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.

The Right Mindset For Owning An Online Business

Online business like any other business requires your dedicated time and efforts. As most of the things online will be unknown to the beginners, they should put more time in learning and implementing the things. There will be a lot of experimenting in the beginning phases to find out the right mix of business tasks and strategies which can be done to achieve the goals set for short term as well as long term.Most of the people who start their online business fall for the trap of quick and easy money. The four magically words have been used time and again by scrupulous marketers successfully to make people purchase their products. Although internet is known to make millionaires in the shortest period of time, there is no easy money in the online world. There is a lot of hard work put behind getting the things done. This part of the business is never told by any marketer to the people. The people are usually shown the success which they have achieved after implementing a particular strategy.A person should have a proper business mindset and not fall for any ‘get rich quick’ scheme which asks him to shed his hard earned money. He has to first decide the route he is going to take towards building his online business and stick to it no matter whether he finds success in the beginning or not. Most of the proven business models have a moderate gestation period. This is the period where you will be working but you cannot see any tangible results. Most of the beginners will stop at this phase and not continue. Only those who continue will see results and will achieve their business goals.It is in the best interest of any person who is beginning online to be wary about the business models which will reap benefits within a very short period. Although some may be true to some extent, but, when there are big changes in the online community the income source will dry up very quickly and leave you stranded in your path to financial freedom. Therefore, the first and foremost thing to do while building your online business is to see what the other successful online business owners are doing and follow their path.Most of the beginners think that in order to be successful online they have to do something novel and be in the limelight. But, if we consider the cases of successful people, most of them have followed what their mentors or other veterans in the industry have been doing. When you start seeing results you can then develop your own system and be a pioneer in the industry. Until then following others and reaping the benefits is a sure-fire way to earning money online.Like any other business, even the online business has customers who have to be taken care of. Although there is no physical interaction between the buyers and sellers, the online world does have a very established system through which transactions take place. To be successful online, you have to see that there is a constant flow of customers to your site and a system to capture their details to contact them again for future promotions or offers.Many online marketers refer the customers to a site and earn commission on the purchases made by them. This will require a consistent effort on part of the marketer to bring the customer every time to the site. He might have chosen various traffic generation strategies, but in the end if the customer doesn’t buy on that site he will lose his customer forever. Hence, it is prudent to make the customer leave some of his details like email address and name on the site so that you can contact him again in the future without any efforts to generate traffic.Most of the people think that an online business gives you the freedom to travel or be at home and work at any time you want. Although this is true to a certain extent, it does require your dedicated time to get things rolling. Even if you are travelling you will have to spare some hours each day to do the tasks required for your business. The only benefit of such a kind of business is you can fulfill all your desires while you are young and also earn money by doing business. Moreover, you can scale the online business and have multiple income sources bringing cash for you simultaneously. This alone should fuel your enthusiasm for working hard in the beginning so that you can earn easy money in the coming years.

Understanding Pharmacy Technician Job Description – Is It Right for You?

For those looking for an interesting profession in the medical services field, becoming a pharmacy technician or ‘PT’ can be a great option for the right person.It is a detail-oriented job in a growing industry, so there are many opportunities available all the time and estimations are that job availabilities will continue to increase over the next few years.Before deciding that becoming a PT is the job for you though, it is important to have a good understanding of the pharmacy technician job description in order to decide if this is the type of work desired.With a good knowledge of what this profession requires in regard to jobs performed, interested students should be able to enroll in school or training in confidence that this is what they want to do afterward.Pharmacy Technician Job DescriptionAlthough there are numerous setting where PTs can work such as hospitals, retail pharmacies, outpatient and inpatient centers and more – all of which will have some specific duties – their main job is to provide assistance to the registered pharmacy on duty. Most of the time this includes tasks such as:- Receiving prescriptions to be filled, either from retail customers or from hospital staff, for their departments;
- Counting, packaging and labeling prescriptions;
- Dispensing medications to customers in retail environments;
- Dispensing medications to patients and/or nursing staff in hospital environment;
- Accept payment for prescriptions;
- Overseeing medication inventory;
- Keeping medication inventory records;
- Ordering and stocking medications;These duties usually make up the bulk of what a pharmacy technician does, although in retail PTs usually handle other retail duties as well, such as general stocking and straightening, customer assistance throughout the store, and even discussing with customers the use of their medications.In specialty settings like compounding pharmacies, duties would likely include assisting in mixing medication formulas like ointments, syrups and other medicines that are sometimes specially prepared, then shipped to retail locations, or to patients themselves.Working at a compounding pharmacy especially requires the hand of a skilled technician who is very detailed, since this involves understanding medication dosages and mixing prescription strengths.Then, there are also positions at companies that manufacture medicines where job duties include things like quality control and packing and shipping medicines to hospitals, retail stores and other pharmacies that sell medications.Differences in Pharmacy Technician RolesAlthough many times a “pharmacy technician” job will get lumped under that one title, there are actually different classes of PT. There are positions where the technician works very closely with the licensed pharmacist and can do more detailed and technical jobs like compounding and delivery of medications to hospital patients or staffs, and then there are positions where the technician mostly sells already-prepared prescriptions to customers, and other more routine tasks.In some places such as the US, these positions are not always recognized as being different, but based on schooling and certification, they can be very different. A schooled PT holds the title of Certified Pharmacy Technician (CPhT) and usually qualifies to apply for more technical jobs in the field.Those without their CPhT many times will only be considered for the less-qualified, retail positions. In the UK and some other countries, there are specific job titles that mark the differentiation:PTs are those who have fulfilled the higher schooling and job experience requirements while Pharmacy Dispensers are those who are qualified for mostly selling medications to patients in a more retail setting. Technicians are able to give medication advice to customers as well while Dispensers are not.Salary Differences Depending on Pharmacy Technician Job DescriptionBased on the differences in pharmacy technician roles, there are generally differences in salary as well.The less skilled positions – while they can still command a respectable salary that is considered at least average by most healthcare professions on this level – earn between 25 and 50 percent less than the skilled, certified pharmacy technicians, with salaries that can reach as high as the upper $50,000 per year or more.This is something that potential pharmacy technicians should definitely consider when trying to decide on which schooling to take.With this look at what a current pharmacy technician job description entails, it is hopefully easy to see that while the bulk of job duties any pharmacy technician should expect to perform are similar, there are some definite differences.Based on job experience, schooling and position held, some pharmacy technicians will perform more exact tasks, so their need to take their position very seriously is paramount.Also, depending on the job, amount of time spent working with the public directly will vary. Understanding all of this can be a good aid in deciding which type of schooling to enroll in, and what type of professional position is favored.