A Look at How Kinesiology Can Improve Your Health

Kinesiology has been defined as the science of kinesiology. Simply put, kinesiology is the study of physical activity or movement. An understanding of kinesiology can be helpful in an incredible number of non-related settings such as the study of sports, kinesiology exercise physiology, human anatomy, physiology, physical conditioning, rehabilitation, and numerous other health-related issues. It can also help those who are trying to get fit or maintain their health.

One can use a basic understanding of kinesiology to examine several common problems that people have such as excessive sweating, difficulty urinating, and difficulty breathing. The most common symptoms associated with these conditions are at an increased pulse rate, dizziness, nausea, or a combination of these. These symptoms are caused by a variety of imbalances in the muscles and tissues that are located around the heart, lungs, and abdomen. By examining these areas in patients who have undergone treatment for one of these conditions, it can be easier to determine the cause and find a solution. It is not uncommon for patients to undergo an extensive amount of medical testing before being prescribed a treatment plan, which is why an understanding of kinesiology will be very helpful. It is important to become an expert in this field due to the fact that there are so many different kinds of treatment available and that not all of them are appropriate for everyone.

Suggested article: Kinesiology Association

A kinesiologist is trained to help diagnose and treat many conditions and diseases that affect the autonomic nervous system, which is why the majority of kinesiology students choose to specialize in this field. While there are various ways that kinesiology can be performed, the three most common ways are through the administration of electric shock treatments, electrotherapy, and massage techniques. Each of these has its own benefits as well as risks. Treating an individual with an electric shock is one of the most commonly performed methods of kinesiology and has been around since the 1950s. However, it is important to note that while this method is widely used, it is far from ideal due to the fact that there is no control over the electric current that is used and it can cause permanent damage to the tissue that it is targeting.

Electrotherapy and massage techniques both use stimulation of the muscles to encourage contractions in order to achieve a desired health condition. While electrotherapy targets specific muscles and regulates the flow of electric current throughout them, massage techniques allow the practitioner to loosen tight muscles and stimulate blood flow throughout the body. Both of these techniques are used to stimulate and improve the health and function of the muscles, tendons, and ligaments. However, kinesiology treats the muscles holistically, which means that there are no specific problems that must be treated or avoided. This type of treatment allows the practitioner to identify the areas of concern and work together with the patient in order to achieve the best results possible.

Kinesiology has some common components that include muscle balance, kinesiology motor skills, and stress management. Muscle balance refers to the ability of the body to coordinate and maintain the proper functioning of all of the muscles and joints. Proper muscle balance also allows for optimal performance and proper health. For example, if one part of a muscle is weak, it will not perform as efficiently as another part that is stronger. This is where kinesiology may come into play.

Suggested article: KA Shop

Kinesiology muscle monitoring is a process where the medical professional monitors the activity of a specific muscle as it is being contracted. The purpose of this is to determine any changes or disruptions in the muscle activity as well as changes in the force used to push it through the range of motion. When these changes are found, the practitioner will then evaluate the patient for possible stress-related conditions. Stress can have a significant impact on the health of an individual and can often lead to tension in the back, neck, and other muscles. By monitoring the activities of the muscles, the practitioner is able to identify the problem areas and develop a treatment plan to address them.

One aspect of physical fitness that many people do not think about is kinesiology. While it is not an exercise science in the strictest sense, it is an exercise science that can provide significant health benefits through improved body mechanics and overall conditioning. In fact, some of the most successful personal trainers and athletes utilize kinesiology methods and philosophies. For example, world record better-broken track and field events often incorporate some element of kinesiology into their practice. As a matter of fact, track and field events were once considered an unfit activity because of the excessive amount of time that the athlete spent in the field running back and forth.

Today, kinesiology plays a large role in improving the performance of athletes both amateur and professional. It also serves as a tool for improving the overall health and conditioning of the human body. Although it has been around for a relatively long time, there are very few instructors teaching the principles and techniques that kinesiology contains. Because of this, many individuals are unaware of how to use the techniques that kinesiology contains to improve their athletic performance and health.

How to Travel and Places to Go

Traveling is an absolutely beautiful activity that a person or a group of people can do. To travel, is to explore not only different places, but different cultures, different foods, different people, new and exciting languages and accents, enjoy the great and vibrant sites and scenery, and smell the fresh fragrant air of another place, not of your own. You will able to venture and explore different lands and paths leading to new and fun adventures that you will remember for the rest of your life.Travel is great in so many ways, it would be almost impossible to name them all. Some of the awesome benefits of traveling are: It is a chance for you to get away and escape your life for a while, you can learn a lot of new things and do a ton of activities that you probably would never had been able to do back home, you meet new people – possibly even life long friends and you will have great memories for a life time.Some of the places that I would recommend enjoying a getaway in would be Italy, London, Mexico, the Amazon rain forest, Thailand and numerous other beautiful scenic areas. Or better yet, visit the place that you’ve always wanted to go to and make that your priority. I’ve listed some tips of how to travel and make your trip the best as possible:Bring ample money with you – Mostly, this refers to credit or debit cards, so that you can have enough money to shop, pick up souvenirs, to pay for your hotel and food and to have just in case of an emergencyBring cameras – Take a video and a still camera with you so that you can make a photo book of the trip when you get back home.Make arrangements early – Make arrangements for your hotel, flight, transportation, tour group (if any), transportation, etc. weeks, if not months ahead of time. You want everything to go as smoothly as possible.Take a close friend or family member – Why not that a friend or a loved one to double the enjoyment and fun of the trip!

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.