Here’s the story of why I chose Global Resorts Network over Coastal Vacations and many others out there.I have had interesting careers throughout my life, but got burned out by the 9 to 5 grind and difficult bosses. I also had run my own businesses before with a modicum of success. I am good at what I do, and never had trouble selling my product in the marketplace. Then along came the internet and online marketing and I was up against a whole new set of industry standards.A couple of years ago I decided I wanted out of the rat race and looked for something I could work at from home. Seeing as I am looking to enjoy myself AND make money, I thought I’d pick something lucrative and FUN. My first thoughts were the travel industry, because it happens to be a 7 billion dollar a year industry, and people are spending more time for their leisure. We are working harder, but we are also playing harder.I jumped in with the first thing that came along which was Coastal Vacations. I found out there was nowhere to turn to get simple questions answered and the package was a nightmare. It arrived in a hundred and one loose pieces with no instructions in a terribly outdated 15 year old vinyl binder. Then I tried booking a vacation and wasn’t prepared to jump through all the hoops I had to… just to stay in a two star hotel for the weekend. I was wondering how people were making money with such an out-dated and confusing package. Most of them weren’t. I felt thankful I had not even TRIED to bring in any sales reps under me.I started looking around again. And there’s a lot more travel companies out there but I suggest you hold on to your money. Most people fall prey to a savvy individual in their upline making good money. They’ve been in it for years and know all the tricks. They are usually the loudest too. They’ll encourage you to take their expensive trainings and buy into their latest business to help you with the one you just bought into. Before long, you have put out thousands of dollars without any sales or hope of making it in the travel business.I was so fed up I started looking into a new travel business. I wanted one that DELIVERED, one that was simple and one that had a good reputation. I didn’t want to handle customer complaints. I wanted something modern and all inclusive. And I found Global Resorts Network, which is an affiliate of a very successful European travel membership. I joined with the top team who does most of the companies marketing. We have telephone meetings every week with a strong support team. The membership gives you a password to get into a worldwide internet booking service that rivals Expedia, Travelocity and Hotels.com and has a 24/7 call center.So, why wait any longer? Our membership and pay plan is the best and you can relax that you are working with the right company at the right time with the right sales team. Call me or check out my website today. Live your dream as I am. Travel when you want and make the money you need.
Opt For Preventive Care To Reduce The Cost of Healthcare
People often do not prioritize their health and visit the hospital or their doctors while detecting some disease-causing symptoms in their bodies. However, preventive care is the best possible way everyone can undertake and cease the risk factors before the symptoms become dangerous and life-threatening. The following article will focus completely on preventive health care and how it helps reduce further costs involved with healthcare.
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What is Preventive Care?
Preventive health care or prophylaxis involves the measures that people consider for preventing any diseases. The form of healthcare includes utilizing medical services or precautions that fight against the potential health crisis. It is the most important step that people can adopt in better management of their health.
Several factors such as genetic predisposition, lifestyle, environmental factors, and disease agents affect people’s health. Hence, everyone must undergo periodic health check-ups and screening tests from the doctors.
People opt for preventive health care for maintaining better health, and eliminating the disease becomes serious. Preventive care in conjunction with medicines will save a patient from health breakdown and save money from future expenses, especially if the patient is suffering from a chronic disease.
What are the Preventative Care Services?
Here are some of the examples of preventive health care services, along with their frequencies. ·
Annual Check-up (1 per calendar year): During the annual check-up, the doctor or Primary Care Provider (PCP) checks all areas of a person’s health, including physical and psychological. Examining the patients in detail helps in detecting any health care concerns in the early stages.
· Flu Shot (1 per year): Most health plans include flu shots and protect the patients from all strains of flu viruses.
· Mammogram (1 calendar year, after the patient attains the age of 40 years): Patients over the age of 40 must undergo routine x-rays of breast tissues and check for signs of cancer and other abnormalities. Some health plans might cover the costs of 3D imaging. ·
Colonoscopy (usually once in every decade after the age of 50) for detecting colon cancer.
· Vaccinations, including boosters for such as measles, rubella, polio, etc. administered during childhood.
Preventive health care helps keep people productive and active, enabling them to earn well during their senior years. Studies show that approximately 35% of people have to consider early retirement, even before they are financially ready. Opting for affordable, preventive care helps in reducing the numbers.
Why Should Patients Opt for Preventive Care?
Access to preventive health care helped reduce healthcare costs among Americans, as the physicians can prevent or treat the disease before the patient needs emergency room (ER) care. Almost one-third of costs in America include hospital care, which is undoubtedly very expensive. In 2010, 21.4% of adults paid at least a visit to the emergency room, which reduced to 18.6% in 2017. Adults not having affordable access to preventive care are more likely to pay a couple of visits to the emergency room.
Statistics show that 7% of the adults in the age group of 18-64 paid visits to the ER in 2014, as they had no other option, regardless of their health insurance status. About 77% of Americans went to the emergency rooms due to complications in their health, including those whose doctors advised them for emergency room care. Approximately 15.4% of uninsured adults in 2014 are more likely to use the emergency room, as they lacked other providers.
Undoubtedly, the cost of ER care for uninsured patients was extremely high. Hospitals provide care, even if the patient fails to provide fees for their services. As hospitals must recover the cost, they shift to Medicaid and health insurance premiums, which increases the healthcare cost for everyone.
Impact of Preventive Care Cost on Health Care Costs
Chronic diseases are the major leading cause of death among people, either preventable or manageable with regular visits to health care. These include:
· Heart diseases
· Cancer
· Stroke and
· Chronic lower respiratory diseases
Poor nutrition and obesity are the leading cause of heart disease and stroke. Genetics and smoking lead to lung cancer, which is the most common type of cancer. Obesity also risks several other forms of cancer.
Treating these chronic diseases is expensive, even before they reach emergency room status. Approximately 90% of the 3.5 trillion USD includes health care expenditures for people suffering psychological problems and chronic diseases. Patients who never went for preventative care or did not have any prescription coverage failed to afford the treatments, screenings, regular check-ups, and medications that would manage the underlying conditions of the disease. Instead, they head up to the emergency rooms with cases of strokes, heart attacks, and other complications.
However, with regular access to affordable, preventive care, the patients were more likely to discover and manage their chronic conditions. Doing so lowers the chances of visiting the emergency rooms and investing more into expensive treatments for those diseases, which passed regular management. With the decrease in the expenditure for treatments, the overall healthcare cost also decreases for everyone, as the hospitals no longer try to cover the treatment cost of the uninsured patients.
When and What Preventive Health Care is the Most Suitable?
A patient’s primary health care provider will help him or her coordinate the most suitable shots and tests. While analyzing the beneficial shots, the health care provider will consider certain aspects such as family history, age, sex, current health status, and several other factors.
Conclusion
Preventive health care often covers 100% of health plans and offers the patients several benefits both in cost and health. However, if the patient experiences doubts or are in dilemmas about the things covered and tests conducted, he or she must communicate with the physician at the earliest.
Everyone knows, “health is wealth.” If a patient is healthy, he or she will perform the best. However, it is also important to adopt a healthy lifestyle, reducing the risk factors and saving the patients from spending money on medicines.
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.