Daniel Smith WK6
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Daniel Smith posted Mar 10, 2024 8:25 PM
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1. What is the best type of budgeting method for a law enforcement agency, and specifically why? What are the strengths and weaknesses of this type of budget?
Police department budgets are one of the more costly items in a city’s overall budget. Due to the lingering impact of COVID-19 and public debate focusing on reducing police funding, many departments have experienced significant budget reductions (Lira & Edwards, 2022).
To cope with reduced department budgets and continue to operate an efficient and successful department, administrators must use an informed approach to utilize the budgeting method that is right for their department so that they can make the best use of the money allotted to them.
When examining which budgeting method is the best for a law enforcement agency, it is important to focus on the goals the agency is attempting to accomplish with their budget. As different agencies may have different goals, it is difficult to say that there is one specific method that works best for all. Police budgets stem from the local level of government and should ideally follow a balanced budgetary process utilizing responsive, competent, assessable, and civic governance (Lira & Edwards, 2022). This process combines government with citizen input to create a systematic plan to balance effectiveness and efficiency. However, Lira & Edwards (2022) add that combining managerial, political, and legal aspects of budgeting make it nearly impossible to satisfy all the various needs of the department. Because of these difficulties, more than one method of budgeting may be used in combination to best serve a police department. Lira & Edwards (2022) cite performance budgeting as one effective budgeting method for departments. This type of budgeting focuses on individual organizational units and how their activities achieve organizational goals. Crisostomo (2015) provides that the three principles of performance-based budgeting (PBB) are that the government is based on the citizens’ needs, citizens are paying for results, and the government must measure and communicate their progress. An example of PBB in a police department would be if a city is experiencing a an extremely high amount of drug related crimes and overdoses, having an adverse effect on the citizens of the city. Citizens call for action to be taken against these types of crimes. As a result, the police department allocates a portion of their budget to fund a specialized drug task force to combat drug crimes and satisfy the citizens’ needs. The department then publishes their task force statistics to distribute their progress to the citizens.
There are a variety of strengths and reasons why a department would benefit from PBB. As mentioned earlier, agencies are typically operating with reduced or limited resources. PBB can make agencies more efficient with their resources (Crisostomo, 2015). Further, PBB allows departments to identify clear objectives and goals for the following year while increasing accountability by measuring their progress of the previous year. The use of these measurements and accountability aid budgetary decision-makers in assessing the effectiveness of the funding and making future determinations on how to allocate these funds (Crisostomo, 2015). On the other end of the spectrum, PBB has several weaknesses that must be considered. Crisostomo (2015) asserts that measuring of progress and goals can sometimes produce conflicting results and conclusions within an agency. Cost analysis is often difficult with PBB as a department may have to allocate addition funding to achieve their performance goal. As a result, issues may occur with the budget’s flexibility as additional funding to achieve the goal may render the existing budget obsolete and create difficulties in funding other areas. PBB can be an effective budgeting method for police departments to achieve their goals and provide results for the citizens, all while maintaining budgetary transparency. However, in most cases, budgeting methods are not a one size fits all for police departments. A combination of multiple budgeting methods may be required to fulfill the needs of the governing body, department, and the citizens.
References
Crisostomo, Doreen T, PhD, CGFM, C.F.E., C.I.C.A. (2015). Performance-best budgeting. The Journal of Government Financial Management, 64(3), 40-45. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fperformance-best-budgeting%2Fdocview%2F1711619934%2Fse-2%3Faccountid%3D8289
Lira, L., & Edwards, F. (2022). Police budgeting: Using overtime as a management tool. Public Organization Review, 22(2), 437-453. https://doi.org/10.1007/s11115-021-00542-4
2. What is more stressful for the police officer – working the street or dealing with the agency administration? Why so? What can be done by the police administrator to reduce this stress felt by officers?
The occupation of police officer has been recognized as one of the most stressful occupations as officers are required to regularly deal with a variety of stressors that are greater than the usual societal expectations. These regularly high levels of stress have been linked to various physical and mental health problems among those in this occupation (Garner, 2008). Police officers encounter stressful situations on the streets fighting crime as they are often involved in verbal and physical altercations, situations that place the officer or members of the public in harm, or split-second decision making that has a great impact on themselves and members of society. In addition to this type of stress, officers are also faced with interpersonal stress when interacting with co-workers and management of the department. Interpersonal stress has been reported as a significant area of stress among law enforcement officer (Garner, 2008).
Garner (2008) states that it is commonly assumed that police officers face their greatest stressors while enforcing the laws and dealing with criminals on the streets; however, police officers have rated interpersonal stress, specifically criticism and direct conflict with their administration, as one of the greatest stressors in police work. Garner (2008) provides one reason that interpersonal stress is rated so highly is because strict bureaucratic rules governing officers’ interactions can often be perceived as depersonalized. Officers lacking the skills and methods to address this type of conflict only increase the conflict with the administration, leading to an increase in stress. One method police administration can use to decrease the stress of officers is providing criticism management and inoculation training for their department. Officers who participate in these trainings were positively impacted through an increased ability to deal with criticism, less stress, and reduced health complaints (Garner, 2008). Randall & Buys (2013) also recognize interpersonal and organization stress as the leading stressor faced by law enforcement. Randall & Buys (2013) provide several approaches that administration can use to reduce officer stress, such as changes to the organizational culture. By reducing the influence of the para-military culture and allowing officers to engage with administration through open communications and provide input into the future of the organization, officers’ organizational and interpersonal stress can be greatly reduced. Additionally, a multi-layered approach should be taken by administration to improve officers’ coping mechanisms through training and similar resources, while addressing the unfair practices of the organization and employee’s job satisfaction (Randall & Buys, 2013). Randall & Buys (2013) further provide that administrators should distribute information to promote an understanding and preventative methods of police stress. Further, administrators must utilize a comprehensive and holistic approach to understand and reduce psychological stressors and organizational influences that may impact officers (Randall & Buys, 2013).
Although police officers regularly face a variety of stressors as part of their daily job duties, research suggests that the interpersonal and organizational stress of dealing with their administration has a greater impact on officers than the stress of fighting crime on the streets. The stress endured by police can lead to a variety of severe physical and mental health problems. Administrators can provide officers training to cope with criticism and stress more effectively. Administrators can also reduce officer stress by changing the structure of their organization to allow officers more input into the procedures and operations of the agency through open lines of communication with administration. Lastly, administrators should educate themselves on the psychological and organizational influences that lead to officer stress so that they can effectively make changes and reduce the organizational stress placed on officers.
References
Garner, R. (2008). Police stress: Effects of criticism management training on health. Applied Psychology in Criminal Justice, 4(2), 243–259.
Randall, C., & Buys, N., PhD. (2013). Managing occupational stress injury in police services: A literature review. International Public Health Journal, 5(4), 413-425. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fmanaging-occupational-stress-injury-police%2Fdocview%2F1625577401%2Fse-2%3Faccountid%3D8289
