compounded return. Are We Borrowing From the Future to Pay for Today? The Problem with the Home Buyers’ Plan (HBP): Addressing Housing Affordability at the Expense of Retirement The HBP permits individuals to withdraw up to $60,000 from their RRSP to buy a first home. In an environment of rising house prices, this measure may help buyers cobble together a down payment, but it drains retirement funds. The funds are unavailable to grow tax-free over decades, diminishing the compounding returns essential for retirement security. The Problem with the Lifelong Learning Plan (LLP): Financing Education by Sacrificing Retirement The LLP allows up to $20,000 in RRSP withdrawals to fund education, which can help individuals upskill. However, education often doesn’t yield immediate returns, and the withdrawn funds lose their growth potential, including the compounded returns. Why This Harms Future Retirees Issue #1: Loss of Compounding Growth Withdrawals disrupt the power of compounding, which is vital for retirement savings. For example, $35,000 left in an RRSP for 25 years at a 6% annual return could grow to over $150,000. If that same $35,000 were withdrawn 15 years ago and repaid over the same period as required by the HBP program, it would be worth $54,311, a loss of $95,689 Issue #2: Repayment Struggles While repayments are required, life’s expenses (mortgage, childcare, loans) often make it hard to repay on schedule. Failure to repay means the amount withdrawn is added to taxable income, further reducing the effectiveness of the programs. Issue #3: Insufficient Savings Most Canadians are already under-saving for retirement. Encouraging them to dip into their RRSPs exacerbates this shortfall. Two Different Problems. One Harmful Solution Housing Affordability Rising house prices are driven by supply-demand imbalances, speculation, and policy failures—not a lack of down payments. Increasing the HBP withdrawal limit does nothing to address the root causes of affordability, but it may drive prices higher by giving buyers more purchasing power. Retirement Security Retirement savings should be preserved and grown to ensure financial stability in later years. Programs like HBP and LLP blur the line between short-term needs and long-term planning. Why Would our Government Do This? Political Expediency Housing affordability and access to education are politically sensitive issues. Allowing individuals to tap into their RRSPs is a cost-neutral policy for the government (unlike direct subsidies or programs). Policies like these help politicians get elected or stay in office. And in proper political form, these policies only tell half the story. Vote for us because we will help you buy your first home, which is a great campaign strategy. Vote for us because we will make it look like we help you buy your first home when, in fact, we will set up a program that will allow you to borrow from yourself at the cost of your retirement, which is political suicide. Short-Sighted Economic Policies Policymakers may believe that homeowners and educated individuals are more financially secure, even if their retirement savings are compromised. The logic might be that owning a home or having better job prospects could mitigate future hardship. Assuming Home Equity is a Safety Net The government might assume that homeownership ensures financial stability in retirement. However, this overlooks that rising housing costs often mean seniors have high debt levels or are "house rich but cash poor." The Bigger Problem with the HBP and LLP Programs: No Warnings or Education Given to Canadians Neither the HBP nor the LLP adequately informs individuals of the long-term consequences of their decisions. To make matters worse, the participants of these programs will likely realize the impact once it is too late to take action. People considering retirement are often in their late 50s to early 60s, past their prime saving years. Borrowing from retirement accounts may seem like “borrowing from yourself,” but this lost growth can never be recouped. Many Canadians are not well enough informed to assess these trade-offs, leading to decisions that harm their financial future. In Case You’re Thinking, These Seniors Have Inadequate Savings - But at They At Least their Homes. The HBP and LLP programs may reflect a government view that seniors would be better off owning a home than relying solely on inadequate savings. But this is flawed for a number of reasons: A home is not a liquid asset—it cannot pay for groceries or healthcare. Also, Seniors with insufficient retirement savings often need help with financial distress despite owning property. They sometimes need reverse mortgages or sell their homes out of desperation. An Unfortunate Misguided Solution Rather than “quick fixes” that appear to solve immediate challenges while creating long-term problems, the Federal government should instead focus on longer-term, systemic solutions For housing: Governments need to curb speculative investments and provide targeted assistance for first-time buyers. Plus they need to focus on programs that increase housing supply, such as income tax incentives for homeowners to build accessory dwelling units (ADUs). These units could be rented out or used for caregivers. Or adopt a policy allowing first-time home buyers to not pay tax on their first $250,000 of income. First-time home buyers could use the tax savings as a down payment. For Education: Governments need to expand grant programs and low-interest loans to prevent reliance on retirement funds. This will not only help us increase the number of skilled workers to fill critical gaps in vital sectors such as technology, healthcare engineering and the trades. It will also contribute to a higher GDP and build a more sustainable tax base for future generations. Encouraging Canadians to steal from their future is not a sustainable strategy. Retirement savings should be viewed as sacred - not a piggy bank for solving unrelated issues. Don’t Retire … Re-Wire! Sue
In another milestone commitment to community health, ChristianaCare today announced a $1.6 million investment in 25 local nonprofits, unveiling the recipients of its Community Investment Fund during a special celebration at The Ministry of Caring in Wilmington. Since 2019, ChristianaCare’s Community Investment Fund has provided more than $5.6 million to 64 organizations, addressing social, behavioral and environmental health factors. ”ChristianaCare is empowering and supporting our nonprofit partners so they can help meet the many needs of the people they serve, and work with us to improve patient health and create healthy communities and a healthy Delaware,” said Bettina Tweardy Riveros, chief health equity officer at ChristianaCare. This year’s recipients received funding to support health improvement initiatives in neighboring communities and address critical issues and community needs. “Each of these recipients is making a significant and positive impact by addressing critical health challenges throughout our communities, including food insecurity, housing insecurity and environmental health. At ChristianaCare, we are honored to be joining forces with these 25 organizations to provide them with more resources so that they do more for those in need. It is another way we care for our community,” she said. The funded initiatives will be implemented throughout the upcoming year and were selected based on the quality of applicants’ proposals and implementation plans, and on the alignment of their proposals with the critical issues prioritized by the community in ChristianaCare’s Community Health Needs Assessment and Community Health Implementation Plan. Recipient Spotlight: Healthy Food for Healthy Kids "The impact of ChristianaCare’s 2024 Community Investment Awards funds on Healthy Foods for Healthy Kids will be felt not only in 2025 but for years to come. This funding will expand our program to an additional school, serving over 600 more students, and support data and research for future growth." Healthy Food for Healthy Kids, Lydia Sarson, Executive Director. Recipient Spotlight: Project New Start “Approximately 85% of the justice-involved individuals served by Project New Start are housing and food insecure. With ChristianaCare’s 2024 Community Investment Fund Award to Project New Start, which began 11/01/24, we have already been able to assist 23 individuals with clothing and household goods; 20 individuals with transportation assistance; 17 individuals with food support; and 7 individuals with housing as of 12/31/24. The impact of these funds cannot be overstated as this investment by ChristianaCare provides Project New Start the means to provide the critical basic needs an individual requires to live with dignity without the trauma of worrying about where they will sleep, how they will eat and how they can sustain employment. We are so grateful to ChristianaCare for their ongoing support.” Priscilla Turgon, Founder and Executive Director of Project New Start, Inc. Recipient Spotlight: YMCA of Delaware - Central YMCA Supportive Housing Program “The Central YMCA Supportive Housing Program, in partnership with Christiana Care, serves low-income men at risk of homelessness who often face trauma, addiction, disabilities or lack of family support. Through stable housing, nutritious meals, welcome packages, rental assistance and supportive activities, the program fosters community wellbeing, improves health outcomes, prevents homelessness and empowers residents to achieve self-sufficiency.” Jimia Redden, Executive Director of Housing. This year’s Community Investment Fund recipients are: • AIDS Delaware: AIDS Delaware’s mission is to eliminate the spread and stigma of HIV/AIDS, improve the lives of those living with HIV/AIDS and promote community health through comprehensive and culturally sensitive services, education programs and advocacy. • Black Mothers in Power: Black Mothers in Power seeks to eradicate racial health disparities for Black birthing people and Black babies throughout Delaware. • Boys & Girls Club of DE: Boys & Girls Clubs of Delaware inspires and enables young people, especially those most in need, to reach their full potential as productive, responsible, caring citizens. • Children and Families First DE: Children & Families First is one of Delaware's oldest and most trusted non-profit leaders in providing the supports and services children and their families need to thrive. • Claymont Community Center - Brandywine Resource Council: Claymont Community Center is a base for a variety of community organizations supporting educational, social, recreational, cultural, personal development, financial and wellness needs. • Delaware Center for Horticulture: The Delaware Center for Horticulture cultivates greener communities by inspiring appreciation and improvement of the environment through horticulture, education and conservation. • Delaware Futures, Inc: Delaware Futures empowers at-promise high school and middle school youth across the state of Delaware by providing year-round, trauma-informed curricula tailored to students at each grade level. • Delaware Nature Society: Delaware Nature Society connects people and nature to create a healthy environment for all through education, conservation and advocacy. • Do Care Doula: Do Care Doula provides grant-funded Doula training and development, subsidized Doula support and a variety of community outreach programs. • Healthy Food for Healthy Kids: Healthy Food for Healthy Kids supports educators in Delaware, bringing life-lasting benefits of gardening and good nutrition to kids. • Jefferson Street Center: The mission of JSC is to advance community-driven priorities in Northwest Wilmington that promote the conditions necessary for all residents to thrive. • Latin American Community Center: LACC seeks to empower members to become contributing members of society through advocacy and offers programs and services to anyone ages of one to 101. • Milford Housing Development Corporation: Milford Housing Development Corporation is a value-driven, nonprofit, affordable housing developer, providing services throughout Delaware. Its mission is to provide decent, safe, affordable housing solutions to people of modest means. • Ministry of Caring: Since Brother Ronald began the ministry in 1977 with the first shelter for homeless women on the Delmarva Peninsula, the Ministry has worked ceaselessly to ease the needs and struggles of our neighbors. • ONCOR Coalition: ONCOR’s vision is to build and promote spaces that connect people to the city and each other. It promotes positive relationships through community-based educational programs and recreational opportunities. • Our Daily Bread Dining Room of MOT: ODB is the only soup kitchen in the Middletown, Odessa and Townsend region. ODB is a volunteer run organization with over 300 volunteers. Volunteers help purchase and pick up food and ingredients, prepare and serve meals and clean and maintain the facility. • Project New Start: Project New Start provides a comprehensive cognitive behavioral change/workforce development initiative for individuals transitioning out of state and federal institutions. • Ray of Hope Mission Center: Ray of Hope’s mission is to recognize and address the needs of those who are struggling within our community and assist them in their efforts to provide for themselves and their families, both physically and spiritually. • St. Patrick's Center: Serving people in Wilmington’s East Side neighborhood since 1971, St. Patrick’s Center is a nonprofit organization that operates a Senior Center, and provides meals, groceries, clothing, paratransit and social service support to the public. • The Resurrection Center: The purpose of the Resurrection Center is to spread the gospel of Jesus Christ and create a spirit-filled environment that hungers for the Gospel and to serve as liberating agents in the midst of the world. • Voices of Hope: Voices of Hope’s mission is to empower lives and foster recovery. The nonprofit is dedicated to supporting individuals and families facing substance use disorder. Through compassion, education and community engagement, Voices of Hope strives to break the chains of addiction, promoting a healthier, brighter future for all. • West End Neighborhood House: At West End Neighborhood House, staff, clients, volunteers and donors work together to resolve complex social challenges throughout Delaware. Through outcomes-driven programming, the West End Neighborhood House provide support that meets community needs in finances, housing, education, employment and family services. • Westside Family Healthcare: Westside Family Healthcare is a community-minded, non-partisan health center located in Delaware. Westside opened its doors in 1988 and has maintained status as a Federally Qualified Health Center since 1994. • Wilmington HOPE Commission Inc.: The Hope Commission is a reentry program that helps formerly incarcerated men return to their community. It offers support services that address factors known to lead to repeat offenses. • YMCA of Delaware: The Central YMCA Supportive Housing Program offers housing for men aged 18 and older. Residents benefit from dorm-style accommodations, discounted access to the fitness center and connections to a range of health and human service providers in partnership with the YMCA.
The research was carried out by the University of Birmingham’s Katie Edwards and Aston University’s Jackie Blissett and James Reynolds Both the availability of high-calorie options and their position on the menu affects teenagers’ choices Restaurants provide an important location for implementing low-cost and high-reach interventions to tackle obesity. New research from the University of Birmingham and Aston University has found that putting lower-calorie meal choices at the top of a restaurant menu, and reducing the availability of high-calorie options, makes teenagers more likely to order the healthier options. Childhood obesity rates have been increasing year on year, with government pledges and targets to reduce obesity unfulfilled or missed. Restaurants are a common food environment for adolescents, with one fifth of children consuming meals out at least once a week. The study has been published in the journal Appetite. Dr Katie Edwards, research fellow in psychology at the University of Birmingham and a visiting researcher at Aston University, who led the study, said: “Childhood obesity is a significant public health challenge. A key period for targeting dietary intervention is adolescence, when young people become more independent, making their own decisions about diet and socialising with friends more. Interventions have targeted healthy eating at home and at school, but we wanted to see how altering restaurant menus can impact the choices teenagers make.” The researchers asked 432 13 to 17-year-olds to take part in an online experiment. They presented the teenagers with three different menus, with five starters, ten main courses and five desserts in separate sections, as one would find on a standard restaurant menu. Each menu was slightly different; one which reduced the number of high-calorie options on offer, one with menu positioning of low- to high-calorie meals, one which combined the availability and position interventions, and then one ‘typical’ menu. The participants were asked to select a starter, main and dessert from each menu. The experiment showed that the availability and the position interventions resulted in significantly lower calorie meal choices, compared to the choices made from the menu with no intervention (the ‘typical’ menu). The average number of calories for a selected meal reduced from 2099.78 to 1992.13 when the items were ordered from least to highest calorie content. The availability intervention reduced it from 2134.26 kcal to 1956.18 kcal. The group who had the combined availability and positioning intervention menu saw their meals’ calorie value plummet from 2173.60 kcal to 1884.44 kcal. The study also found that the positioning intervention had the biggest impact on main course choices. The availability intervention and the combined interventions, on the other hand, did not have a big impact on the calorie value of main course choices. The availability intervention had the most impact on starter choices. None of the interventions had a significant impact on dessert choices. Dr Edwards said: “Main menu choices saw the biggest reduction in calories following the position intervention, going from 1104.17 kcal to 1045.16 kcal, while the availability intervention saw the biggest reduction in the starter option. While not all interventions saw statistically significant reductions for all courses, each intervention saw a significant reduction in the calorie content of the overall meals.” Dr James Reynolds, senior lecturer in psychology at Aston University, said: “People tend to consume higher calorie meals when they eat out, so restaurants provide an important location for implementing low-cost and high-reach interventions which can encourage healthier eating in teenagers. Many restaurants are already required to display calorie information on their menus, but our research has shown that tactics like altering the position or availability of high-calorie options on menus could also be a useful tool in trying to reduce obesity and help young people make healthier choices. The next step for this research would be to replicate the study in restaurant settings.” Read the full paper in the journal Appetite at https://www.sciencedirect.com/science/article/pii/S0195666324005749
Supply chain disruptions cost organizations an estimated $184 billion annually, according to Swiss Re. A recent survey of 2,000 European shipping customers by logistics giant Maersk revealed that 76% experienced supply chain disruptions that delayed their business operations in the past year, with 22% reporting more than 20 disruptive incidents in the same period. These figures underscore the growing businesses’ growing vulnerabilities, as detailed in the 2025 J.S. Held Global Risk Report, which outlines how companies worldwide must adapt to an increasingly complex and volatile supply chain landscape. As highlighted in the 2025 Global Risk Report, modern supply chain disruptions stem from a range of factors, including climate change, natural disasters, cyberattacks, fraud, and geopolitical instability. Conflicts such as the Russia-Ukraine war and tensions in the Middle East continue to exacerbate these challenges. Gone are the days when companies could shift blame to suppliers without accountability. The globalization of supply chains has made them increasingly susceptible to cyber incidents, material shortages, and regulatory scrutiny. Consumers and governments alike are demanding greater transparency, pushing companies to disclose where products come from, how they are sourced, and whether their manufacturing processes harm people or the environment. The 2025 Global Risk Report notes that in response, governments worldwide have introduced stricter regulations, particularly in the European Union, where new and existing legislation is enforcing greater oversight and compliance. “As consumers, governments, and corporations acknowledge the effects of supply chain risks, transparency and due diligence will become more critical to the internal compliance structure of global businesses,” said Vice President of Sustainability Andrea Korney. “The enactment and greater enforcement of laws focused on sustainability issues have increased the obligations on companies to examine the sources and actions of their suppliers and how it all impacts the entire value chain.” In the 2025 J.S. Held Global Risk Report, multidimensional experts who combine scientific, technical, financial, and risk management expertise identify and explore key business risks shaping the future of supply chain resilience, including: Geopolitical instability Natural disasters and climate science Maritime route disruptions Regulatory fragmentation Cybersecurity threats Trade and tariff threats Critical minerals dependency Financial risks and fraud J.S. Held environmental risk and compliance expert John Peiserich, Esq., observes, “These risks are no longer hypothetical—they are actively reshaping the business landscape. Organizations that fail to anticipate and mitigate these challenges risk operational disruptions, financial losses, and reputational damage.” For businesses seeking to build resilient supply chains, the 2025 J.S. Held Global Risk Report serves as an important guide, providing expert insights and data-driven analysis to help companies navigate the evolving risk landscape. J.S. Held experts serve as trusted advisors to global clients on these and other risks, crafting business strategies, leveraging technology seeking to mitigate risk, and optimizing business opportunities to build resilience in an era of uncertainty. Supply chain risk is just one of the five key areas analyzed in the J.S. Held 2025 Global Risk Report. Other topics include sustainability, the rise of crypto and digital assets, AI and data regulations, and managing cyber risk. If you have any questions or would like to further discuss the risks and opportunities outlined in the report, please email GlobalRiskReport@jsheld.com. To connect with Andrea Korney or John Peiserich simply click on either expert's icon now. For any other media inquiries - simply contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com
Work on Snow Squall VR Simulation Moves Forward
Last year, Dr. Jase Bernhardt, Hofstra associate professor of geology, environment, and sustainability, was awarded a $100,000 Road to Zero Community Traffic Safety Grant from the National Safety Council, to develop a VR simulation of driving in a snow squall. The project aims to share information about the onset of snow squalls, the importance of heeding emergency weather advisories, and how drivers should respond if they are on the road when a snow squall occurs. Dr. Bernhardt has partnered with meteorologists from the National Weather Service office in State College, PA, and was in Pennsylvania recently to participate in a press conference and conduct field research supporting his work. The press conference was promoted on PAcast – the official website of the Pennsylvania state government. Local news stations like NBC affiliate WJAC-TV; ABC affiliate WHTM-TV; WPMT-TV Fox43 News; and PennWatch covered the press conference.
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.
J.S. Held Experts Examine Sustainability Investments and Headwinds in Annual Global Risk Report
In the 2025 J.S. Held Global Risk Report, scientific, technical, financial, and risk management experts explore the implementation of new and existing Environmental, Social & Governance (ESG) regulations across different regions along with significant compliance challenges for organizations operating on a global scale. As sustainability continues to be a critical issue worldwide, businesses are facing an increasingly complex regulatory landscape. While some jurisdictions are advancing sustainability frameworks, others, most notably the United States, are likely to see new environmental and energy policies which disfavor sustainability advancements as reflected by recent executive orders following the change in administrations. The European Union’s Corporate Sustainability Due Diligence Directive (CS3D), adopted in 2024, is a landmark regulation requiring both EU and non-EU companies to conduct due diligence to identify and prevent adverse environmental and human rights impacts throughout their operations and supply chains. J.S. Held environmental risk and compliance expert John Peiserich, Esq., observes, “Compliance with CS3D poses significant challenges for multinational corporations, especially those selling into the EU market, as they navigate conflicting regulatory requirements across jurisdictions.” In the United States, ESG-related policies have become a polarizing issue. Some states have mandated ESG criteria—such as climate risk assessments—for state-related investment decisions, while others have actively opposed such measures. Kim Logue Ortega, Associate Vice President at J.S. Held, adds, “Despite these contrasting approaches, businesses must continue addressing sustainability concerns, as environmental considerations are increasingly tied to permitting and regulatory approvals.” Following the June, 2024 United States Supreme Court ruling in Loper Bright, a team of environmental risk experts at the Verdantix Green Quadrant recognized consultancy J.S. Held, examined in Crosscurrents: Companies Face Regulatory Uncertainties in Wake of SCOTUS Decisions, how the Supreme Court further complicated the regulatory environment by undermining agency authority to define compliance standards. This ruling is expected to lead to increased legal challenges to environmental and sustainability-related regulations, adding further uncertainty for businesses seeking to comply with evolving standards. With the second Trump administration expected to roll back key environmental justice directives and sustainability-related incentives introduced under the previous Administration, businesses must remain vigilant in monitoring regulatory developments. Strategic planning and proactive risk management will be crucial for navigating the evolving ESG landscape and maintaining compliance across multiple jurisdictions. J.S. Held experts present insights into how organizations can align with evolving frameworks while driving innovation and managing risk, as they explore: 1. EU Corporate Sustainability Due Diligence Directive, where non-compliance could lead to fines and civil liability, necessitating companies to rigorously assess environmental and human right impacts. 2. Regulatory Fragmentation and Greenwashing / Greenhushing, summoning businesses to avoid exaggerated or underreported sustainability claims to mitigate the rising threat of litigation and regulatory scrutiny. 3. Shareholder Activism and Litigation, as investors demand greater transparency on sustainability goals, which may present legal consequences for failing to meet expectations. One week into the new Administration in the United States, the anticipated rollback of environmental justice directives and sustainability-related incentives introduced under the previous Administration have begun to take shape in the form of various Executive Actions and other directives. J.S. Held experts are actively monitoring regulatory developments, providing strategic guidance to multinational clients as they navigate the evolving ESG landscape and compliance requirements across multiple jurisdictions. Sustainability is just one of the five key areas analyzed in the J.S. Held 2025 Global Risk Report. Other topics include global supply chain challenges, the rise of crypto and digital assets, AI and data regulations, and managing cyber risk. If you have any questions or would like to further discuss the risks and opportunities outlined in the report, please email GlobalRiskReport@jsheld.com. For any other media inquiries - simply contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com
ChristianaCare Reduces Health Care Costs by $6.2 Million While Improving Care for Medicaid Patients
ChristianaCare’s Delaware Medicaid Partners Accountable Care Organization (ACO) has set the standard for innovative, high-quality care at lower cost for the State of Delaware’s Medicaid population. According to the most recent data available, ChristianaCare’s ACO reduced health care spending by $6.2 million in 2023 while improving care for nearly 30,000 Medicaid beneficiaries in Delaware, including approximately 8,000 children. “We’re demonstrating that population health works,” said Christine Donohue-Henry, M.D., MBA, chief population health officer, ChristianaCare. “Our neighbors count on us to take care of them — and we can improve their health while also helping the state reduce health care costs. We do this by delivering high-quality care that emphasizes preventive care and proactive management of health conditions, and by investing in our population health infrastructure. “In this way, we can keep people healthier and reduce the need for them to access the most expensive kinds of care, such as emergency care and hospitalization.” ChristianaCare’s Medicaid ACO includes more than 1,900 primary and specialty care clinicians who partner with patients and families to prevent illness, manage chronic diseases and help them achieve their health goals. The ACO makes it easy for adults and children to get the screenings and treatments they need, improving overall health. ChristianaCare’s Medicaid ACO is one of four authorized by the State of Delaware and the only one to voluntarily accept downside financial risk at its launch in 2021, which means that if ChristianaCare’s Medicaid ACO is not successful in reducing cost and improving care for a particular year, the ChristianaCare ACO is required to make a payment to the state. By sharing in both savings and losses, the ACO controls state health care costs while maintaining high-quality care. Bending the Cost Curve by Focusing on High-Quality Preventive Care Alongside financial savings, ChristianaCare’s Medicaid ACO has improved care quality and worked to reduce health disparities. By focusing on preventive care, the ACO has helped adults and children get the screenings and treatment they need, leading to better health outcomes and fewer unmet needs. Since launching in 2021, ChristianaCare’s ACO has met all required quality standards and consistently improved its performance each year on key measures like diabetes management, blood pressure control and breast cancer prevention. Year over year, breast cancer screenings have increased by 4%, while patients with high blood pressure (hypertension) have shown improvement in blood pressure control. Notably, healthy blood sugar levels (HbA1c less than 8%) have also improved in patients with diabetes by 7%. In collaboration with its Medicaid health plan partners, ChristianaCare primary care and imaging teams host patient-centered health and wellness day events to increase access to care, close quality gaps and improve the overall health of the communities they serve. These events help patients get preventive screenings and services, supporting the ACO’s goals of better care and health equity. The ACO’s success is driven by its focus on caring for entire families, including addressing the needs of pregnant mothers and supporting children and adults throughout their lives, according to Rose Kakoza, M.D., MPH, senior clinical network director, ChristianaCare Clinical Alliance. Key programs include enhanced maternity care to support mothers and infants, expanded mental health services and social support programs that address food and housing needs. By integrating clinical care with social support — such as help with food and housing — the ACO is working to break cycles of poor health across generations. This approach also has practical benefits. For example, the improved mental health of a parent strengthens the family environment, supporting children’s well-being and development. “By making significant investments in population health and addressing both medical needs and the social drivers of health, we’ve not only improved health outcomes but also more effectively managed costs for Delaware’s most vulnerable residents, helping to reduce state spending,” Kakoza said. About Delaware Medicaid Partners Delaware Medicaid Partners ACO, led by ChristianaCare, uses a family-centered approach to save money and improve care for Medicaid patients. By combining medical care with social support, the ACO addresses the unique needs of Medicaid patients, improving health and promoting equity. Care coordination is provided by ChristianaCare’s CareVio®, whose team of nurses, social workers, and pharmacists help patients with serious health conditions get the care they need. CareVio uses real-time data to prevent complications that could lead to unnecessary hospital stays or emergency visits. Through ongoing collaboration and innovation, Delaware Medicaid Partners ACO aims to set an example for other states working to improve care while managing costs.
