There are many law enforcement programs that bind the community and the police
together to fight crime in a collaborative manner. Each year during the
budget cycle, police chiefs are tasked with finding alternative funding to bolster
enforcement and non-enforcement programs that they deem as operationally
significant. Unfortunately, within this process, some programs are
eliminated due to budget cuts. In an essay, address the following:
- Examine how law enforcement leaders determine the
effectiveness of enforcement and non-enforcement programs when assessing
what does or does not get eliminated from the budget.
- Rationalize who should ultimately decide what
program(s) is/are eliminated.
- Select which programs you would continue to fund, and
assess the associated risks.
The paper must be three to four
pages in length (excluding the title and reference page), and formatted
according to APA style.
You must use at least two scholarly sources
(at least one of which can be found in
the Ashford University Library) other than the textbook to support your
claims and subclaims. Cite your sources in text and on the reference page. For
information regarding APA samples and tutorials, visit the Ashford Writing
Center, within the Learning Resources tab on the left navigation toolbar.
Needs to have a introduction,
conclusion and thesis statement stated in the introduction and last sentence of
conclusion, I will find the sources from the ashford library once you bid on
of a program in a law enforcement agency is critical to ensuring that the all
the objectives that was meant to be achieved by the program are met. The
program needs to be evaluated by both internal and external bodies that work
independently. It is the duty of the leaders within the agency to oversee this
evaluation and to ensure it runs effectively. The success of the program can be
determined by looking at different levels of the program and evaluating them at
each stage. The program can be evaluated based on the level of compliance with
the regulatory bodies, effective service delivery to the intended group,
efficiency in the management style of the firm and ability to tackle the
problem sand risks that may come up within the program (Lee, 2007).
Leaders of the agencies can use the parameters to evaluate growth of the
program. They are tasked with the duty
of knowing what the purpose of the program was and how it was meant to make it
role of the leaders within the agencies moves beyond evaluation of the program
to control of funds meant for the financing of its activities. Sound knowledge
on the financial requirements of the program is mandatory to building a program
that works and achieves its meant purpose. The leaders of the agency should
work with all the stakeholders in determining the appropriate budget allocation
to each section of the program. It will make it easier for them to decide on
what is added to or eliminated from the program’s budget. The decision to make
any changes to the budget should be determined by the use of each item within
the program. The leader of the agency should work with partners within and
outside the organization to decide on what is added and/or eliminated from the
budget. The partners should be experts for each item of evaluation within the
program. For instance, financial experts need to be consulted on budget
adjustments and how they might affect the financial state of the program within
the agency. Therefore, for an effective evaluation, every section of the
program needs to be evaluated by. The whole process must include all the
stakeholders for conclusive results.
In addition, an all-inclusive evaluation will
be able to accurately determine what the program needs and does not require.
For example, programs that are mandatory such salaries of the employees, they
must be factored in the budget while those that are not entirely needed by the
program must be justified on why they should be included. Therefore, the
decision to eliminate a program should be left to the leader of the agency but
they should have wide consultations with other stakeholder sin order to reach a
conclusive decision. Leaders are tasked with the duty of overseeing this
process since they are the custodians of the agencies but they should act on
counsel from all the policy makers including regulatory bodies.
programs that must continue to receive funding should be divided into two
sections. The mandatory programs and those necessary but not urgent or the
agency can do without. This will help ensure that the most urgent needs of the
program are sorted in the budget before any extra fund scan be channeled to
other activities that are not very important. The factors that the organization
cannot avoid such as the salaries of the employees must be included within the
budget. Payment of wages is mandatory but has associated risks. It becomes
expensive when more personnel are hired to provide services to people. The
agency has to incur extra expenses such as purchase of equipment to be used by
each of the employees. Hence, much as the program aim sat improving provision
of services by increasing the workforce, leaders have to be prepared to incur
other joint expenditures that come with the hiring of new officers. Further,
funds for the daily maintenance of equipment and other items such as vehicles
must be part of the budget to avoid any inconveniences (Mikesell, 2011).
Funding for maintenance would be mandatory but the risk associated factors
comes in where the equipment degenerates with time. It would be expensive
funding this rather than just buying a new equipment that does not require much
maintenance costs. In addition, utility bills must be in the budget since the
program cannot do without them. Some of these include water and electricity
bills that are often recurrent. It would be possible though to cut down on the
cost of the utilities by encouraging g the users within the program to reduce
on wastage. The cost of the budget allocation can therefore reduce and funds
channeled elsewhere for other uses.
the fact that the mandatory item scan not be avoided within the budget, there
is need to evaluate them every time a budget is drawn in order to factor in
cases of inflation. Critical assessments should be done to avoid creating a
budget that does not consider any eventualities (Stuart, n.d). Therefore, leaders within the
organization must ensure that they include different stakeholders to assist
when making budgetary allocations. It might help reduce wastage of funds but at
the same time creating more finances to facilitate funding of other necessary
items the program requires. The leader of the program tasked with the duty of
approving any budgetary allocations should carefully examine the distributions
of the budget before handing it over to the controlling authority that provides
the funds. It will give the leader an opportunity of justifying the budget
allocations to the superiors without having any problems. A well formulated
budget can easily get approval if the right items are added.
leader of an agency should ensure that they come up with an evaluation
management system that will guarantee effective service provision to the
people. The system should be comprehensive enough to include all the
professionals and heads of the regulatory bodies. It is particularly important
to have leaders of regulatory authorities so as to ensure everything is done as
stipulated within the law.
Lee, W. D.
(2007). Program evaluations: improving operational effectiveness and
organizational efficiency. The FBI Law Enforcement Bulletin.
J. (2011). Fiscal administration,
analysis and applications for the public sector (8th Ed.). Boston, MA: Wadsworth/Cengage.
R.D., (n.d.). Budgeting Basics. Institute for Criminal Justice, Inc. (ICJE).
Retrieved from http://www.icje.org/articles/BudgetingBasics.pdf
it is missing a thesis the thesis need reinstated at the conclusion. there needs a introduction and conclusion. The paper needs to be worked around the thesis. Change whaat you need thanks