Background

Police funding has risen by £4.8 billion and 77 percent (39 percent in tangible terms) since 1997. Nevertheless the days where forces have enjoyed such amounts of funding are gone.

Chief Constables and senior management notice that the annual cycle of searching for efficiencies year-on-year isn’t sustainable, and won’t address the money shortfall in a long time.

Facing slower funding growth and actual money deficits within their budgets, law enforcement Service must adopt innovative strategies which create the productivity and efficiency gains required to deliver top quality policing towards the public.

The step-alternation in performance needed to satisfy this concern are only achieved when the police service fully embraces effective resource management and makes efficient and productive utilization of its technology, partnerships and individuals.

The finance function comes with an essential role to experience in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces have a tendency to nurture a divisional and departmental culture as opposed to a corporate one, with individual procurement activities that don’t exploit economies of scale. This really is partly caused by more than a decade of devolving functions in the center towards the.sections.

To be able to keep costs down, improve efficiency and mitigate against the specter of “top lower” mandatory, centrally-driven initiatives, Police Forces need to setup a company back-office and induce behavior change. This transformation must involve compliance having a corporate culture as opposed to a number of silos running with the organization.

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