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.

Who Are You Trying to Kid With That Business Plan?

A lot of people dream of starting their own business. They have heard of the “unlimited opportunities” and the “complete freedom” and the “not having a boss”. If you are one of those who have that dream and believe it really can come true then I have something to say to you “WAKE UP!”When you start your own business you don’t have ‘complete freedom’. As a matter of fact there’s a really good chance that you will have less freedom, a lot less freedom. To be successful you will most likely be working seven days a week and you will be working longer hours and you will be working for a lot less money (at least in the beginning). Does it still sound like something you really want to do?As far as ‘not having a boss’ goes, well I hate to be the one to break this to you but you will always have a boss. If you don’t do what the customers want then you will go out of business and if you are lucky enough to borrow money to start and run your business then your banker/investors will be telling you a lot about how you are going to run your business. Okay so maybe they aren’t your ‘boss’ but they are still the ones who will tell your what you must do. And that’s what your current boss does now. Does it still sound good?Of course you can be stubborn and do what you want instead of what the customers want and there’s a word for business owners that do that. They are called employees because they went out of business and had to go back to work for someone else. Still interested in starting your own business?I’m going to assume at this point if you are still reading, that you are interested in starting your own business. Don’t get me wrong, I have started lots of companies and had a lot of success. Over a period of ten years I actually sold two of my companies to a Fortune 50 company for a LOT of money. At that time a lot of my friends commented on how lucky I was for that to happen. I just smiled and didn’t respond to those types of comments. You see, they only saw the end result of a lot of really hard work and a lot of really long hours working seven days a week. They didn’t see the failed marriage, the teetering on the brink of not being able make my payment to the bank. They didn’t see me working for free with no salary at all for weeks and weeks. They didn’t see me having to take money from my personal checking account in order to meet payroll. Yep, I sure was lucky.When you start your own business you don’t see things like those I just mentioned. If you are serious about starting your own business then you have heard that you must have a ‘business plan’ to take to the investors. Well, I have looked at lots and lots of business plans over the years and for the most part they were all worthless. People who want to start a business tend to see the world through rose colored glasses. For example when they get to the part on the business plan where they are to assess the competition nearly everyone completely under estimates not only the number of competitors but the strength of the competitors too. People who are convinced that they want to go into business for themselves tend to operate with blinders on. I’ve seen people come up with some really outlandish things in the ‘Competition Analysis’ of a business plan.Failure to properly analyze the competition is one of the most common flaws I see in start-up business plans. Here’s an example: I had a gentlemen come to me (as a potential investor) with the idea of starting his own Lexus repair shop. He had been a mechanic for over 15 years and had all of the ‘industry certifications’ and had been through all sorts of courses and schools on how to diagnose and repair just about anything related to Lexus automobiles. He had no experience in how to “run” a repair shop but that’s the subject of another article.Here’s how brief recap of how the conversation about competition went:Me: “What about your competition, who are they? Him: “There really isn’t any”. Me: “What? How do people get their cars repaired now?” Him: “Nearly everyone takes their cars to one of the local dealerships for repairs. I can do it a lot cheaper than the dealerships because I will not have all their overhead.” Me: “So there are no independent shops that work on Lexus?” Him: “There are some independent shops but they are so small that I wouldn’t consider them real competitors.” Me: “So why are they so small?” Him: “I think their prices are too high.” Me: “Are their prices lower than the dealerships who are doing the majority of the work now?” Him: “Yes. The independent shops are almost always a lot cheaper than the dealerships.” Me: “So maybe the independents are so small because people who own a Lexus are not swayed by lower prices. After all they paid a lot for their car. Maybe they are not as price conscious as you think.” Him: “I can do the same work for 30% to 40% cheaper, how could they not be interested in that?”Can you see what’s going on here. This guy was convinced he could do it better, faster and cheaper than anyone else. Yet the facts as he presented them showed that the customers he wanted to go after were not easily persuaded by the “cheaper price” argument which happened to be what he wanted to use as his unique selling proposition.One of my favorite sayings when talking to people about their business plans is “Don’t confuse me with the facts because my mind is already made up.” A business plan is supposed to get people to think. To do an unemotional analysis to see if there really is a viable opportunity there. But too many of them will do all sorts of mental gymnastics to justify their position. I don’t care what type of business you are thinking about starting, there is competition out there. Don’t kid yourself.Another big problem I see in business plans is a lack of management experience. Here’s another real world example. I had a ‘friend of a friend’ ask me to meet with a friend of theirs. It was a woman who had the idea of starting her own “cookie bakery”. She didn’t have the funds necessary and was coming to me as a potential investor. I agreed to meet with her. One of the very first questions I asked was “Where did you come up with the idea of starting your own bakery”? She said that for years she had baked cookies and she had lots and lots of people tell her she should start her own bakery. These people (mostly friends and family) said she baked the best cookies they had ever tasted. She had brought some to our meeting and to her credit, they were very good.When I asked her about her experience in running a bakery she told me she had never actually worked in a bakery. As a matter of fact, she had been a secretary up until the birth of her second child and had taken 6 years off. Now that the child was going to school, she was ready to “go into business for myself”.Out of respect for the friend who had asked me to meet with her I didn’t quickly end the meeting as I normally would have. Instead I took some time and asked her some questions. My goal was to try to get her to stop being emotional and to only analyze the facts. A few of the questions were:”Have you picked out a location?”
“Do you have any idea what the lease will be?”
“How much will it cost to renovate to get it ready?”
“How much equipment will it take?”
“Can you lease it or do you have to buy it?”
“Where are you going to get your customers?”
“How much is the insurance going to be?”
“What about liability insurance in case someone claims your cookies made them sick?”
“Where are you going to get your customers?”
“How are you going to advertise?”
“How about utilities?”
“How much will it cost you to make a single cookie?”She stumbled through most of her answers and in exasperation said “You don’t seem excited about this idea”. She said she was really excited about the idea and was hoping I would get excited to. I told her I get excited when the companies I have invested in are making a lot of profit.The meeting was going nowhere and I couldn’t get through all of her emotions so I told her to get all of the information together then total up the monthly expenses with no salary for herself and come back and tell me how many cookies she needed to sell everyday just to pay the bills. She told me that as the owner she should get a salary. I agreed and said your salary will be paid from the profits so your income is virtually unlimited. Just put the numbers together and give me a call when you can tell me how many cookies you have to sell everyday just to pay the bills.Guess what? I never heard back from her. I was the one who rained on her parade with a harsh dose of reality.It takes a lot of courage to go into business for yourself. It’s not for the faint of heart and requires a 100% commitment. And in the beginning it requires you to take a realistic look at the facts without deluding yourself. If you are going to present your business plan to anyone else with the hopes of having them invest in your new venture, you better be ready for some really tough questions. The best way to prepare yourself for those types of questions is to not kid yourself when working up your business plan. As a final note don’t EVER tell a potential investor that there is no competition. They know better.

Business Loans In Canada: Financing Solutions Via Alternative Finance & Traditional Funding

Business loans and finance for a business just may have gotten good again? The pursuit of credit and funding of cash flow solutions for your business often seems like an eternal challenge, even in the best of times, let alone any industry or economic crisis. Let’s dig in.

Since the 2008 financial crisis there’s been a lot of change in finance options from lenders for corporate loans. Canadian business owners and financial managers have excess from everything from peer-to-peer company loans, varied alternative finance solutions, as well of course as the traditional financing offered by Canadian chartered banks.

Those online business loans referenced above are popular and arose out of the merchant cash advance programs in the United States. Loans are based on a percentage of your annual sales, typically in the 15-20% range. The loans are certainly expensive but are viewed as easy to obtain by many small businesses, including retailers who sell on a cash or credit card basis.

Depending on your firm’s circumstances and your ability to truly understand the different choices available to firms searching for SME COMMERCIAL FINANCE options. Those small to medium sized companies ( the definition of ‘ small business ‘ certainly varies as to what is small – often defined as businesses with less than 500 employees! )

How then do we create our road map for external financing techniques and solutions? A simpler way to look at it is to categorize these different financing options under:

Debt / Loans

Asset Based Financing

Alternative Hybrid type solutions

Many top experts maintain that the alternative financing solutions currently available to your firm, in fact are on par with Canadian chartered bank financing when it comes to a full spectrum of funding. The alternative lender is typically a private commercial finance company with a niche in one of the various asset finance areas

If there is one significant trend that’s ‘ sticking ‘it’s Asset Based Finance. The ability of firms to obtain funding via assets such as accounts receivable, inventory and fixed assets with no major emphasis on balance sheet structure and profits and cash flow ( those three elements drive bank financing approval in no small measure ) is the key to success in ABL ( Asset Based Lending ).

Factoring, aka ‘ Receivable Finance ‘ is the other huge driver in trade finance in Canada. In some cases, it’s the only way for firms to be able to sell and finance clients in other geographies/countries.

The rise of ‘ online finance ‘ also can’t be diminished. Whether it’s accessing ‘ crowdfunding’ or sourcing working capital term loans, the technological pace continues at what seems a feverish pace. One only has to read a business daily such as the Globe & Mail or Financial Post to understand the challenge of small business accessing business capital.

Business owners/financial mgrs often find their company at a ‘ turning point ‘ in their history – that time when financing is needed or opportunities and risks can’t be taken. While putting or getting new equity in the business is often impossible, the reality is that the majority of businesses with SME commercial finance needs aren’t, shall we say, ‘ suited’ to this type of funding and capital raising. Business loan interest rates vary with non-traditional financing but offer more flexibility and ease of access to capital.

We’re also the first to remind clients that they should not forget govt solutions in business capital. Two of the best programs are the GovernmentSmall Business Loan Canada (maximum availability = $ 1,000,000.00) as well as the SR&ED program which allows business owners to recapture R&D capital costs. Sred credits can also be financed once they are filed.

Those latter two finance alternatives are often very well suited to business start up loans. We should not forget that asset finance, often called ‘ ABL ‘ by those Bay Street guys, can even be used as a loan to buy a business.

If you’re looking to get the right balance of liquidity and risk coupled with the flexibility to grow your business seek out and speak to a trusted, credible and experienced Canadian business financing advisor with a track record of business finance success who can assist you with your funding needs.