Eco-fashion is about more than your look; it’s about how your look came to be. Designers who choose to integrate planetary consciousness into their clothing collections ask important questions: What kind of fiber was used to make that T-shirt? What type of dye was used to color that skirt? How did those pants get to this store? But though more and more designers- both established and new-are designing clothing with an environmental eye, greening your closet on a budget is not as simple as taking a trip to the mall. Try tossing around green lingo like “ingeo,” “soy,” “bamboo,” “cocona,” or “organic cotton” in your local clothing store and check out the looks you get.But it is possible to fill your closet with affordable, stylish clothing that was made responsibly. You simply have to know where to look. As with conventional fashion, environmentally minded clothing created by the world’s top designers carries some of the world’s top prices. So to keep his or her wardrobe up to date, the fashion forward, budget-conscious Lazy Environmentalist must rely upon a knack for uncovering deals and a willingness to embrace new designers, business practices, and retailers. Here’s some advice for choosing the right looks for you and the planet.KNOW THE MATERIALS Green fashion begins with eco-conscious fabrics, so it’s important to know your materials. Currently there is a (growing) list of materials that are considered healthful and more sustainable for humans and the planet. Organic cotton is the most prevalent- and accessible-of the bunch, accounting for about 70 percent of all eco-fashion sales. Unlike its conventional counterpart, organic cotton is grown without the use of toxic pesticides and insecticides -many of which are considered carcinogenic. Globally, 25 percent of all insecticides and 10 percent of all pesticides are sprayed on conventional cotton, so going organic not only removes the toxins from your T-shirts, underwear, and socks (and anything else made of cotton) but also eliminates a lot of poison from the environment.Fabrics made from other naturally grown crops like soy, corn (called “ingeo”), and bamboo are also considered earthfriendly because they grow and replenish rapidly. And many athletic garments include fabrics derived from coconut shells, which help moisture evaporate, absorb odor, enhance cooling, and provide UV protection. This wonder coconut fiber is called cocona, and it’s currently being used by brands like Cannondale, Marmot, New Balance, and Champion.On the other hand, synthetic fibers like nylon, spandex, and polyester are usually derived from oil, a finite resource that is presently at risk of being depleted and is also one of the main culprits of pollution and greenhouse gas emissions. But materials don’t have to be grown to be earth friendly. Used plastic soda bottles made of PET (Polyethylene Terephthalate) can be recycled and transformed into polyester products such as strappy dresses, comfy T-shirts, or cozy fleece pullovers. Recycling materials for clothing (or anything else for that matter) is an environmental win because it reduces our dependence on virgin natural resources, reduces the amount of energy necessary to convert those natural resources into new products, and helps keep waste out of landfills. Less waste in landfills equals less methane released into the atmosphere (methane is a greenhouse gas that’s 20 times more harmful than carbon dioxide and is produced as garbage decomposes). Designers and fashion labels that utilize greener fibers are quite literally a breath of fresh air.EMBRACE NEW FASHION LABELS Those of us determined to green our jeans will find that most ecoaware denim is priced at or above $150 a pair. But there are exceptions. Good Society delivers high-style, fair-trade certified organic cotton jeans for about $100. Not only is the styling clean and sharp, but every pair purchased also helps provide fair wages for the workers who produce them in India. When we think about “going green,” we typically focus on reducing our environmental impact. But fair-trade certification also ensures that the people making the products we use are not exploited in the process. This helps to create a web of positive change-a good society, if you will. And for Aiden Dingh, Good Society’s co-founder, it’s not enough to sell clothing that respects both the people who make it and the environment we live in, it’s also essential to make those items affordable. While Sling and Stones, Dingh’s original organic cotton denim line, carries designer prices, Good Society makes eco-chic clothing accessible to a broader audience. You can find the collection at big national retailers like Urban Outfitters and at smaller boutiques across the country. Good Society keeps the good going by giving 10 percent of its profits to environmental causes.As eco-aware designers are busy experimenting with new materials and inventive manufacturing techniques, some are also altering the traditional business model. Nvohk, a surf-inspired, eco-clothing company believes that business as usual is business as boring. Based on a model called “crowd- unding,” nvohk customers- or “members,” as the company calls them-contribute $50 and are able to vote on every major business decision like company logo design, clothing design, and even advertising. Once 60 percent of the members agree on a course of action, the management team implements the decision.Members receive a 25 percent discount on all products and collectively share in 35 percent of all net profits via reward points that can be redeemed for nvohk clothing (the company’s corporate structure prohibits the distribution of cash to its members). The model is designed to accommodate 40,000 members, but the business plan went into effect in June 2008 when 3,000 members had registered via the company’s website, Projectnvohk.com. Nvohk is market-based supply-and-demand economics set at mach speed: cutting out the middlemen and channeling customer preferences (demand) directly into manufacturing decisions (supply). Like any new concept, nvohk will undoubtedly attract a fair share of detractors, but several thousand people are already jumping at the chance to be part of a company that feeds the green economy by utilizing sustainable materials like organic cotton while donating 10 percent of net profits to environmental organizations.

Combine “web” with “log” and you get “blog.” It’s a funny word, but serious business.This post is about blogging for business – with a purpose. We have a lot to cover, so we’ll knock it out as efficiently as possible with a series of lists.We’ll get right to it.Who should read this post? Non – blogger – You’ve never had a blog and you need to fix that now.
Unfulfilled blogger – You blogged for a bit. Magic never struck.
Beginning blogger – You blog, but don’t really know what you’re doing.
Regular blogger – You’ll pick up tips from a fellow blogger.
Expert blogger – You could steal the good stuff for your blog.
None of the above – You have nothing better to do, but to read about blogging.21 benefits of blogging with purpose. Connect with customers – A blog is a practical and powerful way to share useful, relevant information with customers.
Connect with partners – Blogging allows you to connect and team up with influencers and leaders who can be instrumental in building your business.
Generate traffic – A strategically planned blog, with carefully chosen keywords in play, will show up in search and drive traffic to your landing pages.
Establish authority – Your business blog is the hub of your content marketing efforts where you share your expertise.
Win business – 60% of businesses who blog acquire more customers, says HubSpot.
Inspire your social media – If you’re using social media effectively, you’re sharing your blog posts regularly and taking advantage of the magical amplification of social networks.
Increase reach – Your blog will be shared and find new eyeballs daily.
Grow your email database – Your blog should inspire people to opt into your email newsletter list. Also, your email feeds traffic to your blog.
Give your company a voice – A blog is your pulpit, your publication, your journal – the place where you talk about whatever you choose, however you choose.
Humanize your company – That voice needs personality. Great bloggers are genuine. Your personality comes into play, that is, if you aim to make real connections.
Exchange ideas – Blogs obliterate the wall that once stood between a company and its customers. You encourage interaction, comments and feedback. You create a conversation.
Get (and stay) customer focused – By blogging, you’ll learn how to speak in your customers’ terms, perpetually improve this vital skill and grow more in touch with your audience’s wants and needs.
Inspires content and productivity – Blogging is hard work. You need processes. Commitment. Consistency. You’ll need to step up – and you’ll be rewarded for doing so.
Increase focus – A subtle addendum to the point above, blogging consistently forces you to define who you are trying to reach and why.
Generate publicity – As I mentioned, business bloggers establish authority. Stick with it and demonstrate you know your niche and you’ll get asked for interviews frequently.
Invite outsiders in – While business blogger should refrain from being relentlessly promotional, the blog is an appropriate forum for delivering insight into your company, its values, and people.
Get strategic – You’ll get in the habit of closely examining the site’s analytics and gather all kinds of insights about what does and doesn’t appeal to your audience. Your marketing will get more strategic by day.
Learn – We’ll get a bit warm and fuzzy now, but there’s no denying you are going to learn a lot about yourself and the world around you. It comes with being a writer.
Get inspired – The research, the conversation, the experience… it’s inspiring. Trust me on this: a switch gets turned on and it’s impossible to turn off.
Have fun – Perhaps not everyone will agree blogging is fun, but I believe every great blogger gets into it and enjoys the ride.
Make millions – Maybe, maybe not. However, business blogging with purpose works. Every post is a long – term asset. Learn how to blog and you’ll lower your marketing costs and increase sales.Let’s look at how to do it.22 tips for blogging with purpose.I have to give a shout out here to my man, mentor, friend, Marcus Sheridan, a.k.a. The Sales Lion. No one understands and teaches the practice of blogging quite like Marcus. I won’t be replicating his great post, “50 Qualities of the Best Business Blogs in the World” here, but I did draw these ideas from it (and encourage you to check it out). Answer questions – Listen closely to questions prospects and customers ask and answer every one of them in your posts.
Teach, don’t preach – Avoid making your blog a heavy handed attempt to advertise your products. Adopt an educator’s mentality and you’ll win your reader’s trust.
Converse – Ask questions of your readers, encourage feedback, counterpoints and criticism. Respond to comments as promptly as possible in an effort to exchange ideas.
Create a blogging culture – Invite everyone in your company and its constituents to contribute ideas and participate in the blog.
Use images – Take advantage of the appeal of photos, illustrations, charts and infographics to increase your stopping power and make the posts more attractive.
Make it easy on the eyes – Use short paragraphs, line breaks, white space, subheads and lists to make your posts look inviting.
Be transparent – Write with uncompromising integrity and don’t be afraid to address real issues, problems, challenges, and yes, prices. Don’t avoid the tough questions. Tackle them.
Remove internal barriers – There’s no place in blogging for corporate red tape. Get permission in advance to write openly and honestly.
Don’t back down – Some readers (or co – workers) don’t love what you have to say? Say it anyway. It’s not a popularity contest.
Be consistent – The number one reasons blogs fail is they are neglected. Set a schedule and stick to it. Make the time to post often. No excuses.
Nix the fluff – Your posts can be short or long. Just don’t babble your way through them. Serve meat and go easy on the gravy.
Recognize others – Congratulate, write about and recognize customers, employees, partners, industry influencers and even competitors. Being generous will only help. You’ll enjoy reciprocity.
Optimize – Research and use the keyword phrases that will increase your search engine rankings. Install plugins to assist you with SEO.
Write passionately – Make your passion pulse through your prose. Tap into your reader’s emotions.
Tell stories – Learn how to become a master storyteller. Observe how the best bloggers unravel plots and develop characters.
Include customers – Drop the secrecy and anonymity. Cite real customers, real challenges and real solutions.
Invest seriously – Blogging only burns time and money when it’s a low priority. Invest in the tools you need and put the best writers and designers on your blog.
Market and sell – Don’t write ads and press releases disguised as blog posts, but do include a call to action and guide your readers along the path to discovering your solutions.
Stay tuned – Follow your industry daily and stay on top of what your peers are saying.
Encourage sharing – Don’t forget to offer social media buttons to make it easy for readers to share and email your content.
Promote your blog – Promoting a post can (and probably should) take more time than writing it. Write teasers for your content and promote it across social networks and all potential touch points.
Have fun – Never be stiff, formal, or jam useless jargon into your posts. You have the stage. Relax. Be entertaining. Allow yourself to have fun with the writingBusiness blogs are a major challenge.Blogs are the hardest channel for business to keep updated – and to really nail.Passle, makers of a blogging shortcut service of sorts, recently studied 525 businesses and reviewed their performance across blogs, company news pages, Twitter and Facebook. Their study, “The State of Business Blogging 2013,” reported: 75% of companies don’t update their websites in any way.
Only 20% have a blog and over one – third of them are inactive.
1 in 8 companies have an active blog.Ouch. Please understand…Business blogs should/can/will grow your business. 57% of companies with a blog have acquired a customer from their blog.
61% of U.S. online consumers have made a purchase based on recommendations from a blog.
Blogs attract repeat visitors who continue to come back to the website for fresh content.
­Blogging allows you to team up with people who already have an audience, which is an instantaneous way to attract readers.The figures above are conservative. Blogging gets more important everyday. Start now.Visit http://feldmancreative.com/

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.