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There are quite a number of positive developments which affect the increase of pharmacist Technicians in the past decades, some of them are:1. The gain of national certification on pharmacy Technician career and job has opened up a lot of opportunities for those who have the interest to become assistant to a pharmacist.2. The development of model curriculums for Pharmacy Technician training and a higher and greater level of recognition of pharmacy technicians in the State and Nation wide on pharmacy practice Acts have encouraged many potentials to seek for new employment opportunities as well as to seek for pharmacy technician’s courses in colleges or online.3. The roles and responsibilities of Pharmacy technicians have been more clearly defined in hospital, community centre, clinics and wherever the skill sets of pharmacy technicians are needed.
4. Increasingly, hospital pharmacies are encouraged to develop pharmacy technician programs and the increase changes being called out to ensure the roles of these technicians was appropriately articulated in state laws and regulations.5. The responsibilities of this professions have increased over the years from initially they are responsible for most of the clerical work only in the pharmacy ( similar to a clerk) … until they start to play the governance role for the state pharmacy association as well as the state board of pharmacy.6. The enablement of pharmacy asistants across multiple settings today, including community pharmacy, hospitals and health systems, long term care facilities, clinic pharmacies, health insurance companies, pharmaceutical whole-salers etc signify that this is a profession which is largely needed in a good wide spread of industry.7. In the recent years, pharmacists have become more receptive to pharmacy technicians compared to 15 years back where the latter is given the task of dispensing medicine only. However much has changed over the last few years in the potential increased in job scopes of pharmacy technicians.8. The enhancement in medical field has enabled new medications, antidotes to be invented across the world by the medical experts. This has significantly reduced non fatal deaths, reduce or eliminate significant pain of patients with this invention. With the prolonged age of the population in the society today, the demand for pharmacy technicians have significantly being increased as well.9. On the other hand, with the increase invention of of new medications invested and become available today, the pharmacists are faced with a greater number of prescriptions to dispense. This has directly reduced the bandwidth of the pharmacists, leaving them with lesser time for counseling patients. At the same time, their working conditions and schedules have deteriorated with an increase in job stress. This is where the importance of the pharmacy technicians comes into picture and they presence has helped to take over the tasks of dispensing the prescriptions to the patients.Pharmacy assistants as such has gained it popularity increasing nowadays and it is by no mistake on the increased demand of pharmacy technicians in many health sectors in the society today.

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.

“One’s destination is never a place, but a new way of seeing things.”-Henry MillerTraveling is simply a brutality of humanity, it is when we travel that we see things for what they truly are and not how we imagined them to be. Traveling also lets our imagination run wild without expectations, it lets us see things from a new perspective, without the alleged prejudice of the world. And while all of this seems to be an adequate reason to travel, many are still naïve to the idea of traveling.But just as many are left in the dark to wonder and wander, some are out there exploring and enjoying what the world has to offer them, for it is in that brief moment of youth that we can truly experience life, as we know it.Now the question of many remains, “Why Should I Travel Young”? Personally, I can give you a hundred, even a thousand reasons why you should travel when you’re young but if you’re desire to see the world begins and ends with your “Wish to See the World” then I’m afraid no amount of reasoning would suffice to convince you to go after what you want.You see, traveling as much as it is a form of recreation is also a commitment, a vocation for some, but ultimately, it is a responsibility. A responsibility you should be willing to take onto yourself. Many people say that the young are lucky to have the health and the wealth to see the world but what they do not realize is that the young are often distracted, deceived and sometimes, deluded.So if you’re one of the young’uns who wish to unearth the world’s greatest places and learn life’s most valuable lessons, but are afraid to make it happen, read along, maybe I can convince you to travel while you still have the gift of youth.
Traveling teaches you a sense of adventure- Don’t quote me on this one but based on my experience, traveling allows you to have as much as fun as you want without having to worry of what other people will say about you. You don’t have your peers or parents to warn you and judge you, so you can be young, wild and free. Life is an adventure and traveling lets you experience that.
Traveling teaches you to be compassionate- Other than the photos, the souvenir and the life-long memory that traveling gives you, it also edifies you of the real situation and teaches you to care for other people, sometimes not of your own kind.
Traveling allows you to be culturally diverse- If you think traveling is all about sight-seeing and marveling at the wonders each country has, then you’re right. But there’s also something more important that traveling teaches us, it allows us to be culturally diverse. Whenever we travel, it is important that we follow the local practices of the country/destination we are going to. As the old saying goes, “Respect begets Respect” If we learn to respect and even appreciate the culture of other nationalities then we become more aware of our own. That’s the mutual benefit we get from traveling.
Traveling makes you more attractive as a person- they say that the most attractive people in the world are those that have seen it. Do you agree? I do. It is because of the invaluable and immeasurable life experiences we have with our travels that make us a better person, and when you feel you’re better, you become more attractive.
When you travel young, you travel more- let’s face it, we’re all bound to grow old and lose our health. But while we’re young and at the peak of everything, it’s best to take advantage of it and start traveling, after all, you’re only allowed until your 30s to hike a mountain or ride the rapids of the river.
Traveling makes it easy to make friends- if back at your hometown you tend to cling to the same group of people bound by a circle of friendship, then maybe you should travel more often. Traveling has been proven as one of the best ways to gain friends and build bonds, after all, you are all strangers to one another at one point but because of your common interest to see the world, you are bound by it as well. And get this; wouldn’t it be nice to have friends in all parts of the world? That would be way cool, way cooler than your friends back home.
Traveling makes you a better storyteller- You might not get this now but when you have kids or grandchildren, you will. Those who travel young have more opportunities to experience everything there is to traveling. With the many countries that you’ve visited and you’ll be traveling to is a story waiting to be told. Traveling gives you things to share over breakfast, lunch or dinner. When you travel, you will never have a hard time thinking of a topic to talk about; not to mention you’ll keep everyone with your story.
Now if for some strange reason, after citing all these reasons why you should travel young and you’re still not convinced; it’s pretty obvious that you have a fear inside you that you’re just trying to hide so everyone won’t think you’re a coward who can’t face it. Is it fear of heights? Fear of the unknown? Fear of being independent? Whatever it is, know that traveling, especially alone, will help you address that fear. You just have to take the big leap of faith and make the first step to make your traveling dreams a reality. You only live once; and you’re only young for a short period of time, if you don’t travel now, when?