Before the age of 25, you have the skin your mother gave you. After age 25, you have the skin you gave yourself. Evidence for the truth in this skin care mantra can be seen in the faces of women all around you. Up until their mid-twenties, most women enjoy naturally vibrant, glowing skin. As the thirties approach, however, the skin begins to lose its elasticity and suppleness.Fortunately, there are certain preventative measures you can take to keep your skin looking its best. Furthermore, certain products (such as Clarisonic’s deep pore cleansing system) can help you uncover your most radiant skin. Make the skin care dos listed below a part of your daily skin care regiment in order to see radiant skin for decades to come. On the flip side, by avoiding certain harmful skin care no-nos, you can prevent your skin from looking wrinkled and tired as you age.Skin Care DosDo wear sunscreen. Everyone loves to feel the warmth of the sun on their skin, but remember that UV rays can cause wrinkles, sunspots and even skin cancer. Take care of your skin by applying sunscreen whenever you anticipate being out in the sun, even if only for twenty minutes. As a bare minimum, apply sunscreen to the face, chest, neck and hands, as the skin on these areas is generally the most sensitive to UV rays. A product such as Uber Dry Sunscreen SPF30 by Peter Thomas Roths.Do eat healthy foods. Food writer Michael Pollan’s book In Defense of Food advises readers to, “Eat Food. Not too much. Mostly plants.” Pollan’s simple, liberating approach to diet is certainly healthy for your skin as well. Vegetables and fruits are chock full of antioxidants, or special chemical compounds that break down cancer-causing free radicals in the body. Free radicals also cause cell damage to the skin. For healthy skin from the inside out, include colorful vegetables and fruits with every meal, and especially aim to ingest plenty of vitamins C, E, A and beta carotene.Do drink plenty of water. Water flushes out toxins and improves circulation. Drinking 64 ounces (eight glasses) of water every day will keep your skin looking soft and supple. Additionally, it’s good to have a couple of versatile moisturizing products on hand for those days when you know your water levels are low. For instance, after a night of heavy drinking, you might notice your cuticles drying out, causing painful, unsightly hangnails. This is a sign that there may be other areas of dry skin that need a little TLC.Rather than buying a whole shelf of separate moisturizers for occasions like this, it’s best to have a few go-to products that will perk up your skin every time. A product like Smith’s Original Rosebud Salve, for instance, can be applied to dry lips, minor burns and patches of rough skin, such as on the knees and elbows. And best of all, Rosebud Salve is easy to keep on hand for whenever a skin care emergency pops up, since it is packaged in a small, round tin.Do apply eye cream. The skin around your eyes is some of the most sensitive, delicate skin on the entire body. Take care of it (and avoid those telltale crow’s feet!) by applying a daily eye cream. In case you’re looking for a recommendation, check out Peter Thomas Roth’s Un-Wrinkle Eye, which consumer studies have shown reduced wrinkle size up to 72% in just 28 days.Skincare Don’tsDon’t smoke. If you need motivation to quit, just take some time to examine the skin of long-term smokers. Yellow, papery skin with plenty of wrinkles around the lips – this is what smoking will earn you. Quit. Today. Your skin will thank you for years to come.Don’t skimp on moisturizer. Moisturized skin is happy skin. Indeed, you’ll notice that just after applying moisturizer, your skin will naturally plump up – sometimes enough to fill in those pesky wrinkles. Apply moisturizer when your skin is still damp from your shower or bath – this will lock in moisture and keep your skin looking plump and healthy all day long. Body oil is an especially luxurious way to moisturize your skin. Like all oils, Patyka’s Absolis Precious Woods body oil creates a barrier layer that moisture cannot penetrate.Don’t be sporadic about your skincare. Cleanse and moisturize every day to offset the pollution and other toxins your skin is exposed to on a daily basis. Whatever skincare products you choose to apply, use them religiously. An investment of just five minutes in the morning and five minutes in the evening can make a huge difference for your skin over a lifetime.One way to encourage yourself to complete your skin care regimen is to invest in enticing products that make you excited about taking care of yourself. For instance, it’s hard to put off using a Clarisonic Mia skin care brush, when just one daily application of your Clarisonic brush leaves skin looking almost brand new. (The Clarisonic brush vibrates back and forth more than 300 times per second, which thoroughly cleans skin and leaves pores so open that they actually absorb other skin care products better.)In the end, your daily skin care choices will determine how youthful (or aged) you appear as the decades march on. Nurture your skin by following the dos and avoiding the don’ts listed above, and you’ll enjoy perfect, healthy skin well into your golden years.
Social Media Marketing – Explosive Growth Means New Opportunities For Business
By now you’ve heard about the potential of social media marketing. This article has the numbers to prove how big the opportunities are.If your business operates in Toronto, you’ll want to pay close attention. A study in 2007 showed that this city had more Facebook members than any other North American city, with 13% of Torontonians signed up. With Facebook the most popular social networking site by far, it offers a captive audience too important for your Toronto business to ignore.Social Media – Exponential Growth Around the WorldNeilsen – the same company that determines the ratings of your favourite TV shows – has an online division that tracks Internet behaviour. Here are some of the findings from their most recent report. Released in March, 2009, the report summarizes global Internet activity from December, 2007 to December, 2008. Here’s what they found:o Visits to “member communities”, i.e. social networking sites, surpassed email in terms of Internet popularity. Using the measure of time on site, the Neilsen study shows that member communities have a global active reach of 66.8%, compared to 65.1% for email. In other words, two-thirds of global Internet users belong to a social networking site.o The study also notes that people are spending more time on social networking sites. In prior studies, the numbers showed that one of every 15 minutes online was spent on a social networking site. That number is now one in every 11 minutes. In the UK, it is one in every six minutes, and in Brazil, it is one in every 4 minutes.o The Neilsen report also shows the changing demographics of social networking, primarily on Facebook. The largest growth by age group was in the 35-49 demographic, which saw 24.1 million people join Facebook in the year of the study.These numbers make clear how valuable social media marketing has become. What’s more, another study from eMarketer shows that advertising-spending growth on social networks is dropping. The company’s original projection of 32% growth in spending was downgraded in March, 2009 to about half that – 17%. The drop indicates that companies are not interested in buying advertising on social networking sites but, rather, in building their own communities to attract attention and customers.Where to Start with Your Own Social Media Marketing PlanThere are many social media sites around, but the biggest one is (no surprise) Facebook. In 2008, the site saw an increase of 566% in time spent on the site, with an incredible total of 20.5 billion minutes logged over the course of the year.The Neilsen study shows Facebook’s dominance over one-time leader MySpace. Facebook had a change in active reach of 168% between 2007 and 2008, while MySpace’s active reach was -3%. Another site with an impressive increase in reach was LinkedIn, with 137% growth.If you are looking for a place to start, Facebook and LinkedIn are probably your best bet. Keep in mind that, as with any form of marketing, it is best to have a clear strategy for social media marketing. With the right planning and the right approach, you’ll be able to maximize the marketing potential of social media sites.
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.