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Villa Vision receives £20K from Wesleyan to measure impact of child eye health project
Villa Vision programmes provide access to eye health care for children from deprived areas of Birmingham. 5,500 children have been reached so far. The Wesleyan Foundation and Aston University’s five-year partnership is valued at over £250K The findings of the evaluation will be shared with the Villa Vision team and all partners including participating schools, parents and children. Villa Vision, a project that delivers eye health care to children from deprived areas of Birmingham, has received £20,000 from the Wesleyan Foundation. The money will help evaluate the impact of the project to date which has reached approximately 5,500 children across the West Midlands. Villa Vision programmes are designed to increase access to eye health education, eye screening, eye examinations and to dispense glasses to children who need them with the aim of providing them with the visual foundation to succeed. The Villa Vision project is a collaboration between the Aston Villa Foundation, Aston University and optical lens supplier Essilor Vision For Life. The money donated by Birmingham based Wesleyan, alongside the Aston University funding of almost £15,000, will pay for research assistants to evaluate the first three years of the project. The objectives of the impact evaluation are to: • Review how many children have been screened, detail the coverage of the programme and its reach within the city • Analyse Villa Vision’s data recording children’s eye screening tests and eye examinations • Examine the potential impact on student’s performance on tasks that require attention to detail after being given glasses • Work with children to explore their experience of the Villa Vision programme to help develop the educational part of the programme • Work with teachers to examine the potential impact of corrected vision on children’s classroom behaviour (their integration into class, their reading at distance and close-up, their English and maths) • Work with parents to understand the impact of Villa Vision on their eye health knowledge and the quality of life of the children involved in the programme and the family more generally. The findings of the evaluation will be shared with the Villa Vision team and all collaborating partners as well as participating schools, teachers, parents and children. The findings will also be published in peer-reviewed journals, online and in newsletters to reach interested audiences. Dr Rachel Shaw, a health psychologist in Aston Institute for Health & Neurodevelopment, and project lead, said: “Villa Vision is an inspirational project offering children eye care in their schools. Not only that, Nik Sonpal and Zak El Khalifi from the Villa Vision team, have created an educational, entertaining, and imaginative workshop helping children to understand the importance of eye health, bringing it to life with the help of Aston Villa and a footballing theme.” Leon Davies, professor of optometry and physiological optics in the School of Optometry at Aston University and Vice President of the College of Optometrists said: “The team led by Dr Rachel Shaw with support from Dr Laura Shapiro, Esra Yeter, Sidratul Kazi and myself will provide robust evidence to demonstrate the impact and value of Villa Vision on children’s eye health and education in Birmingham, which we believe will help secure Villa Vision’s long-term future.” Nathan Wallis, Chief of Staff at Wesleyan said: “We are proud to be supporting Villa Vision and its research, they are making a huge difference to the lives of so many primary school children across the West Midlands. It is vital for all children to be given access to good eye care, not just to improve engagement in the classroom but for their overall quality of life and self-confidence. “As a financial service mutual for teachers and doctors it is important to us that we support the things that matter most to our customers and supporting Villa Vision is a great example of this.” Nikhil Sonpal, Villa Vision Project Manager and optometrist at Aston Villa Foundation, said: “Villa Vision and the Aston Villa Foundation are incredibly excited to have the support of both the Wesleyan Foundation and Aston University in helping to establish a deeper understanding of our eye health project. "Not only will this evaluation help unearth the level of impact our intervention is having within the community, but it will also allow us to discover ways to develop our provision further and strengthen our reach when trying to address local inequalities in eye care.”
The Centre for Research in Ethnic Minority Entrepreneurship (CREME) has partnered with NatWest for the Time to Change report It sets out ten evidence-based recommendations for advancing the growth potential of ethnic minority businesses (EMBs) including increasing their GVA contribution from the current £25 billion a year to £100 billion The report is being launched at a special event on 10 May at NatWest Conference Centre in London with keynote speaker Sir Trevor Philips OBE. A new report from Aston University has set out a plan for advancing the growth potential of ethnic minority businesses (EMBs) in the UK. The Centre for Research in Ethnic Minority Entrepreneurship (CREME) has partnered with NatWest for the Time to Change report which sets out ten evidence-based recommendations to promote greater success and inclusion of ethnic minority businesses (EMBs) in finance and business support in the UK. Experts say the implementation of the recommendations could help tackle the multiple barriers faced by EMBs, particularly in accessing finance, markets and quality business support, and could increase their GVA contribution from the current £25 billion a year to £100 billion, highlighting the significant potential of EMBs to the UK economy. The report says that to combat racial inequality, there should be a UK-wide support for ethnic led businesses should be a standard feature of all future plans. This includes integrating them into broader policy agendas of inclusive growth, productivity and innovation. A more inclusive approach to enterprise is key to tackling wider social structural barriers such as unequal access to employment opportunities and product markets, and gender and ethnicity pay gaps. Concerted action is needed to support the growth ambitions of EMBs, particularly in light of damaging consequences of the pandemic for ethnic minority communities. The report calls for a strong action to eliminate the longstanding challenge of discouragement of ethnic minority entrepreneurs from seeking finance and business support. It found EMBs have been particularly hit hard by the Covid-19 pandemic due to the sectors in which they tend to operate and recommends recovery support is focussed on the businesses that need it most. The report also highlights the need for greater accountability of organisations across public, private and third sectors, including business support agencies, finance providers and large purchasing organisations, for their business engagement with EMBs. Professor Monder Ram, director of the Centre for Research in Ethnic Minority Entrepreneurship at Aston Business School, said: “This major report sets out an ambitious yet practical agenda to realise the potential of UK’s ethnic minority businesses. “The entrepreneurial ambition of ethnic minorities can play a crucial role in the UK Government’s vision of ‘Levelling Up’ prosperity across regions, promoting trade opportunities of ‘Global Britain’ and creating a more cohesive society. “Drawing on the latest research and examples of international best practice, the report presents a comprehensive approach to tackling the barriers faced by firms owned by ethnic minority communities. “We pinpoint key challenges and present recommendations – informed by extensive consultation with business support practitioners and entrepreneurs – that invite policy-makers, corporations and entrepreneurs to collaborate in a new partnership to advance entrepreneurial activities and the UK’s diverse communities.” The report calls for central government and local decision makers to develop clear objectives for inclusive entrepreneurship, informed by evidence, and ensure that EMBs can access quality business support that helps them grow. Dr Eva Kašperová, a research fellow at CREME, said: “To address the barriers faced by EMBs and help them realise their entrepreneurial potential will require commitment and leadership from the government as well as local business support ecosystem actors. “The current lack of an explicit UK-wide policy on inclusive entrepreneurship could mean that some parts of the country are left behind in terms of tackling structural inequalities and enabling entrepreneurs from ethnic minority communities and other under-represented or disadvantaged groups to access finance, wider markets and quality business support. “If past experience is a guide, ensuring commitment from key stakeholders may be the biggest challenge.” Andrew Harrison, head of Business Banking at NatWest Group, said: “As the UK’s biggest bank for business, we’re committed to championing small businesses and supporting growth, but we know that there are barriers which disproportionately affect Ethnic Minority Businesses (EMBs). “This is why we aim for at least 20% of the places on our 13 nationwide accelerator hubs to be for ethnic minority entrepreneurs. In 2021, 26% of businesses in our hubs were EMBs. “Only close collaboration can deliver meaningful change to ensure EMBs get the support they need to reach their full potential. Now is the time to accelerate action, and at NatWest we commit to playing an integral role in the change that is required.” The Centre for Research in Ethnic Minority Entrepreneurship (CREME) will share this report, inviting policy-makers, corporations and entrepreneurs to come together in a collaborative and strategic partnership to champion enterprise and advance entrepreneurial activities and the UKs diverse communities, further building an inclusive entrepreneurial eco-system supporting businesses to thrive at a launch event at NatWest Conference Centre in London on 10 May.
MEDIA RELEASE: Driven by Good™: CAA South Central Ontario announces brand platform, new tagline
It’s a brand platform and tagline that tells the story of who we are and what we stand for as an organization. CAA South Central Ontario (CAA SCO) today announced a new tagline – Driven by Good™. Accompanied by a new brand platform, this will create a sustained and consistent approach for marketing the CAA club brand moving forward. It will also help to express CAA values and a commitment to always doing the right thing as an organization. The new brand platform was created in partnership with BIMM and reinforces why CAA was named the most trusted brand in Canada for the third year in a row in the annual Gustavson Brand Trust Index, released last week. “This new marketing approach will help CAA Members create a deeper, more emotional connection to our brand,” said Rhonda English, chief marketing officer, CAA Club Group of Companies. “For over 115 years, we have been helping people through advocacy and roadside assistance and for decades with travel and insurance. CAA has been approaching business in a positive and impactful way since its inception and it is time to align our marketing and communications accordingly.” Driven by Good™ was inspired by the people who work at CAA SCO and how they strive to do the right thing for Members and customers every day. It was inspired by a vision of a world where people who, when faced with a choice to do the easy thing, the reactionary thing, the thing that best serves them, pause, and make a choice to do good. As the platform and tagline were developed, CAA collected more than 250 stories of Associates going above and beyond to do the right thing in their day-to-day lives. Stories like the colleague who cleared all the vehicles of snow in her apartment parking lot after a nasty snowfall. Or the Associate, an amateur photographer, who set up his garage like a photo studio so he could take photos of his neighbour's ill child and her father. Or the co-worker who scrambled to find a coat and warm clothing to help someone in distress. “All of these stories, big and small, show how CAA is made up of Associates who are truly driven by doing good in the world. We are proud that our Associates bring this same approach to their work, showing that as an organization we aren’t driven by profit, we are focused on keeping Members safe and adding value to their day-to-day lives,” continued English. “We are inspired by these kind and courageous acts, which represent a world that we want to be a part of and contribute to.” The first campaign that is part of the new brand platform launches today, to begin to tell CAA's story in this new way. It is focused on inviting our audience into the ‘World of Good’ that we all want to live in. It showcases the good choices that people make that we at CAA are inspired by every day. It also draws on stories and experiences from Associates across the organization focused on how we are Driven by Good™. For more information and to see CAA’s newest brand spot, go to https://www.caasco.com/campaigns/brand/driven-by-good.
Aston University psychologists to take part in major study to improve concussion prognosis
Researchers from the Aston Institute of Heath and Neurodevelopment, in the College of Health and Life Sciences at Aston University, are taking part in a major multiple partner study to identify new ways to accurately predict whether patients will develop long-term complications as a consequence of concussion. Experts from the University of Birmingham and the Defence Medical Rehabilitation Centre, in collaboration with Defence Medical Services, are to lead the UK consortium carrying out the study. With year one funded by the Ministry of Defence (£2m) and projected to run over eight years, the multi-faceted study will include a trial involving 400 civilians and 400 military personnel aged over 18 with a new diagnosis of concussion (also known as a mild traumatic brain injury or mTBI) which has resulted in them needing hospital treatment or rehabilitation. At specific time intervals over two years, the participants will take part in nine different areas of research using a variety of medical techniques and assessments to establish if these can be used routinely by medics as ‘biomarkers’ to indicate prognosis and long term impact of concussion. Medical techniques and assessments being trialled include brain imaging and function, analysis of blood and saliva samples, and headache measures, as well as mental health, vision, balance, and cognitive performance. mTBI is common and has been declared a major global public health problem, with 1.4 million hospital visits due to head injury annually in England and Wales - 85% of which are classified as mTBI. It is also estimated that up to 9.5% of UK military personnel with a combat role are diagnosed with mTBI annually. The research will involve 20 University of Birmingham experts working across disciplines, including neurology, psychology, sports medicine, mathematics and academics within the University’s Centre for Human Brain Health, and will be coordinated by Birmingham Clinical Trials Unit. It will also be driven by experts at the Defence Medical Rehabilitation Centre Stanford Hall; Imperial College London; University of Westminster; University of Nottingham; Royal Centre for Defence Medicine; and University Hospitals Coventry & Warwickshire. Dr Caroline Witton, reader in psychology and scientific lead for magnetoencephalography (MEG) at the Aston Institute for Health and Neurodevelopment (IHN), Aston University said: "I am very excited to be part of this landmark study of traumatic brain injury. At IHN we are focussed on improving lives through brain imaging and this work has the potential to help the thousands of people each year who suffer long term disability following a concussion." Dr Jan Novak, lecturer in psychology and MRI lead at Aston University said: "It is outstanding that this prestigious work is being conducted at Aston University’s Institute of Health and Neurodevelopment. We will provide our expertise in brain imaging, prediction of outcomes in patient groups, and credentials in mTBI research to enrich the study. It is hoped that it will build upon existing collaborations with other local institutions and government bodies such as the Ministry of Defence." Alex Sinclair, professor of Neurology at the University of Birmingham and chief investigator of the mTBI-Predict project explained: “Although classified as mild, and many recover, the consequences of concussion can be profound with many patients suffering long-term disability due to persistent headaches, fatigue, imbalance, memory disturbance, and poor mental health including post-traumatic stress disorder, while it can have a significant impact on the economy through loss of working hours and demand on the health system. Identifying those patients most at risk of these disabling consequences is not currently possible. There is therefore a pressing need to develop accurate, reproducible biomarkers of mTBI that are practical for use in a clinical setting and can predict long-term complications. "Our programme of research will deliver a step change in the care of patients with mTBI, enabling a personalised medicine approach to target early intervention for those most in need but also identifying those with a good prognosis who can return rapidly to activities of daily living.” Co-Chief Investigator, Air Vice-Marshall Rich Withnall QHS Director of Defence Healthcare, UK Ministry of Defence said: “I am delighted that the Defence Medical Services, including the Defence Medical Rehabilitation Centre at Stanford Hall, will be working hand-in-glove with class-leading civilian colleagues and the National Rehabilitation Centre Programme. I fully support this ground-breaking research which I am confident will lead to significant clinical innovation to benefit military and civilian patients and have a translational positive impact for sporting activities from grass-roots to elite levels.” Chief Executive of Headway, Peter McCabe said: “We know that even a seemingly minor head injury can have a major impact on a person’s life – and often the lives of those closest to them. This is particularly the case if the brain injury goes undiagnosed or its effects are mistaken for other conditions. The frustration of not having an accurate diagnosis or receiving the right support can be compounded by the lack of a clear recovery pathway or timeline. We therefore welcome this study in the hope that it can advance our understanding of concussion and mTBI.”
(WILMINGTON, Del. – March 15, 2022) For the second consecutive year, Forbes magazine has ranked ChristianaCare as one of the best large health systems to work for in the United States. ChristianaCare ranked as the 29th best health system overall, within Forbes’ list of the 500 best large employers in the United States. ChristianaCare was the only health system in Delaware to make Forbes’ list. “At ChristianaCare, we anticipate the needs of others, help with compassion and generosity, and show respect to everyone,” said Neil Jasani, M.D., MBA, FACEP, chief people officer at ChristianaCare. “These values and behaviors start with our workforce, as we create a supportive environment that enables our caregivers to find joy in their work and provide consistently excellent care to everyone we serve.” While the pandemic has taken a significant toll on the health care workforce nationally, ChristianaCare has been recognized for its success in supporting its caregivers. The American Medical Association recently recognized ChristianaCare with the highest honor in its Joy in Medicine program, which recognizes health systems that demonstrate a commitment to preserving the wellbeing of health care team members by engaging in proven efforts to combat work-related stress and burnout. This work has been largely driven by ChristianaCare’s innovative Center for WorkLife Wellbeing, which was founded in 2016 to tackle the growing national problem of burnout in health care and help caregivers to reconnect with joy and meaning in their work. All employees at ChristianaCare are referred to as “caregivers.” Other highlights of how ChristianaCare creates a great place to work include: Benefits that include medical, dental and vision coverage, as well as a wellness incentive program and free healthy lifestyle coaching and care management, as well as access to ChristianaCare’s innovative and always-on virtual primary care, which makes health care options for busy caregivers more convenient than ever. Twelve weeks of paid parental leave for the birth or adoption of a child. An organizational commitment to anti-racism and a robust Inclusion and Diversity program that includes 10 employee resource groups (ERGs). Forbes ranks ChristianaCare as the No. 1 overall employer for diversity and inclusion in Delaware and No. 14 among U.S. health systems nationwide. A caregiver recognition program that supports a culture of gratitude and rewards caregivers who exemplify the core values of ChristianaCare. Care@Work, which provides backup care services when working families are faced with a disruption in regular childcare or other dependent care coverage. Free medical plan option for caregivers under certain income thresholds. Competitive pay at all levels. ChristianaCare was the first health system in Delaware to adopt a $15 minimum wage, in 2018. To create the list of America’s Best Large Employers, Forbes partnered with the market research firm Statista, which surveyed 60,000 Americans working for businesses with at least 1,000 employees. All responses were anonymous. Using a scale of zero to 10, the respondents rated how likely they were to recommend their employer to others. The participants also nominated organizations other than their own. The final ranking features companies with the most recommendations.
Villa Vision provides over 2,000 inner-city children with the tools to improve educational prospects
Villa Vision, an innovative collaboration between Aston University, the Aston Villa Foundation and optical lens supplier Essilor Vision For Life is celebrating the end of its second year having engaged with around 4,500 individuals to raise awareness around the importance of eye health and equip inner-city children with the tools to learn in order to enhance their educational experience and help with their longer-term prospects. Launched in 2020 and delivered by the Aston Villa Foundation, the initiative was the first of its kind in the UK and sought to deliver a programme of eye-health awareness lessons in the classroom, free vision and colour vision screening, followed by a more comprehensive eye test and free glasses to those children who require them, using a fully operational custom-designed mobile eye care unit. With the successful completion of Villa Vision’s second Autumn Term in December, a challenging yet successful year means that the project has now benefited schoolchildren in many local inner-city schools, including: Over 2,200 children receiving the Villa Vision workshop across 30 schools Almost 1,800 children having a vision and colour vision screening check in local primary schools Approximately 280 children (around 16%) being flagged for further investigation Around 100 fully comprehensive eye tests being conducted at schools using the Villa Vision eyecare van Nearly 120 pairs of glasses being provided to children requiring them, helping to support both their educational and social development. Nikhil Sonpal, Villa Vision Project Manager and optometrist at Aston Villa Foundation, said: “The Villa Vision team is extremely proud to have directly reached several thousand local children in supporting their visual health and eye care knowledge through the Foundation’s established network of local primary schools and community organisations.” Leon Davies, professor of optometry and physiological optics in the School of Optometry at Aston University and Vice President of the College of Optometrists said: “We are delighted to see the results that our clinical and research expertise in evidence-based eye care is providing our local community. “The provision of free eye care and raising awareness of the importance of eye health is vital in increasing the long-term prospects of schoolchildren and I am looking forward to future developments of the project in 2022.” Funded by the Premier League, the Professional Footballers’ Association (PFA) and Aston University and delivered by the Aston Villa Foundation, the project is designed to fill a crucial lack of knowledge surrounding the importance of having an eye test and how preventative measures can ensure, among a host of benefits, a lifetime of good vision.
Thought Leadership 2.0: A New Approach
The term “thought leadership” has been exploited by self-proclaimed experts and overuse of the phrase has made the market weary of its practice. But before it was a buzzword, thought leadership was the crown jewel of content marketing. According to the Oxford Dictionary, thought leadership is “intellectual influence and innovative or pioneering thinking.” In practice, thought leaders leverage research and experience-based content to draw in audiences and support their organization’s reputation as an industry authority. This marketing concept has the power to transform product pitches to strategic insights and approaches into best practices, but not everyone found the same success with their programs – and there are a couple of good reasons why. This Is A Classified Project While it’s still true that thought leadership boosts customer engagement, some programs simply lack the depth needed to connect with audiences and see meaningful results. Many organizations are quick to jump on the latest marketing trend, but they don’t always have the vision to turn their expertise into a viable solution for their business. In fact, a leading research and consulting firm, Sirius Decisions, has suggested that “the purpose and process of thought leadership are widely misunderstood and misapplied, causing mixed results.” One of the most significant issues with thought leadership is that the C-Suite and other top-level teams tend to lead programs in a silo from the rest of the organization. It’s not uncommon for executives to outsource their thought leadership activities to special teams and agencies as a series of projects. This approach leads to disconnected outputs that miss the mark when it comes to audience engagement. It not only prevents subject-matter experts from elevating your content, but it also dismisses the wealth of knowledge they have about your audiences. Experts know who is looking for content, where they’ll go to find it and which topics they’ll follow. So when you exclude them from the process, you’re going to miss out on opportunities to drive market visibility, brand reputation and new customer connections. Your Experts Are People Too When you put something on a pedestal, you make it easy for people to see but hard for them to reach – and that’s a problem in the digital world. People want to deal with organizations who provide the information they need on the channels they use, and in a voice they understand. To be successful with thought leadership, it’s vital to understand these needs and take a human approach to your marketing and communications. Unfortunately, many thought leadership programs take a campaign-oriented approach and can mimic the dated marketing practices that centre around products rather than people. They come off as too formal and use “corporate speak” which makes them far less approachable. Worst of all, they often lack the authenticity audiences are looking for – so why not let your people do the talking? Your in-house experts make great brand ambassadors for your organization. By expanding your notions of thought leadership, you open the door for many voices to share your message in a manner that’s inclusive, genuine and accessible. This also makes it easier for you to maintain your online presence and insert diversity into your content marketing. Rather than repeating the same ideas over and over, your broader team of experts will be able to capture varying perspectives and insights – supporting your position as a leader in that domain. Evolving Thought Leadership While the concept of thought leadership still resonates with audiences, it’s time to make a few changes. Here are just a few reasons to transition dated thought leadership projects into profitable expertise marketing programs: Excerpt from the Complete Guide to Expertise Marketing As you can see, expertise marketing takes the best parts of thought leadership and makes it more inclusive, sustainable and agile – and all at a lower cost. On top of this, expertise marketing incorporates human connections as a fundamental component of both the strategy and execution. It surfaces diverse expert perspectives, delivers authenticity and creates two-way conversations between you and your audiences. Most of all, it can easily be adapted as our environments change and new audience needs emerge. If your thought leadership program lacks results, you’ll likely have to broaden your views on expertise and leadership. Take a closer look at all of your people and the value they bring to your business. This inclusive approach to expertise marketing will not only make it easier to manage thought leadership, but it will also deliver the long-term success you want from your marketing. Download The Complete Guide to Expertise Marketing For a comprehensive look at how expertise marketing benefits the entire organization and drives measurable return on investment, follow the link below to download a copy of ExpertFile’s Complete Guide to Expertise Marketing: The Next Wave in Digital Strategy or download one of our tailored Guides for Corporate & Professional Services, Higher Education Institutions, Healthcare Institutions or Association & Not-for-Profits.
What the Basque Country tells us about 'levelling up' | Aston Angle
What the Basque Country tells us about using local governance to level up By Dr Caroline Gray Lecturer in Politics and International Relations School of Social Science and Humanities January 2022 In a recent interview on his vision of ‘levelling up’, Michael Gove, Secretary of State for Levelling Up, Housing and Communities, cited the Basque Country as one example of where ‘things have been done well’. The Basque Country, an industrial region of northern Spain with a population of just over two million, is widely admired for having undergone a remarkable, industry-focused economic transformation since it was hit by the decline of heavy industry in the 1980s. It is now one of the leading regions in Europe not only in terms of GDP per capita, but also in having a low percentage of population at risk of poverty or social exclusion. Within Spain itself, critics usually attribute this to the way the Basque fiscal autonomy model works, enabling the region to keep more of its own wealth to itself than other similarly prosperous regions in Spain – a form of internal ‘levelling up’ at the expense of other regions. This, however, is not the only contributing factor to the Basque Country’s economic transformation. Effective governance has also played a key role. What takeaways from the Basque experience might be relevant to levelling up in the UK and the devolution framework needed to facilitate it? Through my research on the Basque governance systems, I’ve discovered that some of the most valuable lessons relate to how multi-level governance works within the Basque region itself and how that contributes to economic and social transformation. Devolution does not stop with the powers devolved to regional governments or authorities; the relationship between different stakeholders and layers of governance within a region or locality is equally important. If the UK government wants to learn from what the Basque Country has done well, it should consider the following: 1. Devolution beyond metropolitan areas needs to be flexible and adaptable to place-based specifics In his July 2021 Levelling Up speech, Boris Johnson announced that levelling up would involve extending devolution beyond cities with new deals for the counties. The government must stick to the commitment it made then to shape new devolution deals with local input, avoiding one-size-fits-all approaches. The Basque Country provides valuable evidence for why it’s beneficial to shape governance approaches to the economic geography of an area. As one of Spain’s 17 regions called ‘autonomous communities’, the Basque Country is, in turn, divided into provinces (Araba-Álava, Bizkaia and Gipuzkoa) and municipalities. Counties, which don’t have an administrative body, but which do house county development agencies, make up an additional level between the provinces and municipalities. The economic activity of two of the provinces (Araba-Álava and Bizkaia) is typical of metropolitan areas in that it is centred heavily on their capital cities (Vitoria and Bilbao, respectively), where the provincial councils are based. However, in the third, Gipuzkoa, economic activity is more distributed across different hubs in the province. As a result, in Gipuzkoa, the county development agencies, created in the late 1980s, have acquired a particularly important role, as interviewees from the Basque Institute of Competitiveness explained to me. The counties map particularly well onto the different industrial areas in the province, thanks to the fact that they were designed with the bottom-up input of municipal leaders working together with the provincial council. The county development agencies have, in turn, become a key channel via which the provincial council in Gipuzkoa can reach SMEs more easily, as they are closer to the firms. Such local networks are particularly important in non-metropolitan areas where economic activity can be more dispersed. This is why the UK government must make sure any new devolution framework it designs is flexible enough to allow for local input and adaptations to place-based considerations. 2. Bottom-up, collaborative dynamics are essential to the design and implementation of placed-based strategies Basque economic development has undoubtedly benefitted from the fact that the regional government draws upon input from different levels of administration and a range of other public and private stakeholders in the region when designing its industrial policies. Experiments in collaborative governance have become increasingly innovative over the years, not only at regional but also provincial and local level, designed to reach beyond the largest firms and to engage wider society. The county development agencies in Gipuzkoa, for example, used to provide services to SMEs in an essentially one-way direction – for example, advising them on how to apply policy – but have since evolved more into facilitators of networks for cooperation and mutual learning among public and private actors at county level. This not only facilitates more efficient implementation of regional policies, but also channels local feedback upwards into the policy-making process, adding value. Collaboration among different tiers of governance and different areas, rather than competition, has been the goal of such approaches. Therefore, the UK government needs to reconsider the increasingly competitive dimension of current devolution arrangements. Having areas compete against one another for centrally controlled, often short-term pots of money doesn’t facilitate the formation of robust, collaborative partnerships that could ultimately add value and increase efficiency. Finally, institutional stability is important. From the Regional Development Agencies (RDAs) to the Local Enterprise Partnerships (LEPs), which are now under review, there has been frequent chopping and changing in the institutions and policies meant to tackle the UK’s place-based inequalities in recent decades. The Basque Country shows what can be achieved with a more stable, longer-term institutional and policy framework and vision. If it is to have a meaningful impact in tackling inequalities, the Levelling Up White Paper must provide the basis for a longer-term devolution framework that goes well beyond the current government term, with a clear allocation of resources and responsibility.
New £2.8m MRI scanner delivered to Aston University
A landmark moment in the improvement to facilities at Aston Institute of Health and Neurodevelopment (IHN) has been reached with the arrival of its new £2.8m MRI scanner on site. A landmark moment in the improvement to facilities at Aston Institute of Health and Neurodevelopment (IHN) has been reached with the arrival of its new £2.8m MRI scanner on site. The new Siemens MAGNETOM Prisma 3T MRI scanner will enhance the world-class neuroimaging research facilities within the Institute. The old machine has already been removed from the building and internal spaces are currently being refurbished before the new scanner is lifted into the building. Researchers in the Institute use advanced neuroimaging techniques to discover biomarkers of brain health in children with neurological disease. By detecting those biomarkers, they are able to determine those who are at risk of longer term poor cognitive, behavioural and health outcomes with the goal/vision of providing early support to those children who need it most. The new scanner will also enable the Institute to provide the most recent innovations in MRI for patients visiting through the clinical service, Aston University Imaging. Patients visiting for MRI scans come through private referrals, as well as from local institutions such as the Birmingham Royal Ballet and Aston Villa football club. Professor Jackie Blissett, co-director of Aston Institute of Health and Neurodevelopment, said: “The arrival of our new MRI scanner is tremendously exciting. This state-of-the-art equipment is core to our child-focused research programme that delivers a new understanding of development and disease and the interventions that will make a difference.” Aston University Students' Union President, Balraj Purewal added: "It is great that we have a new state-of-the-art MRI scanner being installed on our campus. It will not only help our researchers in their work, but will also be of benefit to patients in the community, including young people, supporting both their diagnosis and treatment." For more information about the Aston Institute of Health and Neurodevelopment, please visit our website.
University chaplaincy celebrates 50th anniversary
Aston University chaplaincy marks 50 years of delivering pastoral care 12 months of celebration activities and events to be launched on Martin Luther King Day (MLK Day) MLK Day is a federal holiday in the USA to mark the birthday of Martin Luther King The chaplaincy team at Aston University is celebrating 50 years of delivering pastoral care with a series of celebration events and activities being launched on Monday 17 January to coincide with Martin Luther King (MLK) Day. Martin Luther King Day is a federal holiday in the United States to mark the birthday and honour the achievements of Martin Luther King Jr who advocated the use of non-violent means to end racial segregation. The Aston University chaplaincy team, based at the Martin Luther King Multi-Faith Centre on the University campus, offers pastoral and spiritual guidance, prayer, support and friendship to all – regardless of background. Chaplains are also available to any group concerned with issues of a religious, international, social or political dimension which wishes to explore - like Martin Luther King - the great themes of justice, peace, mutual understanding and the search for the meaning of life. The chaplains, drawn from different religions and denominations, work together in an atmosphere of inter-religious understanding and cooperation. Alongside other support services in the University, their purpose is to assist all staff and students whether they profess a religious belief or not. Jan Scott, Christian chaplain and spokesperson for the team, said: “The next few months are intended to celebrate the 50th anniversary, looking back on the history of the chaplaincy and how it has developed over the last 50 years. “We want to use it as an opportunity to connect and reconnect with individuals, groups and organisations who have links to the chaplaincy, as a chance for reflection on how to continue to support staff and students of any and all faiths and no faith, and to look forward and set a vision for the chaplaincy for 2022 and beyond.”