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timer Asked: Apr 9th, 2015

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The Budget Cycle

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?

A individual makes their choice to enter law enforcement for many different reasons. But, being the individual who prepares a budget for a law enforcement agency isn’t one of those. “Making out budget preparation is one of the most important administrative tasks of a public safety organization” (Stuart, n.d., p.1).  Every law enforcement agency, or agency has to make sure they account for future or present costs. No two agencies are the same. The most popular budget is the line item. There are many budgets such as Zero baaed, and Performance. It is the controlling authority who has the final say to a budget. Each agency covers the internal part of a budget different. In the city of Madison Wisconsin found that out.  The year 2005 they had over expended there “operating budget by about one million dollars” (Stuart, n.d., p.1). This was explained as routine by the mayor’s spokes person. There are those agencies that have to abide and live within a amount approved by the controlling authority. A sound budget preparation would be necessary.

. The law enforcement administration budgeting process of the public sectors has various pros and cons. The budgeting process provides several advantages just like other control methods. The major strength of the law enforcement administration budgeting process in the public sector is that it enables the improvement of resource allocation such that there is equitable distribution of resources and that all requests are justified. The budgets also help in transforming strategic plans into reality by ensuring that the resources, revenues as well as activities are defined so that the strategic plan can be carried out successfully (Hope  & Fraser, 2003).

The budgets are also used in carrying out corrective actions and this is normally made possible through relocations. Budgets also have limitations which are follows: some budgets may create politics as well as competition for scarce resources. Some budgets may lack flexibility and this may reduce the creativity as well as innovation to the subordinates making it hard to acquire money for new generated ideas. The budget cycle is the period of time that the budget will be operational from the time of creation to the time of evaluation. It has four parts which are as follows preparation and submission, consent, implementation, audit and assessment. These sections are very vital tools that determine the success of a business (Wildavsky, 1986)

  Most of the tasks in the budgeting sector require professionals and hence most organizations prefer to outsource those activities. Outside funding are not always utilized especially in public sectors since in most cases there is embezzlement of funds by the people in charge of the budgeting process. The budget does not align with the goals of the community in regard to crime and quality of life issues since we find that such issues are allocated the least funds due to the greed of the people in charge of the budgeting process and hence there is an increase in crime rates since there are no funds or rather enough funds to curb the crime

It is hard for mayors, commissions and other administrators to deny support (and hopefully funding) when indisputable justification exists (Stuart, n.d.).  There are those times when your budget cannot be approved nor full funding of your budget  no matter the justification.


Hope, J., & Fraser, R. (2003). Beyond budgeting: How managers can break free from the annual performance trap.

Stuart, R. D. (n.d.). PDF] Budgeting Basics for Law Enforcement - Institute ... Retrieved from www.icje.org/articles/BudgetingBasics.pdf

Wildavsky, A. B. (1986). Budgeting: A comparative theory of budgetary processes. New Brunswick, N.J: Transaction Publishers.

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