Every mother wants to have an easy, uncomplicated pregnancy and a healthy child. Unfortunately, more and more women experience pregnancy complications, such as anemia, high blood pressure, thyroid problems, diabetes, premature delivery, and low birth weight.More children are born with birth defects and many of those who appear normal at birth go on to develop health problems later in life.One in 10 kids will have ADHD, one in 150 will become autistic. Children are affected by anxiety, depression, and bipolar disorder. Kids develop type 2 diabetes, which was unheard of just 20 years ago.Experts agree that most of these problems can be reduced and even prevented by proper nutrition during pregnancy.Mother’s nutrition has an affect not only on the pregnancy and on the infant’s birth weight, but even on the risk of birth defects, pregnancy complications, maternal illness, and future diseases when the child becomes an adult.Nutrients reduce pregnancy complications and birth defectsStudies show that proper diet and nutritional supplements, such as fish oil, vitamins C and E can prevent mother’s illness during pregnancy and premature birth. Vitamin A and beta-carotene along with magnesium, fish oil, and zinc can reduce maternal mortality. Iron and folic acid reduce anemia. Calcium reduces the incidence of pre-eclampsia and high blood pressure.According to the Journal of Nutrition:”Numerous studies support the concept that a major cause of pregnancy complications can be suboptimal nutrition.”"Frequency and severity of pregnancy complications may be reduced through an improvement in the nutrient status of the mother.”"Maternal nutritional deficiencies …may be significant contributors to the occurrence of birth defects. “Maternal nutrition will affect the rest of the child’s lifeMedical research shows that good nutrition during pregnancy and childhood can reduce baby’s risk of future cancer.Proper maternal nutritional supplementation can reduce the risk of diabetes later in child’s life.Certain specific deficiencies (for example magnesium) can also increase the risk of future diabetes.Even the risk of future osteoporosis (in a baby when he or she becomes an adult) is determined by “maternal nutritional status during pregnancy” and especially by vitamin D deficiency, which is very common.Most pregnant women are deficientUnfortunately, most pregnant women are deficient in vitamins, minerals, amino acids, and omega 3 fatty acids.Omega 3 fatty acids, especially DHA, are part of the brain, central nervous system, and the retina. A baby needs them for normal development of the brain and the eyes.Premature infants are more likely to have ADHD, depression, and schizophrenia, because their brains did not have a chance to fully develop and incorporate all the DHA it needed. On the other hand, children of mothers who eat large amount of fatty fish have better intellectual development and higher IQs.The problem is that almost 90% of women do not get even the minimal amount of DHA. Many women are deficient in folic acid, despite food fortification. Deficiencies of magnesium, calcium, iron, vitaminsC, D, E, and many other nutrients are very common, which can jeopardize the health of both the mother and the baby.Don’t count on prenatal multivitamin – it does not workThe sad truth is that a typical prescription prenatal vitamin does not correct most deficiencies, which are extremely common in pregnant women.Prenatal multivitamin is a poor source of nutrients. All the ingredients are synthetic, so your body cannot use them the way it uses natural nutrients from food.Plus it is loaded with chemicals, such as crospovidone, FD&C Red No. 40 aluminum lake, hydroxypropyl methylcellulose, lactose, magnesium stearate, mineral oil light, polysorbate 80, sodium lauryl sulfate, stearic acid, syloid, titanium dioxide and triethyl citrate. Neither you nor your baby need these chemicals. They do not help, but can only cause harm.How can you be sure to have the most optimal nutritionEat a good diet. This means eat natural foods. Oatmeal is natural, but cereal made from oats that looks like little doughnuts is not. Steak is natural, but luncheon meat is not. Eggs are natural, eggbeaters are synthetic unnatural junk.In other words, eat food the way it is naturally produced and avoid processed, man-made foods. This usually means avoiding anything that comes in boxes, cans, and plastic packages and anything that has expiration date months from today. Real food spoils, junk food is loaded with preservatives, so it can last for a long time.Eat fruits and vegetables, nuts and seeds, berries, meat, chicken, lamb, eggs, cheese, butter, and any other natural food that you like. Seafood and fish are usually OK, but eat large fish (salmon, tuna, etc.) in moderation because of potentially high mercury content.Try to minimize soda, ice cream, cookies, white bread and white rice, most breakfast cereals, and any other processed foods.But even eating a good diet may be leave you deficient in important nutrients. That is why I recommend nutritional supplements.As I mentioned, prenatal vitamins that you doctor prescribed is nothing but junk. It is a combination of synthetic chemicals, some of which may even be harmful for the developing baby.You should take only supplements that are made from real food. There is a company called Standard Process that has been producing food-based supplements since 1920s. They grow fruits and vegetables on their own certified organic farm. They dehydrate them using a patented low-heat high-vacuum process that retains all the nutrients. Think of it as turning a grape into a raisin. Raisins have all the same nutrients as grapes, except for water.They also use organ meats (liver, kidney, etc) from organic cows because they have very high nutrient content. They combine different ingredients to create various nutritional supplements. There is nothing artificial, no preservatives, no chemicals, only real food with real nutrients.It is never too early or too late to start. Whether you are just planning your pregnancy or are in the 3rd trimester, you need proper nutrition at every stage.This is the program I recommend to my patients:· Catalyn – a natural multivitamin/multimineral made from 12 different foods· Folic Acid B12 – for extra folic acid and B12· Ferrofood – natural organic iron· Calcium lactate – natural calcium and magnesium from beats· TunaOmega oil – naturally pure source of DHA and EPA, guaranteed free of mercury, PCBs, and other chemicalsAll these are from Standard Process. They are only available through health practitioners, so go on their web site and find a doctor near you. Or you can call my office at 718-769-0997 if you cannot find anyone locally.The important point is this. If you want to have a healthy, uncomplicated pregnancy and a healthy, well-developed baby, eat real food and take food-based nutritional supplements.
More Freedom With an Online Business
Wouldn’t you want to wake up when ever you want, spend more time with your children, hang out at home or go to the mall when ever you want? Wouldn’t you want to sleep in as much as you want or take a vacation if you want? Would you like to have more control over your life? Would you like to dictate when and how to work? If you answered yes to these questions, the solution is starting an online business. When you start an online business, you get a lot of business and flexibility and freedom. You pretty much own your time. You don’t have to worry about clocking in somewhere, working 9 to 5 or whatever the regular schedule is. You can pretty much do what you want. You can go offsite, hang out at Starbucks while working or work while enjoying the sun at the beach. The good news is that online business owners have done this ahead of you and they are doing it now. There is nothing stopping you from joining you. If you are still not convinced, here are the top 3 reasons why you should start an online business.1. Future-proof
It is easier to future-proof your online business than an offline one. With an offline business, your costs are fixed. Office rents, insurance and employee costs are fixed. The problem is when businesses go through up and down cycles, you might get crushed. In other words, you didn’t contingency-proof your business. With an online business, you have a lot more of flexibility with your costs so you can take more shocks. More importantly, you can adapt to these changes. So your business survives through the challenges.2. Your personal life
You can devote more time to your passions when you don’t have to stick to a schedule or report to a particular office. You can learn a new skill, go back to school, spend more time with your children, put in more time with your church or anything that is important to you when you have an online business. Your online business makes money while you are sleeping.3. Scalability and flexibility
Some online businesses are more scalable and flexible than others. Some allow you to work only once but make money many times over based on that one time you worked. For example, if you sell online books, you only worked once to write, but you make money many times over when people buy it. Do you see where I am going with this? So you have to figure out a way if you want greatest freedom and flexibility to scale up your business in such a way that you don’t have to work again to produce that income. There are many business models online that meet this need.
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.