INSIGHTS
QEconomic indicators suggest the U . S . may be entering a recession . What steps should agencies take to prepare for proposed budget cuts as well as where they may look to make those reductions ?
Chief Mike Yates Griffin Police Department
In a time where most municipal police departments are presently running in a very “ lean ” status and demand for service to combat rising crime rates is also increasing , the notion that budget cuts are looming on the horizon is frightening or concerning at the very least . Here in Griffin , Georgia , we have experienced a series of funding reductions over the last 10 years ( exceeding $ 1 million per year ) which has given rise to a manpower reduction from a staff of 123 sworn to the current staffing level of 82 sworn . Some of this staff reduction occurred in order to use the salaries of vacant positions to increase the pay of current employees to competitive rates . Operating with fewer staff has given rise to the “ lean ” operation referred to previously and has further resulted in reduction or elimination of specialized assignments and units . Recently , the City of Griffin has , in a sense “ Re-Funded ” the police , with a significant ( 16 %) increase in salaries for sworn officers in order to compete and attract competent
28 FALL 2021 quality personnel , and it is working . This trend must continue in order to maintain adequate staffing levels in the challenging environment we are in nationwide at this time . Given these realities , when we look at budget cuts once again , we find ourselves in a precarious situation .
When one considers “ how ” budgetary funds are expended in a police department it is necessary to see exactly “ where the money goes ” and in most , perhaps all cases , 70 % -80 % of all funds are directed toward personnel expenses . Following personnel comes capital expenses , fuel and housing fees for municipal prisoners . These expenses are the “ basics ” and the “ core ” of operations and frankly , there is no where else to reduce expenses in any significant manner . Reduction of 10 % or more in a departments budget will have to be addressed in these core areas unless some additional revenue stream or funding source is redirected or created . In our case ( City of Griffin ), there is some limited ability to shift revenues from our public utilities , as we do own our own electric , water and storm water utilities . Shifting funds from these sources is limited and is a “ general operations ” and / or political decision . I would guess that most agencies do not or may not have this option . All other funding and revenue streams must come from the tax base in the form of property taxes or sales taxes , and with the anticipated recession , these sources are likely to remain stagnant at best . Grant funding is some areas may be a possibility , but it is not something to be relied upon and generally will not have a significant impact . Given the considerations regarding funding sources , budgets and how our operations actually spend money , we are left with the startling reality that there is really only one way to significantly decrease cost and that is , unfortunately , a further reduction in personnel and the costs associated with such . I do not think any agency is in a position to reduce pay and compensation across the board in any manner and have a reasonable expectation of retention of valued employees with any hope to attract new hires of any quality . This reality puts us in the sole position of looking at how we can reduce services in ways that have the least impact on our core operations . As