From the start, the exercise was set up to fully support the priorities and goals of the Panamanian Government and especially the Panamanian Ministry of Health (MINSA). MINSA identified the areas where the clinics were set up throughout Ngobe Bugle as their areas of greatest need where additional medical services could make the biggest impact. While the medical detachment brought 49 doctors, nurses, and other health professionals to provide general medicine, dental care, ophthalmological services, and pharmaceutical expertise, MINSA brought providers for general medicine, pharmaceuticals, dental care, nutrition, health education, immunizations, infant massage, physical therapy, and ultrasound. They also provided personnel for triage, screening, and traffic control. U.S. Army South (ARSOUTH), a SOUTHCOM component, also provided other supporting elements, such as translators from the Illinois National Guard and Military Information Support Operations and Civil Affairs from the U.S. Army Reserve. “Operation Beyond the Horizon was a challenge for each and every Soldier of our outfit. We saw a large volume of patients (more than 5,000 in 9 days of clinic visits) that required basic to advanced diagnoses capabilities,” said Captain Dave McVicker, MOARNG nurse practitioner. Beyond the Horizon is a U.S. Southern Command (SOUTHCOM)-sponsored exercise involving engineering and medical projects in Central and South America and the Caribbean each year. These exercises involve various governmental agencies on both, the U.S. side and those of the partner nations. Additionally, non-governmental agencies often volunteer personnel or other resources. This year, in addition to other projects, the Missouri Army National Guard sent a medical detachment to set up general medicine clinics in three locations throughout the Ngöbe-Buglé indigenous community in western Panama. The goals of the project were multifold and included supporting the Government of Panama and providing a lasting benefit to the people of Panama while also increasing the operational experience of U.S. Forces. While the U.S. and MINSA medical teams worked relentlessly to provide high quality and heartfelt care to the indigenous people of the Ngöbe-Bugle tribe, the exercise support team from Army South worked diligently to ensure logistics and administrative requirements were met. Panamanian security forces and governmental representatives directed their efforts to support security and other requirements as they came up. In total, over 5,000 patients were seen and treated, and the MISO and CA team worked in the background before and during the clinic with the assistance of the U.S. Embassy and MINSA. By Dialogo July 23, 2015 That training is worth it. In many operational environments, MISO and CA work mostly independently. However, it was decided that they would work side by side on this occasion under the guidance of ARSOUTH Inofrmation Operations Chief Ray Alfaro and Major Melanie Kirchhoff, the MISO team lead for the mission. For both team missions, significant preparation of the area of operations is required beforehand to attain quality effects. CA requires time to attain and build relationships with NGOs that come to fruition during critical mission points. MISO requires equal time periods to build relationships and repeat important messaging for meaningful responses from the population. This is a challenging process for MISO and CA teams in the Army Reserves. “They did a great job coordinating all the sites, coordinating operations between our leaders and host nation leaders, and helping with translating as well as logistical challenges,”said Cpt. McVicker. A combined team of Military Information Support Operations (MISO) and Civil Affairs (CA) successfully supported a medical detachment from the Missouri Army National Guard (MOARNG) and the Panamanian Ministry of Health in information and civil-military operations before and during BTH-Panama 2015. When a mission like BTH takes place, the training and operational experience is invaluable, but critically altered if enough lead time isn’t built into the mission plans. “We were able to achieve a high degree of satisfaction of our time spent in Panama because the ground work was laid well before we arrived,” said Cpt. McVicker. The MISO and CA unit got the word out that we were going to be there and the people showed up. Not just patients but the MINSA staff also,”he added. MISO and CA team leaders decided before the event that in order to conserve and share resources, their teams would work in teams composed of one MISO Soldier, one CA Soldier, and one Panamanian Police Officer. That way, they could have two teams and provide forward coverage before the clinics started, coverage during the clinics, and follow up with key leaders/key communicators after the clinic ended in a staggered schedule. It was highly successful! ARSOUTH laid communications equipment on vehicles and dedicated force protection assets that were instrumental in the successful execution of the mostly autonomous mission schedule. “Operations, such as Beyond the Horizon, help solidify our belief that we can operate in a challenging environment and make a difference for the people who need our care,” said Cpt. McVicker.
Banking is transforming more than it has in generations — but you already know that. Not only are there new competitors in the space – neobanks, alternative financial firms, and fintechs – but low interest rates make lending more challenging with increased competition.Everything seems to be eating into your margins.And that’s before we talk about the digital shift that’s happening.But don’t look at this pivotal time as a threat, see it as an opportunity.Credit unions that translate live, personal service effectively into digital channels will be in the best position to capitalize on the upside of the biggest disruption to visit our industry in 50 years.Since the introduction of the ATM, technology in banking has been applied generally to replace people with automation in the name of self-service. But a new approach among credit unions deploys technology to give consumers what they want at the very moment of need: a live, local person who can resolve their questions and concerns at the first point of contact without being forced to dial into a call center, re-authenticate identity, remember the account number in question, and verbally describe the details of the problem from scratch.I’m talking about actionable conversations between real human beings inside your online and mobile banking channels.This new approach restores your relationship-based financial model and extends it into your digital ecosytem — bringing the experience your members receive at the branch, right to their digital channel of choice.Better yet, by eliminating the need to re-authenticate in separate channels, this new approach can reduce call volumes by 20% without adding support staff.It Starts at The Financial “Moment of Need”Roughly 75% of Americans say they live “paycheck-to-paycheck.” For them, there is no such thing as a “small money problem.” One unfamiliar transaction or one unexpectedly low balance can feel like a disaster in the making.In this context, your members don’t want to navigate the convoluted menus of an Interactive Voice Response (IVR) system or, heaven forbid, spar with a soulless chatbot that can’t understand, much less intuit, what your member needs.In a financial moment of need, consumers prefer personal service. And this is true across all ages and incomes.In the golden era of analog banking, high-quality, in-person branch service was always preceded by the inconvenience of the time required to get to the branch—since all moments of need happen outside the branch.Today, however, waiting in line at a branch, cursing at chatbots, and screaming “RE-PRE-SEN-TA-TIVE!” at IVRs are no longer necessary prerequisites to proper service and resolution. Instead, members can get what they want (access to real people) when they need it most while perusing balances and transaction details inside digital banking, where most moments of need arise.Even better, for most community credit unions, these new digital conversations are being fielded on-demand by the very same people staffing the branches.To this end, branch strategy and digital strategy are no longer mutually exclusive; they’re directly linked in one fluid member experience.We call this the moment of need to moment of resolution (MON2RES) and it’s the new key performance indicator (KPI) of this digital banking age.What Is MON2RES?MON2RES rules and subsumes all other KPIs out there: It’s all about the time that elapses between the moment of need and the moment of resolution.Think about it. What was the best MON2RES in the golden age of branch banking – 30 minutes, 1 hour? It really depends on how close you were (are) to the branch and whether/when you can free up your schedule to go. It might also depend on when you call, who’s available, and how long you must remain on hold or await a call back.What is the best MON2RES today for mega banks that force members to exhaust the limits of self-service systems, like IVRs and chatbots, before reluctantly revealing options for personal service – 5 minutes, 15 minutes? Let’s table the rage and gnashing of teeth that result from the bad UX for now.The bottom line is that community financial institutions can now deliver MON2RES on-demand. This is not only historic, but it’s also strategically critical. And for serving small business relationships, it’s a gamechanger.How Trust Turbo-Charges the Speed of MON2RESCredit unions have always had a secret weapon: trust. It’s the bedrock of relationship banking, and it’s an advantage that community financial institutions can now lever digitally in a measurable and powerful way.After the member has alerted the credit union to a moment of need—and before that need is resolved—there must be an acknowledgment of the need.For trusted institutions, acknowledgment is a de facto resolution psychologically speaking. This means that in addition to the new technology that dramatically shortens MON2RES technically, the presence of trust creates a digital UX that effectively delivers resolution in real-time.This is the way forward for credit unions in the era of mega banks, big techs, and fintechs. This is the answer to automation for the sake of automation. And this is how community credit unions safeguard themselves and the communities they anchor. 7SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Lee Wetherington Lee Wetherington is Director of Strategic Insight for Jack Henry & Associates (JKHY: NASDAQ). Lee directs the development of actionable insight and strategy for the financial services industry at large. … Details
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A 25-year-old woman and her dog were fatally struck by a car that veered onto a sidewalk in East Islip on Tuesday morning.Suffolk County police said Skye Brunetti was walking her dog along Union Boulevard when she was hit by a westbound Chrysler sedan near the corner of Harwood Avenue at 9:10 a.m.The victim was pronounced dead at the scene. The driver, whose vehicle then hit a utility pole, was taken to Southside Hospital in Bay Shore for treatment of minor injuries.Third Squad detectives impounded the vehicle and ask anyone with information on this crash to call them at 631-854-8352.