The 2 most common experimental methods used to estimate rates of juvenile growth in marine copepods are the molt rate (MR) method, and the artificial cohort (AC) method. Recently, we showed the equations used in the MR method to be incorrect, and proposed a modified molt rate (MMR) method. Here, using statistical and model approaches, we compare the AC and MMR methods under various scenarios to quantify their errors. Although the AC and MMR methods both use a combination of field sampling and simulated in situ incubations to estimate somatic growth, they differ in several important characteristics. The AC method determines growth by the change in mean weight during incubation. Mean weight of copepods in the samples can be determined directly, or inferred from mean weight by life stage or from length–weight regressions. We show that substantial error is avoided only if weights are measured directly (ACdirect). The ACdirect method is insensitive to variable age within stage due to mortality or variable recruitment in the sampled population, an important advantage over the MMR method. However, the ACdirect method is sensitive to variation in growth rate during incubation, which does not affect the MMR method. We therefore recommend that most experimental estimates of growth rate should apply the ACdirect method, with the MMR as a suitable alternative provided its biases are considered. An indirect method based on life stage is biased and we no longer recommend it, and an indirect method based on length–weight regression provides an intermediate level of bias.
New York City – the Big Apple, the Capital of the World – is my hometown. I grew up in Brooklyn back in the days when every kid was a free-range kid. Before I was out of elementary school, my buddies and I thought nothing of hopping a bus and two subways to head to Radio City Music Hall in Manhattan. There, especially if we could outrun the ushers, we could parlay a dollar into an all-day movie fest that included unlimited popcorn and the Rockettes.That childhood memory came back to me last week when I joined credit union representatives from all over the country at PSCU’s annual MoPRO Conference. Especially in Times Square where we were, everything seemed bigger and busier than ever. But as I watched my colleagues fearlessly heading out to embrace their inner tourists, I realized that credit unions can learn a lot about how to provide seamless, omni-channel WOW member service from the “city that never sleeps.” Let’s take a look at three things New York City does brilliantly to put visitors at ease and make them feel like they’re (almost) in a small town:Signs of the TimesI might still be wandering the corridors of my hotel if everything hadn’t been so well signed. The place had the potential to be ridiculously confusing: There was one lobby on the third floor and another on the fifth, a computer-controlled elevator dispatch system, and just for good measure, a rooftop restaurant with inner and outer rings that rotated at different speeds.Yet I never got lost once. At every turn, there were clear directions about exactly where to go to reach my desired destination. There were escalators to back up the elevators and stairs to back up the escalators.Credit unions can learn from this careful attention to user experience by creating clear action paths not only in their branches, but on contact center menus, websites, and mobile apps as well. Product and service usability testing need not be expensive or time-consuming either. So-called “hallway testing,” named because it relies on the reactions of five people randomly passing by, can identify the brick walls users run into, their sources of frustration and their wish lists for service enhancements.Create a Concierge MentalityBecause New York City recognizes that tourism is one of its major industries, no establishment is without either a trained concierge or at least someone with strong knowledge and hospitality skills. There’s even an industry association, the New York City Association of Hotel Concierges, that has sprung up to standardize training and resources. Their mission statement, taken from their website, could serve as roadmap for the kind of WOW member service credit unions tell us they’re trying to achieve.“The concierge holds the key to the city. We are motivated by a genuine desire to serve and are committed to providing the best possible service to our visitors throughout their stay. From giving simple directions to solving unexpected challenges, we are here to assist in creating lasting memories.”The key to implementing a concierge mentality at your credit union is to focus on welcoming members and prospects, helping them understand and articulate their needs and then working to personalize member experiences that address those needs. What’s more, creating a concierge mentality at your credit union doesn’t need to be expensive. Simply developing a FAQ section on your website, for example, and making those answers available for ready access by branch personnel, will go a long way to showing members and prospects that your credit union is listening and responding to their needs and concerns.Value Is in the Eye of the BeholderGreek philosopher Plato’s immortal observation that “beauty is in the eye of the beholder” wasn’t coined on a visit to New York City but it could have been; after all, when the Dutch purchased Manhattan Island for $24 worth of trading beads from the Lenape Native Americans, both parties thought they had negotiated the deal of the century.To this day there is no single New York spirit or point of view but a “state of mind” as individual as the thousands of neighborhoods, tourist attractions and specialty commercial districts available to see and experience. I’m guessing that no two MoPRO Conference attendees crafted the exact same sightseeing and restaurant itinerary during their visit but I’m willing to bet that every one of them came home having experienced their special version of NYC.Credit unions can harness this emphasis on individualism to create personalized product and service solutions for their members. Whether members’ purchase journeys are guided by long-term goals such as retirement or shorter-term needs such as obtaining an auto loan or a credit line increase, each member and each journey needs to be honored as absolutely unique. Credit unions can help their members create personalized rewards programs, website pages and branch experiences that set up and reinforce the value of richly personal experiences for each individual.Watch the Numbers Rise as You Head NorthAs complex and unique as a trip to the Big Apple can be, there’s one final lesson that every tourist and credit union can always take to heart: In most areas of the Five Boroughs, the streets are laid out as a numbered grid with the street numbers rising as one heads north. In the end, that may be the best metaphor of all for credit unions: Nothing will WOW your members so much as helping them find their financial “true North” while they watch their portfolio numbers rise as they do. 14SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Arnie Goldberg Arnie Goldberg is Director of Business Development for Advisors Plus, with primary emphasis on practice expansion through service enhancement and the creation of individualized business and marketing solutions. Arnie draws … Web: www.advisorsplus.com Details
This is placeholder text continue reading » We measure the success of our businesses by our productivity. Are things getting done? Are they getting done on schedule? Are we staying within budget? Are we meeting members’/customers’ needs? Are we innovating?But, we all go through phases of low motivation. Amid the coronavirus pandemic, we’ve had a million things on our minds and to-do lists, which can feel so overwhelming it’s hard to even get started. It’s not just leaders that feel this stress – our employees are experiencing similar emotions. What’s important in these low-productivity situations is understanding why an employee isn’t motivated and how you can help them overcome it.Author and business guru David Burkus outlines four of the top reasons people lose motivation and how leaders can address them:Don’t believe they can: We’re asking a lot of our employees right now. Many of us are operating in remote environments, adopting more technology to get the job done, and rethinking the products and services that we offer. This is challenging for everyone – whether they’ve been at the company for 10 years or 6 months. The difference between those that can adapt and those who struggle is their mindset: Growth vs. fixed. Burkus says those with a growth mindset believe that with effort and learning they can build the skills and knowledge needed to do the job. Leaders must establish an environment that encourages this mindset, provides resources for needed training, and allows employees to openly discuss their frustrations and challenges. This post is currently collecting data… 1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
Earlier this year, the Binghamton Police Department became one of five law enforcement agencies in New York State to complete a pledge to improve interactions with individuals affected by mental illness. This pledge known as the “One Mind Campaign” was carried out by the International Association of Chiefs of Police. It requires participating law enforcement agencies to implement practices to improve police response to mental health calls. “The Binghamton Police Department has been proactive in cultivating relationships with mental health and social service agencies, encouraging alternatives to arrest or hospitalization that will achieve better outcomes for those in need.” said Cheif Joseph Zikuski. “It’s part of our efforts to be a forward-thinking 21st century police agency and a statewide leader in mental health training and response.” In order to fulfill this pledge, the department had to meet its requirements. They are: In 2016 an individual was transported for hospital care in 70 percent of BPD’s mental health calls, by 2019 that number reduced to 32 percent, Establishing a clearly defined and sustainable relationship with at least one community mental health organization.Developing and implementing a written policy addressing law enforcement response to persons affected by mental illness.Demonstrating that 100 percent of sworn officers are trained and certified in Mental Health First Aid or an equivalent mental health awareness course.Demonstrating that 20 percent of sworn officers are trained and certified in Crisis Intervention Team Training. Since 2016, Binghamton Police have been working with MHAST on mental health training and programs. That funding will expand the hours of the crisis team to increase their impact on the community. These programs were aimed at reducing hospital emergency department transports, arrests and use of force. BINGHAMTON (WBNG) — Mayor Rich David, Police Chief Joseph Zikuski and Director of Crisis Services at MHAST. Michael Hatch from the Mental Health Association of the Southern Tier (MHAST) held a press conference to outline the Binghamton Police Department’s programs and training to improve interactions between police and individuals experiencing a mental health crises. “We provide the mobile crisis service for them, and if a person is in crisis they have the ability to contact the mobile crisis team and a licensed clinician will come right to them, and we also connect them with peer support specialists who have lived experience with mental health and or substance abuse.”said Michael Hatch, the Director of Crisis Services at MHAST. Mayor Rich David has committed $50,000 of the 2021 City of Binghamton Budget to further support MHAST programs in crisis intervention.
The Association of Media Companies and Profession said Thursday that media companies might need a relief package to help with paper procurement and utility bills to survive the unfolding COVID-19 pandemic.The association, representing 12 member organizations including the Alliance of Independent Journalists (AJI) and the Press Council, called for the government to subsidize 20 percent of the paper price per kilogram and 30 percent of monthly utility bills for the rest of the year starting from May.To lighten the financial hardship battering journalists, the association also said the companies would need a low-interest loan and suspension of the premium payment of employment social security managed by the Workers Social Security Agency (BPJS Ketenagakerjaan). “The fear of laying off media workers is becoming increasingly apparent as the industry sees business performance declining drastically, which is also happening in other industries at the same time,” the Press Council’s head of institutional and foreign relations, Agus Sudibyo, was quoted as saying in a statement released on Thursday. Like a few other businesses, many budget-strapped media companies are continuing to operate as usual while figuring out how to make a profit amid the economic slump induced by the fast-spreading coronavirus, which has infected over 16,000 people and killed more than 1000 according to official figures released on Thursday.As a result, the Legal Aid Institute for the Press (LBH Pers) and AJI reported that 26 journalists were laid off, 21 were furloughed and 11 faced pay cuts or delays between April 3 and May 2.The government is allocating Rp 405 trillion (US$27.2 billion) to its coronavirus relief package, which allows restructuring of the micro-loan program (KUR) for up to six months and provides a free-fare utility for 24 million customers subscribing to the 450 volt ampere (VA) scheme and a 50 percent discount for 7 million customers of 900 VA for three months.“We, the Association of Media Companies and Profession, urge the government to expand the stimulus beyond the Rp 405 trillion stimulus package that has been decided,” said Agus.Topics :