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Beth Duff-Brown
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Owning a handgun is associated with a dramatically elevated risk of suicide, according to new Stanford research that followed 26 million California residents over a 12-year period. The higher suicide risk was driven by higher rates of suicide by firearm, the study found.

Men who owned handguns were eight times more likely than men who didn’t to die of self-inflicted gunshot wounds. Women who owned handguns were more than 35 times more likely than women who didn't to kill themselves with a gun.

While prior studies have found higher rates of suicide among people who live in homes with a gun, these studies have been relatively small in scale and the risk estimates have varied. The Stanford study is the largest to date, and it’s the first to track risks from the day of an owner’s first handgun acquisition.

“Our findings confirm what virtually every study that has investigated this question over the last 30 years has concluded: Ready access to a gun is a major risk factor for suicide,” said the study’s lead author, David Studdert, LLB, ScD, MPH, professor of medicine at Stanford Health Policy and of law at Stanford Law School.

The study published in The New England Journal of Medicine analyzed data on handgun acquisitions and deaths in a cohort of 26.3 million adult residents of California who had not previously owned handguns. The researchers followed the cohort from 2004 through 2016, and compared death rates among those who did and didn’t acquire handguns, with a particular focus on suicides by firearm versus other methods.

More than 1.4 million cohort members died during the study period. Nearly 18,000 of them died by suicide, of which 6,691 were suicides by firearms.

Often Impulsive Acts

“Suicide attempts are often impulsive acts, driven by transient life crises,” the authors write. “Most attempts are not fatal, and most people who attempt suicide do not go on to die in a future suicide. Whether a suicide attempt is fatal depends heavily on the lethality of the method used — and firearms are extremely lethal. These facts focus attention on firearm access as a risk factor for suicide especially in the United States, which has a higher prevalence of civilian-owned firearms than any other country and one of the highest rates of suicide by firearm.”

There were 24,432 gun suicides in the United States in 2018, according to the Centers for Disease Control and Prevention. Three-quarters of them involved handguns. 

Handgun ownership may pose an especially high risk of suicide for women because of the pairing of their higher propensity to attempt suicide with access to and familiarity with an extremely lethal method.
Yifan Zhang, PhD
PhD, SHP biostatistician

The Stanford study took advantage of the unusually comprehensive body of information on firearm sales in California. All lawful gun purchases and transfers must be transacted through a licensed firearms dealer, who then relays the information to the state’s Department of Justice, where it is archived. The research team obtained records of all firearm acquisitions dating back to 1985, then linked them to death records. 

The researchers found that people who owned handguns had rates of suicide that were nearly four times higher than people living in the same neighborhood who did not own handguns. The elevated risk was driven by higher rates of suicide by firearm. Handgun owners did not have higher rates of suicide by other methods or higher rates of death generally.

The researchers said the very high risk of suicide for female handgun owners, relative to female nonowners, was particularly noteworthy. It has long been known that women attempt suicide more frequently than men but have fewer completed suicides. The standard explanation is that the methods women tend to use are less lethal than those men tend to use. However, the study showed that this is not true for female gun owners.

“Women in our cohort who owned guns and died by suicide usually used a gun,” said Yifan Zhang, PhD, a biostatistician at Stanford Health Policy and co-author of the study. “Handgun ownership may pose an especially high risk of suicide for women because of the pairing of their higher propensity to attempt suicide with access to and familiarity with an extremely lethal method.”

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gettyimages sad woman 1160177833

Disentangling Competing Explanations

One major challenge with studies examining the relationship between gun access and suicide risk has been determining whether people who purchase handguns already have plans in place to harm themselves, or whether the presence of a handgun creates new risks.

The unique, longitudinal nature of the Stanford study helped to disentangle these competing explanations.

“There appears to be some of both happening,” said senior author Matthew Miller, professor of health sciences and epidemiology at Northeastern University. “New handgun buyers had extremely high risks of dying by firearm suicide immediately after the purchase. However, more than half of all firearm suicides in this group occurred a year or more later. Consistent with prior work, our findings indicate that gun access poses a substantial and enduring risk.” 

Other Stanford co-authors of the study are research analyst Lea Prince, PhD, and research assistant Erin Holsinger, MD — both at Stanford Health Policy; and Jonathan Rodden, PhD, professor of political science.

Researchers at Erasmus University, in the Netherlands, and the University of Melbourne, in Australia, also contributed to the work.

The research was supported by the Fund for a Safer Future and the Joyce Foundation, as well as Stanford Law School and the Stanford University School of Medicine.

David Studdert

David Studdert

Professor of Medicine and Law
Studdert is an expert in health law and empirical legal research.

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Men who own handguns are eight times more likely to die of suicide by handgun than men who don’t have one — and women who own handguns are 35 times more likely than women who don’t, according to startling new research led by SHP's David Studdert.

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The ravages of COVID-19 are now global. But the pandemic first struck in China, and the nation suffered a 6.8% decline in its first-quarter GDP. China is also the first country to move towards a recovery, however, rolling out government measures, re-opening businesses, and re-starting its economy. In this key moment, the Stanford China Program, in collaboration with alumni members of the Stanford Graduate School of Business, surveyed senior executives in China as their companies reboot their operations. In this two-part program, we first unveil potential trends and key takeaways from the survey. In the second half, we host a panel of prominent CxOs from China who give their insights and experiences rebooting their businesses. What are short-term challenges that companies in China currently face? What are some long-term implications of COVID-19 for their operational model, supply chain strategies, technology, and business digitization? What might they also mean, if any, for global trade relations and the future of globalization?

新冠肺炎疫情现在已经演变成为了全球性的公共卫生事件。但是,疫情最早发生在中国,中国第一季度GDP下降了6.8%。而中国也是第一个走向经济复苏的国家,推出了一系列政府举措复工复产、重振经济。在这一关键时期,斯坦福大学中国项目与斯坦福大学商学院的校友合作,向中国企业高管调查了企业经营重振情况。上半场,我们首先将揭示调查的潜在趋势和主要调查结果。下半场,我们将邀请由中国首席官组成的专家组,提供有关重振企业经营的见解和经验。中国企业目前面临哪些短期挑战? 新冠肺炎疫情对其经营模式、供应链战略、技术和业务数字化有哪些长期影响?它们可能对全球贸易关系和全球化未来产生哪些影响?

Agenda (in Pacific Time)

5:00-5:30 PM   Survey Presentation: Key Takeaways
5:30-6:15 PM   China CxO Panel: Discussion
6:15-6:30 PM   Audience Q&A

(北京时间)

6月11日

早上 8: 00-8: 30   调查报告:主要调查结果

早上 8:30-9:15  中国首席官专家组:讨论

早上 9:15-9:45  观众问答

PANEL SPEAKERS

Portrait of Shiqi WangShiqi Wang has served as CEO and President of 21Vianet Group, Inc. since February 2018. Currently, Mr. Wang serves as Vice President of TUS Digital Group, a subsidiary of TUS Holdings, and serves on the board of directors of Beijing CIC Technology Co., Ltd. and Guangzhou Tuwei Technology Co., Ltd. . Mr. Wang has nearly 20 years of experience in the telecommunications industry, working at various renowned international companies, including 11 years with Ericsson, focusing primarily on strategy development and execution, corporate management, and equity investments. Mr. Wang received a bachelor's degree from Tsinghua University and an MBA from Peking University-Vlerick MBA Programme (BiMBA).

王世琪先生自2018年2月起担任世纪互联集团公司CEO兼总裁。在此之前,王世琪先生任启迪控股旗下启迪数字集团副总裁,他还在北京中航讯科技股份有限公司和广州图卫科技股份有限公司担任董事职务。王世琪先生在电信行业拥有近20年从业经验,曾在多家知名跨国公司任职,包括在爱立信公司工作11年,主要专注于公司战略规划与执行、产品管理和股权投资。王世琪先生拥有清华大学工学学士学位、邮电科学研究院工学硕士学位和北京大学Vlerick MBA项目MBA学位。

 

Portrait of Xiang WangXiang Wang is President and Acting CFO of Xiaomi Corporation, responsible for platform functions and for assisting the CEO with Group operations. Mr. Wang joined Xiaomi Corporation in July 2015 served as its Senior Vice President and President for International Business, responsible for global expansion, IP strategy, and strategic partner relationship management. Mr. Wang has more than 20 years of experience in the semiconductor and communications fields, with great vision and comprehensive understanding of next-generation wireless communications. He has played an integral role in shaping Xiaomi’s international business operations including with respect to its intellectual property compliance, management and strategy throughout the world. In 2016, Mr. Wang put together an international team of sales and marketing teams to expand into more markets outside of China. Within just 3 years, he led his teams into over 90 markets. As of Q3 2019, Xiaomi’s international revenue accounted for 48.7% of its total revenue. Today, Xiaomi is ranked among top 5 smartphone brands in over 40 markets. Mr. Wang previously served as the Senior Vice President of Qualcomm and President of Qualcomm Greater China, leading the company’s business and operations in Greater China. Prior to that role, he was Vice President of Qualcomm CDMA Technology, responsible for Qualcomm chipset business and customer service in China. Under his leadership, Qualcomm rapidly extended and strengthened its partnerships with increasing numbers of Chinese manufacturing customers. Before joining Qualcomm, Mr. Wang held key positions in sales and marketing at internationally leading companies, including Motorola and Lucent/Agere. Mr. Wang earned his BSEE from Beijing Polytechnic University.

王翔先生担任小米集团总裁兼代理首席财务官,他负责集团职能平台,协助首席执行官负责集团运营。王翔先生于20157月加入小米集团,任职高级副总裁、国际商务总裁,负责全球业务拓展、知识产权战略以及战略合作伙伴管理。王翔先生在半导体行业与通信领域有着20余年的工作经验,对下一代无线通信技术有卓越的洞见和透彻的理解。在塑造小米的国际商务运营,包括知识产权的合规性、管理和战略方面,他发挥着不可或缺的作用。2016年,王先生组建了一支包含销售与市场的国际团队,来拓展小米集团的海外业务。在三年内,他带领自己的团队将小米推广至超过90多个海外市场。到2019年第三季度为止,小米的海外业务收入占其集团总收入的48.7%。如今小米在40多个海外市场的智能手机品牌中占据着前5的位置。加入小米之前,王先生在高通集团任职高级副总裁以及大中华区总裁,领导高通集团在大中华地区的业务与运营。在此之前他担任高通CDMA科技副总裁,负责高通在中国的芯片组业务以及客户服务。在他的领导之下,高通得以与越来越多的中国制造业客户拓展并加强了合作关系。加入高通之前,王先生在一些顶尖跨国公司如摩托罗拉、朗讯科技/杰尔的销售与市场部门担任重要职位。王翔先生毕业于北京工业大学,拥有电机工程学士学位。

 

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Portrait of Simon Yang
Simon Yang is the CEO of Yangtze Memory Technologies Co., Ltd. (YMTC), who brings YMTC to a new height in 3D NAND industry. As an experienced executive in the semiconductor industry for over 30 years, Dr. Yang served as the CEO of XMC, COO/CTO of SMIC, and CTO/SVP of Chartered Semiconductor (Now GlobalFoundries), in charge of fab operation and technical R&D. Before that, he was in the Portland Technology Development sector of Intel for more than 10 years, in which he led a series of technical R&D projects. Dr. Yang obtained a Bachelor’s Degree from Shanghai University of Science & Technology, and a Master’s Degree and a Doctoral Degree from Rensselaer Polytechnic Institute.

杨士宁博士现担任长江存储 CEO,带领长江存储在 3D NAND 闪存领域屡创佳绩。杨博士在半导体技术研发与运营管理方面拥有超过 30 年的丰富经验,并曾先后担任武汉新芯 CEO、中芯国际 COO/CTO 及特许半导体 (现“格芯”) 公司 CTO/SVP 等核心高层管理职位, 全面负责公司运营管理、技术研发等工作。早前,杨博士还在英特尔 波特兰的研发部门(PTD)工作 10 余年,专注于技术研发。杨博士荣获伦斯勒理工学院硕士和博士学位。迄今为止,杨博士 拥有 40 多项专利,发表过 30 余篇技术论文。

Portrait of Zhiqiang (ZZ) ZhangZhiqiang (ZZ) Zhang is President of ABB in China since October 2018. He has extensive management experience and a deep understanding of the Chinese market, developed during his career at several large global companies over the past three decades. He joined ABB from Sandvik where he was Asia- Pacific Regional Holding Officer and President of Sandvik China, and Member of Sandvik Group Executive Committee. Prior to that, he held leadership positions at several other companies, including Nokia Siemens Networks, where he was President of the Greater China Region, and Siemens VDO Automotive, China, where he was President and CEO. Mr. Zhang is Non-Executive Board member of Georg Fischer AG (Switzerland) and Daetwyler Holding AG (Switzerland). He holds a bachelor’s degree in electronic engineering from Beijing Jiaotong University, China, and a master’s degree in business administration from the Smith School of Business at Queen’s University in Canada.

张志强先生自 2018 10 月起担任 ABB 中国总裁。在此之前, 他在多家大型跨国企业工作三十余年,拥有丰富的管理经验,深 谙中国市场,曾任山特维克中国区总裁、山特维克集团执行管理 委员会成员、诺基亚西门子通信公司中国区总裁、西门子威迪欧 汽车电子中国区总裁兼首席执行官等职务。张志强先生还担任瑞士乔治费歇尔集团独立董事和瑞士德特威勒 控股公司独立董事。张志强先生拥有北京交通大学计算机专业学士学位和加拿大女王 大学商学院工商管理硕士学位。

SURVEY PRESENTERS

Jean C. OiJean C. Oi is the William Haas Professor of Chinese Politics in the Department of Political Science and a senior fellow in the Freeman Spogli Institute for International Studies at Stanford University. She directs the China Program at the Walter H. Shorenstein Asia-Pacific Research Center and is the Lee Shau Kee Director of the Stanford Center at Peking University. Professor Oi has published extensively on China’s reforms. Recent books include Zouping Revisited: Adaptive Governance in a Chinese County, coedited with Steven Goldstein (Stanford University Press, 2018), and Challenges in the Process of China’s Urbanization, coedited with Karen Eggleston and Yiming Wang (2017). Current research is on fiscal reform and local government debt, continuing SOE reforms, and the Belt and Road Initiative.

戴慕珍教授(Jean C. Oi)是美国斯坦福大学弗里曼•斯伯格国际研究所高级研究员以及政治学系中国政治学威廉•哈斯讲席教授。此外,她在沃尔特·肖恩斯坦亚太研究中心负责中国项目,也是北京大学斯坦福中心的李兆基冠名主任。她著有许多有关中国改革的文章。最近出版的书籍是与史蒂芬•戈尔茨坦合著的《重温邹平:中国县域的适应性治理》(斯坦福出版社,2018年),以及2017年与凯伦•艾格尔顿和王一鸣合著的《中国城市化进程中的挑战》。目前的研究是财政改革和地方政府债务,国企持续改革,以及“一带一路”倡议。

Photo of Christopher ThomasChristopher Thomas was most recently a partner with McKinsey & Company. He served as co-Managing Partner for the Firm’s Global Digital Strategy service line as well as its Global IoT service line; and as the leader of its Asia Semiconductor Practice. Prior to McKinsey, Mr. Thomas spent ten years at Intel. He was the General Manager of Intel China, with joint ownership for the region’s $5 billion-plus P&L. In this role, he grew revenues by more than 50% and oversaw China’s successful elevation from a sales unit to an independent regional P&L business reporting directly into headquarters. Mr. Thomas began his career as a private equity investor at The Blackstone Group in New York City. He is currently a Visiting Professor at Tsinghua University, China’s leading educational institution. He received an MBA from Stanford Business School, where he was an Arjay Miller scholar; a Master of Arts in Political Science from Stanford University; and a Bachelor of Science in Economics, summa cum laude, from the Wharton School.

克里斯托弗·托马斯(Christopher Thomas) 曾任麦肯锡公司的合伙人。他曾担任该公司全球数字战略服务线和全球物联网服务线的共同管理合伙人;以及亚洲半导体业务的领导者。在麦肯锡之前,托马斯先生在英特尔工作了十年。他曾是英特尔中国公司的总经理,共同负责该地区50多亿美元的营运收益业务。在这个职位上,他增加了50%以上的公司收入,并见证中国公司成功地从一个销售点提升为一个独立的地区运营收益业务,并直接向总部汇报。托马斯先生在纽约黑石集团开始了私人股本投资者的职业生涯。他是中国领先的教育机构清华大学的客座教授。他获得了斯坦福大学商学院的工商管理硕士学位,并成为阿杰·米勒学者;从斯坦福大学获得了政治学硕士学位;从沃顿商学院以优异成绩获得了经济学学士学位。

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Portrait of Xander Wu
Xander Wu oversees industry development and builds partnerships with the world’s top cloud computing companies for China Mobile International (USA). He helps clients expand their global footprint and advises companies on best practices for digital transformation. Mr. Wu has 13 years' experience in the global 4G and 5G industry, with a track record of achieving a number of the world’s first milestones in 5G and several de-facto standards for 4G and data networks. Mr. Wu graduated from Stanford Graduate School of Business, where he researched digital transformation and advised startups in the energy sector. He serves as a mentor at several incubators such as Plug and Play, helping startups find the right product/market fit and tailor go-to-market strategy.

负责中国移动国际有限公司(美国)的行业发展以及与世界顶级云计算公司建立合作关系。他帮助客户扩大其全球业务范畴,并就数字化转型的最佳实践为公司提供建议。先生在全球4G5G行业拥有13年的经验,在5G领域取得了许多世界上第一个里程碑式的成就,在4G和数据网络方面也取得了一些事实标准。先生毕业于斯坦福大学商学院,他研究了数字化转型,并为能源行业的初创企业提供咨询。他在一些孵化器企业如Plug and Play担任导师,帮助初创企业找到合适的产品及市场,并量身定制进入市场的策略 .

 

Via Zoom Webinar, 在线会议

Register at 报名: https://stanford.zoom.us/webinar/register/WN_8mdqaCjhR3OqydeBkKQK_g

Shiqi Wang (王世琪) CEO, President of 21 Vianet Group, Inc.
Xiang Wang (王翔) President of Xiaomi Corporation
President
CEO
Simon Yang (杨士宁) CEO of Yangtze Memory Technologies Co., Ltd. (YMTC)
Zhiqiang (ZZ) Zhang (张志强) President, ABB (China)
CEO
CEO CEO
Jean C. Oi Director of Shorenstein APARC China Program; William Haas Professor of Chinese Politics, Stanford University
Christopher Thomas Visiting Professor, Tsinghua University
CEO
CEO
Xander Wu (吴雪) China Mobile International (USA)
Panel Discussions
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看微信网页:https://bit.ly/3gRDy8Q
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Sponsored by the Stanford China Program and the Stanford Center at Peking University.

The ravages of COVID-19 are now global. But the pandemic first struck in China, and the nation suffered a 6.8% decline in its first-quarter GDP. China is also the first country to move towards a recovery, however, rolling out government measures, re-opening businesses, and re-starting its economy. In this key moment, the Stanford China Program, in collaboration with alumni members of the Stanford Graduate School of Business, surveyed senior executives in China as their companies reboot their operations. In this two-part program, we first unveil potential trends and key takeaways from the survey. In the second half, we host a panel of prominent CxOs from China who give their insights and experiences rebooting their businesses. What are short-term challenges that companies in China currently face? What are some long-term implications of COVID-19 for their operational model, supply chain strategies, technology, and business digitization? What might they also mean, if any, for global trade relations and the future of globalization?

Agenda (in Pacific Time)

5:00-5:30 PM   Survey Presentation: Key Takeaways
5:30-6:15 PM   China CxO Panel: Discussion
6:15-6:45 PM   Audience Q&A

Agenda (in China)

8:00-8:30 AM   Survey Presentation: Key Takeaways
8:30-9:15 AM   China CxO Panel: Discussion
9:15-9:45 AM   Audience Q&A

 

PANEL SPEAKERS

Portrait of Shiqi WangAlvin Shiqi Wang (王世琪) has served as CEO and President of 21Vianet Group, Inc. since February 2018. Currently, Mr. Wang serves as Vice President of TUS Digital Group, a subsidiary of TUS Holdings, and serves on the board of directors of Beijing CIC Technology Co., Ltd. and Guangzhou Tuwei Technology Co., Ltd. . Mr. Wang has nearly 20 years of experience in the telecommunications industry, working at various renowned international companies, including 11 years with Ericsson, focusing primarily on strategy development and execution, corporate management, and equity investments. Mr. Wang received a bachelor's degree from Tsinghua University and an MBA from Peking University-Vlerick MBA Programme (BiMBA).

 

Portrait of Xiang WangXiang Wang (王翔) is President and Acting CFO of Xiaomi Corporation, responsible for platform functions and for assisting the CEO with Group operations. Mr. Wang joined Xiaomi Corporation in July 2015 served as its Senior Vice President and President for International Business, responsible for global expansion, IP strategy, and strategic partner relationship management. Mr. Wang has more than 20 years of experience in the semiconductor and communications fields, with great vision and comprehensive understanding of next-generation wireless communications. He has played an integral role in shaping Xiaomi’s international business operations including with respect to its intellectual property compliance, management and strategy throughout the world. In 2016, Mr. Wang put together an international team of sales and marketing teams to expand into more markets outside of China. Within just 3 years, he led his teams into over 90 markets. As of Q3 2019, Xiaomi’s international revenue accounted for 48.7% of its total revenue. Today, Xiaomi is ranked among top 5 smartphone brands in over 40 markets. Mr. Wang previously served as the Senior Vice President of Qualcomm and President of Qualcomm Greater China, leading the company’s business and operations in Greater China. Prior to that role, he was Vice President of Qualcomm CDMA Technology, responsible for Qualcomm chipset business and customer service in China. Under his leadership, Qualcomm rapidly extended and strengthened its partnerships with increasing numbers of Chinese manufacturing customers. Before joining Qualcomm, Mr. Wang held key positions in sales and marketing at internationally leading companies, including Motorola and Lucent/Agere. Mr. Wang earned his BSEE from Beijing Polytechnic University.

 

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Portrait of Simon Yang
Simon Yang (杨士宁) is the CEO of Yangtze Memory Technologies Co., Ltd. (YMTC), who brings YMTC to a new height in 3D NAND industry. As an experienced executive in the semiconductor industry for over 30 years, Dr. Yang served as the CEO of XMC, COO/CTO of SMIC, and CTO/SVP of Chartered Semiconductor (Now GlobalFoundries), in charge of fab operation and technical R&D. Before that, he was in the Portland Technology Development sector of Intel for more than 10 years, in which he led a series of technical R&D projects. Dr. Yang obtained a Bachelor’s Degree from Shanghai University of Science & Technology, and a Master’s Degree and a Doctoral Degree from Rensselaer Polytechnic Institute.

 

Portrait of Zhiqiang (ZZ) ZhangZhiqiang (ZZ) Zhang (张志强) is President of ABB in China since October 2018. He has extensive management experience and a deep understanding of the Chinese market, developed during his career at several large global companies over the past three decades. He joined ABB from Sandvik where he was Asia- Pacific Regional Holding Officer and President of Sandvik China, and Member of Sandvik Group Executive Committee. Prior to that, he held leadership positions at several other companies, including Nokia Siemens Networks, where he was President of the Greater China Region, and Siemens VDO Automotive, China, where he was President and CEO. Mr. Zhang is Non-Executive Board member of Georg Fischer AG (Switzerland) and Daetwyler Holding AG (Switzerland). He holds a bachelor’s degree in electronic engineering from Beijing Jiaotong University, China, and a master’s degree in business administration from the Smith School of Business at Queen’s University in Canada.

 

 

SURVEY PRESENTERS

Jean C. OiJean C. Oi is the William Haas Professor of Chinese Politics in the Department of Political Science and a senior fellow in the Freeman Spogli Institute for International Studies at Stanford University. She directs the China Program at the Walter H. Shorenstein Asia-Pacific Research Center and is the Lee Shau Kee Director of the Stanford Center at Peking University. Professor Oi has published extensively on China’s reforms. Recent books include Zouping Revisited: Adaptive Governance in a Chinese County, coedited with Steven Goldstein (Stanford University Press, 2018), and Challenges in the Process of China’s Urbanization, coedited with Karen Eggleston and Yiming Wang (2017). Current research is on fiscal reform and local government debt, continuing SOE reforms, and the Belt and Road Initiative.

 

Photo of Christopher ThomasChristopher Thomas was most recently a partner with McKinsey & Company. He served as co-Managing Partner for the Firm’s Global Digital Strategy service line as well as its Global IoT service line; and as the leader of its Asia Semiconductor Practice. Prior to McKinsey, Mr. Thomas spent ten years at Intel. He was the General Manager of Intel China, with joint ownership for the region’s $5 billion-plus P&L. In this role, he grew revenues by more than 50% and oversaw China’s successful elevation from a sales unit to an independent regional P&L business reporting directly into headquarters. Mr. Thomas began his career as a private equity investor at The Blackstone Group in New York City. He is currently a Visiting Professor at Tsinghua University, China’s leading educational institution. He received an MBA from Stanford Business School, where he was an Arjay Miller scholar; a Master of Arts in Political Science from Stanford University; and a Bachelor of Science in Economics, summa cum laude, from the Wharton School.

 

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Portrait of Xander Wu
Xander Wu (吴雪) oversees industry development and builds partnerships with the world’s top cloud computing companies for China Mobile International (USA). He helps clients expand their global footprint and advises companies on best practices for digital transformation. Mr. Wu has 13 years' experience in the global 4G and 5G industry, with a track record of achieving a number of the world’s first milestones in 5G and several de-facto standards for 4G and data networks. Mr. Wu graduated from Stanford Graduate School of Business, where he researched digital transformation and advised startups in the energy sector. He serves as a mentor at several incubators such as Plug and Play, helping startups find the right product/market fit and tailor go-to-market strategy.

 

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Alvin Shiqi Wang (王世琪) <br>CEO, President of 21Vianet Group, Inc.<br><br>
Xiang Wang (王翔) <br>President of Xiaomi Corporation<br><br>
Simon Yang (杨士宁) <br>CEO of Yangtze Memory Technologies Co., Ltd. (YMTC)<br><br>
Zhiqiang (ZZ) Zhang (张志强) <br>President, ABB (China)<br><br>
Jean C. Oi <br>Director of Shorenstein APARC China Program; William Haas Professor of Chinese Politics, Stanford University<br><br>
Christopher Thomas <br>Visiting Professor, Tsinghua University<br><br>
Xander Wu (吴雪) <br>China Mobile International (USA)<br><br>
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Noa Ronkin
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What are the Chinese government’s objectives for the development of its healthcare system? How do these ambitions affect its interaction with U.S. and other foreign healthcare markets? And what policy recommendations should lawmakers consider regarding the development of China's healthcare system and its implications for U.S. national interests? These are some of the questions that APARC Deputy Director and Asia Health Policy Program Director Karen Eggleston discussed in her testimony before the U.S.-China Economic and Security Review Commission on May 7, 2020.

Watch Eggleston’s testimony (start time 23:25]

Read Eggleston's complete testimony
Download pdf

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Chaired by Dr. Robin Cleveland, the commission’s hearing, “China’s Evolving Healthcare Ecosystem: Challenges and Opportunities,” focused on China's domestic healthcare infrastructure and its use of technology in the light of the COVID-19 pandemic. The commission listened as Eggleston reviewed the strides China has made in its national health reforms and highlighted the many challenges its health system now faces. “It is in the interest of Americans and Chinese to have a strong, resilient healthcare system in China,” she said. “The United States should reemphasize scientific, evidence-based health policy and regulation, and encourage China to do so as well.”

The commission’s mandate is to investigate and submit to Congress an annual report on the national security implications of the bilateral trade and economic relationship between the United States and China and to provide recommendations to Congress for legislative action.

Ambitious Goals, Complex Challenges

Reforms over the past two decades, noted Eggleston, have brought China’s health system closer to a level of reliability and accessibility commensurate with the country’s dramatic economic growth. The government has already achieved its goal of providing universal health coverage and has made significant progress in many of the areas outlined in its “Healthy China 2030” blueprint, including tackling health disparities between regional and urban/rural population subgroups and building a more comprehensive and higher quality health service delivery system.

Still, China faces many daunting challenges, from dealing with COVID-19 and its aftermath to other urgent and lingering needs, such as tackling its looming demographic crisis and promoting healthy aging, addressing patient-provider tensions and trust, and changing provider payment to promote “value” rather than volume. If China is to make its investments in universal health coverage and rapid medical spending growth sustainable, said Eggleston, then it must build an infrastructure that increases health system efficiency, strengthens primary care, reforms provider payment system, and protects the most vulnerable from illness-induced poverty.

Constructive policies in support of health system improvements in both the United States and China could strengthen the global capacity to control future pandemics and avoid the devastating social and economic effects of future outbreaks on the scale of COVID-19.
Karen Eggleston

Technology and COVID-19 Response

Like other countries, China’s government and private sector have utilized various technologies in response to the COVID-19 crisis, such as telemedicine, “internet-plus” healthcare, and contact tracing applications, and are deploying digital and biotechnologies in efforts focused on epidemic mentoring and on treatment and vaccine development. Eggleston noted that the response to COVID-19 “will leave an indelible mark on health policies for decades to come,” not only in terms of technology adoption but also organizational innovation. One would hope to see future prioritization in resource allocation and renewed investment in the diagnosis and treatment of health system weaknesses, she added.

Recommendations for Congress

In all our policies and interactions, Eggleston concluded her testimony, we should remember that China is large and diverse, that local government agencies are those that make many important decisions in health policies as in other policies, and that the “Chinese people” are not synonymous with any given leader. “Avoid politicizing the COVID-19 pandemic and other health and humanitarian issues,” she noted. “In other geopolitical considerations in bilateral US-China relations, uphold U.S. interests while encouraging the PRC to be active as a globally responsible stakeholder.”

The U.S. government should encourage China and its scientists and firms to work collaboratively with multilateral efforts to prevent and control future pandemics, she argued. Specific recommended actions include supporting efforts to strengthen primary care and population health interventions with proven cost-effectiveness; sharing experiences with regional, community-based efforts to address the social determinants of health and promote multisector policies for healthy aging; encouraging public-private collaborative governance arrangements to strengthen the health sector in China; promoting transparent peer review of research and international collaboration between Chinese and American scientists, medical educators, health systems researchers, and technology developers; and collaborating with Chinese counterparts to address regional issues of population health importance, such as health problems in the DPRK and integration of public health priorities into China’s Belt and Road Initiative.

Read Eggleston's complete testimony >> 

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Karen Eggleston Examines China’s Looming Demographic Crisis, in Fateful Decisions

Karen Eggleston Examines China’s Looming Demographic Crisis, in Fateful Decisions
Young patients receive treatment at Chongqing Children's Hospital in Chongqing Municipality, China.
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On China’s Dramatic Health Care System Improvements – and Its Tortuous Road Ahead

On China’s Dramatic Health Care System Improvements – and Its Tortuous Road Ahead
Michael McFaul, Xueguang Zhou, Karen Eggleston, Gi-Wook Shin, Don Emmerson, and Yong Suk Lee
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FSI Hosts APARC Panel on COVID-19 Impacts in Asia

Scholars from each of APARC's programs offer insights on policy responses to COVID-19 throughout Asia.
FSI Hosts APARC Panel on COVID-19 Impacts in Asia
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Asia health policy expert Karen Eggleston provides testimony for a U.S.-China Economic and Security Review Commission hearing on China's domestic healthcare infrastructure and the use of technology in its healthcare system amid COVID-19.

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Rob Jordan
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COVID-19, combined with the effects of ongoing civil conflicts, hotter and drier weather in many areas, and an unfolding locust invasion in Africa and the Middle East, could cut off access to food for tens of millions of people. The world is “on the brink of a hunger pandemic,” according to World Food Program (WFP) Executive Director David Beasley, who warned the United Nations Security Council recently of the urgent need for action to avert “multiple famines of biblical proportions.”

(Watch Beasley’s conversation on food insecurity as a national security threat with his WFP predecessor, Ertharin Cousin, a visiting scholar with Stanford’s Center of Food Security and the Environment.)

Understanding how these conditions – alone or in combination – might affect crop harvests and food supply chains is essential to finding solutions, according to David Lobell, the Gloria and Richard Kushel Director of the Center on Food Security and the Environment. Below, Lobell discusses the connection between immigration and U.S. food security, a counter-intuitive effect of COVID-19 and more.

 

How could COVID-19 affect global food security?

I think the biggest effects will probably be related to lost incomes for many low-income people. Even if food prices don’t change, potentially hundreds of millions could be pushed into a much more precarious food situation. I’d be especially worried about remittances – the money immigrants in wealthy nations send home to developing nations – falling, since these are a surprisingly large source of stability for many poor people. Beyond the income effects, there are definitely prospects for reduced supply of foods, but I think these are secondary, especially because global stocks right now are quite large.

Another counter-intuitive effect is that the drop in gasoline demand due to social distancing may be a big driver of changes in food prices. A lot of corn demand is for use in ethanol fuel, and corn prices can affect the prices of many other crops. The price of corn has dropped by about 20 percent since February.

 

What are the biggest risks in terms of food supply?

Three things come to mind. First, for crops that require a lot of labor, there are some indications that planting and harvest activities are being affected. Even though these are usually included as essential activities, they often rely on migrant populations that can no longer cross state or national borders. California is going to be a prime case study in this.

Second, some countries, like Russia, have started to restrict food exports in an effort to calm domestic consumers worried about food shortages. Even if there is enough global supply, there is a risk that supply for importing countries could be curtailed. This was a big part of the food price spikes a decade ago. Now, we have the added potential that exports will be limited by a lack of mobility to get products to the port – for instance, there are reports from South America that towns won’t let trucks through for fear of the virus.

Third, COVID-19 could really limit the ability of governments and international groups to address other crises that emerge. Nearly every year there are at least a few surprises around the world affecting food that are usually handled before they make big news. Things like livestock diseases and crop pest outbreaks, for example. But without the ability to deploy people to assess and fix problems, there is more scope for issues to go unchecked. Right now, the biggest example of this is the desert locust outbreak in Eastern Africa.

 

What current and/or likely future weather conditions might have significant impacts on food production?

As the globe warms, we continue to see more “surprises” in most years in terms of record hot or dry growing seasons. It’s a bit too soon to say if and where those will emerge this year. Since global food stocks are high, we have some ability to cope with a shock, but if governments are already nervous it may take less to induce export bans and all of the negative effects those entail.

 

Ahead of the summer harvest, what is the prospect for controlling locust swarms in threatened countries, and how might the swarms further complicate the global food security picture?

If not for COVID-19, this would likely be the biggest development related to food this year. My understanding is that they are spreading fast in Africa and the Middle East, and while they haven’t yet had big effects in the main production regions, the next couple of months will be critical. The hope is that the winds change and drive them back toward the desert areas they came from. If not, there are at least 20 million people at risk of major food security impacts in the region.

 

Could we see locust swarms in the U.S.? What can we do to prevent them?

Locusts can occur anywhere. A few years back there was a major outbreak in Israel. They haven’t been a big issue in the U.S. because control methods are available, such as widespread spraying. But again, in a time of COVID-19, these types of responses are harder.

 

What does history teach us about the situation we are in with multiple threats to food security, and how to deal with it?

I think it comes down to a combination of investing in science-based solutions to avoid problems to begin with, and then having good social safety nets for when problems arise. At that level, it’s not really any different than dealing with infectious disease. The absence of any problems is our goal. At the same time, that absence always seems to breed complacency and neglect. Hopefully, the experiences of 2020 will help strengthen support for a society based on facts, science and compassion.

 

Media Contacts

David Lobell, Center on Food Security and the Environment: (650) 721-6207; dlobell@stanford.edu

Rob Jordan, Stanford Woods Institute for the Environment: (650) 721-1881; rjordan@stanford.edu

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COVID-19 and other looming threats could make it much harder for people to access food. David Lobell, director of Stanford’s Center on Food Security and the Environment, outlines likely scenarios and possible solutions.

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While Wuhan, China was the first epicenter of the COVID-19 pandemic, every nation in Asia has been deeply affected by the spread of the virus. In a virtual seminar convened by the Freeman Spogli Institute, APARC experts discuss the social and economic impacts of COVID-19 and the various policy responses to the pandemic across Asian nations.

Senior Fellow Xueguang Zhou focuses on the phases of crisis response taken by the PRC in the early stages of the unfolding coronavirus outbreak. Center Fellow and Korea Program Deputy Director Yong Suk Lee discusses the policy responses of the South Korean government. Southeast Asia Program Director Don Emmerson offers a comparison of different governance strategies and actions implemented across Southeast Asian countries, while Karen Eggelston, APARC's deputy director and director of the Asia Health Policy Program, addresses the response of health systems in Japan and South Asia.

Watch the full discussion and Q&A below. You can also read the Stanford Daily's coverage of the event.

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APARC Fellow Thomas Fingar on the U.S. Intelligence Report that Warned of a Coronavirus Pandemic

In our online conversation, Fingar discusses the 2008 National Intelligence Council report he oversaw and that urged action on coronavirus pandemic preparedness, explains the U.S. initial failed response to the COVID-19 outbreak, and considers the implications of the current crisis for U.S.-China relations.
APARC Fellow Thomas Fingar on the U.S. Intelligence Report that Warned of a Coronavirus Pandemic
BEIJING, CHINA - Workers sit near a CRH (China Railway High-speed) "bullet train" at the Beijing South Railway Station under reconstruction.
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High-Speed Rail Holds Promise and Problems for China, Explains David M. Lampton

In a new audio interview, Lampton discusses some of the challenges, uncertainties, and decisions that loom ahead of China's Belt and Road Initiative.
High-Speed Rail Holds Promise and Problems for China, Explains David M. Lampton
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Tom Wright, Coauthor of Bestseller 'Billion Dollar Whale' and Longtime Asia Reporter, Wins 2020 Shorenstein Journalism Award

Tom Wright, Coauthor of Bestseller 'Billion Dollar Whale' and Longtime Asia Reporter, Wins 2020 Shorenstein Journalism Award
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Scholars from each of APARC's programs offer insights on policy responses to COVID-19 throughout Asia.

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Deforestation and landscape fragmentation have been identified as processes enabling direct transmission of zoonotic infections. Certain human behaviors provide opportunities for direct contact between humans and wild nonhuman primates (NHPs), but are often missing from studies linking landscape level factors and observed infectious diseases.

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In 2008, the U.S. National Intelligence Council (NIC) published the fourth installment in its effort to identify “megatrends” likely to shape world events a decade or more into the future. Shorenstein APARC Fellow and China expert Thomas Fingar, the then chairman of the NIC, oversaw that report, Global Trends 2025. The unclassified report uses scenarios to illustrate some of the ways in which the factors driving world events – from climate change to demographic decline to changing geopolitical powers – may interact to generate challenges and opportunities for future decisionmakers. One of these scenarios is the emergence of a global pandemic that bears a chilling resemblance to COVID-19.

We sat down with Fingar for an online conversation about the NIC report and its pandemic scenario, the government action it spurred, the United States’ failed initial response to the COVID-19 outbreak, and the implications of the current crisis for U.S.-China relations. Watch:

Twelve years after its publication, the NIC’s "Potential Emergence of a Global Pandemic" scenario (p. 75) has proven to be woefully accurate:

“The emergence of a novel, highly transmissible, and virulent human respiratory illness for which there are no adequate countermeasures could initiate a global pandemic. If a pandemic disease emerges by 2025, […] it probably will first occur in an area marked by high population density and close association between humans and animals, such as many areas of China and Southeast Asia […] Slow public health response would delay the realization that a highly transmissible pathogen had emerged […] Despite limits imposed on international travel, travelers with mild symptoms or who were asymptomatic could carry the disease to other continents. Waves of new cases would occur every few months. The absence of an effective vaccine and near-universal lack of immunity would render populations vulnerable to infection.”

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It was not a prediction, recalls Fingar, but rather an attempt to urge policymakers to think “beyond tomorrow,” past the end of their administration, and to stimulate strategic thinking about how to reinforce positive trends and change or ameliorate negative ones. If the report and its global pandemic scenario are precise, he notes, it is because the NIC’s effort involved the best specialists within the U.S. intelligence community and engaged numerous and varied groups of non-U.S. Government experts.

Yet the United States has been unprepared for the COVID-19 pandemic and the crisis is now worsening U.S.-China tensions. To address the crisis, however, argues Fingar, both countries must cooperate in the international fora. “Let that be the way that builds towards a better bilateral relationship.”

Headshot of Thomas Fingar
Thomas Fingar is a Shorenstein APARC Fellow in the Freeman Spogli Institute for International Studies at Stanford University. From 2005 through 2008, he served as the first deputy director of national intelligence for analysis and, concurrently, as chairman of the National Intelligence Council. His forthcoming edited volume is 'Fateful Decisions: Choices That Will Shape China's Future' (Stanford University Press, May 2020).
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High-Speed Rail Holds Promise and Problems for China, Explains David M. Lampton

In a new audio interview, Lampton discusses some of the challenges, uncertainties, and decisions that loom ahead of China's Belt and Road Initiative.
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Quote from Thomas Fingar and Jean Oi from, "China's Challeges: Now It Gets Much Harder"
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Now It Gets Much Harder: Thomas Fingar and Jean Oi Discuss China’s Challenges in The Washington Quarterly

Now It Gets Much Harder: Thomas Fingar and Jean Oi Discuss China’s Challenges in The Washington Quarterly
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Technology Tensions Redefining U.S.-China Relations, Says Security Expert Adam Segal

Technology Tensions Redefining U.S.-China Relations, Says Security Expert Adam Segal
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In our online conversation, Fingar discusses the 2008 National Intelligence Council report he oversaw and that urged action on coronavirus pandemic preparedness, explains the U.S. initial failed response to the COVID-19 outbreak, and considers the implications of the current crisis for U.S.-China relations.

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Soon after South Korea identified its first positive COVID-19 case on January 21st, the number of infections surged in February. South Korea rapidly rolled out mass-testing, tracking of positive cases, and treatment of all patients, and has become the first major country outside of China to flatten the curve. South Korea has been able to achieve this without the drastic shut-down measures adopted by the US and many countries in the EU. The possibility of another wave of COVID-19 infection still remains, but South Korea’s public health response to COVID-19 has widely been considered successful. In this panel, we invite two distinguished speakers to discuss the public health responses pursued by South Korea, why it was successful, whether those measures could be applicable to other countries, and the challenges that still lie ahead.

Panelists:

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Soonman Kwon
Soonman Kwon is a professor and former dean of the School of Public Health at Seoul National University and holds visiting positions at the Harvard School of Public Health, London School of Economics, University of Toronto, Peking University, and the University of Bremen. He was the Chief of the Health Sector Group at the Asian Development Bank and is the founding director of the WHO Collaborating Centre for Health System and Financing. He is a board member of Health Systems Global and has been a member of advisory committees to the WHO Alliance for Health Policy and Systems Research, GAVI (Global Alliance for Vaccine and Immunization), and the WHO Centre for Health and Development. He is currently the president of the Korean Health Economic Association and has served as president of the Korean Association of Schools of Public Health and the Korean Gerontological Society. He holds a PhD in health economics from the Wharton School, University of Pennsylvania.

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Sang-hun Choe
Sang-Hun Choe is the Seoul bureau chief for The New York Times, focusing on news on North and South Korea. He worked for The Associated Press for 11 years before joining The Times in 2005. He was the 2010-11 Koret Fellow in the Korea Program at Stanford University. He has won journalism awards for his reports on Korea and Myanmar, including a 2000 Pulitzer Prize. He is a co-author of two books on Korea and co-editor of another two, also on Korea.

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Yong Suk Lee
Yong Suk Lee is the SK Center Fellow at the Freeman Spogli Institute for International Studies and Deputy Director of the Korea Program at the Walter H. Shorenstein Asia-Pacific Research Center at Stanford University. Lee’s main fields of research are in labor economics, technology and entrepreneurship, and urban economics. He will moderate the panel discussion.

Please register for the event here.

Via Zoom Webinar. Register at https://bit.ly/3a5cxdu

Soonman Kwon Professor, School of Public Health, Seoul National University
Sang-Hun Choe Seoul bureau chief, The New York Times
Yong Suk Lee Deputy Director, Korea Program, APARC, Stanford University
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The Mercury News
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(This is excerpted from a story from The Mercury News.)

Long motorcades of volunteers converged at three Stanford University research sites this week, donating blood for a new test that identifies the prevalence of coronavirus in our community – and could help reveal the full scope of Santa Clara County’s epidemic.

The 2,500 test slots on Friday and Saturday filled up within hours, as news of the project — the first large scale study of its type in the U.S. — spread quickly through the county, according to this Mercury News story.

The test detects protective antibodies to the virus rather than the virus itself. This gives scientists a snapshot of how many people in the county have already been infected, but weren’t seriously sick and didn’t realize it. And it tells residents whether they carry potentially protective antibodies – so may be immune to future infection.

“This is critical information,” said principal investigator Eran Bendavid, an infectious disease specialist and associate professor of medicine with Stanford Health Policy. “We will show the country what to do and how to do it,” he said.

The project, coordinated with the Santa Clara County Department of Health, was applauded by Gov. Gavin Newsom during a Saturday press conference in Sacramento, who called it “the first home-grown serum test in the state of California.”

Read The Mercury News Story

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