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ChristianaCare Named one of Mogul’s Top 100 Companies with Inclusive Benefits
Recognition affirms ChristianaCare’s deep commitment to inclusion and diversity ChristianaCare has been recognized as one of the Top 100 Companies with Inclusive Benefits by Mogul, a diversity recruitment platform that partners with the world’s fastest-growing companies to attract and advance top diverse talent. ChristianaCare was recognized for both its “diverse hiring practices” and “progressive workplace resources.” “At ChristianaCare, we embrace diversity and show respect to everyone, and we reinforce these behaviors through purposeful actions that enable all our caregivers to serve our neighbors with love and excellence,” said Neil Jasani, M.D., MBA, FACEP, chief people officer at ChristianaCare. “By offering a wide array of inclusive benefits, we more fully support our caregivers in their commitment to being exceptional today and even better tomorrow.” The honor by Mogul is the latest recognition for ChristianaCare’s commitment to inclusion and diversity. ChristianaCare, Delaware’s largest private employer, has committed to being an anti-racism organization and works to ensure that this commitment is reflected through the organization’s policies, programs and practices. (Read more about ChristianaCare’s anti-racism commitment here.) ChristianaCare President and CEO Janice E. Nevin, M.D., MPH, has signed the CEO Action for Diversity & Inclusion Pledge. This pledge outlines a specific set of actions the signatory CEOs will take to cultivate a trusting environment where all ideas are welcomed and employees are empowered to have discussions about diversity and inclusion. More than 3,100 of ChristianaCare’s caregivers also have signed the pledge. ChristianaCare’s inclusion and diversity efforts feature 11 employee resource groups, which connect caregivers who have a common identity or bond with one another. Formed by employees across all demographics – including disability, race, military status, national origin and gender identity – these voluntary, grassroots groups work to improve inclusion and diversity at ChristianaCare. More than 1,350 caregivers participate. ChristianaCare has developed LeadershipDNA, a leadership development program that is specifically targeted to underrepresented caregivers early in their careers. ChristianaCare’s deep commitment to inclusion and diversity also includes: Providing $500,000 in scholarships to 10 high school students in Delaware who plan to pursue degrees in health care. Supporting Project Search, which is a nationally recognized program dedicated to providing education and training to young adults with intellectual and developmental disabilities. Participation in Project Hope, a partnership with external agencies that provides support to individuals who were involved with the criminal justice system. This program creates pathways to meaningful and sustainable employment within ChristianaCare. Participation in Project Veteran through career fairs that target veterans. Elimination of bias in hiring through biannual education for all hiring managers, along with leader demographic scorecards to support building a diverse workforce. Parental leave of 12 weeks for the bonding, care and wellbeing of a newborn, adopted children or foster care children. This policy applies to both birthing and non-birthing caregivers. Behavioral health services for employees that include access to professionals who specialize in mental health care and substance use disorder. A work life employee assistance program that provides free and confidential resources designed specifically for caregivers and their families. Coverage in employee health plans for gender affirmation surgery, which consists of medical and surgical treatments that change primary sex characteristics for individuals diagnosed with gender dysphoria. Autism spectrum disorders benefits – such as diagnostic assessment and treatment – to the children of caregivers who are under 21 years of age. “Our commitment to inclusion and diversity touches all areas of our organization – including our benefits packages,” said Natalie Torres, director of Inclusion & Diversity at ChristianaCare. “We know that when we offer an inclusive benefits package that anticipates the needs of our caregivers, they can better support their families and provide better care to our community.”
How Colorism Impacts Professional Achievement
Melissa J. Williams is associate professor of organization and management at Emory University’s Goizueta Business School. She investigates what happens when social identities collide with workplace hierarchies, and the consequences of putting people in positions of power and leadership. Here she looks at something less documented: the extent to which our appearance is stereotypically Black or white. And what that means for our prospects. Rosa Parks made history on December 1, 1955, when she refused to relinquish her bus seat to a white passenger. Her simple gesture of defiance ignited a city-wide bus boycott in Montgomery, Alabama, and has gone down in the annals as a pivotal moment for the social justice movement in the United States. However, Parks was not the only African American to make a stand against racial segregation. Nor was she the first. In March of the same year in the same city, 15-year-old Claudette Colvin also refused to give up her seat to a white woman on a Montgomery bus. So why isn’t she a household name? In part, Colvin’s age was a factor. The National Association for the Advancement of Colored People and other Black civil rights groups got behind Parks, reasoning that an older woman would be better equipped to withstand the controversy. But as Colvin herself stated, there were other factors at play. There was something about Parks’ appearance that gave her more leverage, reasons Colvin explained in Philip Hoose’s award-winning book on the civil rights movement. She had the “right hair and the right look.” Not only that, but her appearance “was the kind that people associate with the middle class. She fit that profile.” Success isn’t black or white. It’s shades of…white. Colorism has long been documented in the U.S. and elsewhere. Discrimination against human beings on the basis of their facial features, hair, and skin color transcends race—it is prevalent even within groups that share the same ethnic identity, where lighter skin tones are perceived to be more valuable than dark. Research over the years has shed light on the nefarious effects of colorism or shadeism in terms of equity and access to opportunity. But a new landmark study by Associate Professor of Organization & Management Melissa Williams, and Goizueta colleagues, PhD student Tosen Nwadei and Roberto C. Goizueta Chair of Organization & Management Anand Swaminathan, looks at just how Black or white someone appears—and how this shapes the way others see their potential; as well as the kinds of professional outcomes they can expect. What Williams and her co-authors, who also include James B. Wade from George Washington University and C. Keith Harrison and Scott Bukstein of University of Central Florida, find in their studies, is that Black professionals are less likely to be promoted to leadership roles. What’s more, for Black professionals whose physical appearance is more Black-stereotypical, their chances drop from 12 percent to a mere seven percent. For white professionals, on the other hand, having a more white-stereotypical appearance is an advantage for leadership – looking more stereotypical as a white person increased their chances of holding a leadership role from 32 percent to 43 percent. Williams and colleagues ran both an archival study and a lab experiment with volunteers to discover the extent to which degrees of ethnicity in appearance influence perceptions of a person’s potential for leadership and actually predict their likelihood of success in an industry. While the science unequivocally shows that white people enjoy advantages over Black people in opportunity and outcome across the board, Williams et al. were also interested in exploring what she calls the “continuum of race:” the more nuanced racial characteristics and differences that shape how the world sees us. There’s an assumption that everyone within the same ethnic group—Black or white—will experience the same degree of bias and prejudice, or acceptance and success. And we wanted to push back on that idea to really explore how degrees of whiteness or Blackness play out in people’s minds and shape how they read you physically. -Associate Professor of Organization & Management Melissa Williams Previous research shows the link between persisting in STEM-based majors in college and how much students are perceived to look “like their race,” she says. Those who are perceived to look less typically Black tend to make more friends outside their ethnic group—a boundary-crossing behavior that can help drive careers. To test these ideas, Williams and co-authors ran two studies. First, they accessed publicly available data including photographs, professional background, and positions from one large industry within the U.S.: American college football. College football is really rich in data. You can access job titles, photos, leadership, and non-leadership roles; and you can separate individuals out into head coaches and position coaches who have overseeing roles but who are not leaders per se. Separately, Williams et al. recruited a group of volunteers to look at the images of the football coaches: a mix of Black and white head and position coaches. These volunteers were asked to rate how typical they perceived each individual’s appearance to be of European or white Americans, or of Black Americans, ascribing each person a score out of five based on features such as their skin color, hair, eyes, nose, cheeks, and lips. These scores were then regressed—or cross-referenced—with the position held by the individuals in the photos to determine the relationship between their racial stereotypicality and their leadership role. Crunching the numbers, Williams found a direct correlation between the degree of perceived whiteness or Blackness of the coaches and how likely they actually were to be successful leaders. “We do find a kind of consensus in people’s view of what it means to be Black or white straight off,” says Williams. “So we do all seem to agree on the physical attributes of race. But it gets really interesting when you regress the scores that these photos get and compare them with the actual jobs these guys hold.” What we see is that, controlling for their age, attractiveness, and professional experience, the white guys who look less stereotypically white are 32 percent likely to occupy leadership roles. This rises to 43 percent with the men who look more like a stereotypical white guy. For Black professionals, the inverse is true, she notes. The more typically Black an individual looks, the less probability there is that he occupies a leadership job. Specifically, that figure drops from 12 to seven percent. So benchmark leadership probability is not only already lower for Black individuals, but drops even further when people are deemed to look “more typically Black,” says Williams. A follow-up experiment invited volunteer football fans to compare how they saw the potential future success of two same-race college football players—one more stereotypical in appearance than the other. The results confirm what Williams et al. suspect: 70 percent of the time, participants chose the more-typical white individual over the less-typical white individual as having greater leadership potential. In other words, the more white a white person looks, the more they are seen as leadership material. These findings should translate into an imperative, says Williams; and that is to think more broadly about race and how it impacts life outcomes. Because race is not a uniform experience, she says. “Organizations might want to look beyond just ticking the box when it comes to diversity and inclusion, and give deeper thought to who they want to recruit, support and push forward in representation. For white people, paying attention to whiteness—the types of white people who enjoy advantages in leadership—can be useful in reframing certain questions. A good place to start might be for leaders to ask: do I want to support people who look like me? Because the face you choose can ultimately help disrupt, or reinforce, the stereotype.” Interested in learning more or connecting with Melissa J. Williams, associate professor of organization and management at Emory University’s Goizueta Business School? She's available to speak about this subject - Simply click on her icon now to arrange an interview today.
For the third time, Modern Healthcare has selected ChristianaCare President and CEO Janice E. Nevin, M.D., MPH, for its Top 25 Women Leaders list. The editors highlighted the bold strategic enterprise plan that Dr. Nevin has set for ChristianaCare, which focuses on vital areas, including addressing care disparities, effectively supporting employees, simplifying access to health services and accelerating transformation and growth. They noted a number of specific initiatives related to the strategic plan, such as the rollout of Moxi cobots, which have improved the workflows for nurses and patient care technicians by handling low-value tasks like deliveries. Modern Healthcare also cited that this past year ChristianaCare spun off its first-ever private, commercial startup company, CorriXR Therapeutics, which is using CRISPR gene editing technology to develop cancer therapeutics, starting with lung cancer. “Dr. Nevin has set ChristianaCare on a bold path forward,” said Nicholas M. Marsini, Jr., chair of the ChristianaCare Health System Board of Directors. “She leads the health system guided by our values of love and excellence, addressing difficult problems head on with courage and empathy. As ChristianaCare sets a model in so many ways for other health care organizations across the country, Dr. Nevin’s local and national impact make her most deserving of this recognition.” Dr. Nevin has been president and CEO of ChristianaCare since 2014. Under her leadership ChristianaCare has become one of America’s 50 Best Hospitals, according to Healthgrades. The system has also been lauded as one of the nation’s best large employers overall and specifically for inclusion and diversity. Modern Healthcare’s list of the Top 25 Women Leaders acknowledges and honors women executives from all sectors of the health care industry for their contributions to care delivery improvement, health equity, policy and gender equity in leadership. “They are innovators and team-builders advancing their organizations. They are mentoring co-workers while inspiring others to pursue careers in the industry,” said Mary Ellen Podmolik, editor-in-chief of Modern Healthcare. “And externally, they are forging coalitions to improve access to care for all patients. The women we’ve selected this year, from hundreds of nominations, are leading important advancements in the nation’s healthcare system.” This year’s honorees are profiled in the Feb. 20 issue of Modern Healthcare magazine and online at www.modernhealthcare.com/topwomenexecs.
Craig M. Harvey, Ph.D., has been selected to serve as the new dean of the Allen E. Paulson College of Engineering and Computing beginning July 1. “I am excited to welcome Dean Craig Harvey to Georgia Southern University as the next generation of leadership for the College of Engineering and Computing,” said Carl L. Reiber, Ph.D., provost and vice president for academic affairs. “Dean Harvey brings with him an understanding of what a vibrant and growing research university will need to move to the next level as our region expands in its engineering and computing needs.” Harvey comes to Georgia Southern University from Louisiana State University, where he serves as the associate dean for academic affairs of the College of Engineering, professor of Industrial Engineering and is the holder of the Donald W. Clayton University Professorship. He brings to Georgia Southern a wealth of knowledge in leadership, student growth and expansion and advanced engineering studies. “It will be a great honor to serve as the next dean of the Allen E. Paulson College of Engineering and Computing, a college that prepares graduates in engineering, construction and computing to be ready to take on the challenges facing Georgia and the country in the 21st century,” Harvey said. “I look forward to working with faculty, staff, students, alumni and industry to position the college to meet the future demands in both education and research in the state where my engineering career began.” His research interests include human computer interaction, usability engineering, human collaboration within complex environments, human factors engineering and safety engineering. Harvey worked full time as a maintenance engineer and captain at Grand Forks Air Base in North Dakota and served in the United States Air Force Reserves while earning a Ph.D. in industrial engineering from Purdue University. He holds a bachelor's in industrial engineering from Georgia Institute of Technology and a master's in industrial engineering degree from Purdue University in West Lafayette, Indiana. For more information — simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Georgia Southern University’s Staff Council Professional Development Committee, in coordination with the Office of Military and Veteran Services, will offer Green Zone Training to faculty and staff on the Statesboro and the Armstrong campuses in February. “This training will highlight our military-connected student population, military culture and experiences, and help participants recognize obstacles these students face in higher education,” said Georgia Southern Director of Military and Veteran Services George Fredrick, Ed.D. “In addition to the Georgia Southern Military Resource Center, Green Zone Training will assist in identifying other campus resources that are available for students, staff and faculty.” Georgia Southern currently has more than 3,500 military-affiliated students across its three campuses in Statesboro, Savannah and Hinesville. Jodi Middleton Kennedy, director of the Office of Leadership and Community Engagement, benefitted from last year’s session. “Green Zone Training is an amazing opportunity for staff to learn not only how we can support military-connected students, but also some of the unique obstacles they face as students navigating their educational journeys,” she stated. “It is clear that George Fredrick and his team in Military and Veteran Services are passionate about their roles, and it was amazing to be able to connect with a panel of students and hear about their personal experiences as Georgia Southern students.” University Academic Success Coach Lydia Hinkle also thought it was advantageous to participate in Green Zone Training for multiple reasons. “It is important to be aware of the different types of students we serve and what their needs are so that we can better assist them as staff members,” said Hinkle. “As staff members, we should want to do these kinds of training opportunities so that we can support these students as best as we can. Not only does it increase your value as an employee to be able to understand your students better, but it increases our appeal as a university if we, as a whole, are known to be extremely knowledgeable and supportive of this student population. “I did learn a lot about what our students from this population need and would like to see happen, and brought some information back to my department on how we can better assist these students.” During the Green Zone Training in Savannah, recipients of three Military Spouse Scholarships totaling $10,000 will also be recognized. Green Zone Training will take place on the Statesboro Campus on Thursday, Feb. 2, in the Williams Center and on the Armstrong Campus in Savannah on Feb. 9 in the Ogeechee Theatre. Both events take place from 9:30 to 11:00 a.m. For more information about Green Zone Training or to arrange an interview with Georgia Southern's Director of Military and Veteran Services George Fredrick - simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Georgia Southern University building ethical skills in military leaders
Georgia Southern University’s Department of Philosophy and Religious Studies recently partnered with key leaders of the U.S. Army‘s 188th Infantry Brigade from Fort Stewart for a Leadership and Professional Development session in Jenkins Hall Theater at the Armstrong Campus. Professor Leisa Schwab, a part-time member of the department and former military judge advocate, presented “Introduction to Moral Theory” to the unit’s officers and senior non-commissioned officers. The session focused on ethical leadership and communication techniques in the military. “Military leaders are people entrusted with authority in a really broad range of areas and they have difficult decisions to make,” Schwab said. “Whether in the heat of the moment or as an after-the- fact analysis, these ethical frameworks can be helpful for making sense of these decisions.” The members of the audience were introduced to three different ethical theories, which were then discussed in relation to difficult situations that leaders may encounter in the military. Schwab’s session focused on how an understanding of philosophical ethics could help leaders both make better decisions and communicate more effectively. The military is made up of countless personalities and backgrounds. Just like any other group, company or society, the leadership must find ways for everyone to work together effectively. “You may have two soldiers who have wildly different cultural backgrounds and they have deep disagreements about what is right or wrong in a certain situation,” Schwab said. “Being able to help them communicate effectively about that can help maintain that kind of functional sense of community. That’s so important.” Schwab said this was a fun opportunity to mix her love of teaching philosophy with her military background. Georgia Southern University’s Department of Philosophy and Religious Studies recently partnered with key leaders of the U.S. Army‘s 188th Infantry Brigade from Fort Stewart for a Leadership and Professional Development session in Jenkins Hall Theater at the Armstrong campus. Looking to know more - then let us help. Professor Leisa Schwab is available to speak to reporters about this important project. 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.
Georgia Southern University’s College of Science and Mathematics has been awarded a six-year grant of $493,065 from the Howard Hughes Medical Institute (HHMI) Inclusive Excellence 3 (IE3) initiative. Georgia Southern is among a select group of 104 schools that have received an HHMI IE3 grant to support diversity, equity and inclusion. “Science is about building, witnessing and collaborating with each other, which is why Georgia Southern is so proud to receive this grant,” said Georgia Southern Provost and Vice President of Academic Affairs Carl Reiber, Ph.D. “Our inclusive initiatives are breaking down the walls that have separated science from interested students.” The HHMI IE3 initiative challenges U.S. colleges and universities to increase student participation in sciences, focusing especially on populations who have been historically underrepresented in the field. The Georgia Southern IE3 leadership team includes: Karelle Aiken, Ph.D, (program director), Tricia Muldoon Brown, Ph.D., (co-director) Sara Gremillion, Ph.D., (co-director), Checo Colón-Gaud, Ph.D., Issac Taylor and Delana Schartner, Ph.D. “The IE3 initiative is tapping into the transformative power of collaboration; the ability of a critical mass to drive cultural change. As such, an ingenious mandate of this grant is that its 104 institutional awardees work on their goals in teams of Learning Community Clusters (LCC),” said Aiken. Georgia Southern’s IE3 LCC hub, LCC4, includes 13 other institutions from across the U.S., all of whom are seeking to answer a specific challenge: How can an institution evaluate effective inclusive teaching, and then use the evaluation in the rewards system including faculty promotion and tenure? The IE3 initiative has been rolled out in two phases. The most recent award marks the beginning of the second phase and so, the work of the Georgia Southern team and their LCC4 colleagues is ongoing. At Georgia Southern, over the next six years the IE3 initiative will support training for faculty and student-leaders centered on inclusive teaching strategies and the effective evaluation of those strategies; an annual COSM IE3 Spring Speaker Series (established in 2022); the continued development of a new faculty mentorship program piloted in 2022 by Inclusive Excellence Faculty Fellows; student- and faculty-led initiatives geared toward cultivating inclusive learning environments; and more. Looking to know more - then let us help. For more information or to arrange an interview with Carl Reiber or anyone from the Georgia Southern IE3 leadership team - simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
What began in 2016 as a partnership between Georgia Southern University and the Third Infantry Division at Fort Stewart has become a nationally recognized educational and research program with $5.68 million in federal funding to improve soldier health and performance to ensure force readiness. Now called the Soldier Performance and Readiness (SPAR) program, this Georgia Southern project aligns with the U.S. Army’s Holistic Health and Fitness (H2F) initiative and represents a multifaceted partnership with the Army to provide onsite training that decreases musculoskeletal injuries; deliver an online certificate program in tactical fitness for college credit; collaborate with the Army’s Research Institute for Environmental Medicine (USARIEM); and develop programs to enhance and assess cognitive performance in tactical situations. The initial partnership program to prevent musculoskeletal injuries was delivered at first to small cohorts to implement new practices in the physical training of their squads and platoons in a train-the-trainer model. Results were so encouraging, the program expanded at Fort Stewart and to training brigades at Fort Benning last year with the assistance of $1.5 million in Department of Defense funding. Studies show significant preparedness and financial benefits from reducing musculoskeletal injuries to soldiers during drilling and training exercises. In April 2020, officials determined that 58,000 soldiers (the equivalent of 13 Brigade Combat Teams) had injuries that classified them as non-deployable. In 2019, more than half of soldiers experienced a new injury, resulting in 10 million limited-duty days. Musculoskeletal injuries account for nearly 25% of all military injuries and approximately $557 million in acute patient care. Most of these injuries were associated with fitness training-related activities Georgia Southern’s online Tactical Athlete Certificate program was first offered in 2020 and is available exclusively to soldiers on active duty, in the National Guard or reserve. Through a series of three courses, the program teaches foundational exercise and biomechanical concepts, strength and conditioning principles, and rehabilitation. The coursework parallels the Army’s Master Fitness Trainer curriculum, with additional rehabilitation principles, and teaches soldiers how to develop evidence-based and well-rounded physical training programs while minimizing risk of musculoskeletal injury. Certificate completion provides soldiers with nine college credits with Georgia Southern, potential promotion opportunities in the Army, and preparation for the National Strength and Conditioning Association’s TSAC-F exam. “By sharing knowledge, expertise and experience between our faculty and doctoral students with soldiers, drill instructors, and brigade combat fitness teams to create aligned programs that improve tactical performance and force readiness, the SPAR program has become a national model of public-impact research,” said Christopher Curtis, Ph.D., Georgia Southern’s vice provost for research. “We are excited about the future of this partnership. We relish the significant support and encouragement we receive from the Army commands at Fort Stewart, Fort Benning, USARIEM, and the Training and Doctrine command (TRADOC), and we are grateful to Congressman Carter and his fellow members of the Georgia Congressional delegation who have advocated for the value of the partnership on our behalf.” The progress and continued success of this program would not have been possible without several years of support from the Georgia Congressional Delegation and especially the leadership and support of Congressman Buddy Carter, who represents Fort Stewart and the Armstrong Campus of Georgia Southern in Savannah. “Providing for our nation’s defense is the number one responsibility of the federal government. Innovation and research, which is what these dollars will fund at Georgia Southern, will improve working conditions for our brave servicemen and women by providing them with top-of-the-line training and resources,” said Rep. Buddy Carter (R-GA). “I am a proud supporter of Georgia’s military community and am happy that the federal government is investing in these necessary programs.” SPAR programming allocated in the FY23 federal budget will enable Georgia Southern to: Develop protocols and expand delivery of the onsite musculoskeletal injury prevention training and the Tactical Athlete Certificate to commands at Fort Gordon in Augusta and to the Georgia National Guard. Develop and deploy similar online certificate programs for soldiers in Cognitive Performance and Nutrition to further support the Army’s H2F program. Host a national conference on “Charting Future Readiness Needs” in partnership with the U.S. Army Training and Doctrine Command and U.S. Army Forces Command that will bring together other research universities who also work in partnership with the Army. Work with the Army commands to develop specific academic degree programs to meet the specific H2F professional workforce needs at the brigade level. Army officials estimate approximately 3,000 personnel will need graduate degrees or advanced certifications in the next six years. Develop a Tactical Performance Research Lab in Savannah to support the fundamental research and innovation activities of Georgia Southern’s Tactical Performance Group that supports the Army’s H2F program as well as translational research to apply the knowledge and practices broadly to law enforcement and other first responders. Looking to know more - then let us help. Christopher Curtis is available to speak to media - for more information simply click on his icon here or reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Cancer Program Earns Reaccreditation From the Commission on Cancer
Report cited zero deficiencies and highlights leadership, innovative programs and strong research program The Commission on Cancer, a quality program of the American College of Surgeons, has granted three-year reaccreditation to the cancer program at ChristianaCare’s Helen F. Graham Cancer Center & Research Institute, one of the original National Cancer Institute Community Cancer Centers Program sites in the U.S. ChristianaCare has received accreditation since 1951. To earn accreditation, a cancer program must meet 34 quality care standards, be evaluated every three years through a survey process and maintain levels of excellence in the delivery of comprehensive patient-centered care. The Commission cited zero deficiencies during its site visit and in its final report. “Earning this prestigious accreditation with no deficiencies cited is a testament to the unparalleled expertise and quality of care our entire team at the Graham Cancer Center provides to our patients and community across the continuum of cancer care,” said Nicholas Petrelli, M.D., Bank of America Endowed Medical Director of the Helen F. Graham Cancer Center & Research Institute. “Patients in the communities we are privileged to serve can be assured of groundbreaking cancer treatments, innovative technology, state-of-the-art research, prevention, education and the most caring, dedicated team anywhere.” “Innovative programs that address community need” The Graham Cancer Center was recognized in the reaccreditation report for taking a multidisciplinary approach to treating cancer as a complex group of diseases that requires consultation among surgeons, medical and radiation oncologists, diagnostic radiologists, pathologists and other cancer specialists. This multidisciplinary partnership results in exceptional patient care. In its performance report, the Commission on Cancer praised the Graham Cancer Center’s leadership that has built a “culture of continual process improvement across all areas from prevention, screening, treatment and support for the patient.” It highlighted “innovative programs that address community need,” such as its on-site primary care practice and its Oncology Express Unit, which offers urgent care for patients with advanced disease. The report also stated that the “research trial offerings are a strong point.” Clinical trials test new drugs and combinations of treatments, as well as new techniques using surgery, radiation therapy, gene therapy, immunotherapy and biologics. ChristianaCare is among the national leaders in cancer clinical trials; patient enrollment rates into clinical trials at the Graham Cancer Center are at 29% which is seven times the national average. A national standard for accreditation The Commission on Cancer accreditation program provides the framework for the Graham Cancer Center to improve its quality of patient care through various cancer-related programs that focus on the full spectrum of cancer care including prevention, early diagnosis, cancer staging, optimal treatment, rehabilitation, life-long follow-up for recurrent disease and end-of-life care. When patients receive care at a Commission on Cancer-accredited facility, they also have access to information on clinical trials and new treatments, genetic counseling and patient-centered services including psycho-social support, a patient navigation process and a survivorship care plan that documents the care each patient receives and seeks to improve cancer survivors’ quality of life. Like all Commission on Cancer-accredited facilities, the Graham Cancer Center maintains a cancer registry and contributes data to the National Cancer Database, a joint program of the Commission on Cancer and American Cancer Society. This nationwide oncology outcomes database is the largest clinical disease registry in the world. Data on all types of cancer is tracked and analyzed through the database and used to explore trends in cancer care. Cancer centers, in turn, have access to information derived from this type of data analysis, which is used to create national, regional and state benchmark reports. These reports help facilities with their quality improvement efforts. Established in 1922 by the American College of Surgeons, the Commission on Cancer is a consortium of professional organizations dedicated to improving patient outcomes and quality of life for patients with cancer through standard-setting, prevention, research, education and the monitoring of comprehensive, quality care. There are currently more than 1,500 Commission on Cancer-accredited programs in the U.S. and Puerto Rico that diagnose and treat more than 70% of all patients newly diagnosed with cancer.
Aston University appoints new pro-vice-chancellor and executive dean of business and social sciences
Professor Zoe Radnor has been appointed as Pro-Vice-Chancellor and Executive Dean of the College of Business and Social Sciences She has had a successful career in higher education for over 25 years Professor Radnor will be joining Aston University in Spring 2023. Aston University has appointed Professor Zoe Radnor as the new Pro-Vice-Chancellor and Executive Dean of the College of Business and Social Sciences. Professor Radnor will succeed Professor George Feiger, who will be standing down after 10 years of leadership of Aston Business School and the College of Business and Social Sciences. With a successful career in higher education spanning over 25 years, Professor Radnor will be joining Aston University from The University of Law (ULaw), where she is currently Provost and Deputy Vice-Chancellor, specifically focused on leading the diversification of the academic portfolio, including building an academic model for the provision of high quality, innovative teaching and thought leadership. In addition, she is leading the TEF submission at the institution Prior to her executive role at ULaw, she was Vice-President for Strategy and Planning; Equality, Diversity and Inclusion and Professor of Service Operations Management at City, University of London, leading the development of the University EDI strategy. In this role she also led the creation of the new enabling Civic Strategy and established the new institution-wide Change Support Unit. Before City, Professor Radnor was the founding Dean of the School of Business at the University of Leicester, and prior to that, as Associate Dean Teaching and Learning, she led the development of new curriculum offerings for the Loughborough University campus in London. Professor Zoe Radnor is a Fellow of the Academy of Social Sciences (FAcSS) and the British Academy of Management (FBAM). She is also a member of the Athena Swan Governance Committee for Advance HE. Her main research interests are in performance, process improvement and service value within public sector organisations. She has led research projects for a number of Government and healthcare organisations, evaluating the use of ‘lean’ and associated techniques and continues to maintain a strong ongoing research profile. Professor Aleks Subic, Vice-Chancellor and Chief Executive of Aston University, said: “I am looking forward to welcoming Professor Radnor to the Executive Team at what is a hugely exciting period of development for the University and to working with her as we shape our Aston University 2030 Strategy. Zoe brings significant leadership experience to the team and ambition in line with our bold vision. “I would also like to take this opportunity to acknowledge the significant contribution made by Professor George Feiger during his leadership of Aston Business School and the College of Business and Social Sciences over the last 10 years.” Professor Radnor said: “I am delighted to be joining such a prestigious and forward-thinking University and College. “The reputations of the College of Business and Social Sciences and of Aston University generally and the strategic vision of the new Vice-Chancellor and University leadership are what attracted me to this exciting role. I can’t wait to get started working with so many talented and innovative new colleagues.” Professor Radnor will be taking up her post in Spring 2023.
