Remote Monitoring Programs for Cardiac Conditions

These recommendations were developed by the CADTH Health Technology Expert Review Panel (HTERP) to address the implementation of remote monitoring or remote management programs for patients with chronic cardiac conditions. The recommendations were developed following HTERP deliberations over multidisciplinary evidence reviewed in a CADTH Health Technology Assessment (HTA) report. The HTA included a realist review conducted to identify key perceived or actual mechanisms of remote monitoring programs, patients’ and caregivers’ expectations and experiences of engaging with remote monitoring programs, and ethical issues raised by the use of remote monitoring for patients with chronic cardiac conditions. HTERP recommends that the design and implementation of remote monitoring programs include a broad range of stakeholder voices with considerations across several key domains. In particular, HTERP recommends that: remote monitoring programs for chronic cardiac conditions be flexible and adaptable to a diverse range of patient circumstances if implemented, remote monitoring should be an integral part of the care pathway for chronic cardiac conditions, with processes and policies to support it jurisdictions understand and be transparent about information flow, and keep patient data use and privacy at the forefront of service contract negotiations remote monitoring programs for cardiac conditions avoid creating or exacerbating inequities in health care remote monitoring programs include an evaluation component to ensure program aims are met.

Development of a Framework for Activation of Aggregator Led Flexibility

This paper presents a novel framework architecture for an online, real-time flexibility assessment and activation platform targeted at unlocking the flexibility potential of commercial buildings and smaller industrial sites, thereby enabling greater levels of renewable grid integration. Renewable integration targets in Europe of up to 40% of power generation from renewable sources by 2030 and over 90% by 2050 aim to decarbonize the electrical grid and increase electrification of transport, industry, and buildings. As renewable integration targets increase, participation in flexibility programs will be required from a much greater range of buildings and sites to balance grids hosting high levels of renewable generation. In this paper, an online implementation of a standardized flexibility assessment methodology, previously developed for offline contract negotiations between stakeholders, is modified to automate the assessment. The automated assessment is then linked to an aggregator-based multi-building or site optimization stage, enabling increased participation of multiple buildings and sites. To implement the assessment, models for individual flexible systems were reviewed, selected, and adapted, including physics-based, data-driven, and grey-box models. A review of optimization for flexibility found mixed-integer linear programming to be the optimal approach for the selection of flexible systems for demand response events.

Obtaining a faculty position at a primarily undergraduate institution (PUI)

Scientists who hope to obtain a faculty position at a primarily undergraduate institution (PUI) need a distinct skill set and outlook on their future teaching and research career. To obtain a position at a PUI, candidates should 1) design a strategy for obtaining a faculty position that suits each individual’s career goals and aspirations, 2) prepare for the application process, on-campus interview, and contract negotiations, and 3) plan a strategy for the probationary period leading up to tenure and promotion. Given the different types of PUIs, candidates need to consider whether they seek a position that consists of all or mostly all teaching, or both teaching and research. Candidates should educate themselves on the expectations at PUI’s, including current thought, practice, and aspirations for science pedagogy, and gain teaching experience prior to seeking a suitable position. If the candidate’s goal is a position with both teaching and research, it is important to discuss with the current research mentor what projects the candidate can take with them to their new position. The candidate should also consider what types of projects will be successful with undergraduate student researchers in a PUI research environment. Importantly, candidates should clearly demonstrate a commitment to diversity and inclusion in their teaching, research, and outreach, and application materials should demonstrate this. On interviews, candidates should be knowledgeable about the mission, values, and resources of the institution and how the candidate will contribute to that mission. Once hired, new faculty should discuss a formal or informal mentoring plan during the probationary period that includes peer evaluations on a regular basis, and maintain communication with the department chair or designated mentor regarding teaching, research, and service activities.

An Existential Counseling Case Study: Navigating Several Critical Moments With a Professional Football Player

The current article presents a reflective case study following an applied service delivery experience with a 21-year-old professional footballer. The primary aim of the intervention was to support the client while facing several critical moments (breakdown in relationships, identity, and contract negotiations). This support involved creating a confidential space for her to discuss her values, beliefs, and identity while considering some of the tensions and dilemmas experienced while considering her future. Throughout this process, the first author adopted an existential counseling approach to practice and utilized the Four Dimensions of Existence and Emotional Compass as hermeneutic devices to analyze the client’s presenting challenges. The working relationship lasted for 3 months and spanned eight online sessions. Reflections on practitioner individuation and the value of adopting an existential approach to service delivery are provided.

Teachers’ Unions, Collective Bargaining, and the Response to COVID-19

In response to the COVID-19 crisis, school districts worked quickly to roll out distance learning plans in the spring. Sometimes these plans impinged upon or were directly in conflict with provisions found in collective bargaining agreements (CBAs) negotiated between teachers' unions and district administration. In this brief, we unpack how urban school systems changed CBAs to make way for learning under COVID-19 conditions. We review COVID-19–related contract changes in 101 urban school districts around the country. We find that twenty-five urban school districts returned to the bargaining table with teachers’ unions to negotiate short-term fixes to CBAs that allowed for more flexibility to implement distance learning. These contract changes focused on several areas of the CBA, including compensation, workload, non-teaching duties, evaluation, leave, and technology. We argue that the lessons learned in spring contract negotiations have implications for the design and implementation of fall schooling plans, and that how fall schooling plays out will shape teacher morale and labor relations beyond the 2020–21 school year.

Obtaining a Faculty Position at a Primarily Undergraduate Institution (PUI)

Scientists who hope to obtain a faculty position at a primarily undergraduate institution (PUI) need a distinct skill set and outlook on their future teaching and research career. To obtain a position at a PUI, candidates should 1) design a strategy for obtaining a faculty position that suits each individual’s career goals and aspirations, 2) prepare for the application process, on-campus interview, and contract negotiations, and 3) plan a strategy for the probationary period leading up to tenure and promotion. Given the different types of PUIs, candidates need to consider whether they seek a position that consists of all or mostly all teaching, or both teaching and research. Candidates should educate themselves on the expectations at PUI’s, including current thought, practice, and aspirations for science pedagogy, and gain teaching experience prior to seeking a suitable position. If the candidate’s goal is a position with both teaching and research, it is important to discuss with the current research mentor what projects the candidate can take with them to their new position. The candidate should also consider what types of projects will be successful with undergraduate student researchers in a PUI research environment Importantly, candidates should clearly demonstrate a commitment to diversity and inclusion in their teaching, research, and outreach, and application materials should demonstrate this. On interviews, candidates should be knowledgeable about the mission, values, and resources of the institution and how the candidate will contribute to that mission. Once hired, new faculty should discuss a formal or informal mentoring plan during the probationary period that includes peer evaluations on a regular basis, and maintain communication with the department chair or designated mentor regarding teaching, research, and service activities.

Coordinating Project Outsourcing Through Bilateral Contract Negotiations

Problem definition: Project outsourcing has been a pronounced trend in many industries but is also recognized as a major cause for project delays. We study how companies can coordinate outsourced projects with uncertain completion times through bilateral contract negotiations. Academic/practical relevance: Misaligned subcontractor incentives may result in substantial losses to both project clients and subcontractors. Coordinating subcontractors’ efforts through proper contracts is imperative to the success of project outsourcing. Most previous studies on project contracting have not addressed subcontractors’ bargaining powers or the dynamic bargaining process in negotiations. We fill in this gap by studying bilateral bargaining between the client and subcontractors, which better reflects real-world negotiations. Methodology: We model project contract negotiations as a multiunit bilateral bargaining game. We derive the conditions such that bilateral negotiations can achieve system coordination and characterize the equilibrium negotiation outcomes. We then compare the conditions and equilibria under various model settings to study their impact on project contracting. Results: Our study uncovers how the coordination of project outsourcing is impacted by the contract form, bargaining power structure, precedence network topology, payment timing, external opportunities, and negotiation protocols. For single-task projects, the widely used fixed-price (cost-plus) contract can achieve system coordination only when the subcontractor (client) possesses full bargaining power. Cost-sharing and time-based incentive contracts, which perform well for single-task projects, may not be effective for projects with parallel tasks when any subcontractor’s bargaining power is sufficiently high. Projects with serial tasks can be coordinated only under certain extreme bargaining power structures. Delaying payments always exacerbates the incentive misalignment. Managerial implications: Our analysis provides insights and guidelines to companies regarding how to select proper contract forms and payment timing schemes, based on the characteristics of the projects and subcontractors, to ensure the effectiveness of project outsourcing. Our results also highlight the importance of bargaining modeling in project contracting.