Best in Class Finance Functions For Police Forces



Police investment has risen with the aid of £four—eight billion and seventy-seven consistent with cent (39 according to cent in real terms) considering 1997. However, the days where forces have loved such degrees of investment are over.


Chief Constables and senior control apprehend that the annual cycle of seeking out efficiencies yr-on-year is not sustainable and will now not address the cash shortfall in years to come. Facing slower investment increases and actual cash deficits in their budgets, the Police Service should adopt innovative strategies that generate the productivity and performance gains needed to supply excessive nice policing to the general public.

The step-trade in overall performance required to meet this task will be finished if the police service fully embraces effective aid control and makes efficient and effective use of its era, partnerships, and people. The finance characteristic has a crucial function in addressing those challenges and helping the Forces’ goals economically and successfully.

ChallengePolice Forces

Divisions. Police Forces tend to nurture a divisional and departmental lifestyle instead of a corporate one, with individual procurement activities that do not take advantage of economies of scale. This is the result of over a decade of devolving features from the center to them.

To lessen costs, improve performance and mitigate in opposition to the threat of “top-down” mandatory, centrally-pushed initiatives, Police Forces need to set up a corporate lower back workplace and result in a behavioral exchange. This alternate ought to comply with a corporate lifestyle instead of a sequence of silos strolling through the corporation.


Developing a Best in Class Finance Function

Traditionally finance capabilities within Police Forces have centered on transactional processing with the best-constrained assist for control facts and commercial enterprise decision assist. With a renewed attention on efficiencies, there may now be a pressing want for finance departments to convert to upload more price to the pressure, however with minimal charges.

1) Aligning to Force Strategy

As Police Forces need finance to feature, finance and operations must be intently aligned. This collaboration may be very effective and help deliver full-size upgrades to a Force; however, there are many barriers to conquer so that it will reap this model. Finance Directors need to study whether their Force is prepared for this collaboration, but extra importantly, they have to recall whether or not the Force itself can live to tell the tale without it.

Finance calls for a clear vision that centers around its role as a balanced enterprise companion. However, to gain this imaginative and prescient, a great effort is needed from the bottom to recognize the huge complexity in underlying structures and methods and plot a manner ahead that can work for that precise employer.

The success of any alternate control program is dependent on its execution. Change is hard and pricey to execute correctly, and frequently, Police Forces lack the applicable experience to reap such alternate. Although finance administrators are required to preserve appropriate expert qualifications (instead of being former police officers as changed into the case a few years ago) may have improved inside the Public Sector with limited possibilities for learning from and interplay with quality in magnificence methodologies. In addition, cultural problems around self-preservation can present obstacles to alternate.

Whilst it’s miles noticeably clean to get the message of finance transformation across, securing commitment to embark on the formidable exchange may be difficult. Business instances regularly lack the first-class required to power thru trade, or even in which they are of outstanding quality; senior law enforcement officials frequently lack the commercial cognizance to consider them.

2) Supporting Force Decisions

Many Finance Directors are eager to increase their finance functions. The task they face is convincing the relaxation of the Force that the finance feature can add value – with the aid of devoting more time and effort to financial evaluation and offering senior management the tools to understand the financial implications of essential strategic choices.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II, and Individual Capital Assessments (ICA) have all positioned financial controls and reporting under the spotlight in the non-public zone. This, in turn, is growing the spotlight on financial controls inside the public zone.

A ‘Best in Class’ Police Force finance function will now not simply have the minimum controls to fulfill the regulatory requirements but will compare how the legislation and regulations that the finance feature are required to conform with may be leveraged to offer price to the organization. Providing strategic statistics to permit the pressure to satisfy its goals is a key project for a leading finance function.

3) Value to the Force

Over the past decade or so, the power for improvement has moved selection making to the Divisions and has brought about a boom in prices within the finance characteristic. Through using some of the projects in the software of transformation, a Force can leverage up to forty% of financial savings on the fee of finance collectively with improving the responsiveness of finance teams and the exception of economic statistics. These projects include:


By centralizing the finance characteristic, a Police Force can create centers of excellence where industry quality exercise may be advanced and shared. This will not best re-empower the department, creating greater independence and objectivity in assessing projects and performance; however additionally, it results in greater constant control records and a better diploma of control. A Police Force also can expand a commercial enterprise companion institution into acting as strategic liaisons to departments and divisions. The business companions would, for example, propose how the departmental and divisional commanders can meet the price range in future months in place of merely advising that the finances have been ignored for the previous month.

With the mundane variety crunching being achieved in a shared service middle, finance experts will find they now have time to act as enterprise companions to divisions and departments and recognition on the strategic issues.

The cultural effect at the departments and divisional commanders ought not to be underestimated. Commanders may be concerned that:

o Their budgets might be centralized
o Workloads would increase
o There may be restricted access to finance people
o There will no longer be on website online guide

However, if the centralized shared provider center is designed as it should be, none of the above must observe. In truth, from centralization below a great practice model, leaders must accrue the following blessings:

 Police Forces

o Strategic recommendation furnished by enterprise partners
o Increased flexibility
o Improved control information
o Faster transactions
o Reduced range of unresolved queries
o Greater clarity on service and value of the provision
o Forum for finance to be strategically aligned to the wishes of the Force

A Force that moves from a decentralized to a centralized gadget needs to try and ensure that the finance characteristic does not lose contact with the Chief Constable and Divisional Commanders. Forces need to have a sturdy enterprise case for finance transformation blended with a governance shape that spans operational, tactical, and strategic requirements. There is a hazard that capacity advantages of enforcing such a exchange might not be found out if this system isn’t cautiously controlled. Investment is wanted to create a hit centralized finance characteristic. Typically the future potential benefits of extra visibility and control, regular strategies, standardized control data, economies of scale, lengthy-term value savings, and an empowered group of proud finance specialists have to outweigh those preliminary costs.

To lessen the dangers of industrial, operational, and functionality, the finance functions may be completely outsourced or partially outsourced to 1/3 parties. This will offer guaranteed fee advantages and can leverage relationships with providers that provide first-class practice methods.

Process Efficiencies

Typically for Police Forces, the focal point of improvement has developed a silo-based tradition with disparate processes. As a result, enormous opportunities exist for standardization and simplification of techniques that offer scalability, reduce manual attempts and deliver a business gain. Without a doubt rationalizing strategies, a force can usually accrue a 40% reduction in the variety of processes. An instance of this is using digital bank statements in preference to the usage of the manual bank announcement for bank reconciliation and debts receivable processes. This might keep a substantial attempt involved in reading the facts, shifting the data onto an extraordinary spreadsheet, and inputting the information into the financial structures.

Organizations that own a silo working version tend to have massive inefficiencies and duplication of their tactics, such as in HR and Payroll. This is largely because the groups concerned meeting their own dreams, however, not aligning with their company goals. Police Forces have several unbiased groups that can be reliant on each other for data with finance in departments, divisions, and headquarters sending and receiving statistics from each different and the rest of the Force. The silo model ends in ineffective statistics being received by the teams that ought to carry out extra paintings to obtain the facts required.

Whilst the argument for development has been properly made inside the context of transferring decision making toward operational provider transport, the delivered value in phrases of assets, duplication, and misaligned procedures has not often featured inside the debate. In the modern-day monetary weather, those expenses want to be recognized.


Within transactional processes, a leading finance characteristic will installation objectives for workforce members daily. This target putting is an element of the metric-based culture totally that main finance capabilities develop. If the proper metrics of productivity and pleasant are applied, and while those objectives are tough, however, no longer not possible, this is demonstrated to result in enhancements to productivity and pleasure.

A ‘Best in Class’ finance feature in Police Forces could have a carrier-centered way of life, with the primary targets presenting a high degree of delight for its clients (departments, divisions, personnel & suppliers). A ‘Best in Class’ finance function will take degree client pride on a timely foundation via a metric-based totally approach. This may be mixed with a crew’s extensive attention on system development, with manner proprietors, to no longer necessarily be the crew leads, proudly owning force-huge development to every of the finance techniques.

Organizational Improvements

Organizational systems within Police Forces are commonly made up of supervisors leading teams of 1 to four group individuals. Through centralizing and consolidating the finance function, a possibility exists to increase the span of manipulating to exceptional practice tiers of 6 to 8 group contributors to 1 group lead/supervisor. By adjusting the organizational structure and increasing the span of management, Police Forces can accrue sizeable cashable gain from a discount within the range of group leads, and crew leads can accrue higher management enjoy from dealing with large teams.

Technology Enabled Improvements

A sizeable range of era improvements that a Police Force may want to put in force to assist expand a ‘Best in Class’ finance feature.

These include:

A) Scanning and workflow

Adopting a scanning and workflow strategy to replace manual methods allows for improved visibility, transparency, and efficiencies.

B) Call logging, monitoring, and workflow tool

Police Forces usually have several individuals responding to internal and dealer queries. These queries are neither logged nor tracked. The outcome of that is dual:

O Queries eat huge attempt inside a selected finance team. There is an excessive threat of duplicated attempts from the dearth of logging of queries. For instance, a question will be spoken back to for 30 minutes by person A inside the finance crew. Due to this question not being logged, if the person who raised the query known as up again and spoke to an extraordinary man or woman only for one additional query, this can take up to twenty minutes to ensure that the heritage was correctly explained.

O Queries could have numerous interfaces with the business. An unresolved query may be replied to with the aid of up to 4 separate groups with the large delay in offering a clean answer for the dealer.

The implementation of a name logging, tracking, and workflow tool to record measure and near internal and dealer queries blended with the installation of a significant queries group would appreciably lessen the attempt worried in responding to queries within the finance departments and divisions in addition to in the actual divisions and departments, and procurement.

C) Database solution

There is a considerable quantity of spreadsheets throughout finance departments utilized previously to input into the financial gadget. There is an inclination to switch information manually from one spreadsheet to another to fulfill different groups’ needs.

Replacing the spreadsheets with a database solution would rationalize the variety of inputs and result in effort financial savings for the front line Police Officers and Police Staff.

D) Customize reports

In obtaining management statistics from the financial structures, the police workforce runs a chain of stories, imports these into excel, use lookups to fit the statistics, and implements pivots to demonstrate the records as required. There is a substantial manual attempt that is involved in carrying out this work. Through customizing reviews, the outputs from the financial gadget may be the installation to provide the facts within the formats required thru the click of a button. This would have reduced effort and stepped forward motivation for group participants who previously finished those mundane obligations.

In designing, shopping, and implementing new generation permitting gear, a Police Force will face several challenges with funding approval, IT potential, functionality, and procurement.

These demanding situations may be mitigated by partnering with a 3rd birthday celebration carrier corporation. The funding can be shared, the abilities may be furnished, and the procurement cycle minimized.


Cultural, procedure, and generation trade are needed if police forces deliver sustainable efficiencies and high-quality offerings. In an environment in which, for the primary time, forces face real cash deficits and face having to reduce police officers and help workforce numbers at the same time as maintaining contemporary performance tiers, the current finance delivery fashions call for new questioning.