Today, we’d like to focus on the amount of nourishment and physical exercise our bodies need and how best to accomplish these objectives. It is very important to study and understand our own bodies’ individual needs, in terms of physical needs, caloric intake, and nutritional health. If you know where to look, you will find libraries, doctors, and fitness centers are stocked with nutritional information and guidance for healthy living choices for people of all ages.A healthy body requires nutrition to nurture our bodies and keep them fit and in working order. Every day, the vitamins and minerals we consume in our foods provides us with nutrition we need to thrive.How can we ascertain our individual nutritional needs? Simply by getting more information about our own individual needs and the needs of our loved ones, we can start to make smarter choices on the foods we purchase, prepare, and present to our families.When it comes to day-to-day life, nutrition is defined as what we consume as it relates to what we need to keep our bodies healthy. Thanks to recent participation of the USDA in our daily food requirements and the FDA keeping up the standards of safe eating, nutrition has become more of a common household word.So what actions should we take with regards to nutrition? How can we find out what our nutritional requirements are, how to fulfill them, and in which foods to find the best nutritional value? Nutrition in its own right hasn’t garnered the amount of attention it probably needs. We hear all sorts of buzzwords regarding milk and cereals fortified with vitamins, our daily vitamin intake, and what nutritional value we get from our food choices. But how does all this actually apply to our daily body functions?Our vitamin and mineral requirements frequently outweigh our caloric needs. Here is where supplemental vitamins and minerals are necessary to fill the gap. All these things are part of our basic nutritional needs.Because everyone has individual needs and because there are so many different facets to nutrition, nutrition is a very complex topic. Men and women have very different needs, and even young women’s needs are different from that of older women. Continual education and reevaluation of our nutritional needs as we age is a necessary part of our bodily health.It stands to reason that an athletic middle-aged hiker would have differing nutritional needs from a person who suffered from heart disease. So many different elements factor into our nutritional health, it’s easy to see how it can become so complex. In a perfect world, everyone would have their own scale they could use to determine their bodies’ physical and nutritional needs on a cellular level to recalibrate every so often for optimum nutrition. People need to realize that everyone is different, and a good nutritional education is the key to having our body run as efficiently as it can. The goal of everyone’s life should be good nutrition.
Best in Class Finance Functions For Police Forces
Background
Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.
Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.
The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.
The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.
Challenge
Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.
In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.
Developing a Best in Class Finance Function
Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.
1) Aligning to Force Strategy
As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.
Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.
The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.
Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.
2) Supporting Force Decisions
Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.
Maintaining Financial Controls and Managing Risk
Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.
A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.
3) Value to the Force
The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:
Centralization
By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.
With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.
The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:
o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support
However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:
o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force
A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.
To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.
Process Efficiencies
Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.
Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.
Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.
Culture
Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.
A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.
Organizational Improvements
Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.
Technology Enabled Improvements
There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.
These include:
A) Scanning and workflow
Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.
B) Call logging, tracking and workflow tool
Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:
o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.
o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.
The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.
C) Database solution
Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.
Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.
D) Customize reports
In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.
In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.
These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.
Conclusion
It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.
While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.
3 Digital Marketing Mistakes You Should Be Careful About in 2015
As the year 2015 progresses, the message is loud and clear. Digital marketing is here to stay and is consistently becoming an important consideration of marketing budget for most companies. Companies now are spending equal amounts for TV and on digital. So what now? Well if your website is not fulfilling the latest developments or you are not doing Content Marketing or Search Engine Optimization (SEO) or else developing some strategy for Search Engine Marketing, you might well start doing so. However, buying into the hype of different digital jargons seen online or on social media without a true understanding of the results of digital marketing efforts may turn your marketing effort into a damp squib without the expected results. Here are the 3 biggest mistakes in digital marketing often made by most companies.Mistake 1: Poor PlanningOne biggest mistake that is made in digital marketing is the absence of an organized cohesive strategy, resulting in a waste of valuable time and money, not to mention the loss of opportunity. Before investing, you should plan the following for effective digital marketing:· Understand your market: A sound understanding of a brand’s competitors, customer demographics, geographical boundaries, existing distribution channel, and knowledge of market trends (both about the product and demographic).· Perform a SWOT analysis: Find your opportunities, threats, strengths and weaknesses.· Clear definition of your marketing objectives: What results you are looking for with your marketing efforts and what KPI’s and goals will you use for measuring success?· Have a budget: What is your budget for this marketing effort and what are the individual marketing channels?Mistake 2: Unrealistic ExpectationsIt should be noted at the very outset that digital should not be taken to mean instant results, especially with companies who are new to this digital marketing practice. In fact, it takes some time for digital campaigns to develop, optimize and improve to get the results you expect for. It is imperative that clients are given realistic expectations. Here are the average timelines per service offered:Pay Per Click Campaign: 90 days.Search Engine Optimization: 90 – 180 days.Social Media: 30 days.Mistake 3: Not Being InformedThe presence of new analytics software makes it easy to track and analyze every view, every click and every dollar. However, what is important is to be informed about how the marketing budget is being spent by the company. So if a marketing agency is working for a brand, important data points should be known to key stakeholders. Hence, if it is a PPC campaign, you should have the knowledge of how to log into AdWords and also be able to check the account history as well as follow any account modifications. This should be true with the different digital aspects. You should have a fair knowledge of the KPI’s, the terms and best practices.If you don’t have the time to go through learning materials, hire a consultant who could run audits and help in removing unqualified work. This will keep the primary marketing agency and staff on their toes and save you money.