Program design – Top 100 Programs http://top100programs.com/ Thu, 13 Oct 2022 16:52:08 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://top100programs.com/wp-content/uploads/2021/10/icon-8-120x120.png Program design – Top 100 Programs http://top100programs.com/ 32 32 COMPASS Pathways Announces Pivotal Phase 3 Program Design for COMP360 in Treatment-Resistant Depression at Capital Markets Day https://top100programs.com/compass-pathways-announces-pivotal-phase-3-program-design-for-comp360-in-treatment-resistant-depression-at-capital-markets-day/ Wed, 12 Oct 2022 15:32:36 +0000 https://top100programs.com/compass-pathways-announces-pivotal-phase-3-program-design-for-comp360-in-treatment-resistant-depression-at-capital-markets-day/ Proceeds of $1.85 million received from a strategic placement of units at $0.325 per unit, each unit consisting of one common share and one-half common share purchase warrant exercisable at $0.50, for total potential proceeds of $3.27 million. The funding will fuel Optimi’s ongoing commercialization efforts, support new product development and provide the working capital […]]]>
  • Proceeds of $1.85 million received from a strategic placement of units at $0.325 per unit, each unit consisting of one common share and one-half common share purchase warrant exercisable at $0.50, for total potential proceeds of $3.27 million.
  • The funding will fuel Optimi’s ongoing commercialization efforts, support new product development and provide the working capital needed to be strategic in the market, with opportunities being explored in Oregon and Alberta.
  • Chip Wilson, founder of lululemon athletica inc., is a society advisor and health and wellness advocate.
  • The private placement brings Chip’s ownership to 9.5% on a fully diluted basis.

Optimi Health Corp. (CSE: OPTI) (OTCQX: OPTHF) (FRA: 8BN) (“Optimi” or the “Company”), a leading GMP producer and advocate for safe supply licensed by Health Canada to produce and distribute natural products , European GMP-Grade Psilocybin and Other Psychedelic Substances, Including MDMA, is pleased to announce that it has closed a non-brokered private placement of 5,692,308 Company Units (each a “Unit”) at the price of $0.325 per Unit (the “Private Placement”) for gross proceeds of $1,850,000 with Wilson Capital, the family office of the Private Equity division of Chip Wilson (“Chip”). The Company intends to use proceeds from the issuance of the Units to support its psychedelic product commercialization efforts, its ongoing psilocybin and MDMA research and clinical trial initiatives, in-house drug development, and its general working capital.

Each Unit consists of one (1) common share of the Company (one ” Ordinary share “) and one-half (1/2) common share purchase warrant (each whole warrant, one ” To guarantee “). Each warrant is exercisable at $0.50 for a period of two (2) years from the date of issue. The common shares and warrants comprising the units and all common shares issued upon exercise of the Warrants are subject to a statutory hold period of four months plus one day from the date of issue in accordance with applicable securities laws.

Optimi welcomes this strategic investment led by the family office of Chip Wilson, founder of lululemon athletica inc., who also sits on Optimi’s advisory board. Mr. Wilson said, “Our participation in the placement demonstrates our belief that the Company can achieve its plan to become a world leader in the development and worldwide distribution of psychedelic products.”

Optimi CEO Bill Ciprick commented, “It is important to demonstrate to both our existing shareholders and the market as a whole that Optimi’s leadership plays an active role in raising smart capital. Looking at a variety of potential financing options to lead this financing round, in addition to ensuring that the terms of the financing were highly competitive, expanding its relationship with Chip through this investment was the preferred scenario. given Chip’s familiarity with the operational business, his ongoing support of Optimi as an advisor and his understanding of the management and background of the Board of Directors and his commitment to achieving his short and long term corporate milestones term. »

The private placement increases the number of common shares of the Company held by the founders, members of the advisory board, directors and officers.

Optimi Co-Founder, Director and Chief Financial Officer, Jacob Safarik, said, “This critical funding puts the Company in the enviable position of being backed by one of Canada’s most trusted wealth management offices. . During this time of market volatility, Optimi has maintained the flexibility to set out on the path to profitability while strengthening its working capital position to pursue important product development and research initiatives that support Optimi’s position as the leading advocate for secure sourcing,” said Safarik. “It is crucial to our continued success that Optimi is ready for opportunities, including the implementation of forensic psychedelic therapy in emerging new markets, such as Oregon and Alberta, and that we have a variety of safe, lab-tested psilocybin and EU-GMP psilocybin MDMA products available to patients around the world as global regulatory markets continue to evolve.”

Strategic Offering Lays Foundation for Company’s Future Expansion Steps, Including Phase I and II Clinical Trials of Psilocybin and MDMA with ATMA Journey Centers, Deployment and Expansion of Mushroom Catalogs Optimi’s functional and psychedelic products, and establishing an operational footprint in Oregon’s regulated psilocybin. market.

Optimi Co-Founder, Director and CMO Dane Stevens said, “This sends the right message at the right time to investors paying close attention to the psychedelic market. When an investor like Chip Wilson offers to increase his position and support the future of Optimi, you find a way to close a deal. Optimi wouldn’t exist without the vision and commitment of JJ and Chip Wilson, the Safarik family, and the shared belief that the work we do today will improve the health of so many in need for many years to come. . Through this strategic raise, we are building trust with shareholders and the operating team, and demonstrating that the company’s founders and management team are committed to Optimi’s long-term success and growth.

The Wilson family recently made headlines for their $100,000,000 donation, the largest in history, to the BC Parks Foundation – as well as the creation of Solve FSHD (a foundation for the search for a cure for facioscapulohumeral muscular dystrophy) with an additional $100 million, in September and March 2022, respectively. These were facilitated by the Wilson 5 Foundation, the family’s private foundation.

FOR SERVICE REQUESTS OR MORE INFORMATION, PLEASE CONTACT:

Michael Kydd
Investor Relations
Email: investors@optimihealth.ca
Telephone: +1 (902) 880 6121

ABOUT OPTIMI (CSE: OPTI) (OTCQX: OPTHF) (ENG: 8BN)

Optimi Health Corp. is a Canadian company licensed by Health Canada to produce and supply EU-GMP grade natural psilocybin and synthetic psychedelic substances and functional mushrooms that focus on the health and wellness markets. Built with the goal of producing scalable psychedelic formulations for transformational human experiences, the company’s goal is to be the trusted and compassionate premier provider of safe medications across the globe. Optimi’s products are manufactured at its two facilities totaling 20,000 square feet in Princeton, BC, making it the largest producer of psilocybin and MDMA in North America.

FORWARD-LOOKING STATEMENTS

This press release contains forward-looking statements and forward-looking information within the meaning of Canadian securities laws (collectively, “forward-looking statements”) that relate to Optimi’s current expectations and beliefs about future events. Any statement that expresses or implies discussions of expectations, beliefs, plans, goals, assumptions, or future events or performance (often, but not always, through the use of words or phrases such as “will result probably”, “are expected to”, “expects”, “will continue”, “is planned”, “anticipates”, “believes”, “estimates”, “intends”, “plans”, ” plans”, “projection”, “strategy”, “goal” and “outlook”) are not historical facts and may be forward-looking statements and may involve estimates, assumptions and uncertainties that could cause actual results actuals differ materially from those expressed in these forward-looking statements. No assurance can be given that such expectations will prove to be correct and undue reliance should not be placed on any forward-looking statements included in this press release. These statements speak only as of the date of this press release. In particular, and without limitation, this press release contains forward-looking statements relating to the private placement, including with respect to the use of proceeds, the future success of Optimi, the activities proposed to be carried out under the license Company’s Health Canada-approved distributorship and business related to psilocybin, psilocin, other psychedelic substances, some of which are synthetically formulated, and Optimi’s plans, priorities and objectives.

Forward-looking statements are based on a number of assumptions and are subject to a number of risks and uncertainties, many of which are beyond Optimi’s control, which could cause actual results and events to differ materially. of those disclosed or implied by such statements. forward-looking statements. These risks and uncertainties include, but are not limited to, the impact and progression of the COVID-19 pandemic and other factors set forth under the headings “Forward-Looking Statements” and “Risk Factors” in the Company’s Annual Information Form. Company dated January 12, 2022. , and other continuous disclosure documents available under Optimi’s profile at www.sedar.com. Optimi undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. New factors appear from time to time, and it is not possible for Optimi to predict them all or assess the impact of each of these factors or the extent to which any one factor, or combination of factors, may cause results significantly different from those contained. in any forward-looking statements.

All forward-looking statements contained in this press release are expressly qualified in their entirety by this cautionary statement.

Neither the Canadian Securities Exchange nor the Investment Industry Regulatory Organization of Canada accepts responsibility for the adequacy or accuracy of this release.

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COMPASS Pathways Announces Phase 3 of Pivotal Program Design https://top100programs.com/compass-pathways-announces-phase-3-of-pivotal-program-design/ Wed, 12 Oct 2022 15:00:00 +0000 https://top100programs.com/compass-pathways-announces-phase-3-of-pivotal-program-design/ LONDON, Oct. 12, 2022 (GLOBE NEWSWIRE) — COMPASS Pathways plc (Nasdaq: CMPS), a mental health care company dedicated to accelerating patient access to evidence-based innovation in mental health , announced the pivotal Phase 3 program design for Psilocybin Therapy COMP360 in Treatment Resistant Depression (TRD) today during a virtual Capital Markets Day. The session, which […]]]>

LONDON, Oct. 12, 2022 (GLOBE NEWSWIRE) — COMPASS Pathways plc (Nasdaq: CMPS), a mental health care company dedicated to accelerating patient access to evidence-based innovation in mental health , announced the pivotal Phase 3 program design for Psilocybin Therapy COMP360 in Treatment Resistant Depression (TRD) today during a virtual Capital Markets Day. The session, which was attended by members of COMPASS Pathways executive leadership and key opinion leaders, included a review of the TRD treatment landscape as well as COMPASS clinical care and digital strategy, patient access /market and business model, and a broader development pipeline (recording available here).

COMPASS’s program will be the world’s first-ever Phase 3 psilocybin therapy program, and follows positive results from its Phase 2b study in treatment-resistant depression, presented at the American Psychiatric Association Annual Meeting in May 2022. The Phase 3 program is comprised of three clinical trials, two pivotal trials and long-term follow-up, and is expected to begin by the end of 2022. The design of the pivotal program is as follows:

  • Pivotal trial 1 (COMP 005) (n=378): single dose monotherapy (25 mg) versus placebo. This trial is designed to replicate the treatment response seen in the company’s Phase 2b study (n=233).
  • Pivotal Trial 2 (COMP 006) (n=568): Fixed repeat dose monotherapy using three dose arms: 25 mg, 10 mg and 1 mg. This trial is designed to determine if a second dose can increase the number of responders and/or improve the response observed in the company’s Phase 2b study and explore the potential for a significant treatment response after repeated administration of COMP360 10mg.
  • The primary endpoint of both pivotal trials is the change from baseline in the MADRS total score at week 6.

COMPASS Pathways Capital Markets Day featured the following speakers and topics:

Staging
George Goldsmith: Welcome and introduction to COMPASS
Kabir Nath: Introduction and program of the event
Charlie Nemeroff, MD, PhD, University of Texas at Austin, Dell Medical School: New horizons in neuropsychiatry

Phase 3 program of TRD and COMPASS
John Rush, MD, Duke University School of Medicine: TRD Patient Profile Review
Guy Goodwin, MD/Trevor Mill: Phase 3 Program and Pivotal Trial Design
Sidney Zisook, MD, University of California, San Diego: Perspective on the COMPASS Phase 3 Development Program

COMP360 Delivery and Marketing of Psilocybin Therapy
Ekaterina Malievskaia, MD & Greg Ryslik: innovation in clinical care and digital tools
Marco Mohwinckel & Steve Levine, MD: Patient/market access and business model
Phyllis Foxworth, Depression and Bipolar Support Alliance: Patient Perspectives on Living with TRD and Psilocybin Therapy

Beyond TRD
Guy Goodwin, MD: COMPASS Phase 2 Study of PTSD and IBS Review
Walter Kaye, MD, University of California, San Diego: Unmet Need and Current Treatment Paradigm for Anorexia Nervosa
Guy Goodwin, MD: COMPASS Phase 2 Study in Anorexia Nervosa

Last word
Kabir Nath: Closing speech

The virtual event took place on October 12 at 8:00 a.m. ET (1:00 p.m. UK). The replay of the webcast is available here.

About COMPASS Pathways
COMPASS Pathways plc (Nasdaq: CMPS) is a mental health care company dedicated to accelerating patient access to evidence-based innovation in mental health. Our goal is to improve the lives of those who suffer from mental health problems and who are not helped by current treatments. We are pioneering the development of a new model of psilocybin therapy, in which our proprietary formulation of synthetic psilocybin, COMP360, is administered in conjunction with psychological support. COMP360 has been designated Breakthrough Therapy by the U.S. Food and Drug Administration (FDA) for Treatment Resistant Depression (TRD), and we have completed a Phase IIb clinical trial of psilocybin therapy for TRD, in 22 sites in Europe and North America. . This was the largest randomized, controlled, double-blind clinical trial of psilocybin therapy ever conducted, and our primary data showed a statistically significant (p<0.001) and clinically relevant improvement in the severity of depressive symptoms after three weeks for patients who received a single high dose. of COMP360 psilocybin with psychological support. We are also conducting Phase II clinical trials of COMP360 psilocybin therapy for post-traumatic stress disorder (PTSD) and anorexia nervosa. COMPASS is headquartered in London, UK, with offices in New York and San Francisco in the US. Our vision is a world of mental well-being. www.compasspathways.com

Availability of other COMPASS Pathways information
Investors and others should note that we communicate with our investors and the public through our website (www.compasspathways.com), our investor relations website (ir.compasspathways.com) and on social media (LinkedIn) , including but not limited to investor presentations and investor information sheets, filings with the United States Securities and Exchange Commission, press releases, public conference calls and webcasts. The information we post on these channels and websites could be considered material information. Accordingly, we encourage investors, the media and others interested in us to regularly review the information posted on these channels, including the Investor Relations website. This list of channels may be updated from time to time on our Investor Relations website and may include additional social media channels. The content of our website or these channels, or any other website accessible from our website or these channels, should not be taken as incorporated by reference in any filing under the Securities Act of 1933.

Forward-looking statements
This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, as amended. In some instances, forward-looking statements may be identified by words such as “may”, “could”, “will”, “could”, “should”, “should”, “expect”, “anticipate”, “believes”, “estimates”, “potential”, “continues” and “in progress”, or the negative form of these terms or other comparable terms, although not all forward-looking statements contain these words. Forward-looking statements include express or implied statements regarding, among other things, COMPASS’s strategic plans or objectives, COMPASS’s plans and anticipated timeline for its Phase III program in treatment-resistant depression and the possibility that this trial or other trials support regulatory filings and approvals, future accessibility of COMP360 Psilocybin Therapy, COMPASS’s ability to successfully launch and commercialize COMP360 Psilocybin Therapy, potential revenue streams if the therapy at psilocybin COMP360 is approved and the ability of COMPASS to advance psilocybin COMP360 therapy in other areas of unmet mental health needs and to discover and advance new drug compounds. The forward-looking statements contained in this press release are neither promises nor guarantees, and you should not place undue reliance on these forward-looking statements because they involve known and unknown risks, uncertainties and other factors, many of which are beyond within the control of COMPASS and which could cause actual results, levels of activity, performance or achievements to differ materially from those expressed or implied by such forward-looking statements. These risks, uncertainties and other factors include, among others: preclinical research and clinical development are long and uncertain, and therefore our preclinical studies and clinical trials may be delayed or interrupted, or may never advance to or into the clinic; and the risks and uncertainties described under “Risk Factors” in COMPASS’s most recent Annual Report on Form 10-K or Quarterly Report on Form 10-Q and other reports we have filed with US Securities. and Exchange Commission (“SEC”), which are available on the SEC’s website at www.sec.gov. Except as required by law, COMPASS disclaims any intention or responsibility to update or revise any forward-looking statements contained in this press release as a result of new information, future developments or otherwise. These forward-looking statements are based on COMPASS’s current expectations and speak only as of the date hereof.

Requests
Media: Amy Lawrence, amy@compasspathways.com+44 7813 777 919
Investors: Stephen Schultz, stephen.schultz@compasspathways.com, +1 401 290 7324

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Subscriptions and packages are multiplying to increase spending https://top100programs.com/subscriptions-and-packages-are-multiplying-to-increase-spending/ Thu, 01 Sep 2022 14:17:57 +0000 https://top100programs.com/subscriptions-and-packages-are-multiplying-to-increase-spending/ Value and savings dominate consumer sentiment in a down year, prompting a belt-tightening response that leads more retailers and brands to lean into memberships and bundles as a defense against sales anemic. Memberships not only provide the added benefit of recurring revenue streams, but also have the effect of creating a deeper affinity with customers […]]]>

Value and savings dominate consumer sentiment in a down year, prompting a belt-tightening response that leads more retailers and brands to lean into memberships and bundles as a defense against sales anemic.

Memberships not only provide the added benefit of recurring revenue streams, but also have the effect of creating a deeper affinity with customers – at least when done right. Additionally, these repeat customers typically have a higher average order value and volume, which is critical in a time when inflation is squeezing budgets.

According to the PYMNTS report “The Benefits Of Membership: Mass Retailers And Subscription Services,” which surveyed more than 2,100 U.S. consumers, general retail membership is a strong indicator that a consumer will spend more with the brand at to which he is subscribed.

For example, Amazon Prime members spent 113% more than nonmembers each month, while Costco and Sam’s Club members spent 101% and 109% more in-store, respectively, than nonmembers. according to the study.

Get the study: The Benefits of Membership: Mass Retailers and Subscription Services

Interestingly, rumors swirled this summer that Costco might raise the price of its membership as it last did in 2017. But on its fiscal third quarter earnings call, the senior vice president of Costco, Bob Nelson, said: With historically high inflation and the burden it places on our members and all consumers in general, we believe that raising our membership fees today ahead of the usual is not the right time.

On Wednesday August 31, widespread reports indicated that Sam’s Club would increase membership fees from $5 per month to $50 per year starting October 17, which would be the first such measure in nine years.

Read more: Sam’s Club raises membership fees for the first time in 9 years

On Monday, August 29, T-Mobile CEO Mike Sievert announced that T-Mobile is bundling Apple TV+ with its popular Magenta MAX plan. A standalone Apple TV subscription costs $4.99 per month, but T-Mobile clearly thinks consumers will see it as more valuable when it’s bundled.

See also: Costco keeps hot dog deal going, but membership fees could go up

A recent example is news that the Walt Disney Co. is considering a membership program. As The Wall Street Journal reported on Wednesday (Aug. 31), “By creating a membership program, Disney would be betting that it could deliver more value to customers, enticing them to spend more on Disney’s products and services. company, while providing Disney with a wealth of information about their preferences.

When it comes to the majors, we’ve seen some key differences in how Amazon Prime and Walmart+ members spend and what they buy, and unsurprisingly play to their respective strengths.

In “Walmart+ Weekend: Prime Day Rival Or Trip To The Grocery Store,” a summer survey of over 1,000 Walmart+ subscribers and over 2,000 Amazon Prime subscribers, we found that Walmart+ members were loyal to themselves, sticking to the basics at this sales event.

“Walmart+ members are more focused than their Prime counterparts on grocery shopping and gas tank necessities,” according to the study, finding that 43% of Walmart+ members have signed up to take advantage of same-day grocery delivery, while only 13% of Prime members did the same. “Another 20% of Walmart+ members cited gas discounts as a motivator — a benefit not offered by Prime.”

Subscribers who attended Prime Day this summer showed an appreciation for finer merchandise, as they have for a long time. The “Prime Day 2022: Inflation Hits, But Amazon Still Wins” study surveyed nearly 2,200 Amazon and Walmart subscribers, finding for example that “only 23% of Prime Day shoppers bought groceries – about half the 45% rate of their Walmart+ Weekend counterparts. Conversely, electronics shoppers were more likely to do so on Prime Day (31%) than Walmart+ Weekend (24%).”

See the report: Prime Day 2022: Inflation hits, but Amazon still wins

Spend where you belong

The power of membership rests in part on the lure of business relationships where consumers feel a sense of belonging that results in “members only” offers – a marketing tactic that rarely fails to trigger the reflex to purchase.

Examining this effect in the “Relationship Commerce: Building Long-Term Brand Engagement” study, a PYMNTS and Ordergroove collaboration, we surveyed over 2,800 consumers with a mix of memberships and subscriptions, uncovering the superpowers of these programs.

According to this report, “Subscription, membership and loyalty programs at the heart of merchants’ relationship commerce strategies increase the frequency of customer purchases and the amount of money consumers spend on these products and services. On average, 75% of consumers with business connections will buy more products from companies they associate with, and 90% who believe these companies understand their shopping preferences are likely to buy more products from them.”

Get the study: Relational commerce: creating a long-term commitment with the brand

Additionally, the relationship commerce study found that the top three forms that business relationships take – retail memberships, subscriptions and loyalty programs – are popular with consumers, as 79% of respondents have these at minus one, and 17% have all three.

Merchants are also enamored, we’ve found, for example, that “nearly eight in 10 consumers with subscriptions buy more products from brands they have a relationship with than those they don’t.”

aml/kyc

NEW PYMNTS SURVEY FINDS 3 IN 4 CONSUMERS HAVING HIGH DEMAND FOR SUPER APPS
About: Results from PYMNTS’ new study, “The Super App Shift: How Consumers Want To Save, Shop And Spend In The Connected Economy,” a collaboration with PayPal, analyzed responses from 9,904 consumers in Australia, Germany, UK and USA. and showed strong demand for one super multi-functional app rather than using dozens of individual apps.

We are always looking for partnership opportunities with innovators and disruptors.

Learn more


https://www.pymnts.com/subscriptions/2022/disney-eyes-discounts-perk-membership-program/partial/

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Feeding program design | National pig breeder https://top100programs.com/feeding-program-design-national-pig-breeder/ Tue, 28 Jun 2022 15:33:35 +0000 https://top100programs.com/feeding-program-design-national-pig-breeder/ The bottom left of my computer’s desktop screen shows the current outside temperature. It currently reads 97 degrees Fahrenheit. Yes, we hit the scorching days of summer. Our average daily feed intake goes from 4.75 lbs per day from wean to finish during the fall and winter months to 4.30 lbs per day from wean […]]]>

The bottom left of my computer’s desktop screen shows the current outside temperature. It currently reads 97 degrees Fahrenheit. Yes, we hit the scorching days of summer.

Our average daily feed intake goes from 4.75 lbs per day from wean to finish during the fall and winter months to 4.30 lbs per day from wean to finish (a 10% decrease). Our lactation feed intake drops from 16.1 pounds per day during the fall and winter months to 14.9 pounds per day (a decrease of 8%).

Lack of planning and/or communication of feeding program design can and will result in disappointing market weights, lactation performance and reproductive rates. However, if the feeding program was implemented prior to the time the weaned pigs were fed and the intended results of the feeding program were communicated and implemented accordingly, it is not necessary to react to these hot summer days. Instead, the weaning-to-finishing feeding schedule should anticipate the strong northerly winds and first snows of December.

Planning 167 days in advance
When setting feeding programs, growth goals, space requirements, and market weight goals, it is crucial to understand the growth period scenario and market window of the pigs starting feeding. For example, a group of weaned pigs put on feed on July 1 will have the first cut the week after Thanksgiving. The last cut for this example group will be the week before Christmas. So while the current hog price is above $110 per cwt, growth rates and market weights are suppressed due to the summer heat.

Pigs weaned today will have their maximum feed intake and growth rate during the cool fall and winter months when feed intake will not be restricted. Additionally, in today’s futures market, these hogs are being traded for around $85/cwt, well below most current profitability forecasts. Therefore, while late finisher feeding programs should target intake and growth promotion to maximize return to cost, early grower and finisher feeding programs should aim for the least cost per book of gain.

React 37 days in advance
Even though the feeding program has been well thought out and planned approximately 167 days before the pig market date, there are times when the economic or logistical scenario will change. The hog industry has been no stranger to volatile market changes in both input costs and production revenues over the past four years. There are situations where the market looks positive when pigs are put on feed, but as the calendar progresses the market has not grown or has fallen back. So instead of having to produce an average market weight of 300 pounds to maximize return on cost, an average market weight of 285 pounds is now ideal.

Feeding programs, allotted feeding days, and marketing strategies must respond quickly to these changing scenarios. Responding to these changes is crucial. If the feeding program and corresponding plans are not answered in a timely manner, dollars remain on the table.

Execute 7 days in advance
A well thought out plan is just that until it is acted upon. In designing a feeding program, it is essential to have regular reformulation to take advantage of changes in ingredient prices. For example, from June 16 to June 27, the July corn futures contract fell 6.2% while the July soybean meal contract rose 3.5%. This means that if you are using formulated diets in the second week of June, you are using too much SBM and not enough corn, distillers grains with solubles and synthetic amino acids to fully achieve the lowest cost per pound of gain.

Additionally, executing at the plant, feed delivery, and slat level is crucial to ensure the feed program is executed at a high level at all stages.

Regardless of the plan or how often the diet program needs to be updated due to market fluctuations, the secret key is communication. Production, growth, feed efficiency, feed days, marketing reductions, and market weight targets should all be well-known information from the lath-level board room. It’s just as important to think about the finishing pigs today as the pigs that will be fed today and marketed this holiday season.

Source: Trey Kellner, who is solely responsible for and owns the information provided. Informa Business Media and all of its affiliates are not responsible for any content contained in this information asset.

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Unemployment Insurance: Transformation Needed to Address Program Design, Infrastructure and Integrity Risks https://top100programs.com/unemployment-insurance-transformation-needed-to-address-program-design-infrastructure-and-integrity-risks/ Tue, 07 Jun 2022 11:05:44 +0000 https://top100programs.com/unemployment-insurance-transformation-needed-to-address-program-design-infrastructure-and-integrity-risks/ What the GAO found The GAO and others have reported that challenges with Unemployment Insurance (UI) administration have affected states’ ability to effectively meet the needs of the unemployed, both historically and during economic downturns, such as the COVID-19 pandemic. Reported difficulties in program design and variations in how states administer unemployment insurance have contributed […]]]>

What the GAO found

The GAO and others have reported that challenges with Unemployment Insurance (UI) administration have affected states’ ability to effectively meet the needs of the unemployed, both historically and during economic downturns, such as the COVID-19 pandemic. Reported difficulties in program design and variations in how states administer unemployment insurance have contributed to declining access and disparities in the distribution of benefits. During the pandemic, challenges have arisen in providing customer service, handling claims quickly and implementing new programs. In addition, the GAO, the Department of Labor (DOL), and the DOL Office of Inspector General have reported the need to modernize state computer systems.

The risk of improper unemployment insurance payments, including fraud, has increased dramatically during the pandemic. Prior to the pandemic, the DOL regularly reported billions of dollars in estimated annual irregular payments in unemployment insurance, and it reported an increase of $8.0 billion (9.2% irregular payment rate) for unemployment insurance. fiscal year 2020 to $78.1 billion (18.9% irregular payment rate) for fiscal year 2021. According to the DOL, historically, the top causes of improper payments were related to issues determining the eligibility, such as the payment of benefits to those who had returned to work and had not declared their income. However, DOL said that during the pandemic, increased identity theft was a primary cause. The total of Unemployment Insurance mispayments is not known in part because the DOL has yet to release estimates for some pandemic Unemployment Insurance programs. States have also grappled with incomplete reporting of billions of dollars in identified overpayments. The CARES Act unemployment insurance programs created new fraud risks and increased existing fraud risks. From March 2020 to January 2022, at least 146 people pleaded guilty to federal unemployment insurance program fraud charges and charges were pending against at least 249 people. Due to the increase in fraud-related cases during the pandemic, federal and state entities continue to investigate unemployment insurance fraud.

These significant challenges pose a significant risk to the delivery of UI services and expose the UI system to significant financial losses. Based on GAO’s findings, including many open recommendations in this area, GAO has determined that the user interface system should be added to the GAO’s high-risk list. The DOL has some planned and ongoing activities for the UI system, such as establishing an UI modernization office and implementing strategies to reduce risk; however, many long-standing issues remain unaddressed. Leaving these issues unaddressed will increase the risk that the UI system will fail to meet the program’s basic expectations of serving workers and the broader economy, and could undermine public confidence in the responsible management of public funds.

Participants in GAO-hosted stakeholder panels identified various options for transforming the unemployment insurance system. Options include program design changes to better target support, infrastructure improvements, and program integrity improvements, for example, tightening federal standards for the implementation of health insurance. state unemployment, such as eligibility, benefit amount and duration; improve and modernize computer systems; and obtain additional data sources to identify fraudulent claims. In addition, GAO has identified general considerations to help policy makers and others assess key aspects of different options for transforming unemployment insurance programs and addressing associated risks. These considerations include the completeness and flexibility of potential transformations.

Why GAO Did This Study

A high-risk designation is intended to drive progress in areas requiring transformation. The unemployment insurance system faces long-standing challenges with effective service delivery and program integrity. Historic levels of job loss during the COVID-19 pandemic have compounded existing challenges. Congress created four new unemployment insurance programs to support workers during the pandemic. However, unprecedented demand for benefits and the need to quickly implement new programs presented challenges for states and increased the risk of irregular payments, including fraud.

This report examines (1) the difficulties encountered in responding to the needs of the unemployed and to economic changes; (2) risks of abusive payments, including fraud; (3) the extent to which UI suffered performance degradation and financial loss; and (4) potential user interface transformation options suggested by stakeholder panels.

GAO reviewed audit products and relevant federal laws and guidelines; reviewed the literature to identify user interface challenges and risks; analyzed inappropriate payment reports; convened a panel of 16 speakers with expertise in unemployment insurance; and compared the results to the GAO criteria for designating high-risk programs.

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Case Study: Implementing Best Practice Treasury Programs with the Treasury Program Design Wizard – Global https://top100programs.com/case-study-implementing-best-practice-treasury-programs-with-the-treasury-program-design-wizard-global/ Wed, 27 Apr 2022 07:00:00 +0000 https://top100programs.com/case-study-implementing-best-practice-treasury-programs-with-the-treasury-program-design-wizard-global/ When working on cash programs, it can be an information overload for aid workers with a lot of paperwork and time spent aligning with other team members. In addition, these programs tend to change often, which can make it difficult to update all documents. The Cash Design Wizard is a simple web-based tool that helps […]]]>

When working on cash programs, it can be an information overload for aid workers with a lot of paperwork and time spent aligning with other team members. In addition, these programs tend to change often, which can make it difficult to update all documents. The Cash Design Wizard is a simple web-based tool that helps humanitarian organizations design cash programs that meet international standards and best practices and address challenges based on real-life experiences in multiple contexts. Its main purpose is to guide aid workers through a simple set of intuitive questions that results in a quality money program. It does this by starting from the reality of the human context rather than the treasury solution, reducing uncertainty about treasury program parameters, and accelerating usage setup across sites and organizations.

The design process

25 aid workers from consortium partners Dorcas, ZOA, Help a Child, Tearfund, Cordaid and 510 (Data & Digital initiative of the Dutch Red Cross) co-designed the Cash Program Design Wizard. The Cash Program Design Wizard was co-designed using human-centered design methodologies. Human-centered design is a design and management framework that develops solutions to problems by involving the human perspective in all stages of identifying the problem and solution process that is applied in co-design sessions .

In 2021, co-design sessions took place in Burundi, DRC, Ethiopia, Iraq, Lebanon, South Sudan, Syria and Yemen. A total of 25 aid workers shared their experience with cash programs. In 2022, some of these co-designers tested and improved the product by linking it to real money programs. From 2018 to 2022, many other aid workers co-designed the Cash Design Wizard sharing their knowledge and needs as aid workers demanded to set up cash programs that included those affected. These sessions included many types of disaster response in the Caribbean, Ukraine, Malawi, Kenya, Netherlands, Chad, Lesotho, Namibia and Nigeria. Together, we looked at the tools, trainings and processes that aid workers have found useful within their organization and grouped their challenges.

**The Needs and Challenges of the Humanitarian Worker**

The cash program design wizard is created through 3 different aspects: the desirability of the humans involved (including affected people), the feasibility of the technology and the viability in the humanitarian context. The needs and challenges of the aid worker expressed during the co-design sessions can be concluded as follows:

  • “We would like to have guidelines, policies and tools, but not information overload! A tool that doesn’t tell you what to do… but makes it easier for you to do it! (human desirability)
  • “We are often unreachable during office hours when we are in the field and have poor connectivity…but need to ensure we are aligned with HQ and other team members on different working hours” (technological feasibility)
  • “Things change so often when planning a cash flow program and we often have to change a lot of documents to keep them up to date and realign with other team members….” (humanitarian sustainability)

Benefits of the Cash Program Design Wizard

Lessons learned from the co-design sessions have been incorporated into the Cash program wizard. The Treasury Schedule Design Wizard provides the following benefits:

  • Easier: It is a comprehensive tool that provides guidance throughout the program for inexperienced and experienced aid workers to create quality cash programs.
  • Faster: It provides an immediately usable result report.
  • Faster: This saves administration time and enables alignment within a larger team.
  • Easier: It has online and offline function to avoid data loss.

The Cash Program Design Assistant helps aid workers in field offices, country offices and (inter)national headquarters who want to set up cash programs for affected people in multiple contexts. The tool allows a senior program designer (often a field worker) to navigate through the guiding questions, answer them, and modify those answers as needed. The latest information automatically updates a standard reporting structure ensuring that there is a central point of truth in program design at all times. A comment section per question allows other stakeholders in the country office or (inter)national headquarters to give their opinion on the latest design or simply to keep up to date with the latest status.

The 121 platform

The 121 platform consists of easy-to-use cash assistance products for affected people and aid workers in response to the growing global demand for cash and voucher assistance in the humanitarian sector (such as the app self-registration and humanitarian aid). organization portal). To ensure its scalability, the Cash Program Design Wizard has been created to work outside of the 121 platform. If an organization has designed the Cash Program with the Cash Program Design Wizard, they can also consider using the 121 platform. Using the 121 platform, they can ensure people receive cash and voucher assistance in an easy, safe, and fast way. Learn more about the 121 platform here.

The Consortium

The development of the Cash Program Design Wizard by the consortium (Dorcas, ZOA, Help a Child, Tearfund, Cordaid and 510) is made possible by funding from the Dutch Relief Alliance through the DRA Innovation Fund. The Dutch Relief Alliance Innovation Fund is a fund created by the Dutch Relief Alliance with financial support from the Dutch Ministry of Foreign Affairs. The Dutch Relief Alliance operates globally through an alliance of Dutch humanitarian organizations and in partnership with the Dutch Ministry of Foreign Affairs since 2015. It works with over 100 local organisations.

April 26, 2022

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Alivia Care CEO: Success in Palliative Care Depends on Strong Program Design https://top100programs.com/alivia-care-ceo-success-in-palliative-care-depends-on-strong-program-design/ Wed, 13 Apr 2022 21:03:45 +0000 https://top100programs.com/alivia-care-ceo-success-in-palliative-care-depends-on-strong-program-design/ Hospices are working hard to develop new business areas such as palliative care to reach patients earlier and capitalize on value-based care opportunities. As beneficial as these services can be for both patients and providers, the importance of effective program design cannot be overstated. Florida-based Alivia Care is part of a growing group of palliative […]]]>

Hospices are working hard to develop new business areas such as palliative care to reach patients earlier and capitalize on value-based care opportunities. As beneficial as these services can be for both patients and providers, the importance of effective program design cannot be overstated.

Florida-based Alivia Care is part of a growing group of palliative care providers who have pursued new opportunities to expand their continuum of care, including palliative care, home health and other services. Amid these initiatives, the organization is facing brutal industry-wide headwinds – with labor shortages topping the list.

Since its inception, Alivia Care has focused on growth. The nonprofit emerged in 2020 when Community Hospice & Palliative Care of Florida rebranded itself into a larger company with a wider range of services. Since then, the launch of new programs and the pursuit of affiliations have become priorities.

Alivia President and CEO, Susan Ponder-Stansel, of Alivia Care, recently spoke with Hospice News about strategies for service diversification and referral growth at a time when staff are scarce. .

Many palliative care providers have turned to palliative care services, including Alivia Care. What are some of the most important factors driving this trend?

Palliative care programs recognize that they need to go upstream to improve both overall palliative care utilization and timely access to palliative care. Falling lengths of stay have been a tail end of the pandemic, so reaching patients before the last days of their lives is critical.

Many of us have developed palliative care programs or transitional care programs to help fill the void in our highly fragmented care system that leaves patients without a clear roadmap between acute or curative care and care. palliatives.

What are the common pitfalls encountered by providers when creating a palliative care program from scratch? How can suppliers avoid them?

Among the pitfalls I have seen is the poor design of the palliative care program so that it ends up being a place where patients stay too long. Getting the design right for palliative care to provide the right amount and type of support, but not ‘hospice lite’ is a challenge. Many hospices actually develop their own “surrogate competition” without realizing it.

The second problem I often see is approaching palliative care with the perception that it is a profit center rather than a cost center.

With current reimbursement, most of us rely either on Medicare Part B payment for medical services or on a contracted rate from a health plan or other payer, which rarely covers the full cost of the service. Understanding that palliative care is part of care navigation and transition services, as opposed to something that will be cost-effective on its own, is important from the start.

Finally, many hospices are developing this service without looking at who is already in this space in their market, and without being able to identify and explain the unique value proposition of their particular flavor of service offerings. Many competitors in this space use telephone or virtual support models to deliver service, which gives them cost advantages when negotiating with payers. Most palliative care programs I’ve seen use “boots in the field” to deliver this care, but I don’t have the data to prove that this leads to better outcomes than virtual programs that many companies private offer.

As for work pressures, has the tension eased or improved recently?

Staffing constraints have not eased and show no sign of doing so. Difficulty finding and hiring clinicians at all levels, including doctors, has been a constant source of stress for hospices.

We continue to see workers make the decision to leave the workforce or change jobs so they can work fewer hours or have a better work-life balance. This will continue for years to come and represents a demographic shift, not a temporary trend.

Staffing shortages have continued to weigh financially this year on hospices. How do you see workforce pressures impacting results in 2022?

Workforce pressures will be the toughest drag on the bottom line that hospice palliative care programs will face – not just in 2022, but for many years to come. For many providers, understaffing has forced them to close beds in palliative care units, be unable to care for patients, or provide services such as ongoing home care.

Supply not meeting demand is driving up the costs of the labor portion of our business, not only in direct clinical care, but in some other critical support areas such as IT and accounting. .

The other complicating factor is the exit of traditional baby boomers and the older Gen X workforce, as well as the different view of compensation, work-life balance and the role of work that younger Gen Ys and older Gen Z staff will have. Many of us are ill-prepared to deal with this demographic shift in the composition of our workforce.

Many hospices have had to invest more in technology to gain efficiency, expand telehealth services and stay competitive. What are some of the most pressing financial issues for hospices when it comes to technology?

Technology will allow us to alleviate many of the challenges we will face in the years to come, including our staffing shortages. Ensuring our clinical documentation wastes as little staff time as possible will be key to recruitment and retention, as will using technology to improve processes and offload things that can be done by someone else. other than our licensed professionals.

Technology will also be needed to improve patient care and enable hospices to avoid emergency room admissions or care crises.

Additionally, technology will be required for the level and quality of data that each of us will need to support our decisions and assess our outcomes, both for our internal use and for payers and regulators.

If the [U.S. Centers for Medicare & Medicaid Services (CMS)] continues to allow telemedicine and telehealth visits to be reimbursed, there will be both strong consumer acceptance of receiving this method of care and willingness from hospices to use this tool for patient care appropriately and useful.

Cost will be a challenge for small palliative care programs. Navigating the complexity of all new and emerging technical products is a real concern for many.

Investments in new technologies can be costly, and we can’t afford to be wrong. But sifting through all the noise to assess what will truly meet our needs will require different skills and knowledge than many vendors currently have access to in-house.

Where is the needle in terms of growth opportunities for palliative care in the years to come? Which care settings could offer the most promising referral flows?

Residences for the elderly and residences for retirees will be part of the opportunities of the future. Baby boomers and their families definitely want to age in place and be cared for rather than having to go to a care facility.

Hospice is a unique, person-centred type of care that fits well with the desires of those who want to remain independent for as long as possible.

And, if concurrent palliative or transitional care becomes a payment under regular health insurance, patients with end-stage dementia, kidney and neurological disorders may be willing and able to come to palliative care in much greater many more than is currently the case.

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Evaluating a program’s design can help improve its effectiveness — University Affairs https://top100programs.com/evaluating-a-programs-design-can-help-improve-its-effectiveness-university-affairs/ Tue, 05 Apr 2022 07:00:00 +0000 https://top100programs.com/evaluating-a-programs-design-can-help-improve-its-effectiveness-university-affairs/ Although evaluation is not without its challenges, the information obtained can help to rationalize and target program resources more effectively. Program evaluation is a valuable tool for program managers seeking to strengthen the quality of their programs and improve results. As program administrators, we design and implement programs to help graduate and postdoctoral students navigate […]]]>

Although evaluation is not without its challenges, the information obtained can help to rationalize and target program resources more effectively.

Program evaluation is a valuable tool for program managers seeking to strengthen the quality of their programs and improve results. As program administrators, we design and implement programs to help graduate and postdoctoral students navigate the complexities of academia. This is integral to continuous improvement and accountability to management, program participants and funders. Therefore, when evaluating programs, it is essential to critically examine them by systematically collecting data, analyzing information, and making informed decisions and recommendations.

In his book Program Evaluation: Core Concepts and Examples for Discussion and Analysis, Dean Spaulding defines a program as a set of specific activities designed for a specific purpose, with quantifiable goals and objectives. Each specific activity of a program requires adapted methodologies and evaluation frameworks. However, many of us fail to develop robust evaluation frameworks due to a lack of time and resources. Many front-line administrators also feel that program evaluation is complex, requires specific expertise, and could divert limited resources from program delivery. While this sentiment is not unfounded, as this process can be truly complex and resource-intensive, failure to evaluate programming could lead to missed opportunities to improve the quality of design, execution and results. It may even be counterproductive, as the assessment may reveal opportunities for cost and resource savings that may, in turn, support program growth and development in other areas.

But accountability is the most crucial reason why practitioners should make evaluation a regular habit. As we work with limited resources and funds, and because we are responsible not only for managing these resources, but also for training a new generation of highly qualified professionals, program evaluation gives us tools to ensure that we remain accountable to our institutions and the graduate and postdoctoral students who work there.

According to the National Association of Student Personnel Administrators, to understand the importance of assessment, program administrators can ask the following questions:

  • Can evaluation results influence program decisions?
  • Can the assessment be done in time to be useful?
  • Is the program important enough to merit an evaluation?
  • Is program performance considered problematic?
  • Where is the program in its development?

The answers to these questions can set the stage for choosing which programs to evaluate and selecting the appropriate methodology. the program.

Directors must also choose the direction of their evaluation: inward or outward. When using evaluation to improve program design and implementation – that is, by examining how the program is working – it is useful to periodically evaluate and adapt your activities so that they are as efficient as possible. Being able to identify areas for improvement will ultimately help you achieve your goals more effectively. When you use evaluations to demonstrate program impact—that is, looking outward at what the program does—the information you collect allows you to better communicate your program’s impact to others. , to increase staff morale and to attract and retain the support of current and potential funders.

Assessments fall into two broad categories: formative and summative. Formative evaluations should be conducted during initial program development and implementation and are useful if you want guidance on how to achieve your goals or improve your program. Summative evaluations should be done once the program is well established and will tell you how well the program is achieving its goals. Logic models and evaluation matrices are standard evaluation design methods. A logic model focuses on identifying program resources, activities, outputs, and short, medium, and long-term program outcomes. An evaluation matrix is ​​used to present the program evaluation design and is completed after the program components have been examined using a logic model.

So what makes a good review?

A carefully executed evaluation will benefit all stakeholders more than a hastily designed and retrospective evaluation. Good evaluation is tailored to the program and builds on existing knowledge and resources. Below are indicators of good evaluation.

Inclusiveness

An inclusive evaluation takes into account a diversity of viewpoints and ensures that the results are as comprehensive and unbiased as possible. Input should come from all those involved in and affected by the evaluation. They can be students, administrators, academics or members of the community.

Objectivity and honesty

Evaluation data can suggest both strengths and limitations of the program. Therefore, it should not be a mere declaration of success and failure of the program, but also a demonstration of the allocation of limited resources to make things better.

Replicability and rigor

A good assessment is likely to be reproducible. Better design and methodology could help draw more accurate conclusions and build trust in others’ conclusions.

Program evaluation is an iterative process. Therefore, things may change as the process unfolds. The purpose and objectives identified at the start of the assessment may change during the design and data collection phases. Although evaluation is not without its challenges, the information gained can help to streamline and target program resources more effectively by devoting time and money to delivering services that benefit program participants. Data on program results can also help secure future funding. Being open to adjustments is extremely helpful, especially for new program evaluators.

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Data + Donuts // Stephen Leonelli on designing data-driven programs for LGBTQI+ inclusive policy https://top100programs.com/data-donuts-stephen-leonelli-on-designing-data-driven-programs-for-lgbtqi-inclusive-policy/ Mon, 07 Feb 2022 11:17:01 +0000 https://top100programs.com/data-donuts-stephen-leonelli-on-designing-data-driven-programs-for-lgbtqi-inclusive-policy/ ​Register here: ken.sc/d-d_leonelli In accordance with HKS’ updated COVID-19 policies, we are able to welcome more in-person attendees, including a limited number of visitors, to our last Data + Donuts event of the semester. We will also be able to enjoy donuts and coffee in person. Our speaker will always join us via Zoom. Stephen […]]]>

Register here: ken.sc/d-d_leonelli

In accordance with HKS’ updated COVID-19 policies, we are able to welcome more in-person attendees, including a limited number of visitors, to our last Data + Donuts event of the semester. We will also be able to enjoy donuts and coffee in person. Our speaker will always join us via Zoom.

Stephen Leonelli (he/she/she) is an advocate for human rights, inclusion and empowerment of LGBTQI+ people, sex workers, people who use drugs, people living with HIV and of all marginalized and historically underrepresented groups. Since 2005, Stephen has worked in LGBTQI+ and HIV advocacy organizations in Charlottesville, Beijing, Brussels and Oakland, supporting capacity building and grantmaking for local networks and increasing the evidence base for programs and initiatives. effective LGBTQI+ policies. Stephen is currently a program analyst for the LGBTQI+ portfolio at the Inclusive Development Hub within the Office for Development, Democracy, and Innovation at the United States Agency for International Development (USAID). Stephen holds a Masters in Public Policy from Harvard Kennedy School (2016) and is fluent in Mandarin Chinese.

In this session of Data + Donuts, Stephen will talk about designing data-driven programs for LGBTQI+ inclusive policy – ​​including how “data-driven” in this context may differ from other policy areas.

Data + Donuts is a learning and discussion group that provides a welcoming space to critically address data and societal issues. Since fall 2018, HKS Library & Knowledge Services has hosted bi-monthly events featuring researchers and data practitioners facilitating conversations around their area of ​​expertise. Subscribe to the D+D mailing list on the HKS website. For a list of upcoming events, visit the HKS Events Calendar.

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A-State Receives Collaborative Design Grant for Educator Readiness Programs https://top100programs.com/a-state-receives-collaborative-design-grant-for-educator-readiness-programs/ Tue, 07 Dec 2021 23:32:37 +0000 https://top100programs.com/a-state-receives-collaborative-design-grant-for-educator-readiness-programs/ [ad_1] A-State Receives Collaborative Design Grant for Educator Readiness Programs 07/12/2021 JONESBORO – Arkansas State University is one of eight Arkansas universities participating in a program designed to help transform the recruitment, training and retention of K-12 teachers, according to Forward Arkansas, a non-profit organization leading an effort to recruit and retain qualified kindergarten to […]]]>


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A-State Receives Collaborative Design Grant for Educator Readiness Programs

07/12/2021

JONESBORO – Arkansas State University is one of eight Arkansas universities participating in a program designed to help transform the recruitment, training and retention of K-12 teachers, according to Forward Arkansas, a non-profit organization leading an effort to recruit and retain qualified kindergarten to grade 12 teachers. teachers.

A-State is joining Arkansas Tech University, Harding University, Southern Arkansas University, University of Arkansas at Fort Smith, University of Arkansas at Little Rock, University of Arkansas at Pine Bluff, and University of Central Arkansas in the project.

Each institution will each receive a $ 100,000 grant as part of the Forward Arkansas Educator Readiness Program (EPP) collaborative design project.

“We want to support and advocate for institutions in Arkansas that have the bold ideas and committed leadership needed to transform our state’s teacher base,” said Ben Kutylo, executive director of Forward Arkansas. “Through collaboration, we aim to help Arkansas recruit more qualified teachers, better prepare educators for classroom challenges, and improve overall teacher retention rates.”

Forward Arkansas selected the universities through a statewide competitive process that sought a cohort of institutions of varying sizes and locations. He was also looking for universities with a proven track record of increasing teacher diversity and a track record of placing educators in places of greatest need.

Dr Mary Jane Bradley, dean of the College of Education and Behavioral Science, said the program is a logical step forward for A-State, which has historically been a state leader in teacher preparation for decades.

“We are thrilled to be part of a grant that gives us the opportunity to transform K-12 teacher education by recruiting, preparing and retaining teachers,” she added. “This collaboration will strengthen partnerships between K-12 schools and A-State College of Education and Behavioral Science, leading to better education for all students.”

Forward initially intended to partner with six universities but, due to great interest, it expanded its EPP Design Collaborative to include eight institutions. Universities will receive technical and design assistance from Forward and its partners to develop a “transformation plan” that captures their vision for change and aligns with the future direction of the Arkansas Department of Education for the future. preparation of educators.

In the summer of 2022, a number of institutions will have the opportunity to seek additional funding for implementation.

The goal of Forward Arkansas, established in 2014 with grants from the Winthrop Rockefeller Foundation and the Walton Family Foundation, is to improve outcomes for all students. It works with districts, schools, education partners and state leaders to transform learning, build the capacity of educators, and provide equitable resources to ensure that every student has access to and is prepared for opportunities in the world. life and career. Details are in line.

College of Education and Behavioral Sciences

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