Earning a degree focused in nutrition can have many potential career paths other than becoming a nutritionist. There are six main types of nutrition paths to choose from, including teaching nutrition, public health nutrition, nutrition consulting, clinical nutrition, food science, and food service management. Most nutrition jobs should fall within one of these categories.A degree in nutrition could help individuals land employment as a public health official, dietetic consultant, school food service director, quality control manager, food distributor, or wellness coordinator. Individuals may be employed through health maintenance organizations, school systems, food manufactures, wellness centers, and exercise and fitness centers. Government agencies also have the potential to employ those with degrees in nutrition. Some of the government agencies could include Women, Infants, and Children (WIC) Nutrition Program, SNAP- Supplemental Nutrition Assistance Program, Department of Health, and U.S. Public Health Services.While earning a college degree, individuals will most likely be required to study a wide range of courses to gain a well-rounded education. Students could be expected to take courses related to nutrition, consisting of anatomy and physiology, introduction to food science, sociology, bacteriology, chemistry, and biochemistry. By completing an internship, individuals are able to gain hands on experience in the nutrition field before committing to a job or while still in school. Internships can serve as a great way to determine where your interests are, and if obtaining a career in this field is a good fit.It is important for individuals wanting to succeed in a career in nutrition to possess skills such as organization and planning, strong verbal and written communication, proficient math skills for weights and measures, and interest in the well-being and health of others. To be successful working in nutrition, individuals may be required to advise patients in practicing good nutrition, monitoring diet modifications, and assessing health plans. Those with a degree in nutrition should also be able to monitor food safety conditions and create menus for specific dietary needs.Depending on your place of employment and job description, individuals with a nutrition degree may be asked to create visuals aids and nutrition manuals that could be useful in teaching. Companies dealing with food service may hire nutrition graduates to create meal plans, ensure food safety, or develop new food products. Salary potential can depend on more than the actual job, but also education level, years of experience, and location of employment.
Online Travel Agent – What Does That Mean?
Once upon a time, in a place not far away, but in an era long since forgotten, there was a magical thing called a full service gas station. Do you remember? People would actually come out and pump your gas for you! It may sound like just a fairy tale, but it’s true, it really did happen!Now days, our travel agents are going the way of the full service gas station. People just don’t have time anymore, time to go in and meet with a travel agent, time to go over options, basically – they don’t have time for full service. Online travel agents are all around us now, on the internet. They are convenient, but not quite the full service “station” we are used to when making our travel plans.What is an online travel agent? An online travel agent is more like an online booking resource. It is any website that you can go to make travel arrangements. I am sure most of you have visited a site like this. You can log in, do multiple searches for flights, hotel rooms, car rentals etc. and place your order online – very convenient!Online travel agent bookings sites are helpful in many ways; people can explore all of their different options for travel right in one spot. If you are looking for a flight to Europe, for example, and your route is flexible, users can map out different itineraries online. Then, the user can pick which works best for them and make a decision about what they want to do. Also, the user gets exposed to options that they may not have thought of before; therefore broadening their horizons of what type of travel arrangements are available to them.Another pro for using an online travel agent website is the wide variety of products that they offer. Not only can a customer browse airfare, car rental, and hotel options. Travel insurance, airport shuttles, and tour tickets are also available for purchase. This is very helpful to an online travel planner, as they can cover most of their travel planning needs in one visit to a website.After booking a confirmation on a travel website, the customer will receive an email with confirmations and contact information. The information that is provided to the customer usually includes information about any E-tickets, car rental policies (or where to go to look for the policies), and provides information on what to do if the travel plans change. All of this information right at the fingertips of the travel planning consumer.Many people wonder if booking these types of travel arrangements online is safe. Yes – it is. Websites spend a lot of time and productivity making sure that their payment systems, whether outsourced or not, are safe. It is important for their reputation to provide reliable payment systems and to maintain secure sights. Bad news travels fast, and if a website wasn’t taking care of their customers, it wouldn’t take long for the world to notice.Taking from personal experience I have never had a problem with booking with an online travel agent. I have been booking travel online for over ten years and I can’t say that I have had one problem! I have even found that after booking my super cheap airfare on a we site, after I received my reservation information via email, it was s easy to tweak my reservation details with the actual airline after the fact. I have never had a situation where I have paid for my booking online, and had it not be legitimate when I showed up for the reservation, either. Basically, booking online with an online travel agent website is an easy, affordable, and safe way to book your travel.Online travel agents may seem scary to some. With news about security breaches and privacy issues, I can’t blame people for being shy about booking travel plans online. I have to say though, give it a try! You are bound to have a great and educational travel planning experience. And who knows, it might even be fun!
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.