b'The Way ForwardAnticipating 2021 and Beyond(contd)promise of technology in education, however, we mustThe pandemic offered a also address the digital divide, which is real.potential for more research AdministrationInvesting in digitalteams to respond to the transformationresearch problems that In a pre-COVID environment the Campus was already involved in a retooling of our services to allow for greatersurfaced, and for more research digital efficiencies. COVID-19 mercilessly accelerated us into this process, involving staff energies to tacklegroups take advantage of many different questions. How do we need to deliveropportunities presented by while working from home? Which services could not beperformedfromhomeasforinstancecleanersissues that were raised. andlabtechnicians?WhatVPNandotheraccess 134 wouldadministrativeandotherstaffneedinorder135for them to function from outside of the Campus andCampus.Amongtheareasthatmustbeexamined normalize them in the digital pipeline? Changes hadare how we might put the physical resources of the to be made rapidly and we continue to do so. WhatCampus to good use. A hypothetical example might bewereraised.Oneexamplewasthatofeducation we need to factor in as we continue to be responsiveto consider the Assembly Hall a processing office forresearch on the transformation that was brought by tounforeseenchangesisthattheinvestmentcostdigital examinations that may become a fixture in theonline delivery, its impacts on teachers, students, and of digital transformation is high in the first instancefuture.We must be vigilant and agile in respondingaccess that was needed of library resources.although this may taper off in the long run. We needwith an eye for recouping some financial gains from to invest in software and hardware to facilitate remoteour existing infrastructure. A second area that might beElderly Care teaching versus online delivery to train staff to handleconsidered is that of upskilling or facilitating educationExamples in social medicine abounded, as for instanceStaff at the Mona Ageing and Wellness Centre (MAWC) these tools and instruments and invest in software,needs among more of the workforce through agile linksthe research that was generated by engaging with theassisting with elderly care at the New Haven Home for hardware and bandwidth that support this increasedbetweenuniversityprogramsandcurricula.Theseelderly and looking at the impact of Isolation on thethe Aged.demandonourinternetservices.Inordertomovemight be short-term certificates or shorter graduateAgeing population. This phenomenon was experienced forward, we must be prepared to make that choiceprogrammes that respond to emerging needs of ourglobally in such a way that allows for immediate links and to invest wisely and for the longer term vision ofindustries, alongside our traditional degree offerings. tointernationalresearchgroups.TheMonaAgeinghealth services on the Campus to our clientele. Our adaptation.and Wellness Centre (MAWC) conducts research toownHealthCentrewithitssmallstaffcomplement ResearchExpanding our opportunitiesinform ageing and related policies, offers training inproposed a project on how telemedicine could be used Restoring financial health for researchgerontology and participates in community outreachto handle large populations who do not want to come Revising business strategiesThe pandemic offered a potential for more researchprogramme.in physically to a health center. They trained clients to While restoring financial health remains a long termteamstorespondtotheresearchproblemsthatsubmit photographs and to enable virtual diagnosis. goal, clearly it is also built on incremental steps thatsurfaced,andformoreresearchgroupstotakeHappily, there were some initiatives that did evolveStress and anxiety emerged as another social issue cumulativelyconsolidatethefinancialstateoftheadvantage of opportunities presented by issues thatthatcanbetakenforwardaswecontinuetoofferthataffectedalargeproportionofthepopulation. ANNUAL REPORT 2019/20 Realigning our Resources with Resilience and Resourcefulness'