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Aston University history department gears up for live talk to mark 75 years since Indian partition

75 Years On: The Partition of India in a Global Perspective will take place at Café Artum at Hockley Social Club in Birmingham The partition saw the British Indian Empire split into two independent dominions, India and Pakistan The event on 25 August is the second in the series of Society matters LIVE. Aston University’s history department is set to host a live talk to mark 75 years since Indian partition. 75 Years On: The Partition of India in a Global Perspective will take place at Café Artum in Hockley Social Club on Thursday 25 August from 1700 to 1900 hrs. The event on 25 August is the second in the series of Society matters LIVE. The British decision in June 1947 to grant independence to its colony by creating two separate states caused the displacement of over ten million people as well as hundreds of thousands of casualties. In this talk, the second of Aston University’s ‘Society matters LIVE’ series, Dr Volker Prott will invite attendees to take a step back and explore the partition of India from a global historical perspective. Why did partition seem inevitable to so many people 75 years ago, even if they saw trouble ahead? Where does the idea of partition even come from? Why did so many partitions occur in the twentieth century and in the context of decolonisation? Dr Volker Prott, senior lecturer in history at Aston University, said: “The partition of India has become a synonym of tragedy and unimaginable human suffering. “Partition is also now seen by many as a massive diplomatic failure, giving rise to the Indo-Pakistani conflict, one of the most bitter and long-lasting territorial disputes since the end of the Second World War. “We will consider other partition examples, such as Ireland, Palestine, India, and also Germany, Korea, and Vietnam in order to tease out the concept of it and understand what it means in different contexts. “And of course, we will pay attention to the partition, discussing its many facets, and taking the time to explore ways to overcome its divisive legacy.” You can sign up to the free event here. You can listen to the latest podcast episode of ‘Society matters’ with Dr Volker Prott, who speaks about the legacy of India and Pakistan’s independence with journalist Steve Dyson, here. You can find out more about how Aston University’s history department is marking 75 years since Indian partition here. For more information about studying history at Aston University visit our website.

Building Your Own Expert Network - How Expert Personas Help you Organize & Develop Your Talent Pool

As business continues to evolve at an unprecedented rate, companies need new ideas and strategies that help them rapidly transform to keep pace and grow. This explains the massive popularity that expert networks are having as companies look to connect with subject-matter experts with specialized sector and functional expertise who can accelerate their transformation efforts. Expert networks now represent a multi-billion dollar industry, helping companies in a variety of ways. From helping build primary research to assessing new market or acquisition opportunities to conducting due diligence for new technology purchases or competitive benchmarking, expert networks provide a valuable service. While many companies are increasing their use of traditional expert networks, there is also a trend toward organizing and developing internal talent by implementing a "knowledge management platform" or "employee skills marketplace." These can also be extended to engage broader audiences when experts are listed publicly as part of an Expert Center, Media Room, or Speakers Bureau. Depending on the scope and market visibility organizations wish to commit to in sharing their expertise, such programs can yield the following benefits: Improved access to shared knowledge throughout the organization Faster innovation through an improved discovery of key experts available for project opportunities Higher amount of cross-functional engagement between departments A more collaborative relationship with employees through better knowledge engagement and skills development Less reliance on outside consultants and traditional expert networks Improved brand reputation by engaging experts in thought leadership activities Increased media coverage and speaking engagements Improved business development opportunities by engaging experts earlier in the sales process Improved connection with the local community Additional ways to foster Diversity, Equity, and Inclusion throughout the organization What is an expert network? An expert network is a service that matches clients with experts who are willing to share their knowledge and advice via short conversations. These are usually in the form one hour long expert interviews conducted with the client. Expert networks such as GLG, AlphaSights, Guidepoint Global, Third Bridge, and Coleman Research help match the client's interest to specific experts in their private database of experts on call. They also look after logistics such as scheduling the expert interviews and have detailed processes for qualifying experts to ensure compliance with the exchange of information. And they handle time tracking and billing of interviews which are typically charged based on an hourly rate. They also handle the payment of fees to the experts following the interview. Building your own knowledge platform There is a growing trend towards organizing their expertise given the profound challenges organizations are facing. And these challenges didn’t just start when the pandemic hit. In a recent Deloitte survey, 63% of executives reported that work in their organizations is currently being performed in teams or projects outside of people’s core job descriptions, 81% say work is increasingly performed across functional boundaries, and 36% say work is increasingly being performed by workers outside of the organization who don’t have defined jobs in the organization at all. Yet fewer than half (42%) of respondents say their organization’s job descriptions do an “excellent job” of specifying the work that needs to be done in their positions. As work becomes far more fluid, packaging skills into rigid job descriptions leads to a lot of untapped human capital in organizations. It’s an issue that hasn’t gone unnoticed by leadership. Research shows that only 18% of executives strongly agree that their workforce is using their skills and capabilities to their fullest potential. 85% of HR and business executives say organizations should create more agile ways of organizing work to improve speed and swiftly adapt to market changes. These issues underscore the need to better organize and develop internal talent by implementing a "knowledge management platform" or "employee skills marketplace." This is for a variety of reasons. With vast amounts of acquired knowledge pooled across various departments and teams, it can be difficult for other employees to access this knowledge when it is outside their area of expertise - as the old saying goes, “people don't know what they don't know.” Organizing your expertise for external audiences also can provide huge benefits for building reputation, relationships, and revenues. How to position your experts as industry thought leaders More and more organizations are looking at employees who can advance their innovation efforts internally, often as part of a cross-functional team or special project. And there are also important revenue-generating activities, such as sharing research and perspectives through content generation (blogging, webinars, podcasting) or speaking (at internal events, industry conferences, or as an expert source for media interviews). Determining how to best identify and put experts to work isn't a simple process. That's because to do this right requires a more disciplined approach to assessing and developing the talent across your organization. One that goes beyond linear career paths and traditional job titles we assign to employees. It also requires a more progressive approach to diversity and experience. One that is not simply correlated to seniority or authority in an organization. Given the current state of the talent market, most organizations are also recognizing the importance of managing their talent, listening more to employees, and helping them achieve their goals - both professional and personal. And that extends to how best to tap into their skills that can benefit the organization both internally and externally. That's why we developed a talent framework that helps identify opportunities where subject-matter experts can best contribute as well as potential options for professional development. To make this process more intuitive, we have developed a model that outlines 4 "expert personas" that detail the various characteristics related to experts in an organization along with a potential development path. Level 1: Experts in the "Practitioner" persona group can offer their organizations a wide range of skills. Our research and in-field experience with companies focused on innovation reveals that organizations can realize significant gains by tapping into this broad pool of talent. To better engage practitioners, we have helped universities better engage their Ph.D. candidates who are approaching graduation to conduct research and writing content that promotes their work and institutional brand to prospective students or donors. This also extends to corporate innovation. A recent example of this was our collaboration with a Fortune 500 company in the CPG sector, where we completed the build of an internal expert network. One of the key challenges this organization faced was the inability to quickly engage with “practitioners” - subject-matter experts across the organization who could help with specific R&D and innovation projects. While this organization had legacy HR and intranet communication platforms, they had experienced a number of challenges engaging their researchers. To make things worse the pandemic forced many to work from home, creating the need for more opportunities to engage online. They needed the ability to conduct simple searches to find other researchers relevant to their work who could help them with projects. Our research/writing team started the process by taking an inventory of experts and then developed profiles for each researcher in collaboration with the company’s research/innovation team using the ExperFile SaaS software platform. With the unique data structure used to categorize this broader set of biographical information, we then enabled advanced search capabilities to build a private, SOC2 (security) compliant expert network which was easily integrated into their existing talent platforms. With thousands of researchers across the globe, they now have the ability to quickly search for experts on areas such as skills, topics, work experience, research publications, company/industry experience and IP/patents. It’s important to note that activating all this hidden expertise not only lays the groundwork for faster innovation. It also can reduce the fees associated with outside expert networks and consultants, maintains tighter internal control of proprietary research information and forges stronger collaborations between experts across the globe. Level 2: The "Ambassador" category represents experts with a more developed set of skills and a reputation both inside their organization and within their community of practice. Working with them to generate more exposure through internal speaking engagements and within their local community is a great way to create market visibility. For example, we have worked with a number of professional services firms to make experts at this level more visible in their local markets. Building reputation and generating new client opportunities with thought leadership activities such as blogging, webinars and speaking at local business events or on podcasts is a proven way to tap into this talent. These activities have allowed organizations we have worked with to bring in new clients and increase revenues across various practice areas. Ambassadors are also perfect for involvement in on-campus recruitment events where competition for talent is high. Particularly in fields such as engineering, law and accounting. One way to make these experts more approachable to a wider audience is by creating a speaker’s bureau. Remember that not all your experts will be comfortable speaking to the media, however, they can still meaningfully contribute as a keynote speaker or panelist at an event. Organizing your experts on key topics enables local event and conference organizers to find you more easily in Google search results and on your website. In addition to getting your experts on the podium, it’s a proven way to get your expert's guest appearances on webinars and podcasts. Given the growing importance of these channels, we recently formed partnerships with the leading marketplaces for webinars and podcasts - BrightTalk and Podchaser to help our clients promote their experts for speaking opportunities. Level 3: Experts in the "Authority" category have developed a strong reputation as an expert in their field, often speaking at academic or industry conferences. At this level, they have also developed a degree of proficiency in speaking as an expert source with the local or national media. They can be found speaking as a guest on podcasts to share their knowledge and are often active on social media. In higher education, these people are critical to helping media relations and other departments generate media coverage that is essential to building a reputation. We have worked with many organizations that effectively engage their Authorities by staying connected to their research and publications and collaboratively creating regular content with them to reach a broader audience. You will find regular opportunities to boost coverage with local and national media by utilizing this group of experts. We work with media teams to conduct Google Search (SEO) analysis to identify what topics their target audiences are searching for. This allows them to more strategically focus on key experts to promote. They are also focused on delivering more engaging content formats such as video interviews and Q&A to boost Google PageRank and audience engagement across their website. And they are working collaboratively with their faculty to post media advisories and a regular stream of content that contributes to higher rates of discovery by journalists looking for expert sources. Level 4: Experts in the "Evangelist" category are those go-to experts that you often see in the media as key spokespeople representing a certain topic. They are seen as notable authorities with deep domain expertise within their community of practice which has often been earned through heavy research and publications. Chances are they have also authored books that provide a path to speaking engagements at conferences and media interviews. These are also the people who have developed a regular audience through blogging or by hosting a podcast and have a well-established social media following. Ultimately, what separates this group from the others is the significantly broader market profile they have earned as a thought leader. These individuals have an intuitive sense of how to communicate complex topics in a relatable way that both educates and engages. That makes them particularly valuable to the organizations whose brands they represent. Given the degree of qualifications required to operate at this level, it’s to be expected that you will find far fewer “evangelist” category experts in any organization. Many are naturally found within the ranks of the executive team. These are the people who are comfortable in interviews, and most have extensive public speaking experience appearing on a large stage and on radio and television. At this level, organizations need to be far more strategic about how they utilize this talent pool to build a reputation and reach a wider audience. We have seen first-hand how strategic thought leadership programs can build a platform for these experts that can pay huge dividends. One healthcare system we have worked with recently forged a relationship with ABC News to feature one of their medical experts (a medical doctor) on a weekly segment related to important Covid-related health topics. Given the frequent appearances this expert has made on television, this was an earned media home run and a great way for this healthcare system to build visibility and trust within the community by providing accurate medical information. Their commitment to making their medical experts more discoverable and approachable online has also helped them promote their strengths in areas such as cardiology, neonatal, cancer, and genetic research. And the results are impressive. Over the past year, they have doubled their national media coverage and are currently outperforming much larger healthcare systems in their area. How to organize your experts Personas by their very nature are designed to provide a more standardized approach for planning using "clusters" of talent that are grouped against common characteristics. However, we're very aware that they cannot possibly capture all the nuances you will find within your organization when it comes to talent. But our experience helping leading organizations in knowledge-based industries to better manage thousands of experts shows that having a more methodical approach pays off. It optimizes the internal/external contributions and the development paths of experts to create win-win opportunities. but it also helps forge a stronger connection with employees who feel their organization is taking the development of their professional skills more seriously and more actively creating avenues for them to engage and contribute. With an understanding of these personas, we can then focus on another important consideration - where can we best engage our experts to more effectively tap into their skills inside and outside the organization? To help answer that question, we developed a "Talent Assessment Grid" (TAG) that helps you identify key areas where each of these personas can contribute. As a planning tool, it's meant to provide a more organized approach that helps you assess your bench strength and create a more tangible system for measuring progress over time in areas such as skills development or contributions to cross-functional innovation projects or outside industry consulting. Playing to the individual strengths these experts have while moving them out of their comfort zone to develop additional skills also yields additional marketing benefits. Contributing content; speaking at conferences or community events or to the media are proven ways to build market visibility, establish trust and generate revenues - and experts play a vital role in this process. A thriving network where knowledge is easily discoverable inside an organization and strategically shared outside in the community and beyond can make a huge difference in boosting innovation and culture. When properly promoted, these experts will also help you grow your reputation, relationships, and revenues. Although this process requires commitment, it positions you to be more agile and outperform your competition by ensuring you are optimizing every employee’s true potential and making them more discoverable both inside and outside the organization. How are you putting your expert talent to work? Do you have a process you use today for identifying and engaging your experts? We would like to hear from you. For more insights on how you can organize your experts online to support your internal knowledge management or promote them to a wider audience, visit us at https://expertfile.com/resources to learn more.

Podcast: The partition of India: an ‘evil act’ or ‘rush to grant independence’?

Aston University academic discusses need to understand what resulted in up to two million deaths The partition formed part of a global pattern of expanding nation-states, fitting populations to borders, and decolonisation throughout the 20th century Debate now needed to find ways to accommodate human diversity rather than pulling people apart The partition of India at the end of the Second World War was not an “evil scheme” but a case of being “overtaken by events”, according to an academic at Aston University. Dr Volker Prott, a senior lecturer in modern history, spoke about the legacy of India and Pakistan’s independence in the latest episode of the ‘Society matters’ podcast series, presented by journalist Steve Dyson. Dr Prott said there was a “bitter irony” in “celebrating” the 75th anniversary of the partition and independence of India and Pakistan, granted on 15 August 1947. But he argued that now was the time to overcome divisions in society caused by Britain’s colonial past. He said: “Partition is very much an ambivalent event because, on the one hand, there is indeed grounds for celebration because it meant independence from British colonial rule for India and Pakistan … but at the same time partition was a reason for frustration and then, further on, it was a cause of violence.” Historians have estimated up to 20 million people were displaced in the years following partition, with the death toll “somewhere between 200,000 and two million people”, and possibly hundreds of thousands of girls and women suffering rape and abduction. Partition also led to a lasting long-term conflict between India and Pakistan involving several wars and the break-up of Pakistan in 1971. Dr Prott said Britain had come in for a lot of criticism due to the violence, with various historical studies regarding Indian partition as a “deliberate design” to weaken India and secure long-term British influence. But he argued that Britain was “overtaken by events” in the sense they underestimated “the dynamic for independence” and the huge potential for violence. “That’s the moment they rushed independence and rushed partition … a quick and easy exit option for the British Empire,” he said. As a result, no-one put mechanisms in place for refugee or minority protection, or to draw borders “in a sensible way”. Dr Prott said the partition of India was not an exception, but part of a larger historical pattern throughout the 20th century that also included new borders drawn that split Ireland, Palestine, Korea, Germany, Vietnam and Cyprus. This pattern comprised of three factors – the global expansion of the nation-state, “international stability” involving “fitting populations to borders”, and decolonisation leading to “friction and conflict”. He said: “We shouldn’t blame the British for plotting partition. It wasn’t an evil scheme they came up with.” But he stressed that the British did try to avoid assuming responsibility for more than a century of colonial rule in India, including “colonial violence, economic exploitation, and politicising religious identities of Muslims and Hindus” in particular. Dr Prott said the “starkest example” of a nation taking responsibility for the past was his own country, Germany, which committed the Holocaust, the “most extreme case of genocide in history”. Germany had come to terms with its crime and guilt, and accepted the need to work towards reconciliation. He said this was mostly seen as a historic problem in Germany, “but in Britain the legacy of colonialism is with us every day” with the Black Lives Matter movement, decolonising the curriculum in universities, changing street names, and removing controversial statues. He said: “We should see this dealing with our colonial past as an opportunity to bridge existing divides, to learn from each other. We need an open-ended debate.” Many people, he said, have very extreme views on the partition. Some praised the British Empire and said the violence was all because of racial hatreds, while others claimed people lived in harmony for centuries and problems were only caused by “evil British plotting”. “What we need to do is move away from these simplistic views of the past. History shows us that partitions very often cause more problems than they solve and we should try to find ways to accommodate human diversity rather than pulling people apart.” Aston University is marking the 75th anniversary of Indian partition by taking part in an exhibition at Birmingham New Street Station called ‘Children of the Railway: The Partition of India 75 Years On’, which opens on 6 September for three weeks. Dr Prott is also giving a public talk on partition at 5pm on 25 August at the Hockley Social Club.

Podcast: The nine behavioural habits needed to become a trusted executive

Executive trust model designed by business author who researched Doctorate at Aston Business School Nine behaviours sit under the three pillars of trust: ability, integrity and benevolence Company bosses urged to follow example of former Unilever chief executive Successful business leaders need to rely on the power of trust, rather than just trusting in power. And helping them to make that step-change is a self-confessed “trust geek” who carried out his research at Aston Business School before setting up a not-for-profit organisation to help bosses become “trusted executives”. Dr John Blakey has published a book called The Trusted Executive: Nine Leadership Habits that Inspire Results, Relationships and Reputation, which was based on his Doctorate in Business Administration (DBA). He has since founded the Trusted Executive Foundation, based in Solihull but with clients all over the UK and overseas. He spoke about his experiences in the latest episode of the ‘Aston means business' podcast series, presented by journalist Steve Dyson. Dr Blakey said: “The global financial crisis of 2008-09 was clearly a sign that we were losing trust in business life, and that’s what sparked me to enrol on the DBA at Aston University. I wanted to go back into the classroom and do the research to get to grips with this word ‘trust’, and to help other leaders who are looking to build high-trust cultures.” He said it was important for businesses to know where their leaders stand, and “whether you stand for power or trust as the currency of your leadership”. He explained that every leader therefore needs to ask themselves a very important question: “Are they leaders who trust in power or leaders who rely on the power of trust?” Dr Blakey, who first began his own business in executive coaching with Olympic medal-winning rower Bill Barry over 20 years ago, admitted to being a “bit of a trust geek”. While existing research had discovered the three pillars of trust, namely ability, integrity and benevolence, he set out to build on that to find out the “behavioural habits” under each one. He added: “Each habit is important in terms of building and inspiring trustworthiness, whether in a leader, in a team, or in a brand.” Dr Blakey said the habits under the pillar of ability are deliver, coach, and be consistent. “As a business leader it’s important to be competent at what we do, to deliver on time, to budget, to quality,” he said. “Coaching is all about helping other people deliver ... through coaching I can tap into the potential in people and help them grow, and I have to do this delivery and this coaching consistently, day in, day out.” Dr Blakey said that as a researcher not a week goes by without a new case study around integrity, not least that of Boris Johnson and the leadership of the Conservative Party. “There are three habits under this pillar of integrity: be honest, be open, be humble. And when we talk about our political leaders, I think we are particularly talking about honesty, as we have been quizzing our prime minister around his honesty.” He said being open was about “sharing more of yourself” and went on: “I was brought up as a leader not to show weakness … but I think increasingly in the world of trust leaders are being encouraged to show a bit of vulnerability at the right time and place.” Being humble was the opposite of being arrogant, and Dr Blakey cited the recent case of P&O whose leaders, he claimed, showed a “degree of arrogance and dismissiveness about other people’s needs”. The final pillar of benevolence consists of evangelise, be brave, and be kind. He said: “It’s common human care, compassion, kindness, and if you want to be trusted, it’s equally important to be benevolent as it is to have that integrity.” Dr Blakey said a good example of his model is Paul Polman, former chief executive of Unilever, which was recognised for the way it takes care of its people, while also leading on sustainability and protecting the environment. “Paul demonstrates that you can pursue what I call the triple bottom line of profit, people and planet, and do these things in parallel. The single biggest factor in building a high-trust culture is the behaviour of the CEO and the senior leadership team leading by example.” Dr Blakey said he and his team at the Trust Executive Foundation are now helping leaders who want to stand for trust. He added: “The sweet spot for us is helping the leaders lead from the top.”

Assessing and Treating Heat-Related Illness in Children

Dangerously high global temperatures require an abundance of caution and preparation, especially when it comes to protecting the littlest members of society. Villanova University associate professor of nursing Michelle Kelly, PhD, CRNP, CNE, is an expert in pediatric healthcare, and she recently shared some tips for preventing and treating heat-related illness in children. Q: First, what is heat exhaustion? Dr. Kelly: Heat exhaustion is a slowly progressing condition that begins as one is exposed to increased temperatures for extended periods of time without the proper precautions. Ultimately, heat exhaustion can become heatstroke, which always requires immediate intervention. Q: What are the signs of heat exhaustion? DK: Signs of heat exhaustion include increased thirst, nausea, vomiting, irritability, headache, increased sweating, fainting, weakness, extreme tiredness and muscle cramps. The child will have cool and clammy feeling skin, with an elevated body temperature, but it will be below 105 degrees Fahrenheit (40.5 degrees Celsius). Q: When does heat exhaustion become heatstroke? DK: With heatstroke, the above symptoms progress to severe headache, weakness, dizziness, confusion, fast breathing and increased heart rate. The child will feel flushed—hot, with dry skin, little to no sweating—and may pass out or have a seizure, due to the body temperature exceeding 105 degrees Fahrenheit. This child needs immediate intervention aimed at decreasing the child’s body temperature. Q: What should caregivers do when a child experiences heat-related illness? DK: Interventions that a family can begin while getting the child emergency treatment include getting the child to lie down with feet elevated indoors or in shade. Remove excess clothing. Apply lukewarm water to the skin either with a wet cloth or spray bottle. If the child is awake, give sips of cool clear fluids. If the child is vomiting, keep the child on their side to prevent choking. Emergency treatment will include continuing to decrease the child’s body temperature, giving fluids (by mouth or with intravenous fluids), and monitoring for seizures. Q: Any tips for prevention? DK: Plan ahead if you and your children will be outside during this extreme heat. Wear light colors and plan for some sort of shade if possible. Try to arrange outdoor activities to take place in the early morning or evening, not during the heat of the day. Or better yet, spend time in a pool or indoors in air conditioning. If your child will be participating in sports during a heatwave, start hydrating 24 hours before to prevent the risk of dehydration. This means making sure they have had adequate fluids before competing, during the competition and afterward to recover. Water is the best liquid, but an alternative would be low-sugar-containing electrolyte solutions designed for children (such as Pedialyte). Stay safe!

The economy may be slowing - but remains strong according to Georgia Southern expert

Georgia Southern’s Economic Monitor Q1 reports regional economy slows, retains strength Georgia Southern University’s latest Economic Monitor, which reflects Q1 2022, reports that growth in the Savannah metro economy moderated during the opening quarter of the year. “The broadest indicators of economic activity — overall regional employment and electricity sales to residential, industrial and commercial users — continue to signal strength,” stated Michael Toma, Ph.D., Georgia Southern’s Fuller E. Callaway Professor of Economics. “After good performance in the fourth quarter, there was a mild pull-back during the first quarter in tourism and port activity. In general, the regional economy maintained its forward momentum, but slowed its rate of acceleration. Toma also noted that the Savannah metro economy will grow approximately 2% through the remainder of 2022, noticeably slower as compared to the rebound year of 2021. The economic future is somewhat murkier now as inflation surges, the Federal Reserve tightens, and global energy and commodities markets remain rocked by Russia’s invasion of Ukraine, he said. Overall Strength, but Some Sectoral Weakness The business index for the Savannah metro economy increased 1.3% in the opening quarter of 2022, roughly half the pace of the previous quarter. The index of current economic activity increased to 207.3 from 204.7. The index was buoyed by solid employment growth of 1.6% during the quarter and electricity sales growth of 2.1%. Indicators of port activity, tourism and retail sales slowed during the quarter. Metro Savannah employers added 3,100 jobs pushing total regional employment to 197,500 — more than 5,000 jobs and 3% higher than the pre-pandemic peak of 192,100 in the fourth quarter of 2019. The Georgia Department of Labor recently completed its annual benchmarking process for employment in which the monthly payroll survey data is benchmarked against headcount data. Total employment data did not change significantly but business and professional industry services were revised downward while the information sector, including the film and entertainment industry, was revised upward substantially. A full media release detailing key indicators such as Employment Trends, Housing Market, and that Slowing Regional Growth Expected is attached. About the Indicators The Economic Monitor provides a continuously updated quarterly snapshot of the Savannah Metropolitan Statistical Area economy, including Bryan, Chatham and Effingham counties in Georgia. The coincident index measures the current economic heartbeat of the region. The leading index is designed to provide a short-term forecast of the region’s economic activity in the upcoming six to nine months. Looking to know more - then let us help. The Economic Monitor is available by email and at the Center’s website. If you would like to receive the Monitor by email send a ‘subscribe’ message to CBAER@georgiasouthern.edu. For more information or to arrange an interview - simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.

MEDIA RELEASE: Ten travel tips Ontarians should consider before flying this summer

CAA South Central Ontario (CAA SCO) has compiled a list of ten things that Ontarians should be aware of if they are considering travelling this summer – both inside and outside the country. “Those who are considering booking a trip should make sure they understand the scope of what travel looks like at the moment,” said Nadia Matos, manager external communications, CAA SCO. “The checklist for planning a trip has changed and we want to help people navigate this new environment. “Airports are experiencing delays with varying degrees of impact, and Ontarians should be prepared.” Through consultation with its top travel agents, CAA SCO has identified ten key considerations that potential travelers may not be aware of. Anyone who is considering travel in the current environment should remember that travel requirements and regulations are continually changing. Expect itinerary changes. CAA SCO travel agents say our members are experiencing schedule changes for flights. Subscribe to the airline’s text message service to be immediately notified of any changes, and book connecting flights with more time in between than you normally would if available. A travel agent is also a valuable resource if this happens. Consider packing a carryon instead of checking luggage. Potential baggage delays mean that your luggage may not arrive with you or take extra time to be unloaded off the plane. If you bring a carryon, make sure it fits the size requirements for all the airlines you are flying on, and with any tour operators. When using a carryon to travel, you still need to follow the 3-1-1 rule: three ounces of liquid, gel, aerosol, cream or paste that fit in one quart-sized resealable bag. If you are checking luggage, make sure your carryon has your hygiene essentials, any medications, and a change of clothing. Expect longer wait times at the airport. The old standby of being at the airport one hour before takeoff for domestic flights and two hours before international flights no longer apply. CAA currently recommends arriving at the airport a minimum of two hours before domestic flight departures and at least three hours for international flights. Make sure all your documentation is in order before you book. Your passport should still be valid six months after your travel date, as this is required in several countries. Passports themselves are taking longer than usual to renew, so it should be done several months before you travel. Each destination has varying documentation requirements, so make sure you fully understand what information you need to have ready and in what format. Buy travel insurance and understand what is covered. Make sure you have $5 million in coverage for emergency medical situations and that illness related to COVID-19 is included. Understand your entitlements for situations like denied boarding in the event of a positive test, trip cancellation or delays, what luggage is covered and what isn’t. Car rentals need to be booked months in advance. High demand as well as a shortage of vehicles means a shortage of rental cars. Some rental agencies, particularly on the east and west coasts, are not allowing vehicles to be rented in one city and left in another. A travel agent can help you navigate this. COVID-19 is still a major consideration. Confirm the COVID-19 situation at destination prior to booking. Understand the risk level associated with travel to a particular destination by checking the Government of Canada Travel Advice and Advisories website. Individual travel advisories remain on a country-by-country basis. It is important that Ontarians understand the ongoing uncertainty associated with international travel, whether that be related to the continued community transmission of COVID-19, or state of health care systems in destinations hit hard by the pandemic. Canadians returning home must have all required documentation loaded onto the ArriveCAN App or website. Stay connected. It is important to have access to trusted, up-to-date information while travelling so you can monitor changing conditions and requirements and adapt accordingly. Bookmark the Global Affairs Canada website prior to departure and check it regularly while abroad. It is also a good idea to sign up for Registration of Canadians Abroad and stay in touch with a family or friend that has knowledge of your travel plans. Find these and more information at www.caasco.com/travel Confirm change and cancellation flexibility with your travel service provider. Many airlines and hotels have been providing more flexibility when it comes to refunds and changes to bookings. Make sure you understand any key dates related to cancellation and changes and whether you are entitled to a refund or a future travel voucher or credit at the time of booking. Be patient, be kind. Around the globe, airlines are dealing with staff shortages and luggage handling back-ups. Keep in mind that the staff at the airports are there to help you, and that things may take longer than usual.

The EU-UK Trade and Cooperation Agreement is costly, what does the UK need to do? | Aston Angle

As far as trade is concerned, the EU exit has been rather costly to the UK. At the Centre for Business Prosperity, we have been tracking the performance of UK trade in recent years. The UK’s trade dropped sharply during COVID. Like other nations, this was due to the global recession and supply chain disruptions. However, the UK failed to recover and enjoy the boom, despite the tariff-free terms of trade in goods set out in the EU-UK Trade and Cooperation Agreement (TCA). The UK now trades less with the EU, its largest trading partner, than in 2019. During the same period, Germany and the Netherlands grew trade with the EU by nearly a quarter, and US trade with the EU has also grown considerably. Reports suggest, including those from the British Chambers of Commerce, that exporting to the EU has become much more costly and in some cases, unviable. It appears that the “certainty” provided by the TCA has not reversed the declining trend of the UK-EU trade so far. Our new paper for the Enterprise Research Centre (ERC) has found that UK exports experienced a large, negative, statistically significant decline in 2021 at the end of the transition after the EU-UK Trade and Cooperation Agreement (TCA) was put into force. We estimate that this amounts to a 22% reduction in exports to the EU and a 26% reduction in imports from the EU over the first half of 2021, relative to the counterfactual scenario of the UK remaining in the EU. How did this happen? After all, the TCA ensures that goods moving between the UK and the EU have no tariffs or quotas, so long as the rules of origin are complied with. Rules of origin help you work out where your goods originate from and which goods are covered in trade agreements. Our research found that non-tariff measures (NTMs) were responsible for the adverse TCA effect on UK trade with the EU and that the magnitude of loss was significant. It was equivalent to a reduction of £12.4 billion in UK exports over the first six months period of 2021. This equals 16% of UK total exports in the first half of 2019 and 70% of the documented total reduction in the EU exports in the same period. A number of factors can be attributed to the decline of UK exports to the EU. In particular, the increased trade frictions that occurred mainly due to sanitary and phytosanitary (SPS) and technical barriers to trade (TBT) as a result of entering the TCA. Sanitary and Phytosanitary (SPS) measures refer to the EU controls to protect animal, plant or public health. And technical barriers to trade (TBT) refers to mandatory technical regulations and voluntary standards that define specific characteristics that a product should have, such as its size, shape, design, labelling/marking/packaging, functionality or performance. On average, for the first six months of 2021, a 1% increase in SPS resulted in a 13–15% reduction in exports to the EU, most notably in the food and drink, wood and chemicals sectors. Furthermore, a 1% increase in TBT led to a 2–3% reduction in exports, especially in metals, equipment, machines and miscellaneous industrial products. What next? Since the post-Brexit dysfunctions are now diagnosed, in theory we could move on. The UK can directly tackle the trade challenges, so long as other things, such as politics, do not stand in the way. Fundamentally, what needs to happen is the removal or relief of the root causes coded by the TCA – the trade barriers newly erected. This is a key task; it is challenging but not impossible. Trade frictions due to the SPS measures are an acute problem of Brexit. Reducing some of the non-tariff measures between the EU-UK would help by exploring other mechanisms such as equivalent SPS measures or other ways to reduce businesses burden to a minimum. The technical barriers to trade are more complicated and challenging and they could potentially cause significant damage to the UK economy. Despite its limitation, maintaining and broadening the established arrangements of the current TCA provision, through some form of mutual recognition of specific practices or international regulations for selected sectors, should be the ambition of UK government to help ease the TBT trade barriers. Future EU-UK co-operation is critical and mutually beneficial but requires political will and strong leadership. In the short and medium term, supporting firms should be the priority, especially small- and medium-sized firms that are productive enough to have exported to the EU in the past, but now face hurdles to continue exporting. These firms tend to be limited on resource but have the infrastructure and ambition to internationalise. Targeted support for specific challenges could be also fruitful. The UK Department for International Trade Export Support Service, the British Chambers of Commerce and local growth hubs have the expertise and experience to help firms export. Therefore, resources should be made available to allow for customised and responsive support with exports, as well as taking advantage of technologies that can identify and reach businesses who require support. Provision should also be made to collect feedback on the quality of the support provided, to enable further improvement. Helping businesses continue to access EU markets, while enabling the economy to take advantage of welfare-enhancing benefits from trade, remains imperative. Given the economic benefits of the roll-out, the new free trade agreements are expected to be limited and effective only in the long term. UK domestic policies should be the focus to improve the competitiveness of exporters and their ecosystem. By Professor Jun Du Director of the Centre for Business Prosperity Professor of Economics, Finance and Entrepreneurship, Aston Business School Lecturer in Politics and International Relations School of Social Science and Humanities Dr Oleksandr Shepotylo Senior Lecturer, Economics, Finance and Entrepreneurship, Aston Business School

Expert Says Financial Technologies Can Help Address Climate Change

“Financial technologies offer great promise to tackle climate change and provide pathways for developing sustainable economies and lifestyles,” says Aparna Gupta, a professor of quantitative finance at Rensselaer Polytechnic Institute and co-director of the Center for Research toward Advancing Financial Technologies (CRAFT), the first-ever fintech research center backed by the National Science Foundation. CRAFT brings together industry partners and policy makers to conduct research that is relevant for industry and has potential for commercialization. Dr. Gupta says that blockchain technologies combined with smart contracts and Internet of Things (IoT) devices are set to transform property and casualty insurance that is subject to increasing threats from climate change. Similarly, distributed ledger technologies can be utilized for issuing innovative climate finance securities, such as green bonds and climate derivatives, by facilitating traceable, transparent, and standardized transactions. Regulatory readiness to support blockchain-enabled green bonds and other climate finance securities issuance is underway across the globe. Climate fintech is also set to play a pivotal role in increasing renewable power generation and accelerating the transition to clean energy, according to Dr. Gupta. Digital lending platforms use crowdsourcing models to provide debt financing for residential solar energy systems. Climate-conscious consumers can make spending decisions that minimize their carbon footprint through solutions such as using a credit card that allows them to round up their purchases and use the change for planting trees. In the investment management and advisory space, there is a growing recognition of the need for environmentally sustainable investing. Responding to this need, fintech startups are offering platforms for clean energy investments and enabling investors to construct low-carbon-impact financial portfolios. “Financial technologies innovations are poised to transform almost all aspects of financial services, and in doing so, offer great opportunities to address climate change challenges,” Dr. Gupta says. In addition to her leadership in fintech, Dr. Gupta is at the helm of a team of financial and renewable energy experts developing risk management tools to incorporate renewable energy into the energy market. They will set and standardize risk factors to make it easier for this critical industry to be both productive for investors and creators and systematized for users, similar to the rating system created for the bond market. Dr. Gupta also serves on the Climate Risk Working Group of the Financial Risk Manager Advisory Committee for the Global Association of Risk Professionals tasked with identifying the important climate issues for the training of future global risk professionals. Dr. Gupta is among the many experts and researchers at Rensselaer available to speak on this topic.

Beyond the Media Pitch: How to Secure Better Coverage in Today’s Noisy Market

At our webinar earlier this month, we were joined by Wilf Dinnick, a communications and media professional with more than 25 years of global experience as a journalist working in national broadcast, digital and early-stage startups. Wilf has covered major stories for news networks including ABC News, CNN, CBC News and Al Jazeera and is a past winner of the prestigious Edward R. Murrow Award. This vast experience on both sides of the camera has given him a keen understanding of what it takes to secure media coverage in today’s environment. Here are 3 key takeaways you missed: #1 The Odds of your Media Pitch Resulting in Coverage are Disappointingly Low - And the Trend is Not Good Wilf Dinnick discussed the sobering stats from a study of over 400,000 pitches conducted by Propel media that reveal that only ⅓ of emails sent to journalists are opened. But equally disappointing is the fact that only 3% of pitches result in coverage and this trend appears to be continuing. What Dinnick went on to explain is that “journalists see many pitches as an interruption as most fail to clearly demonstrate relevance to the stories they want to publish for their audience. #2 Journalists are Busier than Ever. So You Need to Connect with Them In Places they are Going for Story Ideas and Expert Sources Dinnick also shared some important data that reveals how journalists are spending their time. Where they get their story ideas and how they search for experts. This helps explain the diminishing rate of return on traditional media pitches. For instance, Twitter remains dominant as a platform used by journalists to quickly discover trending stories. So making your story ideas more discoverable with appropriate hashtags on social is an important way to promote your experts in the flow of the conversation as a story is breaking or emerging. Wilf also highlighted the importance of dialling into the daily news cycle by looking in the same areas journalists are going for their ideas. The latest research reveals that journalists find newspapers and magazines most valuable. Why? Sites such as the Washington Post, CNN, BBC, New York Times and Axios are well funded and resourced to develop the longer format, well-researched stories. They often focus on exclusive stories and break important news that is echoed through other outlets. And they set the pace of the news cycle as it echos through regional news outlets where journalists look to localize the story for their audiences. Closely monitoring these sites allows you to be in touch with the key stories and offer clear value to journalists, by offering your experts who can help explain key developments in the context of their research or localize the story for a regional audience. #3 There are Ways to Beat the Odds and Improve your Media Coverage by Following Proven Best Practices When Pitching Despite the poor odds when pitching journalists, there is hope for media relations and PR pros. Dinnick unpacked a number of important best practices that can substantially improve your odds. Drawing on research from a number of media organizations that track journalist engagement, he laid out a number of guidelines that you should be following when putting together your media pitches. Some of these included: Timing Your Pitch Journalists are more receptive to pitches early in the day between the hours of 5am and 11am. This is when the stories are breaking and work is being assigned - and journalists are looking for expert sources. Also, there is evidence that pitching earlier in the week on a Monday or Tuesday yields better results. Keeping it Brief The research Dinnick presented on the profound changes that have been happening in Newsrooms and the overload that journalists are experiencing underscores the importance of being to the point with journalists. That begins with understanding how journalists are spending their day - glued to mobile devices. “This impacts how you need to write subject lines that generate curiosity and fit into mobile devices, given the limited set of characters they can display,” said Dinnick. He also shared stressed research that shows the body copy of a pitch should be under 200 words. Mind the Links Loading a journalist up with lots of links to research, videos, and media coverage in the body copy of your pitch may seem like a good idea to help them evaluative a story idea But this is a no-no. It creates unnecessary clutter and detracts from the key messages you want them to focus on. Instead, journalists report they want as few links as possible. Wilf Dinnick recommends 1-2 links max. It’s important to note that this will present a challenge if you don’t have your content organized into comprehensive expert profiles which include important information that journalists want to see such as past media and speaking appearances, research, publications, education/credentials, affiliations etc. There was a lot to take away from this session which was jam-packed with research and best practices for media relations and PR pros. However, perhaps the most important lesson was how to ”flip” the traditional approach to pitching 180 degrees - starting the pitch process by first developing “owned” content that gets published to your website. As Wilf Dinnick stated, “you have to think like a journalist” as you approach the story ideas you want to pitch. Start with owned content and publish stories that focus on your experts which clearly show them to be relevant and credible while making their work more engaging and human through visual media helps “set the table for the journalist.” If it’s well structured and engaging, it gives journalists the added context they need to immediately understand how your pitch is relatable to their audience. What’s most powerful about this approach is that it helps media relations and PR pros avoid the “earned media trap.” Instead of being overly focused on coverage, we can think more strategically about the value we bring to the organization as storytellers to create quality “owned” content that boosts search engine (SEO) authority and PageRank as well as site engagement with visitors to boost reputation, relationships and revenues. It was clear from the many examples shared by healthcare organizations, universities and associations that this approach is where the real gains can be made. And how media relations and PR pros can show more tangible value to their organizations. Stay tuned for more on this topic of owned content and how it helps improve your media coverage as we explore this in our next post. To see the entire webinar, make sure to sign up for BrightTalk to watch the full webinar here.