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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.

There are several potential financing options available to cash-strapped businesses that need a healthy dose of working capital. A bank loan or line of credit is often the first option that owners think of – and for businesses that qualify, this may be the best option.

In today’s uncertain business, economic and regulatory environment, qualifying for a bank loan can be difficult – especially for start-up companies and those that have experienced any type of financial difficulty. Sometimes, owners of businesses that don’t qualify for a bank loan decide that seeking venture capital or bringing on equity investors are other viable options.

But are they really? While there are some potential benefits to bringing venture capital and so-called “angel” investors into your business, there are drawbacks as well. Unfortunately, owners sometimes don’t think about these drawbacks until the ink has dried on a contract with a venture capitalist or angel investor – and it’s too late to back out of the deal.

Different Types of Financing

One problem with bringing in equity investors to help provide a working capital boost is that working capital and equity are really two different types of financing.

Working capital – or the money that is used to pay business expenses incurred during the time lag until cash from sales (or accounts receivable) is collected – is short-term in nature, so it should be financed via a short-term financing tool. Equity, however, should generally be used to finance rapid growth, business expansion, acquisitions or the purchase of long-term assets, which are defined as assets that are repaid over more than one 12-month business cycle.

But the biggest drawback to bringing equity investors into your business is a potential loss of control. When you sell equity (or shares) in your business to venture capitalists or angels, you are giving up a percentage of ownership in your business, and you may be doing so at an inopportune time. With this dilution of ownership most often comes a loss of control over some or all of the most important business decisions that must be made.

Sometimes, owners are enticed to sell equity by the fact that there is little (if any) out-of-pocket expense. Unlike debt financing, you don’t usually pay interest with equity financing. The equity investor gains its return via the ownership stake gained in your business. But the long-term “cost” of selling equity is always much higher than the short-term cost of debt, in terms of both actual cash cost as well as soft costs like the loss of control and stewardship of your company and the potential future value of the ownership shares that are sold.

Alternative Financing Solutions

But what if your business needs working capital and you don’t qualify for a bank loan or line of credit? Alternative financing solutions are often appropriate for injecting working capital into businesses in this situation. Three of the most common types of alternative financing used by such businesses are:

1. Full-Service Factoring – Businesses sell outstanding accounts receivable on an ongoing basis to a commercial finance (or factoring) company at a discount. The factoring company then manages the receivable until it is paid. Factoring is a well-established and accepted method of temporary alternative finance that is especially well-suited for rapidly growing companies and those with customer concentrations.

2. Accounts Receivable (A/R) Financing – A/R financing is an ideal solution for companies that are not yet bankable but have a stable financial condition and a more diverse customer base. Here, the business provides details on all accounts receivable and pledges those assets as collateral. The proceeds of those receivables are sent to a lockbox while the finance company calculates a borrowing base to determine the amount the company can borrow. When the borrower needs money, it makes an advance request and the finance company advances money using a percentage of the accounts receivable.

3. Asset-Based Lending (ABL) – This is a credit facility secured by all of a company’s assets, which may include A/R, equipment and inventory. Unlike with factoring, the business continues to manage and collect its own receivables and submits collateral reports on an ongoing basis to the finance company, which will review and periodically audit the reports.

In addition to providing working capital and enabling owners to maintain business control, alternative financing may provide other benefits as well:

It’s easy to determine the exact cost of financing and obtain an increase.
Professional collateral management can be included depending on the facility type and the lender.
Real-time, online interactive reporting is often available.
It may provide the business with access to more capital.
It’s flexible – financing ebbs and flows with the business’ needs.
It’s important to note that there are some circumstances in which equity is a viable and attractive financing solution. This is especially true in cases of business expansion and acquisition and new product launches – these are capital needs that are not generally well suited to debt financing. However, equity is not usually the appropriate financing solution to solve a working capital problem or help plug a cash-flow gap.

A Precious Commodity

Remember that business equity is a precious commodity that should only be considered under the right circumstances and at the right time. When equity financing is sought, ideally this should be done at a time when the company has good growth prospects and a significant cash need for this growth. Ideally, majority ownership (and thus, absolute control) should remain with the company founder(s).

Alternative financing solutions like factoring, A/R financing and ABL can provide the working capital boost many cash-strapped businesses that don’t qualify for bank financing need – without diluting ownership and possibly giving up business control at an inopportune time for the owner. If and when these companies become bankable later, it’s often an easy transition to a traditional bank line of credit. Your banker may be able to refer you to a commercial finance company that can offer the right type of alternative financing solution for your particular situation.

Taking the time to understand all the different financing options available to your business, and the pros and cons of each, is the best way to make sure you choose the best option for your business. The use of alternative financing can help your company grow without diluting your ownership. After all, it’s your business – shouldn’t you keep as much of it as possible?

Businesses around the world invest, or to be more precise, they spend, untold numbers of dollars to advertise, market and promote their products and services to make sales and gain new clients. In an economic downturn these expenditures may be reduced due to cost constraints and consumer reluctance to buy.As an example it costs around $1,000usd for a small classified advertisement in the weekend editions of major USA newspapers, $2-3,000usd for a similar placement in monthly travel magazines. Radio spots, from ‘cheap and nasty’ during the hours when nobody is really awake to prime time messages to thousands, the majority of whom may not be interested and many of the rest may just go to a competitor. In effect, business advertisers may often pay for ‘lack of performance’. Either the advertising copy was ineffective or the reach of the medium and quality of the audience was ineffective.In other fields of endeavour we work, perform, produce and then get paid. Why not in advertising?It may be the time to rethink the effectiveness of our advertising spend and to rethink who we spend it with, what we spend it on, when we should spend it, where we should spend it, why we are spending it, how we should spend it? Or even, ‘if’ we should spend it.In other words, how can we get more value from our advertising spend? Is there a better way?The internet affords us all exceptional opportunities to showcase our wares but the same problem arises: how do small businesses let the world know about their own websites when contending with the major players who are always able to buy more ‘googling’ stuff than they can?As well as being approached by media reps from local to national newspapers and magazines, small businesses now get inundated with internet offers such as: ‘top 10 search engine rankings for your website; 50,000 hits guaranteed; increased visits assured with our email programs to our double opt-in email clients.’ And so on and so forth. The emails arrive daily to inboxes everywhere.Businesses do not want looky-loos clogging up their websites. They want committed buyers to review and compare their products to others. They do not want to give their hard-earned money to advertisers who simply want to sell advertising space. They want advertising partners.Businesses should be given the opportunity to work with a ‘pay for performance’ option for their own advertising spend. In other words, “work with me, perform with me, produce with me, get results with me and then bill me.” The P4P partnership could generate more advertising revenue than the old system of “just pay, shut up, wait and be thankful for what you get.” Let’s consider a P4P arrangement where a percentage of sales is given to advertisers who produce sales. Many businesses might welcome such an opportunity to partner with forward-thinking advertisers. Just consider how much more advertising copy could be placed.An example:
A business that operates websites that offer travel in over 70 countries and with products available to travellers in all countries. This company needs to advertise in every country, in all traditional media and in all e-commerce media such as e-newsletters, ezines and websites plus tv, radio and of course the electronic social media. To do this would take an enormous budget, which is not available, but to do this on a P4P arrangement could lead to sales growth that could never be realized with the traditional methods. There could be many similar businesses around the world that could also grow more quickly. Advertisers who are willing to accept a radical change in their business practices by operating a P4P option could also benefit from the business growth of the thousands of global businesses that would embrace this innovative new concept. Sharing the risk of both success and failure. End of example.The way we now advertise, market and promote business must change. Advertisers should consider P4P and share the risk and the greater rewards for performance. The advertising industry could experience more business, more profits and lead global economic recovery.More global businesses will readily accept a P4P partnership. Businesses and advertisers can perform together and make better returns for both by sharing the risk and producing improved sales. However, the P4P format should only be implemented when both parties agree that it could produce better incomes for both parties. If advertisers consider that there would be no benefits for them with a P4P arrangement, the business has to also rethink their own advertising methods and lack of confidence of the advertiser for declining the arrangement. A catch 22, but real world.Although most businesses do not want window shoppers, looky-loos, timewasters, or those who unfortunately cannot afford to buy, they must also be aware that, in travel anyway, “today’s backpacker may be tomorrow’s luxury travel buyer” and should be nurtured and even developed as future customers. A P4P partnership of media and business could develop improved campaigns leading to healthier long-term business growth for all partners.A recent real case example for internet advertising is as follows:
An internet marketing company stating that they had ‘a list of 3,000,000 enthusiastic travellers’ recently approached a local business. Before even asking for the cost of using their services the business owner switched the tactics by offering them the opportunity to send their message to this list over a period of months, but on a P4P basis (at their cost). The business owner offered to pay them $10usd per sale (out of a $35 total sale). Their comments, “we do not do business that way.”The retort from the business owner: “if you are not prepared to try and get 1% (yes one percent) of your database to buy my offer (30,000 x $10 = earnings of $300k), it appears to me that you do not have any confidence in your own database, my offer, or my product, but you would take my money upfront even though you have no belief in the success of the mailing. This is not the way I want to do business and you are not the company I want to do business with.”If advertisers believe that your advertisement will work for you why would they not want to earn a better income from a P4P arrangement? Or do they really have an in-house ethical conflict between editorial and advertising departments? If so, what are advertorials and the published press releases sent from public relations agencies?Over the years all types of businesses have been convinced by all forms of media to advertise but rarely are they asked to assess the results of the advertisement. Advertisers keep taking the money. Businesses keep on doing the same thing because they have been convinced that they need to be seen and to “do it this way.” Well, maybe it’s time for a change.The present economic climate is causing stress and strife around the world. Advertisers could find that they have so much white space available forcing them to print thinner newspapers and to offer discounted rates to their recession-proof clients. But what if these advertising agencies and media outlets started to work on a P4P basis with all types of businesses to create new partnerships of media and frontline operations from restaurants to who knows what? A win for the media, a win for the businesses and a win for the buyers who stay informed and are kept aware of local, regional or international opportunities. And maybe full staffing, thick papers and magazines, robust ezines and e-newsletters that will make us all feel more confident about the economy.Not all situations will allow a p4p partnership but there are enough out there to reward all parties and all we need to do is develop simple operating systems to make this new way attractive and secure for all participants.The business in the example above could operate on a P4P basis. It could have a P4P arrangement with many different partners in many different countries at the same time. Any downside for the media partners would be minimized by their thorough understanding of the business services and products. They would know the wants and needs of the business and so be in a position to not just accept an advertisement but to be totally involved in the generation of leads and buyers. All partners could get the maximum benefit from the opportunity because the only way to earn revenues is to produce results by better use of skills, creativity, contacts and advertising reach.A simple method for internet businesses is for unique pages or URLs to be set up for each P4P operation so that accurate assessments can be made of the specific promotion and the fees based on the same statistics and buyers. Another ‘comfort-zone’ action could be for the media P4P partner to collect the ‘gross takings’ and to remit the net after deductions, to the other partner. Vouchers can be created giving all parties an audit trail. Trust is paramount in P4P partnerships.Many small businesses will survive and help save the global economies. Big business will continue heavy layoffs, cutbacks and corrections until the good times roll again, which could be a long way into the future. Let’s take action now.Small business together with Small Internet Media (e-newsletters, ezines) and other Smart Media can try new ways to pull us all out of the economic mire. If they seriously consider this new way of advertising, marketing and promotion ‘with’ their clients, not ‘for’ their clients, they can “get going now, or they can sit back, take no risks, take no chances, ignore P4P opportunities, downsize, get laid off, change careers, move away or just keep doing the same old thing and stagnate.”Thousands of businesses around the world would welcome approaches from all forms of media to advertise, market and promote within a P4P partnership arrangement. This could be a simple way to not only help business survival in the recession but will enable us to prepare for future growth.We go to work, perform our duties, finish the job, produce results and then we get paid. Why then should we not expect to pay only for the ‘results’ of’ our advertising and not just ‘for’ advertising?Imagine the global acceptance of P4P. Businesses would be able to advertise anywhere and would never again have budgetary restrictions to advertise, market and promote sales. Media businesses would be getting new clients from places that they would never have considered and at the same time, helping their own clients to expand. Why don’t we do it?Just because; “We don’t do business that way” is unacceptable!The positive side of an economic downturn is that new opportunities arise for creative and progressive entrepreneurs to start new ventures such as P4P advertising. They are out there.