Financial Contingency Planning: Sources of Funding

Criminal Justice Administrators must be analytical and creative while looking at the needs of the people from the public’s perspective. Administrators can use corrective tools to identify objectives to meet and improve on. For example, Visual management allows Criminal Justice Administrators to realize that waste will always be present allowing room to improve performance. Administrators must take time to understand what creates a defect and what creates an opportunity. It is the responsibility of the Administrator to provide opportunities and incentives for employees. This will cause employees to become energized about hearing the voice of the customers. The presence of quality provides an opportunity for all employees to become knowledgeable and involved in meeting the needs of

Congress has steadily expanded the size and scope of the federal criminal code since the 1980’s. During this time, the federal prison population has explored and caused serious strains on federal finances and resources. Since the 1980’s, the federal government added approximately 2,000 new crimes to the criminal code. The federal imprisonment rate has grown by 500 percent and annual spending on the federal prison system increased almost 600 percent. During the 1980’s, the federal prison system cost around $970 million to operate, but today costs billions of dollars. Similarly, most states recorded drastic imprisonment and associated cost increases over the past 30 years. However, most states have reduced their prison rates through

Agencies must critically analyze the investment and long-term payoff. There can be a vast difference in the technologies available in different areas because of varied funding across the nation (Saint Joseph University). The lessons of the New Criminal Justice are to keep a sharp focus on the problem at hand, be strategic in planning interventions, use date to

The United States federal government has a specific process it follows to allocate the monies it receives from different sources. Much of the money is funneled to resources that directly assist the public and for the department of defense, so the other agencies must fight for the funding that they receive. Since the cost of conducting business increases each year, the agencies always ask for more money than they were budgeted the previous year, but in the past two years many agencies have been asked to absorb cuts to their yearly budget. The federal justice system, which is made up of the judiciary, corrections systems and various law enforcement agencies is one of the groups that have been forced to trim their budgetary expectations as other departments need more to survive. A description, analysis and evaluation of this process is the focus of

We have read in the news recently that there are plenty of public defenders who are facing budget cuts and are in a financial crisis. This can be seen by a chief public defender in New Orleans who has had to resort to turning clients away. The public defender’s office in New Orleans is understaffed, currently employing 42 overworked lawyers, in relation to the 72 attorneys and 20 investigators it employed in 2008. These go against the standard set by the ABA Standards for Criminal Justice and the ABA Guidelines for the Appointment and Performance of Counsel in Death Penalty Cases. The National Standards point to the caseload maximus prescribed by the National Advisory Commission (NAC) on Criminal Justice Standards and Goals, a 1973 U.S. Department

The life blood of every correctional system is its budget. In order to plan for future budget needs, the Commissioner must be able to project future priorities for the correctional systems over the next decade.

Criminal Justice is a wide and varied field, with jobs ranging from police officer to analyst to court reporter. Each occupation helps the community in some way, whether that be helping protect citizen from criminals, or analyzing the evidence that will help catch criminals. Despite the vast differences between jobs in the Criminal Justice field, each has one thing in common: Criminal Justice workers cannot do their jobs correctly without the necessary funding. The issue of funding affects some careers, like police officers, more than others, but lack of funding still poses a large threat to the entire field. This paper will examine five sources that discuss the lack of funding in the Criminal Justice field, as well as how various people and organizations are affected by the budget cuts and the limitations of these sources.

California has the largest prison population in the United States and some countries around the world. For over 40 years, the incarceration levels have risen. The prison rates have risen 700 percent since 1970, today it is estimated that one in 100 adults are incarcerated. Who pays the bill for this large increase, tax payers have and will continue until the Department of Justice and government have a solid plan to reduce the overwhelming criminal justice deficient. The taxpayers are not only paying to house the prisoners but to feed them and all their medical needs. One plan that was

Write a 1,400- to 1750-word paper in which you evaluate past, present, and future trends of the criminal justice component you select. Discuss the budgetary and managerial impact that future trends will likely have not only on the component you select, but also

There is a definite need for budget increases when it comes to criminal justice. Currently, state and local government burden the majority of spending on the system with little assistance from the federal government (Bohm &Haley, 2011). In my opinion, there is a direct correlation between the crime rates and the current budget preventing law enforcement proactivity.

“The United States is spending approximately $215 billion a year for the criminal justice system, of which almost $70 billion is spent on corrections” (Austin, 2010). The process in which corrections receives their budget is as follows. First, the administrative division gathers information on the corrections “operations and desired programs and growth” to accurately depict a budget (Peak, 2016, p. 230). Next, the governor will approve or deny the budget. If the governor accepts the budget, the committee will then promote the budget to the legislative committee (Peak, 2016). This legislative committee goes over the information before it is sent to the full legislature (Peak, 2016). Once the budget is approved, the administrative division

Most would agree that departments need more funding. However, there are discrepancies regarding where to place these funds. "Police

Over the last several years, most police departments have been facing numerous financial challenges. The main reason is law enforcement agencies are expected to do more with less and the stagnant economy. The combination of these factors has been placing pressure on many departments to begin imposing budget cuts. Evidence of this can be seen with a survey that was conducted by the University of North Carolina. They found that 67% of police departments made some kind of budget cuts for 2011. The most severe reductions were occurring in large police departments such as Los Angeles, Atlanta and Detroit. (Delfem, 2011, pp. 199 - 205) This is illustrating one of the most pressing issues affecting a wide variety of police departments across the country. To fully understand what is happening requires: examining the situation, how they are able to interact with other agencies (i.e. state / federal) and recommending the way this relationship can be improved. Together, these elements will offer specific insights about how police departments can effectively address this problem.

Fighting Chance created the Budgeting and Protection of Assets Policy to reflect our agency commitment to to its mission and local, state and federal laws. Fighting Chance’s aims at all times to prevent disrepair, excessive risk, untraceable transactions, or conflicts of interest in the management of the organization’s resources. It is the responsibility of the Executive Director to research and develop Fighting Chance's overall annual operating budget. The annual budget should be soundly prepared reflecting a mix of ongoing operational and capital requirements and Fighting Chance’s]'s critical strategic issues as identified in the strategic plan. The budget should reflect both expenditure and revenue projections. The purpose of this policy

The objective of this study was to develop a strategic contingency planning model to be used to fully incorporate emergency management and business continuity into organization structures. (For the purpose of this study, Emergency Management and Business Continuity were collectively referred to as “contingency planning.”) Presently, contingency planning is mainly done on an operational or tactical level. Current thinking suggests that contingency planning should be an active part of organizations’ overall strategic planning processes as well. Organizations will ultimately be better prepared for future disasters and crises.