Mary Kay Cosmetics Makeup and Skin Care Product Use

Fascination with makeup occurred at a young age. But when we start experimenting, we don’t always use the best face, body and cosmetic products. This is truly because we can only afford the stuff from the five and dime.As we mature, we learn that our skin requires special attention. It takes a little time and effort to maintain good skin that is glowing and totally flawless. Sometimes, based upon your skin type, special care needs to be taken. Such as a customized products for acne. So you should care for your skin as it asks you to. It shows you what needs to be done to keep it healthy. Mary Kay Cosmetics Makeup and Skin Care Product use enhances and helps maintain good skin.There are five essential steps when using Mary Kay Skin Care Products for good skin results:1. Cleanse: Removes makeup, impurities, excess oil and environmental pollutants2. Exfoliate: Exfoliates dead surface cells to re-texture and refine the skin’s surface3. Freshen: Completes the cleansing process as it helps tone, soothe and re-hydrate the skin4. Moisturize: Increases skin’s ability to retain moisture and forms a protective shield to reduce moisture evaporation and improve skin’s resilience and elasticity5. Protect: Evens skin tone for a flawless finish and shields from the environmentNote: A Moisturizer with Sunscreen SPF 15 helps protect skin from premature aging due to incidental sun exposure.Your skin may also require customized skin care and color products. For instance, you may need to:Smooth and softens fine facial lines, Minimizes the appearance of fine lines and wrinkles, Reduce puffiness under the eyes or have sensitive skin. Mary Kay Cosmetics offers customized products to care for skin that needs additional support in keeping the skin clear.Sensitive skin is defined as skin easily irritated by topically applied products or environmental factors. Be sure that you use a customized skin care and color product that says “suitable for sensitive skin”. Mary Kay Skin Care Product are made for sensitive skin.Blemish-Prone Skin – Acne or blemish-prone skin is a remarkably common skin condition. While many adolescents may experience acne, this condition also can appear for the first time in adults in their 20s or 30s or even later in life. Generally, however, if you had acne as a teenager, you are more likely to have it again as an adult. Eighty to 100 percent of all teenagers have acne to some degree, and an increasing number of adult women also have some acne. It may require a dermatologist’s care.Most Mary Kay Cosmetics Makeup and Skin Care Products have customized skin care products fit the specific skin care needs of most people. It takes a little time to determine what is actually needed by use. Symptoms of extremes in skin types, such as acne, overly dry or oily, can be improved through proper skin care use. It’s very important to remember that skin care products and cosmetics will help the skin look and feel good, but will not cure skin disorders. That’s when dermatology care is worth investigating.Note: In addition, once acne is present, excessive scrubbing or frequent cleansing will not control it, and any rough manipulation of the skin may further irritate and inflame the lesions or even lead to the formation of new acne lesions.When choosing a color cosmetics always go for the latest trends. It’s usually refreshing and fun to make the change. This also ensures assures freshness of the products.Pamper and care for your skin all over. Use the very best in body care. Layer your body care products on the skin before applying the fragrance because it can extend the wear time of the fragrance.Find a fragrance is completely unique and one with “staying power”. Different ingredients come into play in the fragrance at various stages of the perfume’s life on the skin.Perfumers distinguish between the various parts of the fragrance in the following way: The first impression of the fragrance. It is the initial impact of the scent on the sense of smell. The heart of the fragrance unfolds and develops a few minutes after the perfume is applied to the skin. The final impression of the fragrance . It is the most lasting part and can last several hours after the fragrance is applied.That’s because each one can include up to 1,000 different ingredients, which vary not only in how they smell but also in their “staying power” on the skin. Different ingredients come into play in the fragrance at various stages of the perfume’s life on the skin.Remember that the whole body needs care. And remember to make yourself feel special everyday!

Every Great Bachelor Pad Should Have a Great Garden

Unless you’re under 35 or over 65 you might not have noticed that there’s been an explosion in city living. London apartment developments have been popping up all over the capital fed by a growing need for neat single living units and a desire to be where the action is, and at the most within a night bus home.In the UK some 50% of new homes are apartments, a trend that’s found worldwide, and this has led to some unusual trends in garden design and gardening. In particular it has led to gardens on a tiny scale with a new trend in micro gardening including vertical green walls and grow your own. Community gardening in these new neighbourhoods is a big trend that we’re hearing about. But one trend that has gone under the radar is the rise of slick independent male apartment living – old style bachelor pads with a new twist. They want a garden to match their stylish new homes.The rise of these new bachelor pad gardens is led by a few different influences. First of all there is a new sophistication for staying home and if you are entertaining your date then what better than taking them out into your stylish outdoor space, sitting around a fireplace at night time whatever the season. Second climate change in city centres has led to more exotic gardening, if you have a warm micro climate in your London garden then you can grow exotic plants like luxurious tree ferns and sexy jungle plants like canna lilies.The other big influence is technology, serious boys toys for the garden. New LED lighting technology gives a great atmosphere year round and even when it snows what better view than a snow lit landscape. But of course night time garden lighting allows busy city boys to relax in the garden when they get home, have a beer from their slick stainless steel cooling drawer and chill out. Add in a great sound system linked into the internal computerised music feed and an outdoor TV and you’ve got an extension to your small apartment for year round entertainment.A challenge for every small city garden is seclusion, especially if you’re a bachelor entertaining his latest girl or boyfriend. It doesn’t have to be the usual timber fence and the contemporary horizontal trellis that has sprung up in suburban gardens isn’t enough when your home displays your tastes to people you want to impress.And plants are just as important to create that secluded atmosphere. In small gardens every plant counts and it’s important to choose wisely. For the gardener he might sacrifice seating space for planting but for many it’s about low maintenance garden design that means occasional gardening whilst enjoying great simple planting schemes with a peak of interest for the summertime. For the minimalist bachelor pad it might mean a single great Japanese Maple but the clear white branches of multi-stem birches and black bamboo are a popular choice. For the single male interested in emanating Gordon Ramsey or Jamie Oliver there’s also an interest in planting more unusual exotic edibles like Szechuan pepper or Cocktail Kiwis that thrive in the warmth of the city.Whatever their taste for planting and gardening there seems to be a cool modern garden for every bachelor, whether it’s the city banker with his rooftop space for entertaining or the newly independent divorcee retiring into the city rather than out to the country and wanting a city garden to enjoy for gardening and relaxing in. So next time your London garden is looking a bit tired check out the garden of the single male living next door and get a few tips for a fab garden design.

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.