Great Britain’s rich history is not just limited to tales surrounding the royal family or the conquests that saw it become one of the supreme powers of the world. In fact, the centuries of supremacy that this country has enjoyed symbolize the pinnacle it achieved in almost all realms of life, may it be trade, governance, literature, education, art or fashion. When we talk about the British contributions towards the world of style and fashion, there is a centuries old history associated with it as well. Among the most prominent representatives of Britain’s fashion industry are the Savile Row tailors, whose master craftsmanship is known to all and sundry around the world.About Savile Row Tailors:
It would not be wrong to regard Savile Row as the hub of men’s custom-made suiting. This is a status it has enjoyed for the past couple of centuries and it is to the credit of the artisans working here that the world has come to recognize Britain as a trendsetter in the fashion industry. Although the Row also caters to the demands of its female clientele, its widespread popularity primarily comes from its strong adherence to men’s apparel. In fact, the craftsmen you find on the Row will proudly present a list of iconic male figures for whom they have had the privilege of creating statement pieces for.Who Is The Best Among The Savile Row Tailors?
To decide which of the Savile Row’s designer outlets have an edge over the others is a difficult question to answer and would mainly depend on the taste the buyer has. The choice is also difficult to make because each of these fashion solution providers have their own niche and design strengths that attract different categories of clients, ranging from celebrities to entrepreneurs. Some of the most sought after names in this Mayfair area include:Spencer Hart:
Although counted among the recent entrants to Savile Row, Spencer Hart quickly became popular among men who are on the lookout for modern cuts with hassle-free designs. The shop considers itself to be the creator of ‘cool’ factor in men’s suiting and has been successful in remaining true to its label. Presenting the perfect fusion of trendy, elegant and sassy, Spencer Hart impresses its customers with each collection by introducing the flawless minimalist yet stylish dark-finish suiting styles.Gieves And Hawkes:
If you are on the lookout for suits that incorporate the old-age British class and finesse, you would definitely be impressed by what Gieves and Hawkes have to offer you. Being one of the earliest outlets on the street, Gieves and Hawkes have maintained their traditionalist British styles, ranging from military uniforms to vintage style suits.Richard James:
Richard James has separate outlets for its readymade and bespoke collections. It is to Richard James’ credit that even though the suits are styled with impressive cuts and distinctive silhouettes, they do not appear to have a pompous look. Innovations in designs and the creative use of colours adds stars to the outlet’s portfolio.
Savile Row Tailors – Pioneering In Men’s Fashion
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.
Valencia is the Top Destination for Ex Pats to Live
According to a survey conducted in March 2020 and recently published by InterNations, an expat organisation with around three and half million members, the Spanish city of Valencia is the best city in which to live as an expat. The survey assimilated answers from 15,000 respondents on five areas of experience: cost of living, finance and housing, quality of urban living, getting settled and urban work life. Alicante was in second place and Lisbon third, Malaga was in sixth place and Madrid ninth, meaning that five of the top ten cities were in the Iberian Peninsula. Interestingly, out of the 66 cities included in the survey, those top tourist destinations, Paris and Rome, came in the bottom ten. A fact that perhaps tells us more about the type of lifestyle sought by expats than it does about the quality of life in those cities.
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Around 15% of the Spanish population are foreigners and the twin attractions are clearly, plenty of sunshine and a low cost of living. So, what is it that makes Valencia the expat’s favourite? Spain’s third largest city is situated on the south eastern coast and its location means that it enjoys a climate described by the World Health Organization as ’ideal’. Its 300 days of sunshine per year lift the spirits with weather, which is never too hot, too dry or too wet and a cooling sea keeps the air fresh and clean. Like much of Spain, accommodation is inexpensive, and food and drink are cheap and of outstanding quality.
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What makes Valencia exceptional is the quality of urban living which the city has to offer, quite simply, there is just so much to do. Valencia is beautiful and it is beautifully diverse. Its centre is medieval, its cobbled streets dominated by the cathedral with its blend of Baroque, Romanesque and Gothic. Here you’ll find ancient buildings, like the Silk Exchange, ornate churches, the biggest fresh market in Europe and delightful cafes and restaurants by the score. There are thirty-four museums, most of them free or very cheap and fine examples of Rococo, Art Nouveau and Art Deco architecture. By contrast, ‘The City of Arts and Sciences’, designed by the Valencian architect Santiago Calatrava is science fiction fantasy that looks like it’s come straight from the cover of a vintage copy of Astounding Stories. The scientific and cultural leisure complex is set in the dried-up bed of the river Turia and contains Europe’s largest aquarium, a 3D cinema, a science museum, an opera house and the Terraza Mya gardens. As if all that weren’t enough, there are the 20k of beaches, 6 within the city itself and a further 6 easily accessible by public transport. A further 10k beyond the city is the glorious Albufera National park. The inhabitants of Valencia certainly have good reason to count their blessings and just to top it off, Valencia is the home of Paella.
Travel a little further down the coast and you’ll reach the port-city of Alicante. For many the city is simply the location of an airport, but those who rush straight onward to their destinations are missing out on one of Spain’s great cities. Alicante shares many of the delights on offer in Valencia. The narrow streets of its old town are dominated by the medieval Castillo de Santa Barbara, which looms over the town. There are wonderful cafes and restaurants to be enjoyed, delightful parks and gardens, ancient monuments and historic buildings. Nearby there are fabulous beaches and world class golf courses and like Valencia, accommodation within the city is attractively affordable.
The capital city which features third highest in the survey is Lisbon, Portugal’s hilly coastal capital. Most capital cities are prohibitively expensive places in which to live but despite a property boom in recent years, rental accommodation in Lisbon remains affordable. Portugal also has one of the lowest costs of living in Europe and is rated the third safest country in the world. Once the heart of a great empire, Lisbon is a city full of wonderful architecture and its seven hills afford unexpected vistas at every turn. Lisbon has all the pleasures on offer that one would expect from a capital city: outstanding cuisine, vibrant nightlife, a rich cultural life, museums, galleries and world class shopping. It is an hour from the glorious beaches of the Algarve, enjoys year long sunshine and has an international airport linked to 120 destinations. You can see the attraction.