Dry Skin Care – Tips to Improve Your Dry Skin

Like regular basic good skin care, dry skin care must be performed on a daily basis. Proper cleansing, toning, and moisturizing practices should become as natural and routine to your day as exercising regularly, eating a healthy diet, working and getting plenty of rest.Dry skin results from a low level of skin oil, or sebum.This condition can be inherited but numerous other factors can interfere with the production of sebum. Extreme temperatures, wind, and air-conditioning can exacerbate the condition, causing the skin to feel tight, or to chap or crack. Smoking, cosmetics, chemicals, environmental pollution and high stress compromise dry skin and cause the skin to appear dull and to wrinkle, particularly around the eyes and mouth. All the more reason to practice smart dry skin care.Skin disorders such as eczema, psoriasis, dermatitis, and seborrhea, as well as certain drugs (e.g., antihistamines, antispasmodics, and diuretics) can also cause dry skin. Treating these disorders and avoiding these drugs will help improve your dry skin condition.Avoid that which will make you unhealthy on the inside and reduce your chances of developing unhealthy skin. Can’t imagine getting through a day without a cigarette? Then imagine having dry, wrinkled skin that makes you look 20-30 years older than you are. Is that an incentive to stop smoking and regularly practice dry skin care?We’re not saying change is easy. But change, in the long run, may be the best thing that ever happened to you. Proper good skin care, in general, and dry skin care, in particular, are certainly within the reach of anyone concerned about the health and look of their skin. Think of how you want to look and feel in 6 months, a year, two years. You absolutely can improve how you look and feel within a short period of time. Why not make the decision to help yourself attain better skin.Oh, I almost forgot, one more thing you have to give up, if you want to enjoy healthy skin. This applies not only to people with dry skin, but to anyone who wants to have clear, beautiful skin. Your skin’s number one enemy is the sun. Sun worshippers (me included), accept that as a fact. And the number one rule of dry skin care follows: PROTECT YOUR SKIN FROM THE SUN!As much as many of us love the sun, and love to bake in it, and walk and play in it, and love how it bronzes our skin and makes us feel healthy and limber and sexy and carefree, make no mistake, the sun can kill you, if you let it.This is no knock on the sun, believe me. The sun gives life and provides us essential vitamin D, but the sun can also inflict irreversible damage to our skin, causing it to age prematurely, to dry and wrinkle and sag, and more alarmingly, to develop precancerous moles and sun spots and carcinomas, and cancerous melanomas.So as much as we love the sun, we have to interact with it in a smart way. Click on Good Skin Care: 14 Ways to Improve Your Skin for more information about protecting yourself from the harmful effects of too much sun exposure.Here are a few solid dry skin care tips to heed:In winter, when the air’s humidity is lower, your skin dries out faster. Keep that in mind when you choose a moisturizer. Use a stronger moisturizer in the winter and a lighter moisturizer in the summer, when the humidity is higher.
As we age our skin becomes thinner and drier. As a result our skin is more prone to damage in the form of cuts and cracking. Be especially careful when handling tools and utensils, and when coming into contact with harsh or abrasive surfaces or objects.
Exercise regularly to increase blood circulation, which helps to nourish your skin and cleanse it from within.
Dry skin care no-brainer: drink plenty of clean water to improve skin hydration. At least 2 quarts every day.
Clean your skin carefully. Because dry skin is more easily damaged than oily or normal skin, practice good, safe cleansing to prevent dead skin cells mixing with dirt and grime and leading to infection.
Avoid excessive washing, especially with hot water, which evaporates more rapidly than tepid or lukewarm water. Too much contact with water will remove natural oils and moisture from the skin and encourage further drying. People with dry skin, especially the elderly, should avoid bathing or showering with hot water.
Keep your baths or showers to less than 15 minutes to avoid the loss of natural oils that help retain your skin’s moisture.
Avoid commercial soaps that dry out the skin. Choose a natural moisturizing soap that has a neutral ph value.
Great dry skin care technique: after showering lightly apply virgin coconut oil to your face and massage gently to get your blood circulating and to refresh your face.
Avoid cold cleansing creams, which are made from hydrogenated oils. These oils actually dry out the skin and lead to wrinkles. Try instead patting virgin coconut oil or pure olive oil on your skin to cleanse it. Wash off with tepid or warm water and pat dry with a soft cloth.
Always moisturize your skin – face, neck, body – after your bath or shower. Moisturize your hands after washing them.
Take evening primrose oil supplements to strengthen your skin and increase your skin’s moisture content. * Get plenty of sleep to allow the skin to repair itself at the cellular level.
For some great ways to improve the look and feel of your dry skin using simple, inexpensive products you can purchase at you local food market or grocery store.There is no mystery to proper dry skin care. First, make the decision to practice regular and consistent good skin care. That may mean giving up something (something that is probably bad for you anyway), or taking whatever measures are necessary to promote your overall physical and mental health and the health and appearance of your skin. Once you’ve committed to making your skin look and feel great, use common sense. Keep in mind the guidance and tips provided above for practicing proper dry skin care, and enjoy healthy better skin for the rest of your life!

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.

Become a Pharmacy Technician and Join the Booming Health Care Industry

The health care industry has been one of the fastest growing industries in the U.S. for almost two decades, and there is no sign of a slowdown. When you consider demographic factors such as the baby boomer generation continuing to age, and the Affordable Care Act is projected to give nearly 20 million Americans access to the health care system, together with the fact that pharmaceutical industry is constantly developing new and more effective medications, continued growth in the health care industry is a given.Positions for pharmacy technicians are expected to increase by 32 percent between 2010 and 2020, according to the U.S. Bureau of Labor Statistics. This means that around 100,000 new jobs will be added by 2020 to the 350,000 already employed as pharmacy techs in 2012.Pharmacy Technician TrainingA high school diploma is generally required to become a pharmacy technician, and employers typically prefer candidates with some post-secondary education, ideally a pharmacy technician certificate. A few employers will hire inexperienced persons and train on the job, but most pharmacists prefer to hire pharmacy techs who have already been through a formal training program.The training programs can be found at vocational schools and community colleges, many with online education options. These programs typically take six to 12 months and include classes in the math used in pharmacies, recordkeeping and bookkeeping, dispensing medications, sanitation and safety, as well as pharmacy law. The technicians are required to learn the names, actions, uses and doses of common medications.Certification and LicensingCertification is attestation to your skills and knowledge in pharmacy technology by an independent third party organization. Two national organizations offer pharmacy tech certification: The Pharmacy Technician Certification Board and the National Healthcareer Association. Both certifications require graduating from an accredited training program and passing a comprehensive exam covering all aspects of pharmacy technology.Nearly all states require some form of licensing or registration for pharmacy technicians. A few states just require a high school diploma and a background check for registration; other states require graduation from a formal training program, a background check and passing a comprehensive exam to become licensed as a pharmacy tech.Pharmacy Tech Pay and ProspectsThe BLS reports that pharmacy technicians earned a median salary of $29,320 in 2012. Those employed at outpatient care centers earned the most, taking home an average salary of $38,750 in 2012. Those, who work in doctor’s offices and at college and university health centers are also on the high end of the pay scale, both averaging around $37,000. Techs working for department stores are at the lower end of the salary scale, only averaging $27,750 in 2012.The sky is the limit in terms of career advancement for pharmacy techs. Given the great demand for pharmacy techs, pharmacists are going to be looking out for up-and-comers to promote to more responsible position. Some technicians enjoy working in the industry so much they decide to go back to school to become a pharmacist. Earning your Pharm.D.would likely requires at least an additional five to six years of education, but your reward is a tripling of your earning power (pharmacist median salary of $116,670 in 2012).