Examine the pros and cons of a law enforcement administration budgeting process
of your choice. How is the budgeting cycle used? Are jobs outsourced? Is
outside funding utilized? Does the budget align with the goals of the community
in regard to fighting crime and quality of life issues?
our discussion first then the individuals response, need to tell the bad and goo of post list references
Dav week 2 discussion 2
November of each year, the Chief of Police, the Department Head, begins
planning the budget for the next year. A review is completed of the
previous year and a tentative plan for projects for the upcoming year is
generated through meetings with the Administrator. The budget plan is
then presented to the City Mayor in an executive meeting with other department
heads. This is the executive function that can veto certain aspects of
the budget in its entirety or require additional resources before finalization (Mikesell,
2011). The total budget of the city is considered and cuts are
made. A revisions plan is established, arguments for particular funding
is made and then a final revised budget is presented to the City Council.
This budget plan, if approved, is presented in a public forum and voted on by
City Council, including the Mayor. The use of outside funding is not a
generally considered practice as no stable form has been established for
strategic plan (Gaines & Worrall, 2012) has been established for the
direction of the department for many years. About 10 years ago, the plan
for the local law enforcement was drug enforcement and community
policing. The direction now taken is a problem-oriented policing plan.
Drugs enforcement is still a major concern, but attrition has depleted the
resources for our department to assign one group or person to this only
concern. The public has generated an outcry for this enforcement as
heroin and methamphetamine is seen as a major concern. The current plan
is to incorporate two additional detective positions that require full-time
drug enforcement. There will still be a supervisor and one detective in
the investigations bureau.
Police Department budgeting process begins in January of each year and runs
through the entire year. Reports are completed monthly and in a four
month cycle to show the percentages of the budget used. The line-items
are shown to show which part of the department’s budgeting has been spent in
accordance with the amount of year used. The line-item system is used to
procure the everyday essentials of the individual departments. A capital
outlay system is used to procure large purchases of needed equipment, such as
police vehicles and other vehicles and equipment. The biggest concern is
that the budget is balanced and over-spending is reduced and
explained (Mikesell, 2011).
funding is used in the form of grants as application is made with pending
approval and no guarantees. The way to combat this uncertainty is to
generate a program or plan that will be grant funded for several years.
The requires a well-devised plan with much support for long-term funding.
Particularly Colorado JAG grants and other state funding that is appropriated
through the federal government and then administered by state programs.
An animal control grant fund is utilized for medical treatment of animals that
have become the property of the city. Another grant program provides
funding for bullet-proof vests to our officers through a mandatory wear policy
that has been shown to reduce in the line-of-duty deaths throughout the
years. The state JAG grant is administered by the City of Lamar, but is
beneficial to many agencies in the area.
of Lamar’s budget requires the use of an A-133 auditing system is used to
provide documentation to the citizens and administration that the budget is
being used appropriately. This is completed by an outside company to
reduce any appearance of impropriety.
L. K., & Worrall, J. L. (2012). Police Administration (3 ed.). (L.
Main, Ed.) Clifton Park, New York: Delmar Cengage Learning.
J. L. (2011). Fiscal Administration: Analysis and Applications for the
Public Sector. Boston: Wadsworth Cengage Learning.