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The Association of Credit Professionals

What Standard is Expected?

ACP Accreditation Standards

The purpose of the ACP Accreditation is to give you a framework to benchmark current Credit Management processes, identify and implement change and develop your staff to deliver going forward.

No matter what the size or type of your organisation, ACP Accreditation is there to help you improve. You have to meet the same criteria as other organisations. However, we recognise that you will meet them in your own way and because different companies achieve success in different ways, ACP Accreditation does not dictate any one approach. Instead it provides a framework to help you find the most suitable approach for you.

Criteria Evidence
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Sales
  1. A Credit Policy is in place
  2. Sales personnel know what credit limits they can authorise.
  3. Sales personnel understand the importance of strong Credit Management.
  4. Adherence to the Credit Policy is measured and part of objectives.
  5. The Sales department see Credit Management and Credit Policy as a significant help in achieving its targets.
Product / Service Delivery
  1. Customer complaints are actively monitored.
  2. Complaints are used to identify current process, service and product failures and changes identified improve future performance.
  3. Customer Service personnel know what amendments to a customers Credit Agreement they can authorise within policy.
  4. Adherence to the Credit Policy is measured and forms part of Customer Service personnel objectives.
  5. The Customer Services department see Credit Management and Credit Policy as a significant help in achieving its targets.
Debt Management
  1. Failed credit agreements are identified early and agreed action implemented.
  2. Follow up action follows to agreed processes and timings.
  3. Adherence to the Credit Policy is measured and forms part of departmental staff personnel objectives.
  4. Debtors are segmented based on past performance and/or external data.
  5. The costs of each action are understood and justified.
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Vision
  1. The Credit Management Department has agreed KPIs.
  2. Staff can explain how their development ideas are captured and utilised by the company.
  3. Senior Management has a business plan with measurable performance objectives.
  4. Senior Management has a Credit Management Vision/Strategy, which supports the companies objectives.
Assess
  1. Staff can explain the Credit Management KPIs and objective
  2. Staff can explain how their development ideas are assessed and fed back.
  3. Senior Managers can explain how ideas are assessed against specific objectives to identify the most appropriate action.
  4. Senior Managers can identify multiple opportunities to deliver the department’s Vision/Strategy.
  5. Rigorous business cases and cost benefit analyses are conducted to agree priorities.
Implement
  1. Staff can articulate what projects are underway.
  2. Staff can articulate what projects are planned to deliver.
  3. Trial progress is managed and reported regularly.
  4. Projects are managed to specified standards.
Measure
  1. KPIs are measured.
  2. Staff performance is measured.
  3. Initiatives are measured.
  4. The success of every stage of the recovery process is measured.
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Job Specification
  1. Staff can explain what is expected of them.
  2. There is a clear organisation structure with roles attributable to deliver all Credit Management processes.
  3. Job roles/specifications are in place.
  4. Senior Managers can describe the knowledge, skills, competencies and experience required of job roles.
Current Ability
  1. A mechanism is in place to assess staff performance.
  2. Staff can explain how their performance is measured and assessed.
  3. Staff can explain their team and department’s objectives at a level appropriate to their role.
  4. Staff can explain how their objectives help deliver team and departmental objectives.
Training and Development
  1. Staff new to the organisation or new to the role can explain how the training and development they have received supports them.
  2. All staff, irrespective of current performance levels, can explain what development they can expect in the next twelve months.
  3. Staff with promotion aspirations understand the development they require in order to demonstrate the skills and competencies required of the role.
  4. Senior Managers can explain how learning and development needs are identified and implemented.
Succession
  1. Staff can explain and recognise the different expectations of different levels within the organisation.
  2. Future leaders have agreed development plans in place.
  3. Senior Managers can describe how future leaders are identified, how development plans are designed and implemented.
  4. Senior Managers can describe the company’s future people development needs and how these are being addressed.