Benefits of Hydroponic Vegetable Gardening

Growing your own vegetables every summer can be a very rewarding experience. Nothing tastes better than juicy homegrown tomatoes straight from the vine and cooking your own homegrown vegetables can bring a great sense of satisfaction after all that hard work in the summer heat.Many people enjoy gardening so much, they’re upset to see autumn weather start to make an appearance and their growing months start to wind down. However, gardening doesn’t have to be a seasonal hobby any longer. Hydroponic gardening allows gardeners to bring their crops indoors when the snow begins to fly, so they can enjoy fresh tomatoes, peppers and lettuce all year long. There are many benefits to hydroponic gardening to consider.Gardening AnytimeBecause hydroponic vegetable gardening does not use soil to grow crops, the environment can be completely controlled by the gardener. This is especially true when plants are grown indoors, away from potential pests and disease that lurk outside. Gardeners have full control over which nutrients the crops receive and how much and how often they receive them. Being able control variables like lighting and water help to ensure the healthiest plants and the best possible harvests. Many gardeners enjoy this aspect of hydroponic gardening most of all, since it helps alleviate the frustration of fighting natural pests and diseases that are common to traditional outdoor gardens.Good for the EnvironmentAnother big plus for hydroponic vegetable gardening is that it is kind to the environment by using recycled water and nutrients. Hydroponic vegetable gardening can also produce bumper crops in a fraction of the space it takes to grow a traditional vegetable garden. In fact, much hydroponic vegetable gardening that is done consists of plants placed vertically in hanging tubes or on shelves, so many plants can be grown in just a few square feet of space. With space at a premium on our earth today, this conservation of space is a huge contribution to the conservation of our planet.Ability to Garden Year RoundSince hydroponic vegetable gardening is not dependent on natural elements like sun, rain and warm temperatures, an indoor garden can be grown anywhere and anytime. Many gardeners do their hydroponic vegetable gardening indoors in the winter, using containers and artificial lighting to meet the needs of the plants. This means that gardeners no longer have to shut down their hobby when the snow begins to fly; instead they can enjoy a growing season that literally spans all twelve months of the year. With the many kits and supplies available today, it is not hard to begin hydroponic vegetable gardening at home simply and successfully.It is no wonder that hydroponic gardening has taken the gardening community by storm in recent years. If you are looking for a way to expand your gardening repertoire, enjoy gardening any time of the year, check out the possibilities in hydroponics today.

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.

What Is The Best Online Business to Start?

You might think that if the economy is so bad, what hope have I got with an internet business or digital business. Well, the first thing to remember is that a digital business has to potential to sell products and services to people from all over the world. So the best online business to start is one that has a wide appeal – although not too wide as the competition might be too strong.To start an internet business you do not need a lot of technical skills nor do you need to spend a lot of money to get started. But what is the best online business to start?Start an online business about something that you are interested inThe best online business to start is one that is about something that interests you. It is going to be very challenging for you to keep your enthusiasm going if you are trying to start a business about, say, computer games, and you have no interest in computer games what so ever. When you start your own online business you are going to have good days when everything goes right and days when everything goes wrong. When things go wrong or when people get stuck, it is normally the time that people give up on their business idea. But, if you enjoy and believe in your product or service you will be more determined to keep going.Make your online business easy to understandWhen people look for information on products or services on the internet they jump from website to website very quickly. You have to make sure that when somebody visits your website that they can instantly see and understand the benefits of the products or services that you are offering. Your products and services should solve problems for your target audience, or make life easier for them. If they do not see how your business will help them, they will move on to another website, never to return.The best online business to start will need some investmentIt is important to remember that your online business is a business and not a hobby. Some people still think that they can somehow have some sort of website that will cost them nothing but earn them millions. These ‘push button, get rich quick’ programs do not work. Whilst the set up costs for a legitimate internet business are a lot less than a traditional bricks and mortar business, it will need investment for such items as a website, hosting, marketing and training and education.Proven success recordIf you have been looking on the internet for the best online business to start, you will have found many different and tempting business proposals. Before you jump in, do check a few things. Make sure you check the quality of the product or service that you are going to promote. Ideally you should buy it to test it yourself to make sure that it is a genuine and viable product. Check the history of the business. Look into their previous and present sales data, their marketing systems and other people’s experiences with them. Remember that your online reputation is very important and if you try and sell rubbish, it will be very difficult to repair a tarnished reputation.Education and trainingThe best online business to start is one that provides you with regular training and updates to ensure that you can provide the best possible value to your customers. It is also important to have a mentor. This person will be able to guide you and help you avoid any mistakes that will have made when they started their business. Your business will find success quicker with proper guidance.Finding the best online business to start does require some work upfront and there is no ‘one size fits’ all solution. However, if you follow the points above you will be well on your way to online business success.