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ENSURE YOU HAVE A CLEAR-CUT TRAVEL POLICY SET UP
A well-defined travel policy is an important (and cost-effective) manner of effective travel management. A specified travel policy should outline clearly stipulated guidelines for all employees with regards to responsibilities and while traveling; travel arrangements and travel expenses.There are a numerous factors to consider when compiling a travel policy for your company.Although cost-effectiveness is an important requirement, it is vital that you don’t jeopardies the safety and quality of travel service, as well as compromise on travelling employees’ travel needs. Offer a small variety of options that allow employees to select one that suits them the best. You can avoid unnecessary compromise even further by letting employees offer their thoughts and/ opinions during the decision-making process.Always ensure that you always have your employees’ up-to-date contact details on hand, in case of emergencies.Responsibility regarding expenses – personal, business, leisure etc. – must always be clearly and precisely set out.GET A GRIP ON TRAVEL TECH
Travel planning has undoubtedly been revolutionised by the rise of online booking apps. The trouble with the increase in availability of such tools is choosing which one to use for your business travel planning.A great option is to have a ‘personalised’ online booking tool that has been custom made according to you business’ particular travel policies and needs. Although having your own travel tech has its advantages – such as being able to increase efficiency with built in approval processes and managing your travel at any time – there are a few disadvantages that should be noted. The initial designing and assembly, as well as the continued administration, of a custom online booking tool can be rather steep. Another drawback is that all the research necessary will be your responsibility. It begs the question whether the convenience is worth the required effort and cost.A terrific option is to make use of a travel management company (TMC). Working with a TMC means acquire an experienced travel management asset that is a devoted travel manager. A travel manager can assist you in making the best travel decisions, based on your unique business requirements. Further benefits include help with a multitude of other details, such as VISA applications; arranging ground transport; arranging Forex and taking care of travel emergencies.The smart choice would be to use a combination of the two. The advantages of TMCs are clear and they often have an online booking tool that companies can use. This way you get best of both – the convenience and control of managing your travel bookings yourself, as well as the individual support and assistance with more complicated and/ or time-consuming processes.ENSURE TRAVELLING EMPLOYEES’ SAFETY
Although business travel is an essential and probable part of most businesses, is doesn’t come without risks. A company has a duty of care to its employees. This means it has a legal (and moral) obligation to elude risk of injury to an employee during a business trip, as much as possible. The onus is on you (the travel planner) to ensure that all the proper safety plans and measures are in place. This means assigning sufficient travel insurance, which includes medical cover, lost luggage, flight cancellations, as well as natural disasters and terrorism and everything in between.Employees must be informed of the associated risks of their destinations, before travelling, and need to be informed of the course of action to follow in case there is a travel emergency.It is vital to always know where your companies travelling employees without exception. There is a multitude of apps and online tools that you can use to help keep track of and stay in touch with your travellers.PRE-BOOK TO SAVE
You can save more when you plan ahead when it comes to making travel arrangements. Research has proven that business travellers who only book their flights a day beforehand – can end up paying as much as 200% more for their flights.In contrast – airfares are generally the cheapest from three weeks and more before the departure date. Employing an advanced purchase strategy, you can reduce or moderate the influence of price fluctuations on your company’s travel budget. Although it’s not always possible to book so far in advance as meetings and schedules are sometimes changed at the last minute), it is definitely worth the effort in the long term.APPOINT THE MOST QUALIFIED PERSON
Travel planning is not an easy task – it’s far more than just coordinating itineraries. The responsibilities of a travel manager range from bookings, policy management, budget approvals, reporting and handling travel emergencies. Then there’s the time-consuming task of finding the most affordable flights, ground transport, accommodation etc.Managing your company’s travel plans yourself has some advantages, such as great understanding of the needs and schedules of your travellers. However, employing an experienced and well-equipped corporate travel agencies will save you a great deal of the hassle. Quality TMCs have a comprehensive understanding and knowledge of the travel industry, which empowers them to know when, how and where to find and book the best offers. Furthermore, TMCs often have global buying power and long-standing relationships with suppliers – which offer you the added benefit of being able to secure discounted fares on larger travel volumes.

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.

My patients frequently ask me if using nutrition bars would be of any benefit to their overall health or weight loss plan. I admit, even I grab one of these bars every now and then for a quick snack, or even lunch on a really busy day sometimes. In fact, I would much rather have my patients substitute a good nutrition bar for lunch than grab a high-saturated-fat burger and fries.These bars are convenient, they don’t require refrigeration, and, if you read labels before buying, they really can help you get some good nutrition in a hurry. Here’s what I tell my patients about the pros and cons of the “nutrition on the run” that these bars offer.Are All Nutrition Bars Alike?Seems every time I go to the health food store, there’s a new nutrition bar promising to be better tasting, or more vitamin/protein-packed than all the other bars! However, what tastes good to me may not to you, so, different flavors aside, let me explain what ingredients should be in a good nutrition bar.•Protein:For meal replacement, a good bar should have at least 15 grams of protein, preferably from whey or even casein protein and not soy, gelatin or collagen protein. Many bars, however, contain soy protein isolate, or a blend of whey, casein, and soy. Soy products can interfere with thyroid hormones as well as imbalance male and female hormones, as it adds plant estrogen, or phytoestrogens, to your body.•Fat: Should be fairly low in fat, not more than 3 grams saturated fat and 0 trans fat, 10 grams total fat. Steer clear of bars that contain cholesterol-boosting oils like palm kernel oil. Bars with polyunsaturated vegetable oils like olive, safflower, or coconut oil are best.•Carbohydrate: For meal replacement, there should be a balanced fat/carbohydrate/protein ratio, in a 40/30/30 distribution, i.e., 30% protein, 30% fat, 40% carbohydrate. If you want added protein only, then the carb and fat level can be lower than this distribution. Some bars can contain a whopping amount of sugar, however! Limit sugar to 10-15 grams.•Sugar Alcohols: Many low carb nutrition bars contain sugar alcohols. These help sweeten the bar without adding carbohydrates. When figuring the carbohydrate, or glycemic load, they should be subtracted from the overall carbohydrate content. For example, if the bar contains 25 grams of carbohydrate and also 20 grams of sugar alcohols, then the effective carbohydrate count would only be 5. Some people get digestive upsets from sugar alcohols which can be a drawback to bars that contain it.•Vitamins: A good bar has at least 1/3 of the minimum daily requirements for vitamins, usually in the 30% range for crucial vitamins like C, E, D, A. This is especially important if you are using a nutrition bar as a meal replacement.•Minerals: Many good bars also contain 1/3 the minimum daily requirement of necessary minerals like potassium, magnesium, calcium, zinc. Again, should be in the 30% range for meal replacement use.•Fiber: Many nutrition bars contain very little fiber, but several brands have between 4-6 grams. Or, at least have a piece of fruit, or a salad, with it to make up for fiber deficiencies.•Calories: If you’re using it as a meal replacement for a quick lunch, your nutrition bar should have between 200-300 calories in it. Otherwise you’ll be at the snack machine in an hour!Are There Any Cons to Nutrition Bars?We’ve talked about what I recommend a good bar should contain. Now, are there any real disadvantages, or cons, to using nutrition bars? As I tell my patients, I think that answer depends on how you use them. With that in mind, here are some possible disadvantages to using nutrition bars that you might consider when deciding to use them everyday or just occasionally:•Cost: Most good nutrition bars can cost anywhere from $2 to $3 a piece. This can get expensive if you use them everyday. However, if you use them as a meal replacement for one meal a day, that’s still less than the cheapest burger place for lunch, a lot less fat and salt, controlled calorie amount, and more vitamins and minerals.•Excessive Nutrition: If you’re using a nutrition bar for just a snack here and there, and not as meal replacement, look for one that has less than the 30% minimum daily requirement of vitamins and minerals to avoid over-intake of nutrients. This is especially true if you are taking a good vitamin/mineral supplement already everyday and eating well at your other meals. Too much Vitamin A can pose liver problems. Too much Vitamin E can result in excessive bleeding should you cut yourself.•May Contain Herbals: Steer clear of nutrition bars that contain “energy boosting” herbs such as ephedra, bitter orange, or even caffeine from green or black tea extracts which can affect some people’s heart rate or blood pressure adversely.•Taste: The taste of these bars can vary widely from brand to brand and price range. Some are in the “acquired” taste category and can be rather dry. Then there are others that really taste great. You really have to shop around and try a lot of different ones to find one you like and could eat on a regular basis.If you take medications, it’s always a good idea to ask your doctor about adding anything with vitamins/minerals in it that may interfere with absorption of your medications. Nutrition bars should not take the place of a balanced diet of whole foods, but they can provide a satisfying solution to a chocolaty-sweets craving, or provide a quick and nutritional meal on the run!