As we wrestle with the current conditions of COVID-19, we keep searching for recovery and returning the to this “new normal”. All chiefs and their staffs will be starting on next year’s budget. The 2021 budget cycle will be the next trial facing law enforcement. Let me turn back the pages to Post 9-11 for there is a lesson learned from this old chief. The ramifications of 2020’s COVID-19 will probably lead to the end of the careers of many law enforcement executives. Sadly, you can add fire, EMS and some emergency managers jobs to the list of future openings who will also be caught in this quagmire.
In the wake of 911, most chiefs of police were mandated to protect (“harden the targets”) significant local, sometimes state and federal governmental buildings and oversee physical security operations of important critical infrastructure. These missions were required by Homeland Security, recommended by state and city officials. Back then, this was new territory and local law enforcement filled the gaps until others caught up with their security. Chiefs were going beyond their normal service delivery to address that “new normal”. Everybody was in this together and great strides were accomplished, until it came time to pay the piper (aka the budget). The example I will offer was of a colleague chief in the Metropolitan DC area. Within his service area he had vast federal and state operations which required his agency’s support Post 9-11. Later, that year when he was faced with his budgetary shortfalls, he faced his near demise. Although there was promised financial support for his backfill and overtime needs: he was confronted by his municipal leadership. As much as the municipal leadership wanted to do the right thing, they did not want to pay for it. He was told two things. Number one was that he had to reduce his budget drastically to meet the overall shortfall from 9-11 impacts. Secondly, was his evaluation and continuation of his contract being in jeopardy for he had went over-budget despite this being a national emergency. Over coffee one day, he shared that should he continue post 9-11 into 2002 that he was going to be terminated. Municipal leadership said they would find a chief who could control the budget. The good news is he stayed the course but soon departed for another agency.
I as well faced the same dilemma at my first chief position. I was asked to reduce our budget due to the same rational. This was the first time I was told “to do more with less”, which is a quote I purely despise. I love pizza but if I order a pie and two slices are missing, should I enjoy it more while doing with less? This maxim that is tossed over the dais by municipal leaders is nearly criminal to do this with police/emergency services.
Looming Clouds
What will be looming around the corner for law enforcement executives for next year I cannot predict. But looking at the past I can assure you these notions will be discussed. Budget scrutiny will be at an all-time intensity. Due to municipalities and counties projected shortfalls from loss of taxes, employment taxes, sales taxes and other incomes, there will be a great budget battle as not seen since 2002. Chiefs will have to defend every line in their budget. Some lines will cause great consternation within budget hearings. For example, first and foremost training budgets will be slashed - if allowed. Training must be defensed, for in my eyes training is the insurance policy that protects you from liability. There will be some who that will say only do the mandatory minimum just what the state requires to maintain basic certification. This is flawed thinking for you still need to keep certifications for forensics, investigators, accident reconstructionist and tactical teams- just to name a few. Gaps and certification or failing to continue with progressive certification requirements can be detrimental to the department’s creditability and future. Fleet management and the technology management will also be attacked. If you have a planned fleet management program to rotate rollingstock and it is interrupted you're just kicking the proverbial can down the road. As the fleet begins to break down, the maintenance costs will soar. No fleet payments look good on paper, but you will still be paying higher maintenance bills. The same is true for your technology budget, updating technology is required be it software, licenses or other electronical componentry required for today's law enforcement needs to be maintained and updated. There will be other areas that will be prone for attack such as attending professional conferences. Whether it is your Chiefs Association or other professional conferences, you must keep your staff’s edge sharp! You cannot expect them to solve the future's problems with yesterday's thinking- invest in them. There will be other maintenance issues that will be lacking such as uniform, building maintenance and other infrastructure requirements. What may be a penny wise but pound foolish decision made today will be scrutinized as it impacts future budgets. So, chiefs and staff members in the preparation of the upcoming budget- sharpen your pencils. But, also have your defenses ready and be ready to defend each and every point this year. I do not see budget sessions that go with a wink and a nod as in past years for a while.
Contract issues
The other reality you will observe, is that chiefs may not be receiving glowing evaluations due to COVID-19 budget overruns. There will be some that will be forced out to retirement. There will be some who will be encouraged to seek another job. Others might just leave to get away from the insanity. The problem is many chiefs have their raises and contract extensions built upon the reviews and evaluations of municipal bodies. Most elected officials will not understand the demands that are being made on police chiefs now. Post 9-11, there were chief turnovers as I have mentioned. And I will predict this will be coming again soon, thanks to COVID-19. One of the problems is most municipalities do not view emergency services as an investment but rather a necessary evil. While municipalities like to boost their quality of life, their recreation and parks, the shopping districts and all the other amenities. These elected officials soon forget about those who came to serve on a dark sky day. This will not only be a police issue, but fire and other Emergency Management officials will be having these same future battles. The reason I tell you this is there's an old saying “if it is predictable it is preventable”. This is an easy prediction that the budget management, unpredicted shortfalls will be intermingled with your tenure. Again, there will be fallout and chiefs will suffer all the while they're trying to protect their department from draconian cuts. How is this preventable? First, take this year's budget projected outlook. Try to map out projected shortfalls by working closely with your financial staff. Getting a projection on how bad this is going to turn out will give you some idea where you are. Your chief financial officers will probably not have a handle on projected shortfalls of municipal incomes due to the impacts of COVID-19 shutdowns. Additionally, your chief financial officers will probably have the same burdens hanging over their head and wanting to survive as well. Be defensible in every step of the way in preparing your budget. Make sure there are definitive measures of ‘needs versus wants.’ Fact- 2021 may not be the year to start a new program. This may be the year to maintain and keep your budget afloat. I am sure that there will be other issues not discussed here today. And I guess for once since I have retired, I'm glad I’m not in this mix but wanting to share lessons learned from years past.
William L. Harvey | Chief
William L. "Bill" Harvey is a U.S. Army Military Police Corps veteran. He has a BA in criminology from St. Leo University and is a graduate of the Southern Police Institute of the University of Louisville (103rd AOC). Harvey served for over 23 years with the Savannah (GA) Police Department in field operations, investigations and completed his career as the director of training. Served as the chief of police of the Lebanon City Police Dept (PA) for over seven years and then ten years as Chief of Police for the Ephrata Police Dept (PA). In retirement he continues to publish for professional periodicals and train.
