ENABLINGTHE

OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

FRONTLINE:

Scrutiny of police resources is at an all-time high. Heightened security and an ever-growing range of crimes are stretching police forces thinly, with experienced officers expected to tackle an array of policing challenges with little extra resource. In fact, many forces are experiencing funding cuts, with a directive to do more with less.

Despite this, forces are expected to maintain operational policing standards at the same time as moving into a new digital era. Facing a modern threat environment, officers are also often poorly supported by the out-dated systems and processes they use.

A related issue is the impact these changes have on force morale. Perceptions of budget cuts can weaken the will of experienced officers and staff, adding to the challenge involved in delivering effective and efficient front-line policing.

For today’s police forces, these budget cuts, additional scrutiny of resources and the expectation of doing more with less make the need for careful investment more important than ever. Forces are therefore increasingly focused on transforming their back-office solutions to contribute directly to overall force strategy.

To drive efficiency savings, police forces must seek to transform back-office functions, replacing legacy systems and embracing digital solutions if they are to deliver operational excellence in front-line policing.

INTRODUCTION

2 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

Police forces seeking to improve back-office efficiencies face a number of challenges, but there are also significant opportunities for those ready to invest in long-term enhancements to their back-office functions.

DELIVERING OPERATIONAL EXCELLENCE THE OPPORTUNITY

3 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

The challenges range from advancing back-office transformation to the top of the force agenda, to being able to assure PCCs and senior stakeholders that the return on investment will be swift and that the process of back-office transformation will be finite.

A switch to best-in-class back-office business processes through a hosted cloud solution reduces the need for in-house infrastructure, freeing up capacity to support new initiatives that directly boost operational excellence. Maintaining legacy systems is an expensive task, and a switch to digital solutions can reduce technology costs, while delivering better access to accurate and timely data and key management information for decision-making.

Software as a Service (SaaS) solutions also provide greater flexibility, allowing for rapid provisioning and offering mobile-enabled self-service to users.

Any new technology implementation must be able to pay its own way. The potential reductions in technology costs—not least when compared to the total cost of ownership—are significant, and should be a priority in any assessment of a back-office SaaS solution.

To enable the best use of resources, any move to a SaaS solution should also be benchmarked against key performance indicators (KPIs), including those assessing the speed of deployment, to ensure reduced errors, lower costs and greater value for money. Typical KPIs that can be improved through a SaaS-based back-office transformation are shown in the table below.

Additionally, forces must ensure that improving operational excellence is set as an overriding priority throughout the switch. Demonstrating that the right people are in the right place is critical if forces are to translate lower costs and greater efficiencies into improved front-line policing.

4 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

AREA KPI OBJECTIVE IMPACTAll Reduced cost to serve

(e.g. process costs as % of revenue, cost per transaction)

Improved and partially automated core processes enable significant staffing efficiencies across back-office functions.

Reduced error rate in core processes

Reduction in errors reduces the need for supervisor intervention and rework, enabling staffing efficiencies.

Finance Reduction in Procure to Pay cycle time

Avoidance of missed or delayed payment penalties or interest. Exploit prompt-pay discounts.

Improved budgeting control and accounting (e.g. actual vs forecast accuracy)

Transparency of accounting and budgetary control is key for any organisation undergoing transformation programmes and cost-cutting regimes.

Procurement Improved sourcing and contract management (e.g. managed spend as a % of total spend)

Increased control over contracts or expenditure with third parties, thereby enabling a reduction in overall spend and greater value for money.

HCM Increased colleague satisfaction / employee engagement

Improved processes and access to self-service increases perceived quality of service and therefore satisfaction with service. Protection of funds for front-line policing improves officer morale, leading to lower attrition rates and higher attendance rates through a greater sense of empowerment. Attendance rates are also improved by a reduction in unnecessary overtime through improved utilisation of assets

Reduced attrition rate / unmanaged turnover

Reduced absenteeism

Operational Improved service availability (24/7)

24/7 availability of SaaS solutions coupled with automation of steps within certain processes allows for transactions to be completed quicker, in line with round-the-clock officer shift patterns.

Improved response to calls for service

Enhanced analytics tools based on a single source of truth provide greater metrics and management information to support executive decision-making.

Improved utilisation of assets

Integration with Duty Management increases awareness of shift patterns and skills of deployable officers - reducing unnecessary overtime and increasing resolution rates

REFINED PROCESSES AND MOBILE-ENABLED SELF-SERVICEBy implementing a SaaS solution as a catalyst for change, organisations benefit by adopting leading practice business processes, refined across multiple industries. Forces profit from more efficient processes that remove unnecessary steps and challenge the way organisations have typically worked—simply because “that’s how it’s always been done.”

Such solutions integrate with other systems such as Duty Management, adding further richness of functionality that can be used to optimise processes further—beyond the realms of a standard Finance and Human Resource solutions. For example, a SaaS solution allows managers to oversee overtime and associated payroll, as well as managing absences. Turnkey solutions that harness Robotic Process Automation can also reduce force administration.

Embedded in the most advanced and integrated SaaS solutions is mobile-enabled self-service, which facilitates easy access to the system and allows for on-the-go updates, whether officers are at home, on patrol or simply away from their desks. Mobile-enabled self-service can offer users a number of benefits, such as:

On-the-go expense management, with mobile receipt upload

The ability to submit vacation requests to line managers remotely

Integration with Duty Management, providing an indication of what coverage is pofiled for a certain period

Simplified procurement processes for new items such as uniforms, with an appropriate manager able to approve a request directly

A non-emergency call comes in to the local force from a resident reporting a burglary. Traditionally, follow-up duties might be routed to an officer nearby for a home visit and further investigation. But today’s systems do not show that that officer is approaching the end of their shift. By focusing on the proximity of resources, the system almost guarantees the need to pay overtime, adding costs and reducing available front-line budgets.

A modern Cloud ERP and HR solution, integrated with Duty Management information can avoid this outcome, allowing dispatch to ensure that the officer allocated is not near the end of their shift, and has the required skillset to provide the necessary support in a single visit.

By harnessing integrated systems and maintaining a focus on operational excellence, the force is able to prioritise the right support, ensure a timely response, minimise overtime costs and deliver a better front-line service to the victim.

EXAMPLE:DUTY MANAGEMENT

5 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

Forces switching to a cloud-based system from on-premise legacy systems typically benefit from a significant return on investment, by reducing the total cost of ownership.

One of the most significant shifts offered by a switch to a cloud-hosted solution is a reduced need to maintain in-house infrastructure, reducing the support requirement and load on a force’s ICT functions. This, in turn, can free up capacity to support innovative initiatives and the pursuit of the organisation’s digital vision.

Organisations can also benefit from the flexibility provided by a cloud-hosted solution—for example, rapidly provisioning and releasing capacity as required, to save on costs during periods of low usage.

At the same time, SaaS solutions are quicker and lower-risk to implement, allowing organisations to rapidly deliver a fit-for-purpose solution. The most advanced SaaS adopters realise early benefits by utilising a pre-configured SaaS solution that is tailored to an individual force’s needs.

Another benefit of cloud technology is its ability to enable mobile solutions, facilitating integration with other systems through increased accessibility. Some SaaS vendors provide fully secure UK based offerings, addressing the UK data residency and associated security concerns.

By implementing a flexible, cloud-hosted solution, forces enable a single version of the truth that benefits from automatically synchronised HR, Payroll and Finance data. When an executive leader needs to run financial reports, this synchronised data provides them the ability to drill down to specific payroll line items creating a financial impact, and explore right down to the employee level for further details.

For example, if a department is experiencing unexpectedly high overtime, the solution can automatically generate a report for the department manager. That manager can then drill into the data to find the cause and decide on any appropriate interventions.

EXAMPLE:SYNCHRONISED DATA

CLOUD TECHNOLOGY—PURSUING THE DIGITAL VISION

6 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

When it comes to force morale, improved back-office functions ultimately lead to increased satisfaction from those individuals whose needs they service—both in the time it takes to complete a transaction end-to-end and in the perceived quality of service.

Mobile self-service is also a part of how officers expect to live their lives nowadays, with many accustomed to shopping, banking, communicating and collaborating through apps. If a task can’t be performed on a smartphone, the service itself seems to be lacking. Improving the self-service capability through mobile enablement provides a very visible and tangible improvement.

Ultimately, increased efficiencies in back-office functions and the associated cost savings protect funds intended for front-line policing. By reducing the need to cut front-line costs, officers can feel more empowered and secure, driving lower attrition rates (and therefore higher retention of skilled officers), and reducing absence due to sickness.

The protection of front-line policing numbers is also visible to the general public, with a high-profile police presence—key during this period of heightened security and sensitivity—ensuring continued public confidence.

The technology provided by a cloud-hosted solution delivers greater flexibility and benefits for officers on the policing front-line.

For example, with mobile-enabled self-service, an officer could use their mobile phone to submit a holiday request. This request would appear on their supervisor’s mobile device with an app-triggered message highlighting any scheduling conflicts. When the supervisor approves the request, the system would send a notification to the officer confirming the request has been granted, while also adding the entry automatically to team calendars.

EXAMPLE:REMOTE HOLIDAY APPROVALS

BUILDING PUBLIC CONFIDENCE WITH A SATISFIED FRONT LINE

7 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

The introduction of an integrated ERP and Human Resources solution can also support wider policing operations by providing accurate, timely data for use by other systems to inform operational policing decisions. In dispatch, for example, rostering information can be combined with up-to-date information on skills and training to identify officers with the most appropriate skillset for an incident.

Information contained within the ERP and Human Resources solution can also provide key management information to support greater executive decision-making at a senior level. For example, leaders could seek to understand supply and demand and plan accordingly by reviewing data on overtime, in conjunction with response times and incident numbers. HR managers might also work to understand what further skills are required by assessing combined data on response times, incident types and training and skills. In turn, supply and demand data can be fed back into rostering to set minimum required staffing levels and highlight if these are not met.

THE BENEFITS FOR OPERATIONAL POLICING

8 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

The decision to invest in a new platform is never straightforward. It’s critical to know that any solution being adopted can not only repay its initial investment, but will continue to deliver for the force—year in, year out.

When planning a new Back Office solution, there are several considerations that can help forces to assess a shortlisted platform:

Will this solution help our organisation to adopt leading practice business processes? The most effective SaaS solutions have evolved across multiple industries, allowing providers to focus on offering more efficient business processes and delivering front-line operational improvements. The most effective implementors have developed policing best practices and configured them into the SaaS solution, while the most visionary solution providers offer a turnkey implementation with Robotic Process Automation to reduce the administration required by a force.

Will this solution reduce technology costs? This should apply both to reducing the total cost of ownership and to minimising the cost of maintaining legacy systems and infrastructure. At a time when budgets are being cut, the ability to limit back-office ICT costs allows forces to prioritise and protect front-line investment.

Does the proposed solution provide accurate, timely data and key management information? A solution that does both will help to inform operational policy decisions and support greater executive decision-making at a senior level.

Can users benefit from mobile-enabled self-service? Mobile solutions enabled by cloud technology offer the potential for increased integration with other systems, making them accessible to front-line officers whether on the go, on patrol or at their desks.

FOUR QUESTIONS TO ASK WHEN CONSIDERING A BACK OFFICE SOLUTION

SaaS

1

2

3

4

9 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

In 2015, West Midlands Police1 (WMP) committed to a striking transformation programme that would help the force meet current and future policing needs, manage citizen expectations and reduce cost across its operations.

Known as WMP2020, the five-year vision creates a bold new model for policing that brings unparalleled change to the way the force—the second largest in England and Wales—operates. WMP, which has 11,000 employees, expects to improve effectiveness and increase efficiency using innovative digital technologies and evidence-based, preventative policing techniques.

By creating an Innovation and Integration Partnership with Accenture, WMP was able to share accountability, risk and outcomes while enhancing flexibility and knowledge right from the start.

The importance of combining a people-first approach with new digital ways of working cannot be underestimated. WMP is seeing improvements that are both financial and non-financial—efficiencies through streamlined processes, increased productivity, and better access to information for officers. Accenture delivered Oracle Cloud ERP, HCM and Customer Experience to deliver the transformed back-office and associated benefits.

CASE STUDY: WEST MIDLANDS POLICE

DAVE THOMPSON, CHIEF CONSTABLE, WEST MIDLANDS POLICE

WE’RE ABLE TO SEE A MUCH MORE AGILE ORGANISATION, FAR MORE EMPOWERED WITH THE INFORMATION AND TOOLS TO PREVENT CRIME, PROTECT THE PUBLIC, AND HELP THOSE IN NEED.

10 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

With scrutiny of resources at an all-time high and heightened security requiring continued public confidence in front-line policing, forces are being expected to do more with less—maintaining operational policing standards in a new digital era.

Police forces must seek to transform back-office functions to deliver greater efficiencies and deliver effective front-line policing. Embracing digital solutions will allow forces to meet current and future needs, while managing citizen expectations and reducing costs.

By harnessing a next-generation ERP, forces can improve back-office performance, drawing on leading practice business processes that have been refined across multiple industries.

As well as reaping significant cost reductions, a SaaS solution provides greater flexibility, offers a better service for users through mobile-enabled self-service and lays the foundation for enhanced operational policing capabilities across the force—improving the effectiveness of front-line policing and, in turn, protecting the public.

CONCLUSION

11 | OPERATIONAL EXCELLENCE DRIVEN BY BACK-OFFICE TRANSFORMATION

ABOUT ACCENTUREAccenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions – underpinned by the world’s largest delivery network – Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 411,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com.

ABOUT ACCENTURE ENTERPRISE SERVICES FOR POLICEAccenture has developed a leading class solution for UK Police Forces, delivering realisable benefits quickly through the use of Oracle Cloud applications, UK Police leading practice business process and pre-configured configuration.

CONTACT THE EXPERTSJames Slessor Managing Director Global Public Safety Accenture

james.w.slessor@accenture.com

www.linkedin.com/in/jslessor/

twitter.com/Slessor_James

Allan W. Fairley Managing Director UK Public Safety Accenture

allan.w.fairley@accenture.com

www.linkedin.com/in/allanwfairley

twitter.com/AllanFairley1

Leon Farrar Technology Consulting Senior Manager Health & Public Services Operating Group Europe, Africa, Latin America Accenture

leon.farrar@accenture.com

www.linkedin.com/in/leonfarrar/

REFERENCES1 https://www.accenture.com/gb-en/success- transforming-west-midlands-police

Copyright © 2017 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.