Sheriff’s Budgets in FloridaA sheriff must submit his proposed bud.docx

Sheriff’s Budgets in Florida
A sheriff must submit his proposed budget to the Board of
County Commissioners (BCC) itemized into six areas of
expenditures FSS 30.49(2)(a) 1-6:
1. Salary of the sheriff
2. Salaries of deputies and assistants
3. Expenses, other than salaries
4. Equipment
5. Investigations
6. Reserve for contingencies
These six areas of itemized expenditures must then be divided
into three categories FSS 30.49 (2)(b) 1-2 that include:
1. The county jail
2. Bailiffs and personnel for the courts
3. Law Enforcement and Civil Process Duties
County Jail
The county jail category usually has a portion of four areas of
itemized expenditures assigned to it that were submitted in the
sheriff’s proposed budget:
1. Salaries of deputies and assistants (i.e. correctional officers
and assistants)
3. Equipment
Bailiffs and personnel for the courts
The Bailiffs and personnel for the courts category has a portion
of three areas of itemized expenditures assigned to it that were
submitted in the sheriff’s proposed budget:

1. Salaries of deputies and assistants (i.e. bailiffs and court
personnel)
3. Equipment
Law Enforcement and Civil Process Duties
The Law Enforcement and Civil Process Duties category has a
portion of all six itemized expenditures assigned to it that were
4. Equipment
5. Investigations
After the Sheriff prepares his/her budget, it must be submitted
to the Board of County Commissioners (BCC) by June 1st and
in some counties, May 1st. During the summer months the
Commission generally holds workshops on the budget.
However, it is only at the public hearings held in September
(not the workshops) held pursuant to law, that the BCC may
take action on the sheriff’s proposed budget. The action they
may take is to approve as submitted, amend, modify, increase,
or reduce any or all items of expenditure. FSS 30.49 (4).
However, there are two exceptions found to this rule in specific
law. First is the itemized expenditure of the salary of the
sheriff. That is set by specific law in FSS 145.071. Thus, the
BCC cannot amend, modify, increase, or reduce this particular
item of expenditure even though the general law of FSS 30.49
(4) says the BCC may amend, modify, increase, or reduce any or
all items of expenditure. Second is the itemized expenditure
listed under the category of the county jail for salaries of
deputies and assistants (i.e. correctional officers and

assistants). In short, once the BCC agrees that the sheriff of a
county becomes the chief correctional officer, then the BCC is
obligated to fund the amount of personnel the sheriff says he
needs to run the jail under specific law FSS 951.061 (1). Thus,
the BCC cannot amend, modify, increase, or reduce this
particular item of expenditure even though the general law of
FSS 30.49 (4) says the BCC may amend, modify, increase, or
reduce any or all items of expenditure.
It is an issue of debate as to how the BCC must change the
sheriff’s proposed budget. One argument is the BCC can only
change broad items of expenditure, i.e. salaries of deputies and
assistants, thus leaving it to the sheriff to decide how to
appropriate the monies approved. Another argument is that the
BCC can make specific changes within the items of expenditure,
i.e. salaries of deputies and assistants, thus compelling the
sheriff to appropriate the monies accordingly. In the first
scenario the BCC could authorize funds for the hiring of
additional deputies, but the sheriff would spend the money on
salary raises for current personnel. In the second scenario, the
BCC could authorize funds for the hiring of additional deputies
and the sheriff would be obligated to hire these additional
deputies.
There are pluses and minuses under each scenario. In the first
scenario the BCC can place all the responsibility of the sheriff
budget appropriations on the sheriff. Thus, if any problem
arises during the fiscal year the BCC can pass on the downside
to the sheriff. On the other hand, the BCC loses most of its
control in its decision making and over site process to the
sheriff’s budget and its lack of accountability to the citizens as
the taxing authority. In the second scenario the BCC would
have greater accountability to the citizens as the taxing
authority, but take on great responsibility if a problem arose
during the fiscal year for which the sheriff lacked adequate
funding because the BCC cut such funding for a specific

purpose at the budgets public hearings. However, if a problem
arose during the fiscal year the law makes a provision for the
sheriff to request and the BCC to approve emergency
appropriations to the sheriff’s budget in order to overcome such
problem. FSS 30.49 (10).
Regardless of the arguments, the Division of Administration,
requires both the sheriff and BCC to answer its questions on a
sheriff’s budget appeal in the manner of the second scenario.
Thus, history has dictated that the BCC is on stronger footing to
at least examine the sheriff’s proposed budget using the second
scenario and form its basis for reasoning on the same. Further,
FSS 30.49 (3) allows the BCC to ask specific questions
regarding expenditures over previous years and the proposed
expenditures, with the exemption of confidential information in
the itemized expenditure of investigations. Thus, the law
indicates (along with the Division of Administration) that the
BCC go further into the examination of a sheriff’s proposed
budget than just the broad itemized expenditures.
Some Florida Sheriffs have argued on the other hand in support
of scenario one from FSS 30.53 regarding their independence
for purchasing, selection of personnel, the hiring, firing, and
setting of salaries of such personnel. However, there seems to
be no conflict with this argument and the second scenario,
provided that the sheriff tells the BCC what will be done with
the proposed budget expenditures through the independence of
the Office and then the sheriff appropriates the approved budget
accordingly. In other words, the BCC can still require specific
details and make decisions of expenditure approval based on the
information provided by the sheriff, it cannot however, force
the sheriff to use a unified county purchasing system, personnel
system, or tell the sheriff who to hire or fire and what the
sheriff will pay specific individuals.
Regardless of the above arguments, the Sheriff should present

and justify the proposed budget in four levels of need. The
Florida Sheriff’s Association suggest these four levels be listed
as follows:
First -The amount necessary to maintain the same level of
service – This does not mean that the sheriff’s proposed budget
automatically begins with the same dollar amount in the current
fiscal year’s budget. Rather, it requires a reexamination each
year of the essential services presently being performed first.
Here the BCC could require the sheriff to provide and defend a
comprehensive work load analysis of the agency. The work
load analysis tells how much work actually exists within each
function, which in turn tells how many personnel are needed.
There are industry standards in the field of criminal justice that
tell how much work an individual is expected to be able to
perform satisfactorily based on the job assignment. Once the
amount of total work is known through the workload analysis
and the amount of work an individual is expected to perform
appropriately, the BCC can require the sheriff to reduce the
current amount of personnel in the agency, keep the amount the
same, or increase the number of personnel.
It is also at this level the proposed budget should include cost
of living adjustments for current personnel, any price increases
in the costs of operating expenses, and the replacement of
capital outlay items. (The definition of a capital outlay item is
any single item costing $1,000 or more and having a life
expectancy of one year or more.)
As an example, under cost of living adjustments the BCC has
offered the sheriff the same 2 ½% it provides for county
employees effective October 1st of each fiscal year. Cost of
living adjustments are based on the rate of inflation and the
buying power of the national breadbasket. Over the past several
years the rate of inflation has been less than 2 ½% annually.
Any cost of living adjustment over the rate of inflation is a

windfall while any cost of living adjustment below the rate of
inflation is a deficit. Although appropriated yearly,
traditionally governments calculate cost of living adjustments
on a five to seven-year trend. Thus, over the last five years cost
of living adjustments have totaled 12 ½% while inflation has
averaged less than 6% for the same time period. On the other
hand, there have been historical time frames when the cost of
living totaled 12 ½% and inflation topped 15%.
When determining any price increases necessary the BCC and
Sheriff must again rely on the current year’s inflationary
factor. For routine items, such as food for inmates, tires for
patrol cars, stationary for civil process, etc. this rule holds true.
Exceptions to this rule can be substantial increase in automobile
insurance, inmate medical expenses, gasoline prices, etc., that
rise much quicker than the rate of inflation. On the other hand,
there are goods and services that have actually been reduced in
costs due to deflation that should also be reflected in the
proposed budget.
Finally, there is the replacement of equipment (capital outlay).
Here is where new replacement vehicles, replacement
computers, kitchen equipment in the jail, etc. are budgeted.
Here the inflationary factor is not used, only the actual known
replacement cost of the particular piece of equipment.
Second - The amount necessary to meet increased workloads - It
could be that the workload analysis done to determine the
appropriate level of service (above) indicated more personnel
are needed. Prior to this being granted by the BCC a workload
allocation a span of control summary is generally requested of
the sheriff. The work load allocation (staffing table) will tell if
the sheriff has moved all personnel within the agency to the
maximum benefit for the agency before requesting additional
personnel, i.e. using all sworn personnel in sworn positions
before requesting additional sworn personnel. The span of

control tells how many supervisors, managers, directors, and
administrators are acting in a supervisory capacity. This will
readily identify if there are the appropriate number of
supervisory and management staff in the Office. Although a
sheriff may argue a certain number of various personnel are
needed and the BCC another, there are industry standards in the
field of criminal justice that tell the appropriate amount to
which each can refer. Both the sheriff and BCC are on sound
ground when the industry standards are used.
Should it be determined that additional personnel are needed,
then the equipping of such personnel for any single item under
$1,000 with the life expectancy of a year or more would be
added to the operating expense item of expenditure.
The dollar amount needed for equipment for additional
personnel, i.e. a new radio and vehicle for an additional patrol
deputy, would be placed in the capital outlay itemized
expenditure of the proposed budget.
Third - The amount necessary to improve current services - This
level of additional services is used for substantive changes to
existing services. Examples of this are pay raises, longevity
adjustments, using technology to replace a manual system, etc.
Generally, governments adjust pay scales every five years by
doing comparative studies of the job market. Thus, by the true
definition of pay raise, one would expect every time a new job
market comparison is completed and then funded. On those
years, the sheriff’s proposed budget would include salary raises
by position classification based on the new study.
Longevity pay is the pay adjustment received upon completion
of a full year within a step and grade of the currently approved
pay scale. This is generally 2 ½%. Unlike the cost of living
adjustment of 2 ½% given on October 1st of each fiscal year,

longevity pay is exactly what it is entitled, pay for longevity –
longevity being defined as each full year of service.
The purpose of technology is to reduce manual labor. In theory,
technology replaces labor time, thus making less personnel time
(man hours) necessary to do the same work function. Whenever
technological improvements are requested, the corresponding
results in manpower, workload, and work allocation must also
be prepared for discussion.
Fourth – The amount necessary to add new services – This
level is used when requesting funding for added services, not
previously provided, such as a new unit or program. Examples
of this could include K-9 units, white collar crime units,
community policy programs, etc. when such are not already
being provided by the Office in the current budget.
The entire proposed budget is submitted to the BCC by June
1st of each year. After June 1st, the sheriff cannot make
modifications to the proposed budget. Prior to that, the
proposed budget must be compiled and refined. Internally,
suggestions and requests for future budget approvals must be
forwarded to the CFO by March 1st, allowing for 90 days to
prepare the proposed budget taking into account of the above
required information. Thus, budget request for the fiscal year
beginning October 1st, must have been submitted 7 months
earlier. Any requests submitted after March 1st would not be
considered until the following year’s submission. For example,
an individual having a new or additional budget request in
August would not be considered until March of the following
year. The reasoning for this is pure statutory.
The BCC takes the following steps in approving the proposed
budget:
· First – The law requires the sheriff to submit his proposed

budget by June 1st FSS 30.49 (9)
· Second – After June 1st the BCC receives the property
appraiser’s certification of taxable property value in the county.
FSS 129.03
· Third – The BCC receives and prepares tentative budgets
including the sheriff’s proposed budget, on or before July 15th.
FSS 129.03 (3)(a)
· Fourth – The BCC must hold a public hearing to adopt the
tentative budget, August 29 to September 13th. FSS 200.065
(2)(c)
· Fifth – The BCC must hold a separate public hearing to adopt
the final budget, August 30 to September 28. FSS 200.065
(2)(d)
At these public hearings the BCC may take the action indicated
earlier on the sheriff’s proposed budget.
After the BCC has finally approved the six items of expenditure
of the sheriff’s proposed budget, this becomes the legal
document upon which the sheriff must operate for the ensuing
fiscal year. There are certain areas in the sheriff’s discretion
and certain areas out of the sheriff’s discretion in the allocation
and spending of the budget. First the cannots.
The sheriff cannot spend monies from one item of expenditure
to another (i.e. operating expenses to salaries). Thus, if the
budget has extra monies in the item of operating expenses at the
end of the fiscal year, the sheriff cannot allow this to be spent
on overtime, which is contained in the salaries for deputies and
assistants item of expenditure. On the other hand, if the budget
has extra salary money at the end of the fiscal year, these
monies can be used to pay for over runs in agency member
medical bills, as was the case last year with the self-insurance
program. The reason this is permitted is that salaries and
medical insurance expenses are both contained with the same
item of expenditure (i.e. salaries of deputies and assistants). In

short, monies can be spent within each item of expenditure
between line items, but cannot cross items of expenditure. Even
though expenditures can take place between line items within a
single item of expenditure, the BCC is still entitled to examine
such expenditures at next year’s budget workshop on that
proposed budget.
County Commissioners
(BCC)
itemized into six areas
of expenditures FSS 30.49(2)(a) 1
-
6:
1.
Salary of the sheriff
2.
Salaries of deputies and assistants
3.
Expenses,
other than salaries
4.
Equipment
5.

Investigations
6.
Reserve for contingencies
into three
categories FSS 30.49 (2)(b) 1
-
2 that
include:
1.
T
he county jail
2.
Bailiffs and personnel for the
courts
3.
County Jail
itemized expenditures assigned to it that were

1.
Salaries of deputies and assis
tants (i.e. correctional officers and assistants)
2.
Expenses, other than salaries
3.
Equipment
4.
of three areas of
itemized expenditures
assigned to it that were submitted in the sheriff’s proposed
budget:
1.
Salaries of deputies and assistants (i.e. bailiffs and court
personnel)

2.
Expenses, other than salaries
3.
Equipment
Th
e Law Enforcement and Civil Process Duties category has a
portion of all six itemized expenditures assigned
to it that were submitted in the sheriff’s proposed budget
:
1.
Salary of the sheriff
2.
Salaries of deputies and assistants
3.
Expenses, other than
salaries
4.
Equipment

5.
Investigations
6.
After the Sheriff prepares his/her budget
,
it must be submitted to the Board of County Commissioners
(BCC)
by June 1
st
and in some counties, May 1
st
.
During the summer months the Commi
ssion generally holds
County Commissioners (BCC) itemized into six areas
of expenditures FSS 30.49(2)(a) 1-6:
4. Equipment
5. Investigations

into three categories FSS 30.49 (2)(b) 1-2 that
include:
1. The county jail
2. Bailiffs and personnel for the courts
3. Law Enforcement and Civil Process Duties
County Jail
itemized expenditures assigned to it that were
1. Salaries of deputies and assistants (i.e. correctional officers
and assistants)
3. Equipment
of three areas of itemized expenditures
assigned to it that were submitted in the sheriff’s proposed
budget:
1. Salaries of deputies and assistants (i.e. bailiffs and court
personnel)
3. Equipment
The Law Enforcement and Civil Process Duties category has a
portion of all six itemized expenditures assigned
to it that were submitted in the sheriff’s proposed budget:

4. Equipment
5. Investigations
After the Sheriff prepares his/her budget, it must be submitted
to the Board of County Commissioners (BCC)
by June 1
st
and in some counties, May 1
st
. During the summer months the Commission generally holds
Running head: “THE THINGS THEY CARRIED” 1
Fiction Analysis of “The Things They Carried” by Tim O’Brien
ENG1300
Project 4/Rough Draft
05/24/2020
“THE THINGS THEY CARRIED” 2
Fiction Analysis of “The Things They Carried” by Tim O’Brien
There is an enthralling fictional short story that sheds light on
the feelings and hardships
of the Vietnam soldier. “The Things They Carried” by Tim
O’Brien (1986), is a partly fictional

short story about Vietnam soldiers and explains the relationship
of each item that was carried
throughout the war. Each character’s personality and personal
struggle in the story comes to life,
through uncertainty and hardship of war, by the things the
soldiers carried.
Some of the items that each soldier carried would be constant
and comforting in the story.
There is the sense of comfort within the paragraph that states,
“To carry something was to
“hump” it, as when Lieutenant Jimmy Cross humped his love
for Martha up the hills and through
the swamps” (O’Brien, 1986, p. 394). Lieutenant Jimmy Cross
carried letters from a girl named
Martha that he pretended to be love letters, and a good luck
pebble that she sent in a letter. The
story describes visions of Martha and her letters that Lieutenant
Jimmy Cross would have during
stressful situations as a soldier. The resupply choppers would
drop new supplies that would have
sparklers for July fourth and Easter eggs. Most all the
characters carried photographs; however,
the story gives detail into the comfort that Lieutenant Jimmy
Cross had with the two photographs

of Martha. Dave Jensen was superstitious and found comfort in
carrying a lucky rabbit’s foot.
Kiowa carried moccasins and a new testament bible that he
loved the smell of. He would put it
under his pillow. The story describes the comforting items that
each soldier carried on night mis-
sions as “ghosts”.
Some items become an example of the many challenges and
hardships that soldiers en-
dured. The story states that the soldiers carried each other when
they were wounded. The soldiers
carried the land of Vietnam on themselves on their fatiques and
boots. There is a sense of uncer-
tainty in the explanation of the undirected marching of the
soldiers. The soldiers were in a con-
stant state of survival mode without a plan of action. A
powerful message within the short story
states, “The whole atmosphere, they carried it, the humidity, the
monsoons, the stink of fungus
and decay, all of it, they carried gravity” (O’Brien, 1986, p.
399). There is meaningful display of

hardship and loss towards Ted Lavender’s character by always
mentioning the fact that he was
shot when referring to the items that he carried. This is
powerfully noticeable in the paragraph
that states, “when Ted Lavender was shot, they used his poncho
to wrap him up, then to carry
him across the paddy, then to lift him into the chopper that took
him away” (O’Brien, 1986, p.
394).
The story is very descriptive about all the things that each
soldier carried as necessity.
Ted Lavender is a character that was a scared person in the
story. Therefore, Ted carried tranquil-
izers and “premium dope”. Dave Jensen is a character in the
story that had to carry extra socks
and foot powder to keep from getting athletes foot. Depending
on the size of the soldier, habits,
and metabolic rate, the characters carried more weight of items
or more food. Henry Dobbin’s
character is a larger man that carried extra rations. The
characters in the story carried certain
items based on their rank and field specialty. Lieutenant Jimmy
cross was a platoon leader. He
carried things such as binoculars, compass, and a pistol. The

reader can sense that lieutenant
Jimmy cross carries a heavy burden with his rank in the
statement, "He carried a strobe light and
the responsibility for the lives of his men" (O'Brien, 1986, p.
394). The character, Mitchell
Sanders, is an RTO and carried the PRC-25 radio that weighed
twenty-six pounds. The character,
Rat Kiley, is a medic and carried a satchel filled with things
such as morphine, malaria tablets,
surgical tape. The story mentions that he carried comic books
and M&Ms, which gives the feel-
ing that Rat Kiley knew how to cheer soldiers up during a
difficult time of being wounded.
An emotional part of the story is in the paragraph that explains
the “emotional baggage”
that the characters carried. Strong words of the paragraph state,
“Grief, terror, love, longing—
these were intangibles, but the intangibles had their own mass
and specific gravity, they had tan-
gible weight” (O’Brien, 1986, p. 402). The soldiers kept a
strong composure despite inner emo-

tional turmoil because they did not want to be looked down
upon. The story uses the term
“blushing of dishonor” that the men did not want to be known
for. Therefore, the soldiers would
keep up a front and make fun of those men that would coward
themselves. Lieutenant Jimmy
Cross carried the burden inside of him that Ted Lavender died
because of his pretend love for
Martha. He makes a strong gesture in burning her photographs
to avoid negligence of his men.
Tim O’Brien individualizes each character in “The Things They
Carried” by focusing on
each type of item they carry through the war and describing the
personal and difficult attachment
in extraordinary detail. Lieutenant Jimmy Cross is a constant
character that is focused on in most
of the story because of the burden of blame and grief that he
carries for any loss of his platoon.
The story brings to life the part of Vietnam that a reader cannot
imagine or is oblivious to. This
story gives an appreciation to the Vietnam soldier for enduring
through a life of uncertainty and
loss. As the story states, “and for all the ambiguities of
Vietnam, all the mysteries and unknowns,

there was at least the single abiding certainty that they would
never be at a loss for things to car-
ry” (O’Brien, 1986, p. 400). This story gives tribute to the real
Vietnam soldier by placing the
reader inside the mind and heart of the character through the
items that were carried on their
journey in war.
References
O’Brien, T. (1986). The Things They Carried. In L.G. Kirszner
& S.R. Mandell (Eds.), Compact
Literature: Reading, Reacting, Writing [VitalSource digital
version] (pp. 393-405). Boston: Cen-
gage.
The Things They Carried 1
Literary Analysis of “The Things They Carried”
ENG1300 Composition III/Literature
Short Story Analysis

Thursday 7 May 2020
The main theme in “The Things They Carried,” written in 1986
by Tim O’Brien, is ne-
cessity. The objects tell us about the person who carried them
on their person during the Vietnam
War, and the things that they believed were necessary for their
personal wellbeing and the mis-
sion they were on in a hostile conflict. Each soldier carried the
same basic equipment, but the
specialists and leaders had to carry different items to help them
complete their jobs, as well as
anything they believed to be of great sentimental value and
worthy of adding a few extra ounces
or pounds to their already heavy load. The things they carried
were necessary, sentimental, or
mentally tied to their experiences during the war.
“Among the necessities ... were P-38 can openers … and two or
three canteens of
water,” (O’Brien, 1986, p. 393), tells you the basic items that
each soldier carried because they

were deemed necessary. “As a lieutenant … Jimmy Cross
carried a compass, maps, code books,
… and a .45-caliber pistol…” (O’Brien, 1986, p. 394), tells you
Mr. Cross’ rank, as well as the
items important to his job. “Henry Dobbins, who was a big man,
carried extra rations… Dave
Jensen, who practiced field hygiene, carried a toothbrush, dental
floss, … bars of soap… Ted
Lavender, who was scared, carried tranquilizers… Jensen
carried three pairs of socks and a can
of … foot powder,” (O’Brien, 1986, p. 393). Mr. Dobbins
carried extra food because he had a
bigger appetite than his fellow soldiers and wanted to make sure
he did not miss any of the nutri-
tion that he needed to keep going. Mr. Jensen wanted to
maintain his hygiene and health, so he
carried basic toiletries, as well as extra socks and powder to
help prevent infection in his feet
from walking through mud and water, and then continuing to
march in wet socks. Mr. Lavender
carried something to help him sleep at night when he was not
supposed to be keeping an eye out

for danger while his companions slept.
“The things they carried were determined by some extent by
superstition… Dave Jensen
carried a rabbit’s foot,” (O’Brien, 1986, p. 398), highlights the
items they feel were necessities
due to their beliefs. “Norman Bowker carried a diary. Rat Kiley
carried comic books. Kiowa, a
devout Baptist, carried an illustrated New Testament… his
grandmother’s distrust of the white
man, his grandfather’s old hunting hatchet…,” (O’Brien, 1986,
p. 393-394). Mr. Jensen keeps a
rabbit’s foot as a good luck charm to help keep him safe
through the war, this small item gives
him a little bit of hope and peace of mind that he will be able to
go home to his family when the
war is finished. Mr. Bowker keeps a diary so that he can write
down his thoughts and important
details that he wants to remember when the war is over. Mr.
Kiley has comic books for distrac-
tion when they are resting and not marching or fighting. Kiowa
keeps a bible that was given to

him by his father, as well as the beliefs of his grandmother, and
a hatchet given to him by his
grandfather. Kiowa’s faith helps him keep his head up through
the trials and tribulations of war,
and the distrust from his grandmother helps him keep his wits
about him and an eye out for
threats to his life.
“First Lieutenant Jimmy Cross carried letters from a girl named
Martha… he kept them
folded in plastic at the bottom of his rucksack,” (O’Brien, 1986,
p. 393), tells us that these letters
held deep sentimental value to Mr. Cross. He carries them with
him every day and keeps them in
plastic, so they do not get wet and ruined. He also keeps them at
the bottom of his rucksack so
that they are less likely to get folded and torn while he is
marching. “Almost everyone humped
photographs…,” (O’Brien, 1986, p. 394). Photographs are a
wonderful way to keep the faces of
your loved ones back home in your mind and gives the soldiers

some sort of connection with the
life they left behind when they were sent to war. It helps remind
them of what they are fighting
for and who is waiting for them back at home.
“They carried all they could bear, and then some, including a
silent awe for the terrible
power of the things they carried,” (O’Brien, 1986, p. 396). The
soldiers are fully aware of the
powerful weapons they are carrying with them every day while
they march through the country-
side of Vietnam. They know that they are capable of taking the
lives of enemy soldiers, and that
the enemy soldiers carry weapons just as dangerous as their
own. “...Cross found himself trem-
bling… He had loved Martha more than his men, and …
Lavender was now dead… he would
have to carry like a stone in his stomach…,” (O’Brien, 1986, p.
400). Mr. Cross blames himself
for Mr. Lavender being shot and killed by enemy soldiers one
night. Since he is the one in charge
of their platoon, he feels that he is responsible for keeping his
men alive, and he had been busy
fantasizing about Martha when Mr. Lavender was shot. “Some
carried themselves with a sort of

… resignation, others with pride or stiff soldierly discipline or
good humor or macho zeal… all
afraid of dying… even more afraid to show it,” (O’Brien, 1986,
p. 402). The soldiers all had their
own responses to the traumas of war, and they all showed their
feelings about it differently, but
none of them wanted to be seen as cowardly or weak by
admitting that they were afraid to die.
“What they carried varied by mission… mountains, they carried
mosquito netting, ma-
chetes, canvas tarps, and extra bug juice… heavily mined [areas
of operation], where the land
was dense with Toe Poppers and Bouncing Betties… twenty-
eight pound mine detector… partly
for safety, partly for the illusion of safety…” (O’Brien, 1986, p.
396-397). This gives you an idea
of what equipment they had for each mission they were sent on.
The necessities change based on
the circumstances that the soldiers find themselves in each day.
“... night missions… Kiowa al-

ways took along his New Testament and a pair of moccasins for
silence… Jensen carried night-
sight vitamins… Strunk carried his sling-slot… Kiley carried
brandy and M&M’s… Lavender
carried the starlight scope… Dobbins carried his girlfriend’s
panty-hose… They call carried
ghosts,” (O’Brien, 1986, p. 397). The items considered
necessary for stealth missions varied
greatly between the soldiers, some of them carried things that
were practical, while others carried
things that would keep them occupied while they were waiting
in the dark for a chance to strike.
The things they carried were decided by necessity, personal
sentiments, and responses to
the situations they found themselves in. Every soldier started
off with the same basic equipment,
and their burden was then added onto based on their rank and
specialty in the field. The lowest
ranking members of the platoon had the least amount to carry,
both physically and mentally. The
lieutenant of the platoon had to carry the heaviest emotional
burden because he was responsible
for maintaining the safety of his soldiers while they were
carrying out their missions. The sol-

diers with specialized ranks, such as medic, machine gunner, or
communications, had to carry
the largest physical loads, which would often be split amongst
several soldiers taking turns to
carry the heaviest items and help lessen the burden on one
soldier alone. They all carried the
emotional burdens brought on by the trauma of war, and they
helped to carry each other through
the war.
References
O'Brien, T. (1986). The things they carried. In L.G. Kirszner &
S.R. Mandell (Eds.), Compact
Literature: Reading, Reacting, Writing [VitalSource digital
version] (pp. 393-405). Bos-

ton: Cengage.
IMG_4982.pdf (p.1)IMG_4981.pdf (p.2)IMG_4980.pdf
(p.3)IMG_4979.pdf (p.4)IMG_4983.pdf (p.5)
Agency Budget Request Form (original)
Agency:
Agency Director:
Date:
_____________________________________________________
_________________________________
Requested Item/Title of Program:
_____________________________________________________
_________________________________

Description and Rationale for Item/Program:
_____________________________________________________
_________________________________
Objectives Justifying the Need:
First Year Cost and Brief Description:
Cost
Description
A. Personnel:
__________
_____________________________________________________
____
B. Supplies:
__________
_____________________________________________________
___
C. Equipment:
__________
_____________________________________________________
____
D. Capital Outlay: __________
_____________________________________________________
____
Total Cost $

Proposed Future Year Cost:
FY 2
FY 3
FY 4
FY 5
A. Personnel:
___________
__________
__________
__________
B. Supplies:
___________
__________
__________
__________
C. Equipment:
___________
__________
__________
__________
D. Capital Outlay: ___________
__________
__________
__________

Total Cost $
Measure of Success:
Group Members
Approved:
Yes or No
Budget
Director______________________________________________
___
Council
Member______________________________________________
___
Council
Member______________________________________________
___

Pad 3204
Chapter 2
Budget request form & excel module 2
Chapter Two Lecture
The budget cycle begins with the budget’s preparation each
fiscal year. For individual agencies, this begins internally
generally with the budget director, agency leaders, and the chief
executive officer of the agency. For this particular module, one
particular type budget process “The Sheriff’s Budget in the
State of Florida” will be examined. This is going to provide an
idea of the complexities of government budgeting.
Please review the State of Florida’s Budget Process by clicking
on the link located under Lecture Resources. Also, I have
included a more detailed lecture (in written form) of the
Sheriff’s Budget for the State of Florida which is too long to
include in this audio lecture.
https://www.youtube.com/watch?v=kWE3XUFDXk0&feature=y
outu.be
Chapter Two Overview
Now that it is known a budget is needed, how does one as a
good accountable and efficient public safety administrator go
about preparing the agency’s public budget? To begin, one does
not choose a number thinking this would be good amount within
which the agency should operate over the next fiscal year.
Rather there is intense preparation that includes an examination
of what the agency will need to fulfill legal and legislated
responsibilities and what programs, if any, the agency would
like to implement to better serve its citizens. The agency’s
chief executive officer is the one finally responsible for the
budget preparation. It is this individual that must verify the
proposed budget will include the funding necessary to fulfill its
legislated duties and any desired programs for which he/she
may need to answer to the citizenry.

Lecture resource
http://fsba.org/wp-content/uploads/2014/01/Budget-Process.pdf
Assignment -Module Two Budget Request
Instructions:
This assignment has two parts. After completing the assignment,
submit a copy of the first two pages of the agency/department
budget that you obtained from the Internet or a local city as a
PDF document and the original budget request with proposed
changes.
Assignment
1. Obtain a line-item or a program budget for an
agency/department, within a city, using the Internet (see
Appendix 1F and 1G in Chapter 1 - pages 32-36). Or, go to a
local city and request a hard copy of their budget. (this has
been attached)
2. Using the Original Budget Request Form (attached),
determine how you (the Agency Director) can improve that
agency's department by adding a new activity or function. After
you decide whether to add a program or function to the
agency/department, you should type your responses on the
Original Budget Request Form. Remember, your job is to
convince others that you have a good idea. So, sell the idea.
You are limited to a maximum of $400,000.00 in your initial
request. You cannot use outside funding from other sources.
Note: The brief description or rationale of future year cost
should only address substantive increases in your request. It is
assumed that inflation and other factors will drive incremental
changes in your budget. Only address major increases in this
section. Your entire budget proposal should not exceed two
pages.
The example excel file with formula is attached labelled
example of excel formula for module 2 budget request pad3204
Convert excel to word entire assignment is to be turned in word
Appendix 2AExample of excel formula for the budgetCity of
TheodoreFY 2013-2014EstimatedYear to

DateUncollectedUncollectedRevenueActual
RevenueBalancePercentGENERAL FUNDTax Revenue-City
Portion$ 1,780,000.00$ 1,649,781.71$
130,218.297.32%Auto Property
Tax225,000.00161,377.0763,622.9328.28%Prop. Tax Int &
Penalty10,000.0013,171.73<3171.73>-31.72%Prop. Tax Int/
Penalty Prior90,000.007,831.0682,168.9491.30%Auto Tax
(State)- 03,576.97<3576.97>Prop tax Delinq 96 Prior-
036,560.21<36560.21>Prop Tax Delinq 97-
0238,490.52<238490.52>Propery Taxes
(State)35,000.0035,920.50<920.5>-2.63%Payment in Lieu of
Taxes68,000.0028,589.1239,410.8857.96%Bank Deposits
Tax90,000.00100,863.58<10863.58>-12.07%Tobacco Tax-
06.02<6.02>Payroll
Tax6,225,000.004,693,517.871,531,482.1324.60%Payroll Tax
Penalty6,000.0011,631.66<5631.66>-93.86%Business
Licneses600,000.0043,612.99556,387.0192.73%Business Lic.
Pen& Int- 03,711.08<3711.08>INS Premium Licnese
Tax1,575,000.001,186,939.63388,060.3724.64%Liquor and Beer
Licenses19,000.001,693.7517,306.2591.09%Cable TV
Franchise150,000.0095,538.3554,461.6536.31%Franchise
Tax65,000.00103.2464,896.7699.84%Court
Revenue125,000.0093,696.7831,303.2225.04%Severance
Tax25,000.0024,374.24625.762.50%Insurance Payroll DED- 0-
0- 0Investement
Interest325,000.00250,744.9574,255.0522.85%Rent
Income3,000.002,250.00750.0025.00%Misc Inc Used Veh/Equip
Sale15,000.0017,950.66<2950.66>-19.67%Misc-Inc Police CT
Sale- 0- 0- 0Building Permit Fees60,000.0059,960.02-
00.07%FEMA Flood Reimbursement-
012,690.00<12690>Miscellaneous
Income25,000.0020,091.964,908.0419.63%DARE Program
Reimbursement17,000.0021,026.30<4026.30>-23.68%HWY
Safety Prog.
Reimbur.35,000.0014,743.2520,256.7557.88%Building Demo
Reimbursement10,000.00- 010,000.00100.00%Houseing

Authority Grant33,000.0024,099.028,900.9826.97%Staduium
Prop Sale9,000.00- 09,000.00100.00%Circuit Court Clerk
Fees4,000.003,890.00110.002.75%Police
Department8,000.005,679.202,320.8029.01%Animail Control
License Fee20,000.00- 020,000.00100.00%Parking Meters- 0-
0- 0SUBTOTAL General Fund Net$ 11,652,000.00$
8,864,113.44$ 3,110,445.81SUBTOTAL GENERAL Fund
Prior YR$ 820,179.00$ - 0$ 820,179.00TOTAL General
Revenue Fund$ 12,472,179.00$ 8,864,113.44$ 3,930,624.81
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