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.

Nutritional Health Supplements – How I Was Wrong About Them

It was my opinion that everybody gets enough nutrients in their diets and that nutritional health supplements were a waste of money. Having played competitive sports for many years, my belief was that women’s or men’s health supplements are only for athletes or body builders. I was wrong! The health benefits of supplements are for everybody and anybody who lead busy, stressful lives. Physically active or inactive, healthy or unhealthy we can all benefit from an herbal nutritional supplement or natural vitamin supplements. I learned this the hard way through personal experience.I had not realized that proper nutrition can be difficult to achieve for many people. Healthy living is difficult when most people do not get enough nutrients in their diet. For example, many cannot get the recommended daily allowance of fruit and vegetables each day. Forgetting nutritional supplementation is no longer an option if we want total nutrition. Unfortunately, the problem is bigger than I thought when you consider all the factors that come into play;Many fresh foods are no longer meeting their optimal nutritional potential. In many cases they are grown in soil that has been farmed excessively and are picked before their prime so they do not over ripen during transportation to market.
Vitamins and minerals may be lost during storage, preparation and cooking.

The purchasing and eating of less nutritious processed foods is common for many who do not have to shop and prepare meals from ‘scratch’.

During the busy week when we do cook, our meals may not be varied enough to offer a variety of nutrients.

We may not change our diet when we need to with age. As we age we need different nutritional supplementation as we digest and absorb certain vitamins and minerals differently.

Some nutrients are simply hard to obtain. For example, the Essential Fatty Acids (EFAs) available in Salmon oil capsules.

In general, there is a lack of education on nutritional health supplements, healthy food options and cooking.

In my particular case my wife was more at risk. Although, we did eat healthy meals we were not aware of the health benefits of supplements. Unfortunately, we were also dealing with a lot of stress at the time. Stress plays a large role in what nutrients you are using and absorbing in addition to the fact that the ‘knot-in-her stomach’ was inhibiting her appetite. Many women are more in need of herbal nutritional supplements or natural vitamin supplements simply because they consume fewer calories than men.As a result this lead to higher levels of stress and fatigue. Weak, she was prone to illness and mood swings. Hair loss, poor skin complexion and digestive system problems followed. It was a vicious circle leading to more stress and fatigue. It took a this extreme situation for us to realize the need for supplements for general health. A necessary solution for many to meet their daily nutritional needs is simply nutritional supplements whether its women’s health supplements or multi-vitamins, herbal nutritional supplements or natural vitamin supplements. The benefits are obvious;
Improved energy

Reduced frequency of mood swings

Less prone to fatigue and depression

More resilient to stress and illness.

Better overall health as we feel better mentally and physically.
Based upon my wife’s fatigue and illness, we had waited too long and she was in need of a nutritionist. In addition to joining a gym (which helped her appetite) my wife was recommended to take a few key women’s health supplements;
Salmon oil capsules because of the benefits of the Omega 3 Essential Fatty Acids. General good health, improves brain function even reduces the symptoms of PMS. It has also been shown to help anger, depression and stress.

A digestive health supplement; as we age and enter different stages of life our nutritional needs also change. Digestive health supplements may be required as our ability to digest certain foods changes with age. Some vitamins and minerals may be consumed very quickly others may not be absorbed into the body as readily. Lactose and gluten (found in wheat products) may be more difficult for our body to process as we age.

Multi-vitamins or a targeted multi-nutritional kit to promote general health with women’s specific needs in mind.
All these nutritional supplements were easy to find and even available on-line which works well with her busy schedule.My wife’s situation was an excellent example of how women are susceptible to the effects of poor nutrition. She has demonstrated the benefits of total nutrition via nutritional supplements and a healthy diet. Today, she is healthy and living a physically active lifestyle. I am grateful that she is such a wonderful role model to our daughters and others who may also be in need of nutritional health supplements and a better, balanced life.For more information on nutritional supplements, general nutrition, physical activity and stress management please visit www.bamboohealthproducts.com

Finding The Right Home School Program

There’s no turning back now! We joined the ranks of the home school movement! We actually left behind the traditional brick and mortar school system. We did? Yikes! How the heck did I do this alone AND find the right path or “home school program” that was perfect for our family?The biggest question was can I do this? Eek! I realized I was about to embark on a colossal voyage; full-time employment, full-time teacher, full-time mom! I’m so glad I didn’t think how massive this thing was at the time (risking I’d chicken out once I realized the scope of this task all by my lonesome). I just decided to move forward and wing it. I had a “Mom the Builder” attitude. Once I made my mind up, I declared “I CAN do this… yes I CAN!” I was determined to move forward full speed and damn the torpedoes! I was resolved to stick with this as long as we were achieving positive results. We’d give it a year and make an assessment after that as to whether to continue.LOGISTICS AND RESEARCHA big factor we didn’t consider, were the people in our life and whether they would support or interfere with this decision. We had to keep those who were unsupportive at bay. I was wise enough to understand, if we failed, we would have learned a valuable lesson and would be stronger from the experience. If we succeeded… all the better!The next thing I needed to address were the “physical logistics.” Where to set up the “classroom” and a comfortable workspace, while keeping “distractions” to a minimum. We opted to convert the master bedroom into a home office/classroom. It was spacious enough for both our needs. I could set up daily lessons and continue on my own work. Plus, I would be right there to give guidance and aid when it was needed. A perfect fit!With the initial concerns tackled, next was finding the right program. I conducted extensive research to see what was available. Wow! I had no idea there was so much information out there on home schooling and home school programs. So much so, that it was a bit overwhelming. I didn’t know which direction to head! I didn’t know anyone PERSONALLY that home schooled their children. In fact, many of my friends and family thought I was insane! Their valid concerns were about “socializing”. But it didn’t stop us, because it felt right and I was open to implementing extra curricular activities to cover the “social” aspect.I also contacted other families who had home school experience to get the pros and cons from their own journey. My internet research yielded all sorts of home school programs, including free and tuition programs, as well as Christian based curriculum programs. I had no idea there would be so much to choose from. I certainly had my work cut out for me!After I concluded my research, we decided to try out the K12 program to see if it was the right one for us. It is an “accredited” chartered public school that provides all the tools found in a traditional brick and mortar public school arena. Over the years, they provided us (since the first grade) with a computer, printer, textbooks and the tools for each subject (science, math, literature, spelling, history, art and yes even music!) When we received our first shipment, it was like Christmas! The support we continue to receive from the school is commendable AND because we had to relocate from Arizona to Nevada (for employment reasons) we did not have to change curriculum. K12 is available tuition free in both states! Needless to say… this was a great choice for us.. big time! My child excels in school, is a grade ahead of her peers and an honor roll student at the top of her class!