glomc00 - The Global Millennium Class
Topic: agriculture & rural development | authors | business & finance | design | economy | education | entrepreneurship & innovation | environment | general | healthcare | human resources | nonprofit | people | policy & governance | publishing | reviews | science & technology | university research
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Sustainable innovation and human happiness to drive post-COVID growth in Middle East cities | ZAWYA, 01 nov 2020
What's the golden age to become an entrepreneur? | INTHEBLACK, 01 nov 2020
Global economy is not out of the woods yet: QNB Analysis | The Peninsula Qatar, 01 nov 2020
'Universities have sidelined the science,' says academics' leader | The Guardian, 31 oct 2020
Higher education is key to building back better post-COVID | University World News, 31 oct 2020
Augmented Reality: Potential future of education | Devdiscourse, 31 oct 2020
Ransomware in healthcare: The inevitable truth | MedCity News, 31 oct 2020
Ag technology seen as key to economic recovery | The Western Producer, 30 oct 2020
Could 5G rescue the world’s economy from a coronavirus recession? | ZDNet, 29 oct 2020
What Health Care Can Teach Other Industries About Preventing Burnout | Harvard Business Review, 26 oct 2020
Policy & Governance
Mohammad Anas Wahaj | 29 aug 2020
COVID-19 pandemic has affected art and culture sector, and significantly impacted talent associated with it. Audrey Azoulay, Director General of UNESCO in her message on World Art Day (15 April 2020), celebrated on the birthday of Leonardo da Vinci, said, 'Bringing people together, inspiring, soothing and sharing: these are the powers of art, the importance of which has been made emphatically obvious during the COVID-19 pandemic.' The art community is adapting to the new challenges and finding innovative solutions to keep the spirit alive. The program, 'Arts and Culture Education Change-Up', a collaboration between South Korea's Ministry of Culture, Sports and Tourism, the Korea Culture and Arts Education Service and the Seokyeong University Arts Education Center, has come up with something positive during the pandemic. The program teaches and supports creative people who are interested in social entrepreneurial projects in the field of arts and culture education. Han Jeong-seop, professor and dean of the Seokyeong University Arts Education Center, says, 'If it were not for COVID-19, we might not have brought those international guest speakers or have participants from Jeju Island due to geographical factors...We wanted to showcase how overseas cultural social enterprises play a role in resolving social problems between the public and private sector.' The participants in the online interaction included representatives from STEPS (Canada-based charitable public art organization that develops one-of-a-kind public art plans, installations and engagement strategies that foster vibrant communities), and Starcatchers (Scotland-based art organization specializing in creating performances and exploring creative activities for babies, toddlers and young children up to the age of five and the adults who care for them). Anjuli Solanki, program director of the STEPS Initiative, says, 'Applying our multidisciplinary expertise, we strive to develop a strong contextual understanding of the neighborhoods and sites we are working in for all our projects. Our goal is to create iconic public works that attract widespread attention by transforming underutilized public spaces.' Bebhinn Jennings, program manager at STEPS, says, 'The pandemic has highlighted our need to connect, to be inspired and to contribute to our communities. As such, art and public art in particular are increasingly important as they offer numerous entry points for engagement. Public art can both beautify a space, and ignite dialogues around important issues such has climate change, public health and systemic inequalities - all conversations that have been active throughout the pandemic.' Rhona Matheson, chief executive of Starcatchers, says, 'We know we are not going to be able to tour any of our productions until at least spring 2021 so our focus is on providing a range of activities that parents or childcare settings can share with very young children. Retaining a connection with audiences has been very important and making the offers through our online activities has been essential. Similarly, being able to retain connection with the families who participate in our community engagement programs has been very important - this has been a means to offer support to young families who experience social and rural isolation and have been negatively impacted by COVID-19.' Lee In-kyung, an art instructor at an alternative school on Jeju Island, says, 'If it were not operated online, it would be very difficult and time-consuming for me to participate in a training program held in Seoul. Now I can communicate with other social entrepreneurs while on Jeju...We made environmental picture books and tried junk art, campaigning for environment. I realized that students could learn better through empirical art education.' She developed such experiences into an idea for a social enterprise, aiming to support teenagers to cultivate creativity, problem-solving skills and empathic abilities. Kim Soo-jung, CEO of Open Your Arts and in the second year of Change-Up program, says, 'I wanted to provide sustainable art education for socially disadvantaged children, but it was impossible to solve the problem as a volunteer. So I came up with this art educational kit developed in collaboration with artists...Their (Starcatchers and STEPS) business model is not based nor suitable for online, but it was interesting to see the possibility of online platforms, transcending physical or regional limitations.' Read on...
The Korea Times:
Social enterprise bridges art, community amid pandemic
Author: Kwon Mee-yoo
Mohammad Anas Wahaj | 20 aug 2020
Collaborative and coordinated efforts by multiple agencies and institutions are needed to manage, control and overcome a crisis like COVID-19 pandemic. Team from Carnegie Mellon University (CMU) is partnering with Commonwealth of Pennsylvania agencies and stakeholders in the areas of public health, economics, and emergency management, to create data-based tools for informed decision-making and strengthen planning efforts of Pennsylvania Governor Tom Wolf to re-open the state's economy. Some of the main criteria to determine when a region is ready to re-open and return to work will include - The incidence rate of COVID-19 cases per capita will be evaluated and several public health requirements must be met; A region need to have an average of less than 50 cases per 100000 individuals over the course of 14 days to return to work; Enough testing available for individuals with symptoms and target populations; Robust case investigation and contact tracing infrastructure need to place; Identification of an area's high-risk settings must be made and would include adequate healthcare facilities with sufficient safeguards and equipments. The model dashboard developed through the collaboration will take a regional and sector-based approach to re-openings, the easing of restrictions and response. This data-driven decision support tool will help to better understand the current health and economic status, as well as the inherent risks and benefits to re-opening certain businesses and industry areas. Using data that considers worker exposure and spread risks, health care capacity, economic impact and supply chain impact, the administration will prioritize re-openings where it has the potential for the most positive impact on the economy for workers and businesses, while mitigating risk to public health and safety. Ramayya Krishnan, dean of CMU's Heinz College of Information Systems and Public Policy and director of CMU's Block Center for Technology and Society, says, 'The purpose is to provide important information to the governor's team to make data informed decision. For example, all indicators could point to opening a specific county, but other factors, such as population density around a hotspot, availability of supplies to ensure workers are protected, or Department of Health criteria could make the county unfit to open.' The multidisciplinary team from CMU involved in the project include - Laurence Ales; Kasun Amarasinghe; Scott Andes; Gary Franko; Rayid Ghani; Jared Kohler; Tim McNulty; Illah Nourbakhsh; Roni Rosenfeld; Randy Sargent; Richard A. Stafford; Chris Telmer; Anne Wright; Ariel Zetlin-Jones; Xuege Zhang. Other contrubutors to the project include - Beibei Li; Lee Branstetter; Jon Caulkins; Karen Clay; Baruch Fischhoff; Marty Gaynor; Joel Greenhouse; Po-Shen Loh; Dan Nagin; Rema Padman; Wes Pegden; Lowell Taylor; Hai Wang; Peter Zhang. Read on...
Carnegie Mellon University News:
CMU Dashboard Will Help Inform State Decision-Makers During Pandemic
Author: Jason Maderer
Mohammad Anas Wahaj | 15 apr 2020
COVID-19 pandemic is an unprecended disaster that is simultaneously affecting all parts of the world. Global healthcare infrastructure has been found wanting to effectively face the challenge of the outbreak with some of the best healthcare systems struggling to cope with the deluge of patients. On the economic and social front the impact of the pandemic will continue even after the direct health threat has subsided. World has to proactively strategize and plan to stop such outbreaks from escalating and individual countries have to better prepare their healthcare systems to tackle them. The current pandemic will provide lessons and bring subsequent changes to the global healthcare systems - (1) Reskilling of health workers will be taken with focus on infectious diseases. Changes in health education and training are expected to better prepare for such outbreaks. Global health governance will need further improvement. (2) Global governance organizations like UN and OECD need to coordinate and work better in such circumstances. Global organizations need a rapid realignment of roles to respond in global pandemics and disasters. (3) Maintaining strategic stockpiles of essential goods and medical supplies will prove advantageous. (4) Greater government control over essential pharmaceutical production and medical equipment manufacturing. (5) More emphasis on vaccine research with focus on its availability to all. (6) There will be bridging of the traditional divide between the developed and developing world in terms of global health practice. Developing countries will start investing in building their own public health capacity with long-term focus. (7) Universal Health Coverage (UHC) should become the top priority in the global health agenda. More investments are required in health and there is need to build strong primary healthcare system. Read on...
COVID-19: 7 changes to expect in the global healthcare system
Author: Philip Mathew
Mohammad Anas Wahaj | 11 jan 2020
Food security problem is a global concern. Everyone should become a part of the solution. Technologies like drones, data analytics, blockchain etc can assist in solving some of the issues related to farming and agriculture. This is what Agriculture 4.0 is all about. It is a new age of food production that leverages digital technology and the Internet of Things (IoT) to cater more precisely to the needs of crops, farmers and consumers. The coming together of - farming communities, researchers and policy makers; farm equipment and machinery, biotechnology, computer and telecommunication companies - can bring agriculture to a new state of success. Multinational agriculture and biotech companies are competing in the race to achieve the technological breakthroughs and expand their businesses and profits. Advocates of Agriculture 4.0 believe that it will solve the food security problems of the future. While critics on the other hand caution that without proper regulation few big companies will attain huge monopolistic power in global agricultural decision-making that will adversely affect small producers. According to the 2018 report Agriculture 4.0 by World Government Summit, approximately 800 million people currently suffer from hunger and by 2050 we will have to produce 70% more food to feed the world. Juanita Rodríguez, Vice-Chancellor of Innovation at Ean University (Colombia), says, 'Even though it's still not widely known, this fourth revolution in agriculture has been agile and its benefits are beginning to show, helping farmers maximise crop yields and developing ways to stop the epidemic of waste that destroys 45% of our supply.' In Mexico, Mexican engineer Julio López and German economist Manuel Richter, have created a platform helping producers to manage their crops using drone and satellite technology. Mr. Richter says, 'There is a huge potential to make the work more efficient, reduce agro-inputs, improve water use, lower environmental impact and create more economic sustainability for the farmer.' Big data use and privacy are other areas that are part of Agriculture 4.0. In 2018, North American companies spent almost US$ 20 billion on third-party data, 17.5% more than in 2017. Silvia Ribeiro, Latin America director of the Action Group on Erosion, Technology and Concentration (ETC), says, 'Companies have a huge amount of data at their disposal. They can convert it into another business. What lies behind this is the generation of new profits.' Gabriel Cuéllar, an AI researcher, says, 'Data is the new oil. Companies today need data to make their systems more powerful.' Big data and analytics has positive side in agriculture and can assist farmers in effectively detecting pests, spotting failures in agricultural processes, or understanding market demands. The question with data is not only who is collecting it, but who can analyse it, and who wins or loses as a result. In the report 'The Unsustainable Agriculture 4.0 - Digitization and Corporate Power in the Food Chain', Pat Mooney of ETC explains his concerns on big data in agriculture. He believes that the concentration of power in agricultural data collection could result in a few companies controlling seed patenting data, pesticides, fertilisers and machinery, leaving little or no option for farmers and workers to choose what they buy. In recent times many multinationals have been drawn into controversy regarding Agriculture 4.0. According to Ms. Rodríguez, there is also a significant hacking risk associated with Internet of Things devices. Dennis Escudero from UN Food and Agriculture Organization (FAO) says, 'The profile of the farmer is changing. It is more digital. You have to understand the new tools. They don't threaten farmers, they empower them.' Read on...
Agriculture 4.0 promises to transform food production
Authors: Emilio Godoy, Alejandra Cuéllar
Mohammad Anas Wahaj | 09 jan 2020
Tackling climate change and protecting environment is critical for the better future of our planet. Current agricultural practices and economic policies that surround it have substantial impact on the natural environment. Prof. Benjamin Houlton, director of the John Muir Institute of the Environment at the University of Califoria at Davis and champion of the One Climate Initiative, says, 'Agriculture might just be the single most important industry on the planet for creating negative carbon emissions under current economic policy. Carbon farming is the key to help solve climate change. Farmers and ranchers can capture carbon and store it in the soil. They can create negative emissions, which means the amount of greenhouse gases that are going into the air from their industry is lower than the amount that they're drawing out of the air.' Prof. Houlton plans to further develop the carbon farm project through One Climate. He explains, 'The One Climate vision is about transforming society in a way that is sustainable, produces the jobs we need, trains the next generation of leaders and creates a climate-smart workforce. And one of the centerpieces of One Climate is creating the world's most innovative carbon farm.' Carbon farming involves using resources such as compost, biochar and pulverized rock, and using enhanced weathering - basically, accelerating Earth's natural processes - to reduce greenhouse gas emissions. Explaining about biochar, Prof. Houlton says, 'We've teamed up with industry partners to use biochar, which is taking organic carbon like trees, vegetation and manure, and burning it slightly at a high temperature. It becomes more resistant to breakdown and helps with water and nutrient use, while also storing carbon for longer periods of time.' In California, biochar can reduce wildfires by removing trees that could be a fire risk and putting it into the soil. Similarly, compost deposits green waste or food waste into the soil to create a carbon sink. Read on...
UC Davis Magazine:
How Can Agriculture Be a Part of the Climate Solution?
Author: Ashley Han
Mohammad Anas Wahaj | 14 nov 2019
Achieving global food security is a challenge that requires all humanity to participate and work together. It is imperative to improve food production and distribution, tackle environmental degradation and climate change, alleviate poverty and resolve conflicts through peaceful means. Prof. Miguel Altieri of University of California at Berkeley focuses his research on the concepts of agroecology. His group's research and publications aid in the emergence of agroecology as the discipline that provides the basic ecological principles for how to study, design, and manage sustainable agroecosystems that are both productive and natural resource conserving, and that are also culturally-sensitive, socially-just and economically viable. He explains that urban agriculture has potential to enhance food security in US cities. According to him, 'I believe that raising fresh fruits, vegetables and some animal products near consumers in urban areas can improve local food security and nutrition, especially for underserved communities.' US Dept. of Agriculture estimates that for 1 out of 8 citizens food insecurity is a near-term risk. The current food distribution system in cities of Califormia, where large population resides, requires enormous amounts of energy and generates significant greenhouse gas emissions. Prof. Altieri says, 'The food it delivers fails to reach 1 of every 8 people in the region who live under the poverty line - mostly senior citizens, children and minorities. Access to quality food is limited both by poverty and the fact that on average, California’s low-income communities have 32.7% fewer supermarkets than high-income areas within the same cities.' In the past 30 years, urban farming has grown by more than 30% in the US. Moreover, it is estimated that urban agriculture can meet 15 to 20% of global food demand. But, it is yet to be seen what level of food self-sufficiency it can realistically ensure for cities. There are limitations and challenges. According to a survey, 51 countries do not have enough urban area to meet a recommended nutritional target of 300 grams per person per day of fresh vegetables. Moreover, it estimated, urban agriculture would require 30% of the total urban area of those countries to meet global demand for vegetables. Land tenure issues and urban sprawl could make it hard to free up this much land for food production. Prof. Altieri explains, 'Although urban agriculture has promise, a small proportion of the food produced in cities is consumed by food-insecure, low-income communities. Many of the most vulnerable people have little access to land and lack the skills needed to design and tend productive gardens.' Cuban model of urban farming can be applied, where local urban farmers were trained to use well-tested agroecological methods to cultivate diverse vegetables, roots, tubers and herbs in relatively small spaces. In Cuba, over 300000 urban farms and gardens produce about 50% of the island's fresh produce supply, along with 39000 tons of meat and 216 million eggs. Most Cuban urban farmers reach yields of 44 pounds (20 kilograms) per square meter per year. Access to land and unaffordable water for irrigation are critical challenges for urban farming in US. Discounted water rates and land reforms specifically for urban farming can provide a boost to the concept. Prof. Altieri says, 'Cities have limited ability to deal with food issues within their boundaries, and many problems associated with food systems require action at the national and international level. However, city governments, local universities and nongovernment organizations can do a lot to strengthen food systems, including creating agroecological training programs and policies for land and water access. The first step is increasing public awareness of how urban farming can benefit modern cities.' Read on...
How urban agriculture can improve food security in US cities
Author: Miguel Altieri
Mohammad Anas Wahaj | 29 sep 2019
To tackle complex issues facing the world like environment protection, peace building, human rights, poverty, hunger etc, requires coming together of people, organizations and governments to find solutions through sharing diverse ideas, collaborative efforts and pooled resources. Around the world various platforms are developed to provide just that. At Stanford Social Innovation Review's (SSIR) Nonprofit Management Institute 2019, leaders and experts from diverse fields converged to address the economic and emotional anxieties facing civil society leaders and shared advice for moving forward with confidence. Prof. Tyrone McKinley Freeman of Indiana University said, 'We must pull more people into the philanthropic circle.' Mayor Libby Schaaf of Oakland said, 'We have got to think big and be less afraid of losing something through collaboration.' Jeffrey Moore, Chief Strategy Officer of Independent Sector, said, 'We have to co-create everything with community.' Charlotte Pera, President & CEO of ClimateWorks, said, 'We have to work together in and across philanthropy, civil society, government, academia.' Mayor Michael Tubbs of Stockton said, 'Change in collaboration really only moves at the speed of trust.' Bradford Smith, President of Candid, said, 'Building those relationships will take more than nice memos about teaming up - try joint projects.' The event had various sessions and here are the highlights - (1) THE CHANGING FACE OF AMERICAN PHILANTHROPY: Kim Meredith, Executive Director of the Stanford Center on Philanthropy and Civil Society, and Prof. Tyrone Freeman of Indiana University and co-author of 'Race, Gender, and Leadership in Nonprofit Organizations', discussed common myths of modern philanthropy, the true history of giving by minority groups in the US, and ideas on how to better connect with givers in anxious times. (2) MOVING FORWARD - MERGERS AS A GROWTH STRATEGY: David La Piana, Managing Partner of La Piana Consulting, Rinku Sen, a racial justice activist, author, and strategist, and Bradford Smith, President of Candid, discussed the upsides and risks of nonprofit mergers.' (3) VITAL BALANCE - INNOVATION AND SCALING FOR IMPACT IN THE SOCIAL SECTOR: Christian Seelos, co-author of the best-selling book 'Innovation and Scaling for Impact and co-director of the Global Innovation for Impact Lab at Stanford PACS, examined various 'innovation pathologies' that can derail organizations and 'innovation archetypes' - case study-based models that sidestep these threats, blending innovation with scaling. (4) LEVERAGING TALENT - THE POWER OF SKILLS-BASED VOLUNTEERING: Danielle Holly, CEO of Common Impact, Cecily Joseph, former VP of CSR at Symantec, and Greg Kimbrough, Lead Director of executive development at the Boys & Girls Club of America, shared insights gleaned from their experiences with volunteer programs. They talked about how can skills-based volunteering engage and strengthen your teams amid transitional, high-anxiety, or crisis situations. (5) ACHIEVING GREAT THINGS - THE ART AND SCIENCE OF ASPIRATIONAL COMMUNICATION: Doug Hattaway, President of Hattaway Communications, explored the best ways to use strategy, science, and storytelling to connect with an audience. (6) WORKING TOGETHER - HOW PUBLIC SECTOR AND NONPROFIT LEADERS CAN COLLABORATE TO TACKLE TOUGHEST CHALLENGES: Mayors Libby Schaaf of Oakland and Michael Tubbs of Stockton spoke with Autumn McDonald, Director of New America CA, about the best ways to build successful, mutually beneficial partnerships between local government and nonprofits. (7) TRUST, POWER, EQUITY - TELLING BETTER STORY TO OURSELVES AND THE WORLD: Jeffrey Moore, Chief Strategy Officer of Independent Sector, examined trends with the potential to restore the nonprofit sector's self-confidence and bring back the public's trust in it. (8) WEATHERING THE STORM - LESSONS ON EFFECTIVELY MANAGING THROUGH TOUGH TIMES: Maria Orozco, Principal of The Bridgespan Group, explored lessons from the last recession and drew from her organization's work in the years since to share insight on surviving and thriving in difficult times. (9) ACTIVATING AUDIENCES - PARTNERING BEYOND THE 'USUAL SUSPECTS' TO SPOTLIGHT SOCIAL ISSUES: Jessica Blank, a writer, director, actor, lecturer, and social innovator, Nicole Starr, VP for social impact at Participant Media, Marya Bangee, Executive Director of Harness, and Prof. Courtney Cogburn of Columbia University, discussed how storytelling can expand and accelerate social change and provided advice on how to wield narratives. (10) LEADING WITH PURPOSE - ACCEPTANCE, MINDFULNESS, AND SELF-COMPASSION: Leah Weiss, lecturer at Stanford GSB and the author of 'How We Work', described how to lead with acceptance and resilience using proven self-compassion and mindfulness techniques. (11) CLIMATE CHANGE - THE POWER OF TRANSCENDENT ISSUE TO MOTIVATE AND AFFECT REAL CHANGE: Larry Kramer, President of the William and Flora Hewlett Foundation, and Charlotte Pera, President & CEO of ClimateWorks Foundation, discussed the impact of climate change on society and nonprofits. Read on...
Stanford Social Innovation Review:
The Speed of Trust in an Anxious Era: Recap of the 2019 Nonprofit Management Institute
Authors: M. Amedeo Tumolillo, Barbara Wheeler-Bride
Mohammad Anas Wahaj | 27 sep 2019
In the closing speech of United Nations Climate Action Summit 2019, UN Secretary-General António Guterres said, 'You understand that climate emergency is the fight of our lives, and for our lives. I thank young people around the world for leading the charge – and holding my generation accountable. We have been losing the race against climate crisis. But the world is waking up. Pressure is building. Momentum is growing. And - action by action - the tide is turning.' Not so long ago, Ernest Hemingway (Novelist and Nobel Laureate) said, 'The world is a fine place and worth fighting for and I hate very much to leave it.' And now the stern remarks of Swedish teenager, Greta Thunberg, in the UN Climate Summit resonated around the world and were call to action for governments, businesses and all those responsible. Although all humans have responsibility to maintain the environment, but along with governments, businesses have extra responsibility towards the upkeep of environment, particularly those that use natural resources or have direct impact on natural environment. So, what it takes to be a sustainable business? The answers are many and approaches different. In 1987, the United Nations Brundtland Commission defined sustainability as 'meeting the needs of the present without compromising the ability of future generations to meet their own needs.' For businesses to be sustainable would require change in current practices and they come with a cost. They have to evolve strategies towards sustainability by taking all the stakeholders on board. Moreover, one's move to sustainability may impact the environment in some other way. So, there are challenges to attain sustainability. Here are 4 reasons why it's hard for businesses to be sustainable - (1) THERE IS NO SINGLE DEFINITION OF 'SUSTAINABILITY': UN's Mr. Guterres in the recent Summit sets the goal to completely transform the world's economies to be more sustainable and find solutions to climate change. A daunting task considering the slow pace governments and businesses have been moving in that direction so far. Geoffrey Jones, a business history professor at Harvard University and the author of 'Profits and Sustainability: A History of Green Entrepreneurship', says, 'There is a crippling vagueness about what sustainability means. While carbon emissions are receiving much of the focus because of climate change, deforestation, water shortages and soil erosion are also serious problems that should not be ignored.' Lack of clear definition translates to lack of accountability. At present few companies can provide hard evidence that their businesses are not negatively impacting environment. Socially responsible investment funds (Environmental, Social & Governance - ESG) often include oil & gas companies, and also those that have plastics as an essential component of their business model. Businesses are tryig but it is a long way to go before they become truly sustainable. (2) DETERMINING THE VALUE OF SUSTAINABILITY: Switch to sustainability is costly for businesses. Bruno Sarda, President of the Carbon Disclosure Project North America, says, 'Someone can come up with a cost of doing something different much more quickly than determining what is the value to the business.' Sustainability solutions can be complex and expensive. (3) CONSUMING LESS CAN REDUCE PROFITS: Experts suggest that less consumption is road to sustainability. But, it is contrary to the basics of businesses - more consumption, more profits. There are exceptions though. Doug Freeman, COO of Patagonia (an outdoor clothing and gear company), says, 'We hope our existing customers do indeed buy less. But we hope to attract more customers that are interested in our message: to build the best product, to reduce our impact and cause the least amount of environmental harm.' (4) CLIMATE SOLUTIONS REQUIRE COLLECTIVE ACTION: 'Tragedy of the commons', an economic problem, creates a situation of competitive consumption of natural resources thereby depleting them. To overcome this, collaboration and cooperation, is imperative. Companies are now teaming up with each other and with environmental nonprofits. Joanne Sonenshine, CEO of Connective Impact, says, 'By working together, companies gain more leverage in the national and global marketplace and legitimacy in the eyes of consumers. If you have a group of very respectable nonprofits or research agencies saying we are working with this company because we believe they can make a change, that puts a lot of credence behind what they are trying to do.' Read on...
Mohammad Anas Wahaj | 28 aug 2019
According to Wikipedia, 'Place branding (including place marketing and place promotion) is a new umbrella term encompassing nation branding, region branding and city branding. Place branding is the process of image communication to a target market. It is invariably related to the notion that places compete with other places for people, resources, and business...A place brand is a network of associations in the place consumers' mind based on the visual, verbal, and behavioral expression of a place and its' stakeholders. These associations differ in their influence within the network and in importance for the place consumers' attitude and behavior (Erik Braun, Sebastian Zenker; 2017). It therefore aims to affect the perceptions of a place and position it favourably in the minds of the target groups. Place branding can even be considered as a governance strategy for projecting images and managing perceptions about places (Erik Braun, Jasper Eshuis, Erik-Hans Klijn; 2014).' Bill Baker, veteran place brander and author of the recent book, 'Place Branding for Small Cities, Regions and Downtowns: The Essentials for Successful Destinations', while speeking with Bobby McGill, founder and publisher of Branding in Asia, shares insights based on his long experience in destination marketing and tourism development. Mr. Baker says, 'Tourism can play a very positive role as part of an economic development strategy. However, locations around the world are recognizing that there is the need for a tourism masterplan to balance the marketing of the destination with the need for sustainable and harmonious development to meet community values and aspirations while meeting the needs of external audiences.' Explaing some of the mistakes in place branding, he says, 'The most common mistake or weakness that we see in place branding very often relates to positioning. Defining the brand position for a city, downtown or region is, without a doubt, the most important and trickiest part of the entire process. If they don't get this part right, everything else will miss its mark, since it's the positioning and its relevance to target audiences that informs and shapes all other elements of the brand. Compounding this is the challenge of dealing with the many competing voices of stakeholders.' He also cautions, 'Place branding can be a perilous journey. Some do a great job with defining their brand identity, but soon falter or fail when it comes to deployment and brand management, and the consistency needed to follow the agreed strategy. Others are unable to sustain the leadership, funding, personnel, and partner enthusiasm required to succeed...Our experiences have shown that a lack of understanding about branding, particularly among key decision-makers can be the Waterloo or graveyard for a place branding initiative. Unless staff and committees can get beyond thinking in terms of logos and taglines, or mistaking a snappy campaign theme, then their efforts to define and deploy a genuine, unifying place brand will likely fail.' Regarding the book, he says, 'The focus of my book is on smaller cities and regions, and their focus may not be on tourism alone. Instead, their brand development may be centered on an overarching brand to embrace tourism, economic development, education, relocation and inward investment. Developing an overarching brand often brings to the table many participants who may not be familiar with branding, or in some cases, marketing.' He suggests, 'A multitude of stakeholders will be, or at least should be, involved in revealing a city or downtown brand, and this will depart from the accepted path for branding corporate products and services. One reason for this variation is the composite nature of places. They are a compilation of many independent and competing businesses, products, and experiences that are owned and managed by many different entities. There's no single custodian or owner of the brand. Community leaders who are aware of the differences in branding places and consumer goods are in a much better space to adapt to these challenges when they become evident...One of the leading determiners regarding who will lead the effort comes down to who is funding the project. Place branding frequently involves a single source of funding...Economic development organizations and DMOs (Direct Marketing Organizations) are usually the best-situated entities to plan, coordinate, and manage a place branding initiative...Determining the lead organization can involve balancing acts...Hence, the calls for DMOs to broaden their roles within communities and bring all parties together.' Read on...
Branding in Asia:
Q&A: Insights from Veteran Place Branding Guru Bill Baker
Author: Bobby McGill
Mohammad Anas Wahaj | 17 jul 2019
Experts' views are divided on how non-profit hospitals benefit communities. In US, non-profit hospitals received tax-benefits valued at over US$ 24 billion annually in 2011. In exchange for tax exemptions these hospitals provide 'community benefits' like free and subsidized care, investments in public health, community-based health initiatives intended to address the social determinants of health, such as food or housing insecurity. But, many observers argue that hospitals avoid making sustained community investments in favor of counting millions of dollars of 'discounts' to low-income patients as community benefits while aggressively pursuing unpaid bills. Krisda Chaiyachati and Rachel Werner, Senior Fellows at LDI University of Pennsylvania, have recently written two research to add information to this debate. They provide detailed estimates of how much hospitals spend on different types of community benefits, whether community benefits are matched to local need, and what effects community benefits have on health outcomes. Mr. Chaiyachati and Ms. Werner analyzed IRS tax data from over 1600 non-profit hospitals. By law, hospitals report total spending on community benefits, broken out by health care-related spending (e.g. free care), community-directed spending (e.g. anti-smoking initiatives or funds for local community organizations), and research and educational activities. To standardize comparisons, the authors measured all spending as shares of total hospital expenditures. Researchers find out that hospitals still rely on discounted charity care to meet community benefits requirements. In 2014, non-profit hospitals reported that they spent an average of 8.1% (US$ 17 million) of their total expenditures on community benefits, more than 80% of which was health care-related. On average, 6.7% (US$ 11 million) of expenditures were on health care services, compared to 0.7% (US$ 1.2 million) for community-directed contributions. The remainder of community benefits were on educational and research initiatives. The results are disappointing in light of a second study from Ms. Werner and Mr. Chaiyachati, which suggests that community-directed spending could improve health outcomes, specifically, 30-day readmission rates. Readmissions rates are a useful measure of health care quality-capturing in-hospital care, discharge planning, and follow-up. Since the Affordable Care Act, hospitals have been financially penalized for high readmission rates. The evidence from research suggests that increased investment in the social determinants of health, rather than simply writing off free care, has a significant impact on measurable health outcomes. Read on...
Mohammad Anas Wahaj | 28 jun 2019
Wikipedia explains 'Spin' as, 'A form of propaganda in public relations and politics that is achieved through knowingly providing a biased interpretation of an event or campaigning to persuade public opinion in favor or against some organization or public figure. While traditional public relations and advertising may also rely on altering the presentation of the facts, "spin" often implies the use of disingenuous, deceptive, and highly manipulative tactics.' Researchers (Paris Descartes University: Isabelle Boutron, Romana Haneef, Philippe Ravaud; Hôpital Hôtel Dieu, Paris: Amélie Yavchitz, Gabriel Baron; Inspire: John Novack; New York University: Ivan Oransky; University of Minnesota: Gary Schwitzer) in their study, 'Three randomized controlled trials evaluating the impact of "spin" in health news stories reporting studies of pharmacologic treatments on patients'/caregivers' interpretation of treatment benefit', published in journal BMC Medicine, found that participants were more likely to believe the treatment was beneficial when news stories were reported with spin. Prof. Gary Schwitzer of University of Minnesota and founder/publisher of HealthNewsReview.org, says, 'This is important research because misinterpretation of the content of news stories due to spin could have important public health consequences as news articles can affect patient and public behavior.' Prof. Schwitzer says that spin can originate in all stages of the flow of information from researchers to the public. Researchers suggest that spin can be managed by taking the following steps - Train researchers to understand how the public uses the media and, in response, frame their communication to the public in a way which is truthful, relevant, understandable and devoid of distortion or hype; Train PR professionals, journalists and other communicators to detect spin and accurately convey research results; Educate news consumers on the resources available to help them critically evaluate health claims; Support research for developing ideal approaches for communicating scientific and health information. Read on...
University of Minnesota News:
Research Brief: Evaluating the effect of spin in health care news
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