In this regard, Garner adds that, "A safety-smart leader realizes that while a $10 flashlight purchased in bulk at the local discount store may put out enough light to read a driver's license, a 20,000 candlepower light that sets the department back $90, may make all the difference in the world when the officer holding it faces an armed offender one dark night. Little things like that are not lost on the troops" (p. 92). In fact, as to budget priorities, Garner (1998) suggests that officer training and safety considerations should be at the very top of the police manager's list: "A competent police manager encourages and demands an organizational environment where safety is valued, taught and practiced. He mandates that supervisors and managers role model, inspect, reward and correct for safety. He assures that the very best safety training and equipment is made available to his personnel" (p. 92). In an ideal world, the "very best" would be standard practice for all police departments, but alas, the law enforcement community is frequently far from enjoying the "very best" of anything and dwindling state budgets have adversely affected the funding for police departments across the country in recent years. For example, Carrick (2003) cites the changes that have been required of many police departments in the post-September 11, 2001 climate, as well as the need for ongoing budget modifications to be made to ensure resources are available for policing changing traffic patterns. According to Carrick, "Budget and staffing issues can adversely impact an agency's commitment to traffic. Post 9/11, agencies were required to redirect resources to fill various domestic security related roles" (p. 44). Moreover, the priorities of police department budgets can quickly change depending on the frequency of emergency response needs. In this regard, Carrick adds that, "Patrol and traffic units are typically among the first resources to be tapped in a time of need. Agency budgets may also be impacted because of overtime and equipment needs brought about by changing priorities" (p. 45). The need for effective law enforcement remains high, though, and is therefore incumbent upon police managers to make the most of the resources...
Although every police department is unique, they all share a common need to ensure that they are adequately staffed with properly training officers who possess the tools they need to perform effective law enforcement duties in the 21st century. Without effective oversight of a police department's budget, the resources that are needed to respond to emergency situations might not be available, and officers will be placed at increased risk if they fail to receive the training and equipment they need to do their jobs. Because the outcomes of law enforcement duties are so important, it is equally important that these resources are available when and where they are needed the most. Therefore, it is reasonable to conclude that one of the most important responsibilities of a police manager is the timely and effective administration of the police department's budget.
References
Borrello, a. (2009, March). In defense of the police manager. Law & Order, 57(3), 64-65.
Carrick, G. (2003, April). Traffic safety in the new millennium. Law & Order, 51(4), 44-45.
Coulton, G.F. & Feild, H.S. (1995). Using assessment centers in selecting entry-level police officers: Extravagance or justified expense? Public Personnel Management, 24(2), 223-
Garner, G.W. (1998, December). A leader's role in officer safety. Law & Order, 46(12), 91-92.
Hurley, J.J. (2001, October). Personnel: Assessment centers. Law & Order, 49(10), 175-176.
Kurke, M.I. & Scrivner, E.M. (1995). Police psychology into the 21st century. Hillsdale, NJ:
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Moore, M.H. & Braga, a.A. (2004). Police performance measurement: A normative framework. Criminal Justice Ethics, 23(1), 3-5.
Schulz, D.M. (2004). Breaking the brass ceiling: Women police chiefs and their paths to the top. Westport, CT: Praeger.
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