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Gardeners can select from a large variety of lettuces that are easy to grow, highly productive in limited space, and virtually pest and disease free. Lettuce is definitely one of the more “care-free” crops. Lettuce is a great way to start gardening; it is what I started out with actually. There are a few key principles though that should always be kept in mind.LettuceFor maximum lettuce production, it’s wise to select a site where the soil drains well, yet retains some moisture. The soil should also be rich in nitrogen and potassium, The best way to accomplish this is to work in plenty of organic matter (compost, rotted manure, or leaf mold) that will loosen and enrich the soil.Most lettuce varieties mature in 45 to 55 days, allowing many gardeners to plant two or even three crops. But looseleaf and butterhead leaves can be harvested at just about any time in their development. Heading varieties take longer to mature. Romaine takes 75 to 85 days and crisphead 70 to 100 days.By choosing the right varieties and with these lettuce gardening tips, it’s possible to have lettuce in your garden throughout the growing season. This lettuce is great for salads throughout the growing season. There really is nothing better than a fresh Caesar salad with fresh romaine from the garden!Lettuce Gardening TipsLettuce HistoryLettuce, one of the oldest food plants known to man, is believed to have originated in India and Central Asia. Even Herodotus wrote of lettuce being served in ancient Greece, and it was a most favorite vegetable in ancient Rome. This is where we get “Caesar Salad”! In fact, the word “lettuce” is derived from the Latin root word “lac” meaning “milk,” referring to the milky juice found in mature lettuce stems.Columbus and other European explorers brought lettuce seeds to the New World. Our early colonists included lettuce in the first gardens planted in American soil. Today, lettuce is a favorite vegetable here and around the world. It has revolutionized all cultures of food, from hamburgers to salads.More Lettuce Gardening TipsLettuce is so easy to grow it can be started indoors for early transplants or sown directly in the garden. In fact, doing both is recommended to get maximum production. Lettuce seeds are extremely tiny, so it is recommended to be generous with them when planting. It is a good idea toRomaine Lettucestart some lettuce seeds indoors in peat pots a few weeks before the last frost date in your area. Provide the seedlings with plenty of sunlight or keep them under artificial lighting until ready to move into the garden. Transplant the seedlings as soon as the soil can be worked in the spring. If a hard freeze threatens, protect the seedlings with a cloche or row cover. Reserve a number of lettuce seedlings to fill empty spaces in the garden as the season progresses.To sow lettuce directly in the garden, simply plant the seeds about 1/4 inch deep, tamp them down, and water. It’s that simple! Space the sowings according to packet directions that are based on the size of the mature lettuce. For example, a crisphead may require a square foot of garden space. As many as nine plants of a small leaf lettuce variety can grow in the same space.Keep in mind that lettuce seeds won’t germinate in soil that is 80 degrees F. or warmer, so there’s no sense in sowing directly in the garden in the summer. Resort to starting heat-tolerant varieties indoors and moving the lettuce seedlings into the garden, preferably under partial shade, after they’ve developed a few true leaves.Lettuce CultivationHere are two cultivation tips to keep in mind:Succession plantings.Lettuce is ideal for succession planting. Sow seeds every two weeks for production throughout the season, starting with early lettuce varieties, using heat-tolerant varieties as your main crop, and then switching to fall crops late in the summer. Or, if you prefer, use lettuce in successions with other crops. For example, plant lettuce in the spring, followed by bush beans in the summer, followed by lettuce again in the fall.Watering.The key to lettuce production is supplying moderate but almost constant water, especially during hot weather. Unless there is regular rainfall, lettuce must be watered deeply at least once a week- more frequently during periods of drought. Mulch with a layer of compost or clean straw to help the soil retain moisture. A drip-irrigation system is ideal.Lettuce Growing TipsTo improve overall lettuce production, consider using the following four techniques.Raised beds.To maximize lettuce production, plant seeds in raised beds. The raised beds warm up faster than the surrounding ground. You should be able to get an earlier start in the spring and a later crop in the fall. Raised bed gardening is, without a doubt, the best way to garden anything out there. Its simplicity, organization, incredible fertility, and results are astounding.Living mulch.To make the most of limited garden space, plant lettuce around taller plants like broccoli, Brussels sprouts, peppers, and eggplants. This helps the lettuce grow a lot better; if they are left in the beating sun without moisture, they will not be able to survive. The lettuce helps its neighbor by keeping the surrounding soil moist and cool and keeping weeds shaded out. As the taller plants grow, they provide needed shade for the lettuce as the days get warmer.’Tucking.’You can also start lettuce seedlings indoors for filling vacancies in the garden in late spring and again in early fall as other crops are harvested. Simply ‘tuck’ a seedling in the vacant spot to keep every inch of garden space in constant production.Ornamental use.Many varieties of lettuce are welcome additions to ornamental beds. For example, ‘Mighty Red Oak,’ ‘Sweet Red,’and ‘Sierra Blush’ can easily fill gaps in flowerbeds, adding splashes of red where needed.Insects and DiseasesLettuce is generally disease and pest free, but you should still be vigilant.Cutworms and slugs are the most bothersome pests. Use a paper collar around young lettuce seedlings to keep the ravenous caterpillars at bay. Slugs are tougher to control. Sprinkle wood ashes or diatomaceous earth over the soil around the plants to discourage the nasty mollusks. Be sure to reapply after each rainfall.A major threat is lettuce rot which first attacks the lower leaves in contact with the soil and then spreads throughout the plant.With these lettuce gardening tips, you can stop this. The best way to prevent fungal and bacterial diseases is to rotate crops. Don’t plant lettuce in the same bed two years in a row.Raised Bed of LettucePerhaps the greatest threat to lettuce growing are deer. If there is no protection or netting over these lettuce plants, I can assure you that the deer will have a salad bar feast and everything will be gone. I specially recommend the plastic raised beds with pre-made nets from gardeners. These are what I use for my garden. These lettuce gardening tips will save you a ton of time that I had to learn by experience.Lettuce Harvesting TipsLettuce can be harvested any time after true leaves form. For the best quality, better to pick early than late as lettuce allowed to grow too long may be bitter and tough.To harvest crisphead, Batavia, and romaine varieties, cut the plant right at the soil line when mature, if you prefer to harvest full heads. You can do the same with butterhead and looseleaf lettuce, but I prefer to harvest only the outer leaves as needed. This keeps the plants in production longer. Try to harvest in the morning when the leaves are crisp, sweet, and full of moisture.When the crown of a lettuce plant elongates, it’s about to bolt to produce seed and the plant has passed its prime. Yank the lettuce plant out, toss it on the compost pile, and replant the space with another crop like bush beans, or with another lettuce seedling.Recipes and StoragePrimarily water, lettuce does not store well. For the best quality and flavor, use homegrown lettuce soon after harvest. This is particularly true for many of the looseleaf varieties, which wilt readily.Combine crisp, crunchy lettuce varieties with soft, buttery-smooth types. For example, a blend of ‘Little Caesar,’ ‘Burpee Bibb’, ‘Mighty Red Oak Leaf,’ and ‘Crispy Frills’ makes a fine tossed salad with a variety of colors, shapes, and textures. With the lettuce gardening tips, you will be able to grow and try different blends until you find the ones that most delight your palate.

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.