Daily Archives: July 23, 2022

A third of Americans believe it is harder to find a mental health care than it is to find a physical health care.

Discovery President & CEO John Peloquin states, "We are pleased to welcome the team at Anew into the Discovery family. This addition builds on our strategic mission to create a fully integrative care model, with multiple treatment models, both conventional and innovative, available through one access point. A 2022 Harris Poll report revealed that a third of Americans believe it is harder to find a mental health care provider than it is to find a physical health care provider[i]. We are removing those barriers by expanding outpatient and telehealth services in psychiatry and addiction medicine which includes TMS treatment. When people can access a wide range of behavioral health services based on their needs and preferences, they have a greater chance to live happier, more rewarding lives, and that's why we're here."

About Discovery Behavioral Health

Everyone deserves a happy, rewarding life. That's why Discovery Behavioral Health has made evidence-based, outcome driven healthcare accessible and affordable since inception. With a full continuum of care detoxification, medical residences, residential treatment centers, partial hospitalization, intensive outpatient, outpatient, psychiatric and addiction medicine, TMS, virtual and telehealth services, we can offer the right care at the right time for adults or teens struggling with mental health, substance use or eating disorders. We are a contracted provider with 100 payers and other managed care organizations. Our portfolio of more than 145 treatment centers includes service lines in successful operation since 1985. When treatment is complete, our patients become part of Discovery's growing family of alumni, connected through free aftercare programs, support groups, activities, and a caring community. Because when quality behavioral healthcare is within reach, so is happiness.

Press Contact:Greg PtacekCommunicationsDiscovery Behavioral Health, Inc.[emailprotected]323-841-8002 mobile

SOURCE Discovery Behavioral Health

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DISCOVERY BEHAVIORAL HEALTH ACQUIRES ANEW ERA TMS & PSYCHIATRY WITH 12 LOCATIONS IN CALIFORNIA AND TEXAS - PR Newswire

The world is changing: despite the pandemic, the cost of living crisis, the horrors in Ukraine, and the rising spectre of inflation, the business outlook for many companies remains extremely positive. Many are expanding and whatever short-term difficulties there might be, in the longer term, many are expected to grow and thrive. But this has created several problems across the global economy, for while companies grow, their treasury systems are often very out of date.

While spreadsheets had their day, they are not sufficient to cope with a huge multi-national corporates (or even a smaller one) treasury needs. Other companies are plagued with too-small treasury teams or an ever-complex setup which means several companies require bespoke treasury management systems (TMS).

But even for the most well-established treasury teams, let alone those of start-ups and new entrants, it can be difficult to know where to start. Company needs vary enormously and there is no size fits all approach. So, what are the challenges, how did they arise, and what should a corporate do when their business is growing, and previous systems are no longer adequate for the job?

In 2017, Caldic, which provides inspiring solutions in life sciences and speciality chemicals, focussing on life sciences (food, pharmaceuticals, and consumer care) and industrial formulation markets, was bought by a private equity company. This transformed the business into a more centralised organisation, dramatically changing its treasury needs in the process. Previously, local management teams had been encouraged to take responsibility for their own profit and loss as well as funding and liquidity management. Something had to change.

Increased debt levels required Caldic to consider setting up a central treasury function. That same year, Bas Baaten was appointed as Caldics new treasury manager the first in the companys history. His job was to ensure Caldic remained within the adequate liquidity spot and central debt servicing. After setting up a global cash pooling structure and an excel based short-term cash flow forecasting process, Caldic was ready for the next stage of its treasury development: standardisation and automation.

Caldic needed a treasury management system that mirrored its move from essentially a family-run company to a private equity-funded level of entrepreneurship. Economic growth, fuelled by an expansion into developing markets, also spurred the need for change, specifically for a more in-depth and detailed cash overview, cash pooling, cash positioning and cash flow forecasting.

The first need to be recognised was the need to move from local management to a more harmonised way of working. The company was expanding and needed to update its processes by implementing a system that would run the day-to-day operations. But there were challenges.

In particular, the shift of taking the autonomy of the local management to arrange domestic credit lines and funding to group treasury was a hurdle which needed to be overcome. Although supported by cash pooling, dozens of IC loans and ample administration of those movements occurred, including the accrued interest calculations. Everyone wanted to know where the cash was, and when transactions would be settled. Following that, Caldic had to consider which software provider was the right fit for its business.

Flexibility was the key: given Caldic was in full growth mode, any software needed to ensure it could grow and adapt with the company. At the time of making its software decision, Caldic was making acquisitions of small companies, while merging with a similar-sized peer based in Latin America. The merger of two different entities, combined with the ongoing acquisition programme required the company to gain a firmer grip and control of processes to stay on top of its cash positions and visibility.

It was becoming increasingly complex with every acquisition, and full visibility was needed, along with the ability to have daily reporting and monthly profit and loss statements. In the wider economy, cash was also becoming more expensive. At the same time, any new treasury software provider would also need to cope with existing processes and procedures that could not be changed overnight.

The specific needs for applications centred on visible cash management with real time reposting and interfacing with bank portals. There was a requirement to centralise FX hedging, including central execution and deal capturing, which included an automated settlement process. Forecasting played an important role too, including data aggregation and data analysis over different time periods (weekly, monthly, and annually), comparing it to the allotted budgets. Another important function was monitoring positions and risk exposures, both on the FX and intercompany (IC) loan administration front. Caldic also required there to be an audit function, third-party account for future changes to payment processing on the FX side.

After reviewing several potential providers, Caldic opted to partner with Salmon Software. A boutique treasury management system (TMS) provider, Salmon offered to provide Caldic with the individual attention required during a treasury overhaul. Unlike much of the competition, the company was able to offer a TMS that fit with Caldics needs, as opposed to the other way around.

Many systems offer a prescribed way of working, a variation of Henry Fords dictum about the cars he would sell: Any colour as long as its black. To avoid that, Caldics short list would be restricted to TMS systems that Baaten worked with before in his career; as a result, the company chose to team up with Dutch based treasury consultant, Orchard Finance. After discussing Caldics functional and technical requirements, a TMS vendor selection process was executed. Several TMS vendors were identified as possibilities, but in the end, it was Salmon Software that won through.

The reasonable price and quality of the option of course played a role, but perhaps the most important element was the flexibility in both the software and with regards to flexible implementation approach. During weekly progress calls between Caldic, Orchard Finance and Salmon, implementation progress was monitored, and workload adjusted to Baatens availability. Flexible interfacing was based off Microsofts cloud hosting service, Azure, allowing Caldic to operate in a separate environment, while also providing the ability to aggregate various sources to maximise efforts.

Scalability, when new acquisitions are made, is also part of the system. Both incoming and outgoing sources can work with any file format required. Interfaces can be automated meaning no user intervention, while it also provided better cash visibility, making it easier to have in-depth insights on cash positions.

Perhaps the biggest benefit of the new TMS was it freed Baaten from the minutia of the day-to-day running of the function which gave him more time to concentrate on strategic decisions. It also allowed the treasury function to move from a reactive to a more pro-active approach.

The system also created a central connectivity point, important for a company rapidly expanding. Local finance directors were able to input data from their business and geographical area, which could then be used in a logical manner in the TMS. Specific tools across the board also supplied not just connectivity but conversion to make data standardised across the board. Furthermore, the TMS also made it possible to take data from other systems.

A core reason for choosing Salmon was its user interface Caldic needed a system existing subsidiaries could switch to without impacting their working practices. Salmons software did just that and allowed new subsidiaries bought on through acquisition to also latch on without problems.

Another benefit was improved cash visibility. When Baaten or anyone else walked into an office and turns on a computer, whatever he wanted to see would be there on the screen. Previously this had entailed a lot of work; now the system automatically runs the upload upon which the position is readily available the next morning. There is now one system with a single source, which has created dashboards that provide a complete view.

Since adopting Salmons platform, Caldic has seen its processes harmonised, centralised, standardised, and benefited from its scalability as it has continued to grow and acquire other companies. From the automation of cash flow reporting between the ERP and Salmon Treasurer, to improved visibility of the daily FX process workflow, Caldics treasury function has been enhanced.

The adoption of Salmons software has had an impact on Caldics bottom line. Treasury, who were previously bogged down with tediously manual tasks, can now take a greater role in the strategic decision-making so crucial to todays treasury function. And this is only the beginning: Caldic plans to expand its treasury function further as it does, new products will be needed.

TMS systems are crucial for todays treasurers, but companies should take their time choosing the provider who is right for them. A provider should be there for implementation and be able to adapt its offering to each clients specific needs, with an awareness software will need to evolve alongside economic conditions.

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How Caldic transformed its treasury function with a new TMS - Bobsguide

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Neuronetics Receives FDA 510(k) Premarket Notification Clearance For The Neurostar TMS Therapy System For - Benzinga

For any drug to be successful in treating mental health or neurological problems, the medicine has to penetrate the blood-brain barrier (BBB). The BBB is caused by tight openings in the microscopic vessels of the brain which prevent harmful substances from entering the brain, but also keep most useful drugs out. For example, only 0.01% of the anti-Alzheimer therapeutic antibodies in plasma enter the brain. Of those few drugs that can enter the brain, many cause affect unwanted targets to cause side effects (for example, dyskinesias or weight gain). In results published today in the journal Pharmaceutics (https://www.mdpi.com/1999-4923/14/7/1503), Weinberg Medical Physics (WMP) has demonstrated the ability to open the blood-brain-barrier (BBB) in mice and to safely deliver drugs using pulsed magnetic fields with tailored waveforms. This work, performed in collaboration with Georgetown University, spurs development of a new class of noninvasive image-guided devices capable of safely treating many mental health and neurological disorders.

Funded by the National Institute for Aging grant aimed at curing Alzheimer disease, the authors demonstrated that a new type of MRI composed of electro-permanent magnets could be used to generate tailored electromagnetic waveforms, some of which were much more effective at opening the BBB than others. As in a CT scanner, the selective electromagnetic waveforms could be applied from multiple sources to focally deliver drugs to specific regions of the brain. The same device could also use magnetic pulses to help regrow neurons (plasticity), as is being done with transcranial magnetic stimulation (TMS). According to Dr. Irving Weinberg, President of WMP, This new device would allow psychiatrists and neurologists to treat diseased or underdeveloped brain tracts without causing unwanted side effects. Potential disorders to be treated could include addiction, autism, depression, neuropathic pain, and Alzheimer and Parkinson diseases.

Using an office-based human-sized version of this non-invasive device, it may prove possible to cure Alzheimers by delivering drugs and genes to specified tracts in the brain under real-time imaging guidance.

Experimental study

Animals

Opening the Blood Brain Barrier with an Electropermanent Magnet System

20-Jul-2022

All institutions declared in the article

Disclaimer: AAAS and EurekAlert! are not responsible for the accuracy of news releases posted to EurekAlert! by contributing institutions or for the use of any information through the EurekAlert system.

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New study finds pulsed MRI system could deliver drugs to the brain - EurekAlert

A country-wide driver shortage has become one of the biggest challenges in todays transportation industry. Driver satisfaction, route efficiency and network optimization all play a role in how impacted a particular shipper or 3PL is by a shortage of drivers. While there isnt one overnight fix for this type of challenge, there are a few techniques that can help shippers and 3PLs maintain driver satisfaction and help alleviate the driver shortage.

Network Analysis

What is it?A detailed supply chain network assessment, during which organizations consider suppliers, distribution centers (DC) and customer networks, is critical in optimizing transportation operations. As standards for speed and execution of delivery to the customer increase, this step ensures that all segments and locations are strategically aligned to provide a more efficient operation.

When performing a network analysis, shippers should focus on creating shorter routes. Shippers can accomplish this effectively by realigning their shipping layout in closer proximity to the overall customer delivery location. Identifying service levels, focusing on the various transportation modes used in your logistics network, and performing a shipping consolidation modeling exercise will help mitigate overall transportation costs as well.

Benefits:

Reduce transportation costs It is no secret that transportation costs have been rising. Optimizing routes with an effective network analysis is key for minimizing unnecessary transportation costs, including capacity and fuel charges.

Meet service level agreements Customers increasingly want faster delivery times and more order visibility, and a well done network analysis will enhance your ability to make and keep those promises.

Freight Term Optimization (FTO)

What is it?Freight term optimization helps shippers determine which lanes provide the most value and risk. Evaluating freight lanes will uncover how shipments are being consolidated or routed and enable assessment of who should own that lane. The shipper will ultimately determine who will take full control of that origin-destination (OD) pair based on costs and capacity constraints. Lanes that are closer to the shipping location may want to be kept in-house, while lanes that provide less value based on service level and cost could be better handled by the vendor.

Benefits:

Optimizing transportation costs -FTO is a long-term process that can help shippers optimize their freight costs to gain a more competitive advantage in the current overwhelming transportation market.

Enhance efficiency - FTO ensures that the most efficient lane is used during the shipping process, allowing product to be shipped more quickly and efficiently to the customer.

Transportation Management Systems (TMS) Route Optimization Configuration

What is it?Transportation Management Systems are vital in managing shipment coordination and the transportation network. One critical feature for any TMS is route optimization configuration, which provides a better understanding of how many shipments are being leveraged on a daily and weekly basis. Shippers and 3PLs should compare their actual plan to the plan that is being generated within their TMS.

TMS-managed route optimization does not consider per diem cost, delays or road closures, so comparing your actual route optimization plan would identify gaps within your load planning process.

Benefits:

Optimal route selection Route optimization tools within a TMS enable a driver to take the more efficient route rather than alternative routes that may cause delays.

Improved SLAs If drivers are consistently taking optimized, more efficient routes, they are more likely to meet customer promises regarding delivery times.

Relay Driving

What is it?Relay driving is an efficient approach to shortening a drivers route that involves two drivers meeting at a midpoint to swap loads. During the delivery process, the driver will not have to conduct a live unload at the destination facility which will prevent any sort of detention at the consignee.

To avoid system configuration problems and ensure that this process runs smoothly, shippers must have certain parameters in place within their TMS. Shippers and 3PLs can maximize driver utilization hours by leveraging the TMS data to confirm they are choosing the correct relay points. One strategic approach is setting the relay point at the delivery facility to avoid unsuitable touchpoints that may potentially lead to unexploited utilization hours.

To increase the value of this process, shippers and 3PLs should stay away from deadheading hauling an empty trailer with no cargo - which provides no benefits to the driver, who cannot earn additional income without hauling a load. Organizational leaders should also ensure oversight of the inventory management perspective of equipment as shippers and 3PLs must be strategically swapping trailers during a relay point instead of moving trailers solely for inventory management.

Benefits:

Route shortening: Relay driving allows the driver to shorten their route by exchanging midway, improving work-life balance and job satisfaction.

Optimizing equipment management:This strategy allows companies to adjust their trailer allocation based on demand in a certain area or region.

Maximizing DOT hours:With relay driving, drivers will not have to spend time loading or unloading at a destination point, maximizing their hours.

Driver Selection

What is it?Ensuring drivers are satisfied with their routes will improve driver retention. One approach to this would be shifting to a routing optimization tool versus a manual process. Implementing practices that assign drivers to more dynamic routes with an automated process will eliminate favoritism in load planning. Additionally, shippers can leverage a mobile application that connects drivers to shippers. This type of application makes it effortless for drivers to secure loads while selecting specified lanes, load types, review pricing, and obtaining payment in a timely manner.

Benefits:

Driver satisfaction Giving drivers more power over their routes will increase satisfaction, decrease turnover, and avoid further challenges of a driver shortage.

Effectively manage service hours - Drivers can review the closest backhaul based on their delivery location to ensure they are managing service hours effectively.

Conclusion

The driver shortage has impacted shippers and 3PLs across the country, and many have been unsure how to mitigate the impact. These are just a few tactical ways that organizations can ensure they consistently have the drivers, technology and processes in place to meet service level agreements and customer promises without a hitch.

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Addressing the Driver Shortage from Within - DC Velocity

Tonganoxie High Schools new administrative team officially became complete earlier this month when they were approved at a board meeting July 6.

Cody Witte, who has been the activities director/assistant principal the past two years, is the new THS principal. He replaces Mark Farrar, who stepped down after nine years in Tonganoxie, first as Tonganoxie Middle School principal and then THS principal.

A longtime TMS teacher will now step into Wittes role as activities director and also will take the helm of a new position: dean of students. Josey Eastes will have the dual roles after 13 years at TMS as seventh-grade social studies teacher.

Kelly Hoopes will begin her second year as THS assistant principal.

Tonganoxie USD 464 board members also approved other personnel recommendations during a special meeting July 6 and additional recommendations during their regular meeting July 11.

Contract/work agreements approved July 11 were Nick Butler, Tonganoxie High School special education interrelated teacher (one-year contract); and Nick Johnson, Tonganoxie Middle School social studies teacher (one-year contract).

A resignation also was approved for Javier Trujillo, THS assistant coach for boys and girls soccer.

Recommendations approved July 6 for contract/work agreements were Tiffani Lang, Shanna Sparks and Megan Rauh, transportation; Nicole Martin, building aide; Christy Angell, library aide; Julie Purin, Tonganoxie Elementary School music teacher; Tiffany Trent, THS special education paraprofessional; Kaycie Odell, TES kindergarten aide; Lauren Ingram, TES special education interrelated teacher; and Kirk Baggett, DAC custodian.

In additional Heather Norris, TES special education interrelated teacher, was released from her contract.

The board approved other action items during the meeting, including:

lBecky Ambrosia Nasalroad as engagement specialist contingent upon a background check.

lTeacher negotiations with Tonganoxie Teachers Association and contracts for all building administrators.

l2022-23 academic calendar

l Jim Bothwell and Chris Gratton as board president and vice president, respectively.

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Tonganoxie USD 464 hires from within, names new THS principal and AD | TonganoxieMirror.com - The Mirror