Personal finance is something many people do not take very seriously. That is why so many people are fighting with debt problems. Personal finance is about keeping a balanced debt to income ratio and ensuring that expenses never exceed income. Personal finance is crucial to keeping a good credit record and maintaining credit worthiness.Personal finance starts with a budget. Every person should have a budget to track and mange their income and expenses. A simple budget lists all income and all expenses for a month. The bottom line of a budget is that the income should never be less then the expenses. Should the expenses exceed the income the person is going to have to cut back on expenses. They should start by cutting out non-essential expenses. This can be difficult, but for someone wanting to be serious about their personal loans, it is important. Budgeting takes a lot of self control and little sacrifice.The next step in finance is managing debt. Most people have some debt. Debt is essential for building credit. However debt should never become overwhelming. A person should make a list of all debt. The list should include the name of the creditor, the amount of credit, the amount of debt and the interest rate. If there is any debt problems they should be handled immediately.Next is credit. If a person is easily handling their budget and their debt then they can consider getting more lines of credit. However, if a person is not handling their debt and budget then getting more credit is out of the question. A person should also make sure they understand all of their credit obligations. This includes all terms and conditions.After a person has all of their personal loans in order they need to look them over. They should check to see if they are struggling with anything. If they are then they need to manage their finances to get them back in order. This may involve some credit counseling or debt consolidation. A person should be committed to whatever it takes to get their personal finances back in order, so they do not suffer damaged credit or financial difficulties.Now that a person has organized their personal loans, they need to manage them. Managing personal finance is about sticking to a monthly budget, keeping debt under control and not getting overwhelmed by credit. Management of personal finances is on going. A person has to review every month to ensure they are not over extending themselves or breaking their budget.Personal finance is an important topic. It is something everyone needs to think about and something everyone needs to control. Too often people let their personal loans get out of control. It is this that leads to debt problems and eventually financial difficulties.A person that controls their personal finance will be using their monthly budget, keeping up on debt and not over extending themselves credit wise. A good, well managed personal finance is going to produce someone who can afford their lifestyle and who benefits in the form of a good credit record.
Is A Payday Loan Safe?
Your finances are something that you must be vigilant about, or risk major consequences. There are situations in which you need to make decisions regarding your finances that could have a huge impact on your future financial well-being, and these should be considered carefully to ensure the best possible outcome. One of these decisions involves tough financial times when have urgent obligations but not the funding the fulfill them. When this situation arises, you may be tempted to take out a payday loan. This could be a good decision for you, but it is important to be cautious in order to protect your safety and the security of your financial interests.What Are Payday Loans?Payday loans are small sum, short term loans that act as advances on your next paycheck. In order to take out one you must be able to provide valid identification, proof of average income, proof of length of pay-period, and a verifiable, active checking account. These elements will ensure you are who you say you are, as well as ensure the lender that they will be repaid. These loans last until your next paycheck, when the total amount of the loan, as well as fees and interest, are to be repaid.The AdvantagesThere are certain advantages to choosing payday loans as your financial resource in an emergency situation. These involve not only the application process but the qualities of the loans themselves. As opposed to most other loan products, these do not generally require a credit check. This means that even if you have very bad or no credit you will still have access to a payday loan. Payday loans are active very quickly. Some are even available within minutes of your application being approved. Most others will be available within 24 hours. This is much faster than most other forms of loans or advances. The short time period of the loan means that the obligation is brief and, if repayment happens on time, you will not have to factor the loan repayment into further budgeting. They are easily accessible both through physical money stores that provide other services as well, and through online lenders.The RisksLike with any other financial decision, there are some risks involved with taking out a payday loan. The fees associated with a payday loan can equal a large percentage of the loan amount, which increases the amount that must be repaid. If you choose to extend your loan, these fees are renewed. This can make repaying the loan very difficult. Interest rates applied to payday loans are the highest in the loan industry. These sometimes reach four-digit percentages, and dramatically increase the amount of the loan, especially if the loan period is extended. The short period can also represent a problem in that it doesn’t give you much time to prepare for repaying the loan and budgeting your reduced paycheck for all of your other expenses.Staying Safe with Payday LoansMany people question whether payday loans are safe. This is a viable question, especially when you consider that some people choose to take out these loans through online sources. Anytime you use the internet for a financial transaction there is some risk. Knowing what to look for, and how to properly manage a payday loan ensures that you and your information will remain secure. When using a money store, your information is kept absolutely confidential. Even though your checking account information is collected, you can be sure that this information will only be used for the purposes that you authorize. Online lenders are slightly more difficult When choosing an online lender, be sure that you are using one that is reputable, and offers accreditation from business bureaus as well as insurance. Do research on your chosen lender to see if anyone has lodged complaints against the company. Just like with a money store, you will provide authorization for any payment activities. By making sure that you are working with reputable lenders, you can be assured that your interests are protected and that you will be able to borrow the money you need safely.
Best in Class Finance Functions For Police Forces
Background
Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.
Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.
The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.
The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.
Challenge
Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.
In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.
Developing a Best in Class Finance Function
Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.
1) Aligning to Force Strategy
As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.
Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.
The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.
Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.
2) Supporting Force Decisions
Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.
Maintaining Financial Controls and Managing Risk
Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.
A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.
3) Value to the Force
The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:
Centralization
By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.
With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.
The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:
o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support
However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:
o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force
A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.
To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.
Process Efficiencies
Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.
Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.
Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.
Culture
Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.
A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.
Organizational Improvements
Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.
Technology Enabled Improvements
There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.
These include:
A) Scanning and workflow
Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.
B) Call logging, tracking and workflow tool
Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:
o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.
o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.
The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.
C) Database solution
Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.
Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.
D) Customize reports
In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.
In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.
These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.
Conclusion
It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.
While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.