Greatest in Class Finance Functions For Police Forces

12 May

or copy the link


Police funding has risen by 4.8 billion and 77 per cent (39 per cent in genuine terms) given that 1997. Even so the days exactly where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of hunting for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and actual cash deficits in their budgets, the Police Service ought to adopt revolutionary tactics which create the productivity and efficiency gains necessary to deliver high top quality policing to the public.

The step-change in efficiency needed to meet this challenge will only be accomplished if the police service completely embraces successful resource management and makes effective and productive use of its technology, partnerships and folks.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and effectively.


Police Forces tend to nurture a divisional and departmental culture rather than a corporate one particular, with individual procurement activities that do not exploit economies of scale. This is in element the outcome of over a decade of devolving functions from the center to the.divisions.

In order to lessen fees, boost effectiveness and mitigate against the threat of “top rated down” mandatory, centrally-driven initiatives, Police Forces need to have to set up a corporate back workplace and induce behavioral adjust. This adjust ought to involve compliance with a corporate culture rather than a series of silos running by means of the organization.

Creating a Greatest in Class Finance Function

Traditionally finance functions inside Police Forces have focused on transactional processing with only limited assistance for management info and organization choice support. With a renewed concentrate on efficiencies, there is now a pressing need for finance departments to transform in order to add better value to the force but with minimal charges.

1) Aligning to Force Method

As Police Forces require finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very effective and aid deliver significant improvements to a Force, but in order to accomplish this model, there are a lot of barriers to overcome. Finance Directors need to look at whether or not their Force is prepared for this collaboration, but much more importantly, they need to consider no matter whether the Force itself can survive with no it.

Finance needs a clear vision that centers about its role as a balanced company companion. Even so to obtain this vision a enormous 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 operate for that certain organization.

The success of any adjust management plan is dependent on its execution. Adjust is hard and expensive to execute appropriately, and often, Police Forces lack the relevant knowledge to accomplish such change. Though finance directors are necessary to hold proper professional qualifications (as opposed to being former police officers as was the case a couple of years ago) several have progressed within the Public Sector with restricted opportunities for studying from and interaction with finest in class methodologies. In addition cultural concerns around self-preservation can present barriers to adjust.

While it is reasonably straightforward to get the message of finance transformation across, securing commitment to embark on bold modify can be hard. Company instances typically lack the quality essential to drive by way of modify and even where they are of excellent quality senior police officers typically lack the commercial awareness to trust them.

2) Supporting Force Decisions

Several Finance Directors are keen to create their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting far more time and effort to financial analysis and supplying senior management with the tools to realize the economic implications of significant strategic decisions.

Sustaining Economic Controls and Managing Danger

Sarbanes Oxley, International Economic Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put economic controls and reporting beneath the spotlight in the private sector. This in turn is rising the spotlight on economic controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimal controls to meet the regulatory needs but will evaluate how the legislation and regulations that the finance function are necessary to comply with, can be leveraged to offer value to the organization. Offering strategic details that will enable the force to meet its objectives is a essential job for a major finance function.

3) Worth to the Force

The drive for development over the last decade or so, has moved choice generating to the Divisions and has led to an increase in costs in the finance function. Via utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of financial savings on the price of finance together with improving the responsiveness of finance teams and the top quality of monetary information. These initiatives incorporate:


By centralizing the finance function, a Police Force can create centers of excellence where business very best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and overall performance, but also lead to far more steady management details and a larger degree of control. A Police Force can also develop a enterprise companion group to act as strategic liaisons to departments and divisions. The organization partners would, for example, advise on how the departmental and divisional commanders can meet the price range in future months rather of merely advising that the price range has been missed for the prior month.

With the mundane number crunching being performed in a shared service center, finance experts will discover they now have time to act as company partners to divisions and departments and focus on the strategic troubles.

The cultural impact on the departments and divisional commanders ought to not be underestimated. Commanders will be concerned that:

oTheir budgets will be centralized
oWorkloads would boost
oThere will be limited access to finance people
oThere will not be on web site support

However, if the centralized shared service center is made appropriately none of the above must apply. In fact from centralization below a very best practice model, leaders need to accrue the following benefits:

oStrategic tips provided by company partners
oIncreased flexibility
oImproved management information
oFaster transactions
oReduced quantity of unresolved queries
oGreater clarity on service and price of provision
oForum for finance to be strategically aligned to the wants of the Force

A Force that moves from a de-centralized to a centralized program must try and ensure that the finance function does not shed touch with the Chief Constable and Divisional Commanders. Forces require to have a robust enterprise case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a threat that potential benefits of implementing such a adjust might not be realized if the system is not cautiously managed. Investment is necessary to produce a productive centralized finance function. Typically the future possible rewards of better visibility and manage, steady processes, standardized management details, economies of scale, lengthy-term price financial savings and an empowered group of proud finance professionals, ought to outweigh those initial expenses.

To reduce the commercial, operational and capability hazards, the finance functions can be fully outsourced or partially outsourced to third parties. This will supply assured expense advantages and could give the opportunity to leverage relationships with vendors that give best practice processes.

Approach Efficiencies

Typically for Police Forces the concentrate on development has created a silo based culture with disparate processes. As a outcome important possibilities exist for standardization and simplification of processes which supply scalability, lessen manual effort and provide organization benefit. From basically rationalizing processes, a force can normally accrue a 40% reduction in the quantity of processes. An instance of this is the use of electronic bank statements instead of making use of the manual bank statement for bank reconciliation and accounts receivable processes. This would conserve considerable effort that is involved in analyzing the data, moving the information onto distinct spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have important inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own objectives but not aligning to the corporate objectives of an organization. Police Forces have a quantity of independent teams that are reliant on one another for information with finance in departments, divisions and headquarters sending and receiving details from every single other as well as from the rest of the Force. The silo model leads to ineffective information becoming received by the teams that then have to carry out added work to get the information necessary.

Whilst the argument for development has been nicely created in the context of moving choice generating 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 monetary climate these expenses need to be recognized.


Within transactional processes, a top 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 major finance functions create. If the suitable metrics of productivity and top quality are applied and when these targets are difficult but not not possible, this is proven to outcome in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the major objectives of delivering a high level of satisfaction for its buyers (departments, divisions, staff & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis by means of a metric based method. This will be combined with a team wide concentrate on method improvement, with procedure owners, that will not necessarily be the group leads, owning force-wide improvement to every single of the finance processes.

Organizational Improvements

Organizational structures inside Police Forces are normally made up of supervisors leading teams of one particular to four team members. By way of centralizing and consolidating the finance function, an opportunity exists to improve the span of manage to best practice levels of 6 to 8 group members to one particular group lead / supervisor. By adjusting the organizational structure and increasing the span of handle, Police Forces can accrue substantial cashable benefit from a reduction in the number of team leads and group leads can accrue greater management knowledge from managing larger teams.

Technology Enabled Improvements

There are a significant number of technologies improvements that a Police Force could implement to support create a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow resolution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Get in touch with logging, tracking and workflow tool

Police Forces generally have a number of folks responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

oQueries consume considerable work inside a distinct finance group. There is a high danger of duplicated work from the lack of logging of queries. For instance, a query could be responded to for 30 minutes by individual A in the finance group. Due to this query not getting logged, if the person that raised the query referred to as up once more and spoke to a distinct person then just for one additional question, this could take up to 20 minutes to make certain that the background was appropriately explained.

oQueries can have several interfaces with the organization. An unresolved query can be responded against by up to four separate teams with considerable delay in offering a clear answer for the supplier.

The implementation of a get in touch with 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 substantially lessen the effort involved in responding to queries within the finance departments and divisions, as nicely as inside the actual divisions and departments, and procurement.

C) Database answer

Throughout finance departments there are a significant quantity of spreadsheets utilized prior to input into the monetary method. There is a tendency to transfer data manually from one particular spreadsheet to one more to meet the requirements of various teams.

Replacing the spreadsheets with a database resolution would rationalize the quantity of inputs and lead to effort cost savings for the front line Police Officers as well as Police Employees.

D) Customize reports

In obtaining management details from the economic systems, police employees run a series of reports, import these into excel, use lookups to match the information and implement pivots to illustrate the information as essential. There is significant manual effort that is involved in carrying out this work. By means of customizing reports the outputs from the monetary program can be set up to offer the data in the formats necessary by means of the click of a button. This would have the advantage of decreased effort and improved motivation for group members that previously carried out these mundane tasks.

In designing, procuring and implementing new technologies enabling tools, a Police Force will face a number of challenges which includes investment approval IT capacity capability and procurement.

These challenges can be mitigated by means of partnering with a third celebration service organization with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.


It is clear that cultural, procedure and technologies change is required if police forces are to deliver both sustainable efficiencies and high high quality services. In an surroundings where for the initial time forces face real cash deficits and face getting to minimize police officer and assistance employees numbers while keeping present overall performance levels the current finance delivery models requires new considering.

While there a quantity of barriers to be overcome in reaching a very best in class finance function, it will not be long ahead of such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a more powerful position.

8 Responses to “Greatest in Class Finance Functions For Police Forces”

  1. Denise February 15, 2013 at 11:46 pm #

    I’m from iceland and i want to join the police force in L.A. Can i be a cop if i’m not from the U.S.A.
    I want to live in america cause it is awesome and i don’t want to work at a office i need the movement and exercise and i couldn’t think of anything more exiting than being a police officer.
    Can i do it??

  2. Josette March 2, 2013 at 11:35 pm #

    Im after any info on the type of horse used in the mouted police force, i think its a cross between a draft & thoroughbred. I also want to know about the training regime and how we have changed their natural behaviour to benefit us. Thanks

  3. Tilda March 5, 2013 at 12:37 pm #

    I’m looking to join the police force when I’m 18 (I’m 16 at the moment) and become a police officer but I was just checking the website and it said they will check your medical background and I have a enlarged kidney which caused me to be in and out of hospital from the age of 13 and I also had a few operations. I won’t have to have any more operations as of now but I will be on medication for life due to high blood pressure. Will this decrease my chances of joining the police force?

  4. Luis March 17, 2013 at 10:11 am #

    I want to be a detective one day, and am aware I need to first work with the police force. This is for a class assignment..

    How do promotions in the force work exactly?

  5. Christian April 2, 2013 at 6:55 am #

    There is talk and fear of this, but I wonder what a fully privatised police force would be? Would there be a less rigorous recruitment process, or perhaps more cops with criminal records?

    I find security jobsworths as far less intelligent and way more thuggish than most coppers, so I think it would be the worse of two evils..

  6. Morton April 25, 2013 at 12:08 am #

    I am going to school getting my csc degree and I have been thinking about what I would like to do with it once I get out of college. I am curious to know what kind of job I could get in the police force with that degree and whether or not I should find a way to minor in criminal justice if at all possible. If anyone could give me any details at all (such as: pay, benefits, etc.), it would be greatly appreciated. Thanks in advance.

  7. Scottie September 13, 2013 at 10:17 am #

    I am hoping I do not get some rude and sarcastic comments..

    I’ve noticed the Mal’s are becoming more and more popular in the Police force and Military, but I just don’t see why. The thing about Shepherds is that they are more fierce. They make the best police dogs, and the Mal’s are just known as the Malinators because they are hard to control.

    The German shepherd has a higher bite force, are more calm and easier to train and eager to please. The Mal is one of my favorite dog breeds, and yes it makes a great Military/Police dog but the German shepherd has much more better traits. People say the Malinois are fast, but some German shepherds are just as fast- maybe even faster.

    I hope I didn’t offend anyone… I can’t see how I would though 😛
    Cousin- I see what you’re saying. But there is still some great working line breeders. I own a Pure bred working dog, that has a straight back. She is extremely fast, and is 70 pounds of muscle.
    I see what you’re saying 4Her4Life.

    You got a point, how they are more ‘quick’ on the feet. What I meant by harder to control is I heard that they are extremely more hyper than the German Shepherd, so they are always wanting to play or train. I always found the German shepherd more of the best working dogs though, but the Dutch and Mal are good too.

  8. Collene September 20, 2013 at 4:44 pm #

    I am extremely ambitious about the police force and am positive this is what I would want to do for the rest of my life. However, I cant seem to find any information on anything I need to know before applying, such as the role play. How am I suppose to know what to do when iv’e never been a police officer? How would I go about applying?.
    This is rather big for me and I would hugely appreciate any information relevant to my post.

Leave a Reply