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Japan House: Fifty Years Ago Today
Joshua W. Walker, Ph.D., President and CEO, Japan Society This September we're celebrating the 50th anniversary of Japan House, Japan Society's landmarked headquarters building. Let's jump in our time machine and go back to 1971, when Japan Society was only 64 years old. At that time, U.S.-Japan relations were deeply embroiled in trade frictions while the ending of the U.S. embargo of China had just begun to impact East Asia. 1971 snapshots In the United States: Richard M. Nixon is President; Apollo 14 lands on the moon; massive protests are held throughout America against the Vietnam War; Walt Disney World opens in Orlando, Florida; Joe Frazier defeats Muhammad Ali in 15 rounds at Madison Square Garden; the first Starbucks opens in Pike Place Market, Seattle. In Japan: Eisaku Sato is Prime Minister; the U.S. and Japan sign an accord to return Okinawa to Japan; NHK TV implements colorization of all programs; Kamen Rider TV series begins broadcasting; the 48th reigning Sumo champion Yokozuna Taihō announces his retirement; McDonald's opens its first store in Ginza, Tokyo; Nissin creates the first "cup noodle." Japan House Meanwhile in New York City, Japan Society had occupied eight different locations since its founding in 1907, and by the mid-1960s, a dedicated building had become necessary to house the Society's rapidly expanding initiatives. Japan Society President John D. Rockefeller 3rd made a very generous pledge by donating the land for the building site and Japanese modernist architect Junzo Yoshimura was confirmed to design the building. On September 16, 1969, John D. Rockefeller 3rd and Japanese Foreign Minister Kiichi Aichi broke ground at a formal ceremony. Construction proceeded on schedule and staff moved in during the spring of 1971, with Executive Director Douglas Overton noting, "Each day we have found some new and delightful feature which has come off the drawing board as an unexpectedly brilliant success. Japan House will be a national important building worthy of its high purposes." Opening Week—five star-studded days of celebratory events—began on September 13, 1971 with Their Imperial Highnesses Prince and Princess Hitachi at the ceremonies. The Prince brought Japan's best wishes to the Society "for a new chapter, both rich in content and wide in scope." The Gallery opened its first exhibition, Rimpa: Masterworks of the Japanese Decorative School and the Tokyo String Quartet performed in the new auditorium. Junzo Yoshimura wrote about Japan House, "People the world over used to build their houses with local and traditional materials. Today, however, contemporary buildings all over the world use the same basic materials—concrete, steel and glass—yet different characters and nationalities can still be perceived among them. In designing Japan House I have tried to express in contemporary architecture the spirit of Japan." With the formal opening of the Society's headquarters a new era had begun. Their Imperial Highnesses Prince and Princess Hitachi and Japan Society chairman John D. Rockefeller 3rd view the first Japan Society Gallery exhibition Rimpa: Masterworks of the Japanese Decorative School. Photo © Thomas Haar. The next 50 years Fifty years later, we are at another inflection point. The novel coronavirus pandemic has taught us just how interconnected we are as a global community while placing new importance on our homes and transforming the nature of work. This unprecedented global crisis has also illuminated the strengths and weaknesses of our organization, providing new opportunities for envisioning the future. Just as the opening of Japan House shaped the Society's last 50 years, today we are reimagining how we use our space, from the physical to the digital, forging broader connections or kizuna for U.S.-Japan and for the world. We embrace our mission for the years to come, reaching out far beyond our building, to our city, country, and world as we seek to connect American and Japanese people, cultures, and societies through a global lens. Like a hike up Mt. Fuji, Japan Society’s nearly 115-year-long journey itself defines us far more than our current destination. Beginning in 1907, the first iteration of Japan Society focused on business relations between the U.S. and Japan. For its 1952 post-Occupation reconstitution under the leadership of John D. Rockefeller 3rd, the Society dedicated itself to arts, culture, and education, with an emphasis on supporting Japanese students in New York as well as spreading the word about Japan through significant cultural milestones such as partnerships with The Metropolitan Museum of Art and Lincoln Center, with traveling exhibitions and outreach on both sides of the Pacific. With the opening of Japan House in 1971, politics was reintroduced into the mix, the business and policy communities energized, and Japanese popular culture landed large—nearly 50,000 people came to the Grand Sumo Tournament at Madison Square Garden co-sponsored by Japan Society and the Asia Society in 1985! Today at Japan House we present Japan and U.S.-Japan as a way to engage with history and tradition, on the one hand, and innovation and the future on the other. As in 1971, the time to act is now and our opportunities are as great as the challenges of 2021. It's up to us to work together on new, critical connections to take us through the next 50 years. I'll be there with you. Joshua Walker (@drjwalk) is president and CEO of Japan Society. Follow Japan Society on Twitter, Instagram, Facebook, and LinkedIn. The views expressed in this article are the writer's own.
Aston University celebrates launch of first wave of Institutes of Technology
"There remains a significant national skills shortage for engineering and we are pleased to be helping to address this through the provision of courses for young people wanting to progress to higher technical education, adult learners and people who want to develop their engineering skills." Professor Sarah Hainsworth Pro-Vice Chancellor and Executive Dean of the College of Engineering & Physical Sciences Aston University Institutes of Technology (IoTs) are collaborations between further education (FE) providers, universities and employers IoTs focus on the specific technical skills needs required in their local area They provide employers with a skilled workforce and students with a clear route to technical employment Aston University is joining in a nationwide celebration to mark the launch of the first wave of 12 Institutes of Technology on Thursday 8 July. Institutes of Technology (IoTs) are collaborations between further education (FE) providers, universities and employers. They specialise in delivering higher technical education (at Levels 4 and 5 – equivalent to the first and second year of a degree) with a focus on STEM (science, technology, engineering and mathematics) subjects, such as engineering, digital and construction. IoTs focus on the specific technical skills required in their local area. They will provide employers with a skilled workforce and students with a clear route to technical employment. By bridging skills gaps, these new institutions will drive growth and widen opportunity. Gillian Keegan, minister for apprenticeships and skills, said: “Institutes of Technology are the pinnacle of technical education, helping to develop the highly-skilled talent pipeline employers will need for the future. “By bringing together Further Education colleges, universities and businesses, Institutes of Technology are unique partnerships which will help to tackle skills shortages in vital sectors, from marine engineering to healthcare, cyber security to agri-tech. “Institutes of Technology are also playing a vital role in our multi-billion Plan for Jobs, which is helping to level up opportunities and support people to get the skills they need to get good jobs as we recover from the pandemic.” The Greater Birmingham and Solihull IoT has brought together the most innovative education providers within the Greater Birmingham and Solihull Local Enterprise Partnership area with leading industry stakeholders to create a powerhouse for advanced manufacturing and engineering. The consortium is led by Solihull College & University Centre, Aston University and Birmingham City University, working alongside South and City College Birmingham as a core partner and supported by BMET College, University College Birmingham and the University of Birmingham. The partnership will jointly design, develop and widen education and training opportunities aligned to the latest skills needs of leading-edge employers and the local, regional and national economy. The group will target under-represented learners, facilitating clear opportunities for progression from school to high-level occupations. In this new video, partners and employers explain what the IoT means to them: The following passage was included in the recent Government Skills for Jobs white paper, with the GBS Institute of Technology highlighted as an example of good practice: Government Skills for Jobs white paper Building work has started on the GBSIoT Hub at Aston University. It will be completed at the end of 2021 and will be an innovative hub, providing a fabulous resource for students and learners from across the region. Andy Street, mayor of the West Midlands, said: “The Greater Birmingham and Solihull Institute of Technology is all about two things: economic growth and prosperity. The Greater Birmingham and Solihull Institute of Technology is going to give us wonderful new skills in the sectors of the economy that are really growing fast here.” Professor Sarah Hainsworth, pro-vice chancellor and executive dean of the College of Engineering & Physical Sciences at Aston University, said: “We are delighted to be working with our partners on the Greater Birmingham and Solihull IOT for Advanced Manufacturing. It has been really exciting to see the work progressing on delivering the new Hub for students and learners on the campus at Aston University. "There remains a significant national skills shortage for engineering and we are pleased to be helping to address this through the provision of courses for young people wanting to progress to higher technical education, adult learners and people who want to develop their engineering skills. "The Hub will be home to a new cyber physical manufacturing rig which will create a simulated working environment linked to advancing Industry 4.0 technology and state of the art digital facilities and I really look forward to when it becomes the new home for our IoT students.” Find out more about the Greater Birmingham and Solihull Institute of Technology at www.gbsiot.ac.uk
Experts explore the gap between research and practice in disaster management
The COVID-19 pandemic has attracted public attention to crisis management globally, writes Aston University's Oscar Rodriguez-Espindola. Although authorities and international organisations are still actively and diligently trying to mitigate the impact of the pandemic, some of the attention is shifting towards understanding the decisions made and learning from our experience. Indeed, this experience has inadvertently shown different areas for improvement for emergency management systems. The experience gained during the pandemic should lead governments and organisations to refine crisis management processes to prepare for challenges ahead. Leveraging research and specialist groups have been essential to support and inform decisions, as these can provide key insights guiding policy decisions. However, the integration of research and practice should not take place at the response stage only, but as part of the core crisis management system at every stage. It is crucial to maintain and strengthen the relationships between research and practice forged during the pandemic for different emergencies in the future. With the increasing number of different disasters happening and the threats stemming from climate change, it is not surprising that between 1994 and 2013 around 1.35 million lives have been claimed annually by natural disasters. Therefore, the value of partnerships between research and practice needs to be strengthened and implemented globally. Academics from Aston University in the UK and the Universidad Autónoma de Occidente in Mexico have investigated the current status of the integration of research and practice for crisis management. A systematic literature review of decision models for humanitarian logistics has been used to understand the way these models have reflected the real conditions experienced by decision-makers and catered to their priorities. Afterwards, interviews with two civil protection authorities of the state of Sinaloa, Mexico, have been undertaken to understand the conditions faced by them for crisis management, their processes and their view of decision models to support crisis management in the country. Next, a multicriteria decision analysis was used to capture their preferences regarding the objectives set for humanitarian operations to develop an analysis of their priorities. Practice needs to be informed by research, but for that guidance to be impactful, research needs to have a thorough understanding of the conditions and challenges faced by practice. The literature focused on models for humanitarian logistics has shown that the engagement of academics with practitioners in the design of solutions to support decision-making has been declared in less than a quarter of the contributions, as shown in Table 1. That means the design of solutions is based on prior secondary information or founded on a theoretical basis, which is not necessarily reflecting the current reality faced by authorities. It is noteworthy that there is an increasing trend in the number of articles involving practitioners in recent years, with more than half of them published in the previous three years. Despite that growth, however, the relative percentage of contributions incorporating practitioners has never been beyond 40% of all the models published in any year, which highlights that there is still a long way to go to support research development. Table 1: Involvement of practitioners in the design of models for humanitarian logistics Our interviews highlighted that authorities perceive the potential of systems to improve information management forecasting and decision-making, but they also unveiled the concerns about these systems providing unrealistic or unfeasible solutions. Optimisation models are formulations in which a metric is maximised or minimised subject to a series of constraints. If the objective does not reflect the objectives and priorities of decision-makers, then results can be less relevant for decision-makers. For instance, models solely aiming to minimise cost would struggle to give useful solutions to authorities focused primarily on providing support to all the victims equally. Therefore, the lack of involvement from decision-makers can lead practitioners to be cautious about using decision-making models. To examine the link between contributions in the literature and the objectives and priorities of authorities, data about them was gathered and analysed using a technique known as Fuzzy-TOPSIS. The purpose was to identify the importance given to different objectives by authorities for different activities in order to rank them based on importance as shown in Table 2. Although humanitarian logistics are characterised by a focus on the overarching ideas of saving lives and reducing suffering, it is still surprising to note that cost was the least important objective for authorities. Conversely, more than three-quarters of the models surveyed are using cost as the main objective function, which makes it the most prominent objective in humanitarian logistics. As preferences from authorities seem considerably more focused on maintaining a reliable flow of support, with high levels of service and ensuring to reach the most affected population, our findings suggest a misalignment between research and practice. Hence, neglecting to incorporate practitioners in decision-making models for humanitarian logistics can lead to omitting their needs and priorities, rendering the models less effective to provide workable solutions. Table 2: Ranking of objectives from civil protection authorities Additionally, it is important that research guides and influences practice in relevant aspects for further development. For instance, understandably, the chaotic and urgent conditions faced by authorities in humanitarian logistics force them to prioritise response over any other considerations. Our interviews confirmed this, as they mentioned that even though sustainability is becoming a crucial element in regular times, it is undermined by the urgency of the response and only included in recovery activities. This is an aspect worth looking into because research has shown that sustainability can be integrated into crisis management, even with the potential to provide improvements in terms of efficiency. Hence, a more thorough integration between research and practice would allow to positively influence activities on the field based on findings and results proposed and tested by cutting-edge investigations. Overall, our findings suggest that despite the increasing remarks about the intention of joining research and practice, there is still a significant divide between them. Reducing that divide can be beneficial for both sides. More practice-informed research can allow to development of feasible solutions that can enhance the support provided to disaster victims in practice, whereas more research-informed practice can provide stronger foundations for effective decision-making and guide research to focus on key aspects to make it more impactful. Therefore, it is essential to put more emphasis on integrating research and practice from the roots, to make their interaction more fruitful. Current trends seem to be going towards that direction, especially with the current focus on the impact on research, but further efforts are required to motivate researchers and practitioners to work together to improve crisis management. This article was co-written by Oscar Rodriguez-Espindola, Pavel Albores, Hossein Ahmadi, Soumyadeb Chowdhury, Prasanta Dey from Aston University and Diego Chavira and Omar Ahumanda from the Universidad Autónoma de Occidente. This work was supported by an Institutional Links grant, ID 527666998, under the Newton UK-Mexico partnership. The grant is funded by the UK Department for Business, Energy and Industrial Strategy and delivered by the British Council. For further information, please visit www.newtonfund.ac.uk
New York and Tokyo: Global Cities as Essential Hubs for Our Collective Future
Throughout, cities have faced repeated pronouncements of their demise. Yet, as centers of soft power, cities adapt, persevere, and ultimately, reinvent themselves to thrive. Photo: Orbon Alija / Getty Images On August 24, 2020, in the dog days of the New York summer and at the peak of the COVID-19 pandemic, comedian Jerry Seinfeld wrote an op-ed for The New York Times titled "So You Think New York Is 'Dead' (It's not.)" The king is dead, long live the king! "Real, live, inspiring human energy exists when we coagulate together in crazy places like New York City," wrote Seinfeld. Cities change, "They mutate. They re-form. Because greatness is rare. And the true greatness that is New York City is beyond rare." In fact, megacities around the world have been experiencing similar trends related not just to the novel coronavirus--climate change, natural disasters, population shifts, and transformations in business, infrastructure, and transportation will all shape the contours of the 21st century. New York City's own history--when and why it has been pronounced "dead" during the last century--is instructive in and of itself. Other megacities of consequence should take note and take heart, especially Tokyo, which will be under the microscope in a new way as it prepares to host the Olympic Games in today's unprecedented environment. History repeats itself In the tensions of living in the present time, it's easy to forget New York City's long history of disaster, recovery, growth, and innovation--the 1918-19 influenza epidemic, the seasonal threat of polio, the scourge of HIV-AIDS, and the current pandemic, all define the city's history. In October 1975, New York City, America's largest and wealthiest city, narrowly averted bankruptcy. Refused rescue by the federal government and President Gerald Ford, the city was saved only through the beneficence of the city's own Teacher's Retirement System pension fund, which made up a $150 million shortfall. The next day, the Daily News headline shouted "Ford to City: Drop Dead." We survived, and we thrived! Then there was 9/11, 20 years ago this September, when the U.S. rallied around the city. New Yorkers cheered as heavy equipment driven from across America arrived to help clear the devastation, and were joined by the entire nation in mourning those who were lost. Along came the 2008 financial crisis, sounding another death knell for New York. Today, we know from past history that what has closed will reopen, or be reborn in a different form. And we'll be here to celebrate. Global cities generate soft power Like Tokyo, London, or Paris, New York is a global center for arts and culture, a place where diverse creative arts flourish and inspire people in close proximity, where there is always space for tradition and innovation, and a place, too, for those who come for entertainment. But whether in Japan, Europe, or America, whether in the arts, innovation, or civil society, the soft power of a global city is so much more than the sum of its parts. It is a treasure trove of history, a platform for the future, a home for diversity, and an incubator for social change. What is soft power and why do we need it? The term "soft power" was crafted by Harvard political scientist Joseph Nye in the 1980s, and is now widely used in a foreign policy context. As a 2004 Foreign Affairs review of Nye's book, Soft Power; The Means to Success in World Politics noted: "Nye argues that successful states need both hard and soft power--the ability to coerce others as well as the ability to shape their long-term attitudes and preferences... But overall, Nye's message is that U.S. security hinges as much on winning hearts and minds as it does on winning wars." Almost two decades later, soft power--the cultural, intellectual, and social bonds that bring diverse countries and societies together for mutual understanding--has become a critical component of American foreign policy. This is especially important for the U.S.-Japan alliance, as most recently evidenced by Hideki Matsuyama's thrilling Masters Tournament win and President Biden hosting Prime Minister Yoshihide Suga as the first head of state to visit the White House during his tenure. As I've written before, based on my experience from the State Department, "innovative and entrepreneurial partnerships based on shared objectives--economic growth, stability, and more--will be the engine for increased security and prosperity." In other words, the future of diplomacy will not only be national, but subnational, where megacities like Tokyo and New York will shape their own destinies based on the partnerships that their leaders--political, business, and civil--can forge together in the best interests of their constituents. Japan Society and New York As the President and CEO of Japan Society, my work is to take the Society's mission into its second century, to be the deep connection, or kizuna, that brings the United States and Japan together through its peoples, cultures, businesses, and societies. From our New York headquarters, which opened to the public 50 years ago, we are looking toward the next half century knowing that we will be defined not so much by our now-landmarked building but by our digital and ideational impact. Our future can only be enhanced by continuing to exchange with our friends in Tokyo and beyond. Long before soft power was defined, in the radical days of 1960s New York, Japan Society supported international exchange in the arts between Japan and the U.S. through fellowships and grants to Japanese artists and students, among them Yayoi Kusama, Yutaka Matsuzawa (Radicalism in the Wilderness: Japanese Artists in the Global 1960s), Shiko Munakata (Improvisation in Wood: Kawamata x Munakata, fall/winter 2021), and many others who made history in the arts in both the U.S. and Japan. Now, performing arts commissions and gallery exhibitions at Japan Society build on and evolve U.S.-Japan cultural exchange even as Japanese traditional and contemporary artists have been mainstreamed into New York's major cultural institutions. Our work continues--in arts and culture, education, business, and civil society. Even as the COVID pandemic recedes through continued social distancing practices and increasing vaccinations, the changes it has wrought on the ways we work and communicate are here to stay. Remote work, flexible schedules, and collaboration and connectivity across time zones all predate the pandemic but were scaled up at a rate that was previously unimaginable. While physical borders closed to travelers, virtual ones opened --and technology has allowed us to engage and convene with those near and far like never before. We at Japan Society are committed to finding new connections and building new bridges outside of New York City, starting with Tokyo and then the rest of the world. Our 37 other Japan-America sister societies across the United States have much to offer even as New York remains an essential global stage and financial platform. Partnerships will ultimately define the future of which global hubs thrive and where populations gravitate post-COVID. As we continue our mission for the future of the world, and for the U.S.-Japan alliance, I'm incredibly optimistic for Japan Society and for New York City's long-term evolution. This article was originally published in the Tokyo Metropolitan Government.
Ambitious student research collaborations with faculty members often lead to much more than good grades. The mentorships encourage professional growth, confidence and creativity, even in the midst of a pandemic. Georgia Southern University’s Spring 2021 Honors Research Symposium, which is being held virtually April 26 through April 30, will showcase faculty-student partnerships through a broad range of scholarly and creative research projects produced by more than 100 honors students across multiple disciplines on the Statesboro and Armstrong campuses. A few of the presenters include: Chelsea Riley, a triple major in international studies, political science and Spanish, worked with political science and international studies professor Srobana Bhattacharya, Ph.D., on her thesis, “The Culture Gap: The Role of Culture in Successful Refugee Settlement.” History and English major Jacey Thomas, mentored by associate professor of history Alan Downs, Ph.D., will present, “Irish Rock Music amid a Time of Troubles: Thin Lizzy and U2 as a Bridge During a Time of Division.” Biology major Susan Ihejirika’s presentation, “A Forward Genetic Screen to Identify Human Genes of Interest and Their Roles in Ovarian Cancer,” was guided by biology assistant professor Dongyu Jia, Ph.D. The Honors College, as the university-wide center for excellence in undergraduate education, plays a crucial role with undergraduate research at Georgia Southern. Since the beginning of the College, students have been required to complete honors theses or capstone projects. The faculty-mentored projects have spanned traditional research models, applied research and creative activities in all academic colleges and majors. “Through faculty-mentored research and scholarly activities, honors students create new knowledge and the Honors Research Symposium is the venue where we share it with the broader scholarly community,” said Honors College Dean Steven Engel, Ph.D. “ I am proud of the fact that they have been able to complete these projects despite the challenges of the past year.” Presentations will be posted on YouTube and the comments section will be open for audience engagement with presenters. If you're a journalist looking to learn more about this year’s Honors Research Symposium — simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu.
Last Friday, Georgia Southern officially opened its new Engineering and Research Building for students and researchers, a facility that will serve as the epicenter for engineering excellence and innovation in southeast Georgia. The building is designed to facilitate academic and institutional partnerships, inspire creative engineering and accelerate academic success for students in the College of Engineering and Computing. Through the instructional research labs and academic spaces that bridge theory and practice, students will be prepared to solve today’s challenges and to make tomorrow’s discoveries. “Today marks the culmination of years of forethought and investment from a number of state leaders, industry leaders and local advocates, who paved the way for us to be here,” said Georgia Southern President Kyle Marrero. “Leaders who, dating back to the 90s, could see the future of a growing industry, a state on the precipice of being a national leader in technology and innovation, and a critical need to develop talent in applied engineering across south Georgia.” The Engineering and Research Building’s sleek, contemporary environment defined by glass and natural light, soaring high-bay ceilings and modern, industrial feel is strengthened by new, industry-relevant equipment, instrumentation and technology that encourage active learning and sustainability. The highly efficient facility includes sustainable features that complements existing spaces on campus. The three-story building houses applied research spaces with a strong focus on manufacturing engineering, civil engineering, electrical and computer engineering, and mechanical engineering. The workspaces can be easily reconfigured for various uses, projects and applications and provide students with access to industry-grade equipment as well as expanded opportunities for undergraduate research. “The investment of the Engineering and Research Building solidifies Georgia Southern University’s commitment to students in providing a world-class education in the engineering field, while providing the space and resources necessary to facilitate such,” said student Kristifer Bell. “I am enthusiastic to continue my research work and look forward to the interdepartmental collaboration that will be encouraged through the housing of new student and faculty labs under one roof.” The full media release about this historic occasion is attached – and if you are a journalist looking to know more about this facility or Southern Georgia University -- simply reach out to Georgia Southern Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to set and time and date.
TORONTO, ON., May 29, 2020 — International Data Corporation (IDC) Canada announced today the release of 20 new research reports to help vendors understand the impact of COVID-19 on the Canadian ICT market, including five new forecast documents. In addition, most analysts have created an additional report analyzing the impact of COVID-19 on their specific technology patch, providing our clients with additional details on the impact and guidance for vendors in that market. IDC Market Forecasts help technology suppliers identify market drivers and size, measure current performance, analyze leading market indicators, as well as plan for future opportunities and growth. The five forecast reports are listed below: Canadian Communications Services Forecast, 2020–2024: COVID-19 Turns Telecom Inside Out (IDC# CA45063520 ). This IDC study presents IDC Canada's five-year forecasts for communications services spending by market and customer segments, company size, industry sector, and region for 2020–2024 based on the annual update of IDC Canada's Communications Market Model and replaces our previous comprehensive spring and fall 2019 forecasts. "Communications providers are largely recession proof and fortunately investments in next-gen network technologies and architectures are allowing communications service providers to cope with unrivalled demand," says study coauthor Lawrence Surtees, vice president of Communications Research and principal analyst at IDC Canada. "But the duration of the COVID-19 pandemic is still a great unknown and its associated economic shocks could dramatically impact the current forecast." Canadian IT Professional Services Forecast, 2020–2024 (IDC# CA45064220 ). This IDC study provides the spring 2020 market size and forecasts for the Canadian IT professional services market. The professional services market is made up of four submarkets: Custom application development, IS consulting, Network consulting & integration, and Systems integration. "The Canadian IT professional services market relies on discretionary capital spending budgets, which are typically suspended or curtailed in times of economic uncertainty. 2020 will be a challenging year for professional services firms due to the COVID-19 pandemic, but the market is expected to recover as the Canadian and global economies recover and businesses reinstate capital spending for IT projects," says Jim Westcott, research manager, Professional Services, IDC Canada. Canadian Infrastructure Outsourcing Services Forecast, 2020–2024 (IDC#CA45058420). This IDC study provides IDC's forecast for the Canadian infrastructure outsourcing services market for 2020–2024. It is an update of the previous forecast published in Canadian Infrastructure Outsourcing Services Forecast, 2019–2023 (IDC #CA43804019, May 2019). "The infrastructure outsourcing market continues to change, and COVID-19 will likely accelerate change. The decline in 1st and 2nd Platform technologies is leading to slow outsourcing spending on these areas, while the growth in 3rd Platform technologies to support digital transformation are increasingly incorporated into outsourcing and managed service engagements," says Jason Bremner, research vice president, Industry and Business Solutions. Canadian Consumer Wireless, Internet, and Wireline Voice Services Forecast, 2020–2024 (IDC# CA45059520). "In an already-competitive consumer market in the middle of great technological change, the global Coronavirus pandemic and the precautionary restrictions it has placed on Canadians has not only caused drastic socioeconomic changes but has forced consumers to weigh out the value proposition of each consumer service," says coauthor Manish Nargas, senior analyst for Consumer Services and Mobility. "Survival of the fittest is the call of the hour, and it seems that some consumer services will fare better than others after the dust has settled. While easier said than done, service providers need to think beyond the today's losses in order to plan for tomorrow's win." Canadian Consumer TV Services Forecast, 2020-2024 (IDC#CA45059620). This IDC study examines the forecast for Canadian consumer TV services subscribers and revenue. It also addresses the factors shaping the market as well as the key drivers and inhibitors underlying the forecast. "TV service providers will have to bring out their A game as they look to harness their next-gen TV service capabilities and create symbiotic, seemingly 'complementary' partnerships with OTT video providers to keep consumer eyeballs on their TV service platforms all the while combating economic ill effects of COVID-19 restrictions in the short term," says coauthor Manish Nargas, senior analyst, Consumer Services and Mobility at IDC Canada. "Based on our forecasts from May 1, 2020, we’re looking at an unprecedented 5.4 per cent decline for the year for the combination of telecom and IT spending in Canada. The cumulative impact of trade restrictions, supply chain impairments, commodity price declines, significant lay-offs and freefalling consumer and business confidence has led to a more dramatic impact on the overall ICT market than we had predicted in early April," says Nigel Wallis, vice president, IoT & Industries at IDC Canada. IDC develops detailed forecasting reports and analysis for major technology markets in Canada, which are published annually during the month of May. IDC's Forecast Scenario Assumptions for the Canadian ICT Market, 2020 and Beyond (IDC# CA46217620 , May 20 20 ) supports the underlying macroeconomic assumptions for each of the ICT market forecast reports. We also recently released a new interactive Canadian COVID-19 IT Impact Dashboard tool to help our clients visualize the impacts, in partnership with Rel8ed.to, which is available for everyone to use. For our clients that need to know the impact of the pandemic on ICT Spending beyond Canada’s borders, IDC created our global COVID-19 Resources microsite which contains more research reports, webinars, press releases and blog posts from around the world. We’ve also done a series of free webcasts for our clients with the first one on April 2 and the second one on May 6. Our third webcast in this series will occur on June 4th. Register today for COVID-19 Impact: Preparing for Recovery in the Canadian Tech Market. Here’s the list of our recently published Canadian-based COVID-19 research reports to help our clients meet the challenges from the pandemic, anticipate market changes and keep business moving: COVID-19 Impact on the Canadian ICT Market (IDC#CA46134820) Canadian Datacenter Infrastructure Action Item, Q2 2020: The Impact of COVID-19 (IDC#CA45057420) Impact of COVID-19: Canadian IT Services Market (IDC#CA46166120) All Priorities Aside: The Canadian Government's Singular Response to COVID-19 (IDC#CA46166920) The Impact of COVID-19: Canadian Security Solutions Market (IDC#CA46166520) Canadian Communications Service Provider Capex Spending, 2019–2020 (IDC#CA45063820) Canadian Government Wireless Price Policy - Ill-conceived and Horribly Timed (IDC# CA45663920) COVID-19 Business Impact: Hierarchy of Needs; Moving from Pandemic Risk Management to Organizational Agility (IDC# CA46228420) How is the Pandemic Crisis Impacting Digital Transformation in Canada? (IDC# CA46235620) Impact of COVID-19: Canadian Software as a Service Market (IDC# CA46166620) COVID-19 Impact: What’s Next for the Canadian Tech Market (IDC# CA46281820) COVID-19 Impact: Canadian Retail & Wholesale Market (IDC# CA45674020) COVID-19 Leadership: Canadian CIOs Strategize on Responses to COVID-19 (forthcoming) Critical Networks Provide Critical Care: Role of Communication Networks to Treat and Prevent COVID-19 (forthcoming) COVID-19 Impact: Canadian Vertical Markets Overview (forthcoming) For more information about the market forecast reports, the COVID-19 related reports, or to arrange a one on one interview with any of the report authors, please contact Cristina Santander at AskIDC@IDCcanada.com.
On average, teachers across the U.S. spend approximately $479 on classroom supplies each year, according to a 2018 study by the National Center of Education Statistics. The Institute for Interdisciplinary STEM Education (i2STEMe) at Georgia Southern University is helping reduce this burden for teachers in southeast Georgia with the School Outreach Program, a lending membership program that provides STEM and social studies materials for K-12 classrooms. i2STEMe, housed in the College of Education, serves as an outreach center for the university, regional educators and the broader community. The School Outreach Program provides STEM and social studies supplies, including consumable and non-consumable materials, equipment, and teaching aids to member teachers, schools and districts. Members can request items and materials that will be delivered to and picked up from their school location. Annual membership for the program can be purchased by entire school districts, schools or individual teachers. The project was recently featured on WTOC 11 where viewers were given a first-hand look at how local teachers and students are benefitting from the program. Alisa Leckie, Ph.D., the interim assistant dean of Partnerships and Outreach at Georgia Southern was on hand to explain how Georgia Southern is making sure students have access to the resources they need to further their learning in areas like STEM. Are you a journalist looking to learn more or cover the School Outreach Program and how institutions like Georgia Southern University are helping teachers, students, and schools across the state? If so – then let our experts help. Leckie's research is focused in the areas of education of language minority students, and analyzing policies impacting education. She is available to speak with media regarding this program – simply click on her icon to arrange an interview.
Working with Faculty Experts to Build Reputation and Market Visibility
The Baylor University Playbook Featured in CASE Currents Magazine PHOTO CREDIT: BAYLOR UNIVERSITY MEDIA COMMUNICATIONS As traditional and social media organizations such as Facebook race to expose and disrupt the onslaught of “fake news”, a major opportunity exists for higher education institutions to more prominently feature their research and expert opinion to quell this steady flow of misinformation. We know that the gold standard of news reports and social media posts are substantiated with expert research and opinion. What gets in the way of comprehensive reporting and dialogue? It’s often the lack of input from great institutions and their experts. More than ever, traditional media organizations need to provide a steady flow of credible information to trump the influx of unsubstantiated content. But the media (from local mainstream editors to award-winning international investigative journalists) struggle with big challenges: growing editorial demands, small budgets, little time, limits to accessing information – all restricting their ability to pursue new research, data and expertise. So how do they get around this and cut through the clutter? A lot of the responsibility falls on organizations to be more approachable to journalists to help them with expert sources. Schools doing this well are already boosting their reputation with media and other key audiences by showing the relevance of their institution and faculty. In this month’s CASE Currents magazine, a feature article titled “Are Your Professors Ready for Their Close-Up?” Eric Eckert, Baylor University’s Assistant Director of Media Communications and Faculty Development, shares with other institutions the process his team took to prepare its faculty experts for the media spotlight with an in-house training program and the necessary tools to succeed. the Baylor playbook is a great read for any organization looking to boost media coverage and build reputation. Eckert, whose list of responsibilities at the university includes “Faculty Experts”, notes: “We demonstrate our commitment to this program by investing in tools that spread awareness of our researchers’ work. In addition to the time we devote to training and promoting our faculty members, in 2017 our office started using ExpertFile, a content marketing platform that includes the capability to create dynamic faculty profiles that expose our professors to a wider audience of journalists. We can also manage media inquiries through the platform. The software has reduced the time we spend updating faculty profiles. We can quickly add photos, videos, and links to an expert’s media hits and create faculty spotlights—a feature that helps us rapidly promote a professor’s expertise to take advantage of breaking news.” ExpertFile worked with Baylor to develop a searchable platform and content placements for their experts integrated into the Baylor website. To extend the reach beyond the website, Its experts are now also synchronized with the ExpertFile global experts directory and are also visible to thousands of newsrooms throughout the world through our partnerships with the Associated Press and Dejero. Eckert goes on to explain his organization’s use and success with ExpertFile Spotlight. Spotlight is a unique content hub solution that is growing in popularity with marketing teams looking to quickly feature their experts in the context of breaking news, emerging stories, valuable research and newsworthy events. Virtually all of our clients are seeing the importance of providing relevant story angles that can be produced to help journalists on same day deadlines. Eckert goes on to speak of his experience with Spotlights: “In September 2017, we created a spotlight to distribute a Baylor law professor’s comments on President Donald Trump’s decision to withdraw authorization for the Deferred Action for Childhood Arrivals program. A media inquiry received through ExpertFile resulted in a guest appearance on a nationally syndicated radio program in Canada.” Other coverage generated recently by the Baylor team includes: Are you ‘phubbing’ right now? What it is and why science says it’s bad for your relationships The Washington Post You might be cheating on your spouse with your smartphone The Toronto Star Four bad habits that executives should nix The Economist Can ‘bedtime’ teas really help you fall asleep faster? Women’s Health The better way to take a break Fast Company The profile that experts develop through thought out programs such as Baylor’s can extend well beyond media to other key stakeholders, including potential research partners, funders, event organizers, student enrollment and employee recruitment. How are your marketing, communications and media relations’ teams working with your experts across the campus to build market visibility and reputation for your institution? We’d like to know. For more information on how ExpertFile Spotlight works or to read more success stories please drop me a line at Deanne Taenzer at dtaenzer@expertfile.com
Part 1: Collaborating with Faculty Experts: A How-To Guide for Marketing Departments & Deans
“I don’t have time to do this.” “I don’t think I’m the right expert.” “My subject area is too specific.” Have you ever approached a faculty member with an opportunity to speak to the media or perhaps speak at an event, only to hear responses like these? Asking certain faculty members to help serve as experts can be challenging. While it’s becoming more widely accepted by faculty that responding to such requests is a great way to build their personal reputation – as well as the institution’s – there is still work to be done in this area. With my experiences I wanted to share some useful tips to help you better collaborate with your faculty and get more results: 1. Walk the Halls: Stay Connected to Important Faculty Research & Publications Faculty play a key role in helping you tell compelling stories to a variety of audiences such as media, prospective donors and students. Yet it’s amazing how many communications people are disconnected from important discoveries their experts are working on. They get caught up in day-to-day events and struggle to find time to walk the campus. The first step in collaborating with your faculty is showing them you care. Make yourself approachable as a resource to help them communicate their stories and you’ll see dramatic results. While it may be tough, it is worth the time investment. 2. Take Inventory: Assess Which Experts Can Be Most Valuable in Helping You Engage Various Audiences With so many faculty members across the campus involved in a wide range of activities, it’s important to develop a framework that identifies who you should be working with. While faculty have deep subject-matter expertise, not all are suited to helping with certain engagements such as broadcast media interviews. To better assess your faculty look at these key factors: Credibility Does the expert have a deep understanding of their focus area? How respected are they among their peers? Have they conducted research in this area? Have they been published? Have they spoken at conferences or received awards for their work? Relevance Is their field of research relevant to various audiences such as Media, Prospective Students, Donors and Partners? Engagement How are their writing skills? Do they have experience with public speaking to various audiences? Can they conduct an interview with a reporter? Are they willing to participate or get media training? Responsiveness Do they understand the significant value they can contribute in helping you build your institution’s reputation? Are they comfortable with being in the spotlight? Can they be available on short notice (within hours) for media interviews? Are they interested in building their own personal brand? 3. Get Alignment: Get Senior Leadership on the Bus Consulting with Faculty Deans and other leaders on the campus will help you gain important support for your efforts to work more with faculty. Identifying their objectives at a program level will help you ensure that your work isn’t viewed as another “make work” exercise for faculty. Show them how your work with faculty experts will have potential to impact the following: Brand reputation in the community and among peers Media coverage Increased student enrolment Better Alumni engagement Increased donations to the school Government and research funding Corporate partnerships 4. Tap into Peer-to-Peer Power: Focus on Faculty Evangelists We all know who our “go-to” faculty are. The people who will enthusiastically help you try out some new approaches. These are the faculty who are doing great research but also can tell a great story and are respected among their colleagues. Identify a manageable group (a range of 3-6 experts is a good number to start). Assess them using the criteria we discuss in point #2. Then get these select experts to invest a little time with you to work on topic strategies and content development. Explain to them what you are trying to achieve and listen to their feedback. Getting their support, and helping them develop their content and stories is the key to success. As evangelists, they can be vital to getting buy-in across the campus. 5. “Opt-In” your Experts: Look for Different Types of Contribution While media coverage is a big focus for many organizations it often tends to dominate the discussion about experts. Think about the ways your experts can contribute and help you tell your story to a variety of audiences beyond media (see point #3). Faculty can be engaged in a broad spectrum of activities such as: Television Radio Print Research on specific topics Blog posts Podcasts Speaking at conferences Speaking at student recruiting events Attending or speaking at alumni events Attending or speaking at donor events Build a “Contributions List” that outlines activities where you may need support and get faculty to opt-in. Getting this agreement in advance allows you to better assess where you have “bench strength” to plan for specific projects. At the end of the day, you won’t get 100% of the faculty to jump on board, but we have seen that a good plan and collaborative communication raises engagement and participation. READ PART II of Collaborating with Faculty Experts: A How-To Guide for Organizations.
