If you are in need of quick cash for a short-term loan to get you through to your next payday, then a payday loan may be right for you. These are different than long-term loans, which are usually needed for large purchases, such as a car or a home improvement project. Instead, these are short-term loans, or payday loans, which are designed to help individuals when their next paycheck just can’t come quickly enough.The majority of payday loans range from $100 to $500, and most payday loans have a short timeline, usually less than two weeks.Payday loans are used for a variety of household and personal expenses, and they are ideal for those individuals that may not have available credit or other means of acquiring cash for the short-term.The following list details the most common reasons individuals seek payday loans:1. Groceries – There are a few things that we simply cannot live without; groceries are one of them. Have you ever paid all of your monthly bills only to find out that you didn’t leave enough for basic, household items and food? If so, then a short-term payday loan may be right for you.2. Gas Money – With the rising cost of gasoline, many hardworking individuals have experienced a hard time paying their bills and putting gas in their cars. The bottom line for most people is that no gas equates to no job. We all need to put fuel in our vehicles so that we can get back and forth between work, pick our children up from school, and run errands, for example.3. School Lunch Money – You don’t get paid until next week and you find out that your children’s lunch money is due tomorrow! What do you do? If credit is a problem and your bank account is tapped, you may want to consider a payday loan to provide your children with money for their school lunches.4. Utilities -If your gas or electric bill is due and you don’t have a paycheck coming until next week, you may want to consider a payday loan to pay your utility bill and make sure that you don’t lose your utility service because of non-payment. This will also keep your credit report free of late payment marks.5. Car Payment – Just like gas money, you need your car to get you back and forth from work, among other things, and you can’t afford to have it taken away because of non-payment. Because of this, you may want to consider a payday loan to cover your car loan until your next paycheck.6. Rent – Don’t let your landlord continue harass you for your rent money when you know you won’t have it for a couple weeks. Instead, get your landlord off your back by taking out a short-term payday loan to cover your rent.7. Car Repair – If your car isn’t running, it isn’t doing you much good. If you car needs repairs and you simply don’t have the cash to cover it, you may want to seek a payday loan to get your car up and running.8. Medical Emergency – Medical co-pays, deductibles and out-of-pocket expenses related to a medical emergency are certainly a must when dealing with a serious situation. A payday loan will help to pay these expenses until you receive your next paycheck.9. Personal Goods – Personal goods, such as toiletries, medications and diapers, are often not thought of as necessary, except when you are without them! Payday loans are a great way to provide you with extra cash to cover these incidentals until your next paycheck.10. Household Goods – What do you do if your refrigerator breaks and you don’t get paid until next week? A payday loan can come in very useful in these types of tight financial situations.When you have an emergency or basic needs that must be fulfilled, a payday loan is a great way to manage your expenses before your next paycheck is cut.

Anyone can have healthy skin. The best skin care products for healthy skin are those that aim to provide total care for the maintenance and promotion of healthy skin. All skin has problem areas. There isn’t anyone who is born with perfectly naturally healthy skin 100% of the time. Rather, those who appear to have excellent skin often are the ones who use the reliable products for healthy skin promotion.Healthy skin is skin that is well nourished, well moisturized, that is effectively exfoliated and well toned. Not everyone will use the same skin care products for a healthy skin because everyone achieves these goals differently. Sometimes it takes more than one. A combination of the quality skin products is more often than not required. Whether you have oily skin with chronic breakouts or you suffer from dry skin and flaking and cracking, the best skin care products for healthy skin can work in tandem with each other to offer you a well balanced skin care program.By Name or PromotionOne of the most misunderstood aspects of acquiring a skin product for healthy skin is whether to purchase something that has a strong name in the skin care industry or is being heavily promoted and bolstered as the best skin care product. This is a tricky question and one that doesn’t have a simple answer.Often the skin care products that are thought to be the best products for healthy skin are those that try to carry a strong reputation once their name has been well established in the industry. They don’t have to offer a lot of promotional materials to the public because most people already know them and already know that they are well known for creating some of the best skin care products in the world. There are times, however, when even the best of the best slip up a little bit and release a product that isn’t top quality. Usually, those products don’t stay out in circulation for very long and they are quickly pulled once public opinion has determined the product to be sub par. However, there is always that risk when dealing with a skin care company that offers their products based on name alone.When a new skin care company releases a product that they are promoting as the best skin care product for healthy skin, often they will do a very heavy promotion period in order to gain the public’s trust and offer consumers a great value for their products. In some cases, this has proven to be a very successful tactic and often the product line becomes a well known common household name in a very short period of time. Promotion may continue for years after that initial rush, but the basic initial promotion period is a game of chance for both the consumer and the company.If the consumer risks their money on a new quality skin care product for healthy skin and the product turns out to be about as helpful as rubbing alcohol, then they have not only wasted their money, but have contributed to the company’s ability to initially grow. The company, however, had better be able to back up its claims. Once consumers start purchasing the product based on the promotional push, they are inevitably going to have to plan for growth. If they plan for an assessed growth that would be accurate for the best skin care products on the market today, they need to hit that range. Otherwise, the company is likely to fold. They can only do this if they live up to their claims of selling the best skin care product on the market.The Best of Both WorldsBecause most healthy skin is achieved by using one or more quality skin care products on the market for healthy skin, often consumers can find that sticking to heavily promoted products as well as well known name brand products can often be a winning bet. Once you find the best skin care product for healthy skin that works well for you, then your search is over and you should not readily try new products unless you are pretty well convinced that they have something that your current skin care line doesn’t offer. Purchasing a newly released best skin care product on the market should be a fun experience that offers your skin a fresh glow, a healthy balance, and makes you feel as though you have just discovered the most fabulous little secret on the internet.

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.