Fashion week is a week-long event that is held to commemorate the fashion industry and the cogs that keep the wheel moving. Fashion designers, brands and houses display the latest and best of their collection via runway shows. Buyers and the media are prominently present during this activity and this helps the designers to showcase and sell their work. Fashion week is an important event in the lives of the fashionable since it is here which determines the trends that are in Vogue and those which are passé. The most popular and well-known fashion weeks are held in the four major fashion capitals in the world namely New York, London, Milan and Paris.Fashion has stormed the globe in a big way and some other countries which also host other important fashion weeks in the world are; Madrid, Australia, Rome, Dubai, Hong Kong, Buenos Aires, Singapore, Toronto, Jakarta, India, Berlin, Barcelona, Seoul, Tokyo, Sao Paulo, Los Angeles and Dallas.Fashion week is a seven day long entertainment cum business event where people from all walks of life fraternize with those from the fashion industry. This event is bi-annual in nature and is held in the major fashion capitals in the world like London, New York, Paris and Milan. Fashion weeks are held several months prior to commencement of the fashion season so that it allows the buyers and press a better chance to preview the trends and designs for that season. January to April hosts fashion shows to showcase the autumn and winter collections. On the other hand, September to November showcases the spring and summer collections. This gives ample time to the buyers, retailers and purchasers to assimilate and include the fashion designers into their stores.Latest innovation, flamboyant designs and striking new trends are showcased during these fashion weeks and all the latest collections are compiled into a special report and covered in all the leading fashion magazines in the world as well as the websites which cater exclusively to fashion. The first ever fashion week was held in 1943 with the purpose to distract attention in World War II from French fashion when workers from the fashion industry were unable to travel to Paris. It was believed that designers in America relied on the French for their inspiration and design. A fashion publicist by the name of Eleanor Lambert had organized an event called Press Week to showcase the works of American fashion designers. Magazines such as Vogue began to feature more American designers in their features and stories.In the year 1903 a New York based shop held the country’s first ever fashion show to lure middle-call socio economic groups into the store. Close on their heels, in 1910 major department stores were holding private fashion shows of their own. Along with promoting fashion these shows had elements of entertainment and were very theatrical in nature. It was theme based and accompanied with a narrative commentary. Fashion weeks helped in integrating all aspects of the fashion industry and bringing it under one roof.

Following the end of the Summer 2012 London Games we have become a nation full of renewed enthusiasm for sport and have started to dust off the gym back, air the trainers and splash out on some new trendy gear. As more people join gyms and sports clubs they may be interested to learn the importance of choosing the right underwear for sport.Men often over look the most important things in their sports locker such as their choice of sports underwear and this is probably because they are an item of clothing which doesn’t allow them to flash a sporty designer logo. Yet they are probably the most important piece of your sports attire you will purchase because a testicular trauma is probably going to be far more painful than anything else you might sustain from incorrect sports wear.High impact sports account for the most reports of testicular trauma and it is hardly surprising when you think about how much bouncing and jerking around they have to sustain during a game of rugby for instance or even running. Women appreciate the importance of supporting bouncy parts during sport and have been wearing sports bras for a long time. Yet, how many men still wear their regular undies to the gym, loose fitting boxers and baggy briefs that have very little support or sports benefits whatsoever.So what exactly are the important features we need to look for when considering what underwear we pull on for the gym? Here are some top tips of key features you should look for.Support is probably going to be the most important feature to look for when choosing suitable underwear for sport. Traditionally men’s underwear consists of a pouch at the front formed by two vertical seams either side of the pouch to provide shape. However, this type of construction offers little support or control. More supportive underwear often features a shaped pouch that incorporates a semi circular seam that passes under your ‘giggleberries’ to cup and support. These are by far the most supportive and having ensured you have chosen the correct size will be probably the comfiest design you will be able to find for sport.Fabric are an imported aspect and there are many types of natural and synthetic fabrics to choose from, which have developed a long way technically. Often the best type of fabric for sport is a cotton rich or a cotton modal fabric as these offer a soft, natural and breathable experience. This is important when it comes to allowing air to circulate and reach the skin as will as wicking moisture away from the body to minimize the potential for fungal rashes to occur or irritation. However, there are equally some very good synthetic microfibers available and ones that even offer anti bacterial properties to reduce the unwanted effects of body odor to develop.Finally, you will want to consider the overall construction and quality as you will be putting them through some enduring paces whilst at the gym. Many of the comfiest fabrics and underwear can be on the thin side or even incorporate perforated mesh material to make them cooler and more breathable, which is fantastic. However, all I would say is do not compromise on quality as this is one item of clothing that needs to standup to doing its job. Take a close look at the stitch and look for a quality finish. Double stitch seams and soft quality internal wash labels are a good indicator that the manufacturer has not cut corners, hence you should be able to expect the rest of the garment to be of good quality.

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.