US Traffic Deaths Spike Even as Pandemic Cuts Miles Traveled

This Nov. 17, 2020, file photo shows where an Oregon man crashed a Tesla while going about 100 mph, destroying the vehicle, a power pole and starting a fire when some of the hundreds of batteries from the vehicle broke windows and landed in residences in Corvallis, Ore. (Corvallis Police Department via AP File)​

Pandemic lockdowns and stay-at-home orders kept many drivers off U.S. roads and highways last year. But those who did venture out found open lanes that only invited reckless driving, leading to a sharp increase in traffic-crash deaths across the country.

The nonprofit National Safety Council estimates in a report issued ​in March​ that 42,060 people died in vehicle crashes in 2020, an 8% increase over 2019 and the first jump in four years.

Plus, the fatality rate per 100 million miles driven spiked 24%, the largest annual percentage increase since the council began collecting data in 1923.

And even though traffic is now getting close to pre-coronavirus levels, the bad behavior on the roads is continuing, authorities say.

“It’s kind of terrifying what were seeing on our roads,” said Michael Hanson, director of the Minnesota Public Safety Department’s Office of Traffic Safety. “We’re seeing a huge increase in the amount of risk-taking behavior.”

Last year’s deaths were the most since 2007 when 43,945 people were killed in vehicle crashes. In addition, the safety council estimates that 4.8 million people were injured in crashes last year.

Federal data shows that Americans drove 13% fewer miles last year, or roughly 2.8 trillion miles, said Ken Kolosh, the safety council’s manager of statistics. Yet the number of deaths rose at an alarming rate, he said.

“The pandemic appears to be taking our eyes off the ball when it comes to traffic safety,” Kolosh said.

Of the reckless behaviors, early data from the National Highway Traffic Safety Administration show speed to be the top factor, Kolosh said. Also, tests of trauma center patients involved in traffic crashes show increased use of alcohol, marijuana and opiods, he said.

In Minnesota, traffic volumes fell 60% when stay-home orders were issued early in the pandemic last spring. Hanson said state officials expected a corresponding drop in crashes and deaths, but while crashes declined, deaths increased.

“Almost immediately the fatality rate started to go up, and go up significantly,” Hanson said, adding that his counterparts in other states saw similar increases. “It created less congestion and a lot more lane space for divers to use, and quite honestly, to abuse out there.”

In late March and early April, the number of speed-related fatalities more than doubled over the same period in 2019 in the state, Hanson said. Last year, Minnesota recorded 395 traffic deaths, up nearly 9% from 364 in 2019.

Drivers also used the empty roads to drive extreme speeds. In 2019, the Minnesota State Patrol’s 600 troopers handed out tickets to just over 500 drivers for going over 100 mph (160 kph). That number rose to 1,068 in 2020, Hanson said.

Traveling over 100 mph makes crashes far more severe, the safety council said.

The high number of speeding drivers is continuing even as traffic is starting to return to pre-pandemic levels, according to Hanson.

The safety council is calling for equitable enforcement of traffic laws, infrastructure improvements, mandatory ignition switch locks for convicted drunken drivers, reducing speed limits to match roadway designs, and laws banning cellphone use while driving, among other recommendations to stem the deaths.

The council collects fatal crash data from states on public and private roads. The numbers released on Thursday are preliminary, but every year are only slightly different from the final numbers, Kolosh said.

By Tom Krisher​ ​Associated Press |​

National Sheriffs’ Association Offering Free PPE to Sheriffs’ Offices

​The National Sheriffs’ Association is offering all sheriff’s offices PPE masks at no cost through a partnership with Ford Motor Company.

Last year, through similar partnerships with the REFORM Alliance, Motorola, SwabTek and Under Armour, the NSA delivered more than 2.5 million masks to 48 states.

Below is a description of the masks. There is no limit to the amount of masks​​ that offices can order.

Mask description:
Inner layer of 30GSM Spunbond polypropylene
Middle Layer 25GSM melt blown polypropylene semi-permeable
Outer layer of 30GSM Spunbond polypropylene
Side Seam 40GSM Spunbond polypropylene
Nose Piece, Plastic with steel insert
Ear loops are an Elastic Fabric (No Latex)

Please go to order.

If you have, any questions please contact Pat Royal at

Former Miller County Sheriff Dies of COVID-19

Former Miller County Sheriff Bill Abbott has died following a battle with COVID 19. According to a member of the family, the former Sheriff was placed on a ventilator on December 17th.

Though he made progress, he developed a second infection on the 28th. He passed away on Monday, January 4.

Sheriff Abbott spent more than 16 serving the residents of Miller County. He was first appointed to the office in April 1999 and retired in December 2016.

During his time as sheriff, he was instrumental in forming the Mid-Missouri Drug Task Force and establishing policies and procedures for deputy conduct.

Before his election as sheriff, he served in the Missouri National Guard for 22 years. There he held a variety of positions, including a motor vehicle operator, materials handler, and armory sergeant for the 135th Maintenance Unit.

In 2019, Governor Mike Parson appointed Sheriff Abbott to to the Petroleum Storage Tank Insurance Fund Board of Trustees.

This is what current Sheriff Louie Gregoire had to say about the former Sheriff Abbott:

“It is with a heavy heart, that we regret to inform everyone of the passing of retired Miller County Sheriff Bill Abbott. Bill was a wonderful man who loved his community and family. My staff and I will miss him, and our prayers are with his family.”

Photo provided by the Abbott family

The Many Challenges for Law Enforcement in 2020

This has been a tough year for law enforcement. The actions of a small handful of officers in some unfortunate and disheartening incidents received nationwide media attention that quickly led to mass protests and demonstrations against law enforcement. This civil unrest and the inaccurate narrative that paints all officers as bad has had an adverse impact on the hundreds of thousands of officers who do their job honorably and with integrity each day.

The Major Cities Chiefs Association, which is comprised of law enforcement leaders from 69 of the largest police agencies in the United States, detailed the impact of the unrest that followed the police killing of George Floyd in Minneapolis on May 25. The association found that more 2,000 law enforcement officers were injured within the first weeks of the protests and unrest. Between May 25 and July 31 there were 8,700 protests nationwide with 574 declared as riots with violence and various criminal acts.

Just as it is unwarranted to label all protesters as engaging in criminal activity, it is equally unwarranted to label all police officers as responsible for the injustices that we have all witnessed by a few police officers.

Now that the riots have subsided, the movement to defund police departments continues to have a demoralizing impact on the hundreds of thousands of officers who daily put their life on the line for the citizens that they serve. In addition, the Defund the Police movement undermines the opportunity to engage in real police reform to prevent rare occurrences of police misconduct. Reform can be accomplished through increased training, accountability standards, and field supervisory reforms. The Defund the Police movement, on the other hand, would only diminish law enforcement’s capability to address crime in the community and would likely make communities more unsafe.

Another nightmare for law enforcement this year has been the coronavirus pandemic. Unlike many professions, telecommuting is not possible in law enforcement. According to the Council on Criminal Justice, homicides in 20 major cities in the United States increased by 37% from May to June, led by Chicago, Philadelphia, and Milwaukee. Aggravated assaults increased by 35% during the same time. This, coupled with the riots and protests this summer, has led to lots of interactions between the police and the communities they serve.

This may explain why “more police officers have died from COVID-19 this year than have been killed on patrol,” according to the Officer Down Memorial Page (ODMP), a nonprofit organization that tracks law enforcement fatalities in the line of duty.

At least 101 officers have died from COVId-19, while at least 82 have died by other means, as of September, according to ODMP.

This year has no doubt had an impact on police morale. A study involving anonymous surveys provided to one agency in the Midwest found that around 80% of officers have considered leaving their police agency this year and 40% felt that morale was as low as it has ever been.

Most Americans never have any significant interaction with law enforcement. Therefore, it is especially important now that law enforcement officers throughout the United States be true representatives of the dedication and professionalism that is displayed day in and day out. Such displays will overshadow the false media narrative and the negative, unfounded impressions of law enforcement expressed by the misguided Defund the Police movement.

​By ​Dr. Jarrod Sadulski ​| American Military University Edge

About the Author
Dr. Jarrod Sadulski ​is an associate professor in the School of Security and Global Studies at APU. Jarrod was selected as the Coast Guard’s Reserve McShan Inspirational Leadership Award recipient for 2019. His expertise includes infrastructure security, maritime security, homeland security contraband interdiction and intelligence gathering.
Unsplash Photo by Kayle Kaupanger

Investigating Holiday Crimes During a Pandemic

Mostly everyone – including the criminals – loves the holidays. Your city will likely see an increase in crime, especially white-collar crime, over this year’s holiday season. But this year’s increase in crime is going to look a bit different because of nationwide political pressure, low employee morale and, of course, the coronavirus.

COVID-19 has affected us all, and we are all hopeful for significant health improvements in 2021. Unfortunately, the coronavirus created more than just health problems, it led to COVID-related crimes.

COVID crimes are any crimes related to COVID-19. Just as infection rates of COVID-19 will increase well into the winter, so will COVID-related crimes.

Here are four common COVID-related crimes agencies should prepare for during this holiday season:


Charitable donation fraud always increases toward the end of the year. Holidays create a contagious spirit of giving. Even those Ebenezer Scrooge-types who don’t have the spirit of giving may still want to donate more just to claim those end-of-year tax credits.

What adds fuel to the chestnut fire is that charitable donation fraud also increases during high-profile disasters like hurricanes, earthquakes and pandemics. Criminals are using this one-two punch of the holiday season pandemic to really exploit the vulnerable.

Charity donation fraud can come in many forms: emails, cold calls, social media posts and carefully drafted crowdfunding platforms. Criminals can be local, national, or international, making finding the correct jurisdiction that much more difficult.

Investigators should track the money in these cases. Money leads to suspects. Spend a few extra minutes asking your victims how they transferred the money. Cash App, Venmo, Zelle and PayPal are just a few of the preferred methods for criminals.

Investigators should take time to educate the victim. Encourage the victim to always do their homework before giving. They can use Charity Navigator or the IRS’s Tax-Exempt Organization Search to verify the organization’s status.


Employee embezzlement fraud also increases during the holiday season because of the pressure to buy gifts, pay bills, or keep up with the neighbors.

COVID-19 forced many companies to move to a work-from-home model. Most companies are unfamiliar and unprepared for this monumental shift in the workplace.

Embezzlements and other white-collar crimes increase when employees are left unmonitored at home or if the company does not separate duties. As investigators, ask your victim businesses when they changed to a work-from-home model and what responsibilities the work-from-home employee has.

Police investigators should always be teachers. If you see an overlap in employee duties and those duties should be separated, tell the victim business. Education is the key to prevention.


Sweetheart scams are the third most common COVID-related crime. Sweetheart scams increase during holiday seasons and directly after a disaster such as the COVID-19 pandemic.

Sweetheart scammers target emotions. The pressures from the holidays, COVID-19 stressors and even a sudden loss of a loved one will all leave a victim vulnerable to sweetheart scams. Scammers do not care about the victim. They do not care the victim is stressed, and they really do not care the victim just lost a loved one. They only care about money.

Just like charitable donation scams, investigators should always track the money. They should also ask often-forgotten questions like how long the relationship was and if the victim has recorded conversations or messages.

Investigators can also teach the victim simple ways of avoiding scammers, such as never sending money to someone they have never met in person.


Retail theft has been around for a long time. People steal, and companies know it. That is why many companies hire loss prevention officers, especially around the holidays. Since COVID-19 mandates, many stores limit the number of patrons that remain inside their store. But what happens when companies limit the number of patrons in their stores. Does retail theft decrease? Not exactly.

Stores are forced to offer added online services like free curbside pickup, free two-day shipping and free extras to lure patrons to their online store. Credit card fraud, as you would expect, naturally increases with the increased online traffic. Retail theft is now shifting from in-person to online.

COVID also stoked the fire on return fraud. Return fraud is a newer type of fraud created because companies allowed receipt-less returns. Shoplifters would steal an item from the store then return it without a receipt for cash or credit. Return fraud was dramatically decreasing because companies started to require a receipt or proof of payment after losing tens of millions of dollars a year. Because of COVID restrictions, many companies relaxed their receipt policy to lure more patrons to their store.

Online discount codes and online coupons only make it worse. Organized criminals buy large amounts of products at a discounted or coupon rate, then return the items to the physical store for full credit. The 10% discount now becomes a 10% profit when returned. Criminals can also make online purchases using stolen credit cards, then return the item for store credit, gift cards, or cash.

I hope when you look at the beautiful white snow of winter, you think of white-collar crime. Yes, 2020 has been challenging for law enforcement, but don’t lose track of what is important. Have fun this holiday season, microwave the stale dinner rolls to make them softer and always be safe.

By Joshua Lee |

About the author

Joshua Lee is an active-duty police sergeant for the City of Mesa (Arizona) Police Department. Before promoting, Lee served five years as a patrol officer and six years as a detective with the Organized Crime Section investigating civil asset forfeiture, white-collar financial crime and cryptocurrency crimes.

Lee is a cryptocurrency, money laundering and dark web consultant for banks, financial institutions and accountants throughout Arizona. He also serves as one of Arizona’s subject matter experts on cryptocurrency crimes and money laundering.

Lee holds a BA in Justice Studies, an MS in Legal Studies and an MA in Professional Writing. He has earned some of law enforcement’s top certifications, including the ACFE’s Certified Fraud Examiners (CFE) and the IAFC’s Certified Cyber Crimes Investigator (CCCI).

Lee is also an adjunct professor at a large national university and smaller regional college teaching, law, criminal justice, government and English courses. He instructs police in-service training and teaches at the regional police academy.

Photo by Casper Camille Rubin |

News from CRI-TAC The COPS Office Collaborative Reform Technical Assistance Center

Police officers wear protective masks while maintaining a road block on the bridge leading to a drive-through testing facility. Angus Mordant—Bloomberg/Getty Images

Protecting Our Law Enforcement Officers As They Serve The Community During A Pandemic​

As millions of Americans try to limit their exposure to the possibility of contracting COVID-19, there are certain groups that need to stay on the front lines, and law enforcement is one of those groups. While the predominant focus is on staying physically healthy, often overlooked is the mental toll faced by the officers and deputies, who are valiantly continuing to do their jobs in the face of a worldwide pandemic. To that end, CRI-TAC is offering two webinars that will focus on the mental health of law enforcement doing their jobs during this trying time:

Maintaining Morale During a Public Health Crisis Webinar

On October 19, 2020, the COPS Office Collaborative Reform Initiative Technical Assistance Center (CRI-TAC), in conjunction with CRI-TAC partners NSA and IACP, will host a webinar on what sheriffs and other law enforcement leaders can do to help maintain and improve morale among personnel – both sworn and civilian – during a crisis. Speakers will include Sheriff Garry McFadden, Mecklenburg County, North Carolina. To register for the webinar, please visit

How to Prevent a Global Crisis from Becoming a Personal One: Stress Management in High-Stress Times Webinar

On October 27, 2020, the COPS Office CRI-TAC, in conjunction with CRI-TAC partners NSA, IACP, and FOP, will host a webinar on the mental health of officers during COVID-19. This webinar will offer realistic practices and tips for first responders and their families to help address and manage stressors during a pandemic. Speakers will include FOP National Director of Wellness Services Sherri Rowan, Dr. Kimberly Miller, and Metropolitan Nashville Police Manager David Kennington. To register for this webinar, please visit

Don’t Forget to Contribute to the COVID-19 Law Enforcement Impact Dashboard!

The National Police Foundation recently announced a real-time COVID-19 Law Enforcement Impact Dashboard to collect data and monitor workforce impacts, including the number of officers unable to work/placed in off-duty status due to possible or confirmed exposure, the number of officers that have been tested and diagnosed, and personal protective equipment (PPE) needs.

The NPF, IACP, and other CRI-TAC partners encourage law enforcement agencies to submit their data here: Data collected through the COVID-19 Law Enforcement Impact Dashboard will assist the field with understanding the scope and impact of COVID-19, as well as informing CRI-TAC tools and resources for the field.

New Offering Under CRI-TAC’s Menu of Technical Assistance

CRI-TAC is pleased to announce that its technical assistance offerings will now include the topic of “use of force.” In response to tremendous requests from the field, use of force will now join a number of other highly requested topics including community engagement, de-escalation, mass demonstration response, officer safety and wellness, and school safety. Technical assistance on use of force will include:

  • Offering training and awareness on best and promising practices, including offering peer-to-peer exchanges to share those practices
  • Reviewing and providing tailored guidance on an agency’s policies, procedures, and training
  • Training and guidance on how to conduct use of force investigations
  • Developing a calibrated use of force investigation process tailored to the type and size of the agency
  • Addressing how to handle complaints, as well as how to follow-up complaints to ensure investigations are safe, and accountable

Agencies can request more information by visiting or contacting

How Has COVID-19 Affected Crime?

Crime rates are declining in 2020 — thanks to COVID-19. Or at least that’s what we thought.

Violent crime and property crime rates did indeed fall during the first months of the pandemic, according to the FBI. The preliminary data show that rapes dropped 17.8% and murders fell 14.8% from a year earlier, during the first six months of the year. Non-violent thefts and larceny fell by slightly more, while violent robbery decreased 7.1%. However, the report does not categorically state that the period covered by the data coincides with COVID-19 quarantines and social distancing rules.

The data, however, show that arson cases have grown during this time. There has been a 52% rise in large cities and a 28% rise in the West. Overall, violent crime increased in the South by 2.5% compared to 2019 but fell in the Northeast, West, and the Midwest.

Los Angeles

The Los Angeles Police Department has a different perspective, however. It has witnessed an increase in gun violence and killings in the city during the pandemic. The increase comes despite a 5.6% overall drop in violent crime.

Initially, they, too, reported a decrease in crime amid stay-at-home orders. At the onset of stay-at-home orders, the Bay Area had fewer reported crimes in Los Angeles. But the summer proved violent as gun violence became more rampant. Compared to September 2019, L.A. is witnessing a 13.7% increase in homicides and an 8.2% increase in shootings.

City-wide burglaries dropped 10%, and property crime rates dropped by 9.3%. But retail theft jumped 67%, and vehicle thefts increased by 35%. Known for its gang-related violence, L.A. saw a 14.4% decrease in gang-related shootings and a 2% decrease in gang-related homicides.

COVID-19 has adversely impacted businesses, leading to economic despair. Communities are on edge. People are suffering from more stress and depression than before. These, in turn, have led to the rise of violent crimes. LAPD’s police chief announced that the department is viewing these anomalies as a top priority and have begun implementing changes to address it.

New York and Chicago

Similarly, in New York, gun violence surged during the summer. The number of shooting victims has jumped by 77.5%. July stats show shootings in NYC have increased by 66.8% year-over-year. Sadly, the Fourth of July weekend saw more than 500 were wounded by gun violence. Nationwide, there have been more than 22,000 deaths by gun violence and over 19,000 injuries.

Some research suggests that the increase in gun sales may have a direct correlation with these crimes. A whopping 64% more guns were sold in the U.S. between March and May. This is over 2 million more guns than were sold during the same months in previous years.

The numbers are equally disturbing in Chicago. A report by WLS-TV states that the 37% spike in murders in Chicago far outpaces the 14.8% average increase nationwide.

Further studies

Another report released by the University of Pennsylvania shows that crimes dropped an average of 23% across the 25 cities being monitored.

Highlights of the report:

Drug crimes saw the most dramatic drop — more than 63% compared to the past five years.
Property crime dropped 19%
Violent crime dipped 15%.

New crimes rearing their heads

The quarantine has created other criminal activities, the primary one being civil disobedience. This has manifested itself in the refusal to wear masks or stay at home despite state and city restrictions.

Online shopping has seen a boom, but so has package theft. Others include speeding and more cases related to the opioid epidemic. It is horrifying to see the increased assault on law enforcement officers and medical workers (usually through coughing, sneezing, or spitting).

Other crimes that have continued and perhaps increased during the pandemic include burglaries of commercial businesses left vacant, vehicle thefts, price gouging, and financial scams. Hate crimes are on the rise across the nation, especially against Asian Americans and Pacific Islanders.

Another disturbing effect of the pandemic has been a spike in domestic and family violence. The police making fewer rounds on the streets or lesser 911 responses have perhaps embol​​dened abusers.

By Bambi Majumdar |

About the Author

Bambi Majumdar has over 18 years of industry experience in journalism, PR, and marketing communications. She is passionate about bridging the gap between the audience and brands via meaningful content. She has contributed articles to The Economic Times, the leading financial daily of India, among others. She is also active on the board for several business organizations that focus on helping small business owners and women achieve more in their respective fields.

The Hardest Budget to Come

As chiefs of police and sheriffs face what will probably be one of the most difficult years of budgeting, here are some thoughts. Many this year will have to make the decision between ‘wants’ and ‘needs.’ Yes, this was something taught to me as a child but often we forget when we see the new shiny widget. Some programs, outreaches or initiatives could be on the chopping block with monies diverted or lost.

One thing that I keep reminding the new chiefs and sheriffs of is that you are the chief executive officer (CEO) of an organization, you are not just the figurehead. You must run your department as a professional organization and not a frat house. This year with the impacts of Covid-19, on-going social unrest, and the possibility of the defunding some police missions, the hard decisions will be made this year. These upcoming decisions will have long-term implications. Be the leader and decide wisely.

Unfortunately, a lot of ​chiefs and sheriffs use “personality-based decisions” in purchasing. Every one of us has our personal likes and dislikes. We have our brand preferences, our favorite company or our favorite contractors.  Often, we make our purchasing choices with these personality-based influences rather than hard data. Now with the budgets tighter than ever imagined, one must perform due diligence for nearly all budget-based decisions. Going back to our favorite product brand, you must now decide is a name recognition worth the price? Is there something comparable and more economical and here goes the dilemma?

Another area to revisit is our existing contracts. Every organization has vehicle maintenance, dry cleaning, building maintenance, and other support services contracts. These line items are often in the budget often without review. All too often departments have always used a particular company just because this was the way it has always been. Granted, sometimes it was a political decision made for you by elected officials. ​Reality is that politicians have to ​”​spread the wealth​”​ to their supporters, whether you like it or not. 

In a perfect world, all want to see the local vendor, or the local smaller business get these lucrative contracts. This only makes sense to keep local tax money within the local tax base. When reviewing existing contracts and requesting competitive bids, you will ruffle the feathers of most businesses, but it has got to be accomplished. Be honest with them, state that you are performing due diligence, after all you have to be the guardian of taxpayers’ money. The main point here is that you must ensure the process is the best for all concerned. You can defend your selections, while trying to preserve your funding.


I strongly suggest you create a spreadsheet of upcoming renewals and review them. Memberships to professional organizations will be scrutinized, as well as renewal of service contracts for technology, projected replacement of outdated technology, fleet management and all maintenance and replacement costs. Elected officials may not ​understand proper law enforcement practices. I have heard in public meetings, “I still hunt with my granddaddy’s shotgun, why do you need new shotguns​?​” and “Why do you need expensive uniforms, why can’t you get the rental uniforms like the public works employees wear​?”​ Yes, there are more foolhardy statements that I have had to field in the past. Tip – be prepared for anything this year. “Needful things” has to be on the defense spreadsheet, review the expendables you have gone through for COVID and recent unrest, you have to keep your quartermaster stocked for bad days.


In this current climate I feel we will see those able to retire submitting their papers. Some who are fed up may vest or withdraw their retirements, invest in a private retirement fund and walk out. The personnel shortages will be another war cry of do more with less. Granted salaries and related personnel costs make up the biggest slice of your budget pie. Politicians will view this as a means of closing the budget gap. Be ready to guard your staffing and operational requirements. Recruiting will probably be more difficult than ever; I foresee department jumping. Better benefits, better working/living conditions will attract officers who can leave without retirement impacts. Care for your staff, they are your most important resource.

Training Solutions

One thing which is particularly disturbing will be the attack upon the training budget. This is often the most vulnerable for most political leadership cannot see this as a tangible item. All they can see is police officers not working on the street, getting paid to sit in a classroom. As training budgets get tighter, you must begin to seek other non-traditional sources for training. Many insurance trusts who service governmental organizations offer some free training. Since the department is underneath their insurability umbrella, ask for their training offers or grants.  Research government​-​supported training where all you have to do is host the training. Now, never say it is ​”​free training​”​ for there is no such thing as free training – you have to have overtime for backfill​ and​ there may be some expendables (classroom supplies or hall rental). The goal is to seek partnerships you can build to establish free training.

Training conferences may be viewed with skepticism for the fees, travel and per diem adds up quickly. My best suggestion is inquiring if attendees present a topic or assist in some way with the conference operations, could they receive complimentary attendance or some perks to lessen the costs.

Most state POST councils are now approving virtual or on-line training options which helps with the scheduling and gives you more latitude on meeting state requirements. To me there is no ‘minimum training’ but seek quality, suitable training to meet the demands that your officers are facing.

Nuances of 2020

The first reality is that most municipalities or counties will be facing budgetary shortfalls this year and probably until there is a full economic recovery. Most all are facing reductions in employment taxes (people not working), sales taxes (shops closed or going out of business) and if they offer utilities services (water/sewer for example) many customers cannot pay or legislation preventing cut-offs for non-payments inhibiting this income. Some of their own sacred line items may also face cuts – donations to the arts, recreation and other public donations/support to non-profits. What will convolute the next few months is that most budget processes should have been completed, but due to no public meetings or face to face meetings all are behind schedule. Chiefs​ and sheriffs​ need to schedule telephone or email time to answer and defend questions to the budget staff and elected officials.

New demands

If your agency does not have body cameras and other recording systems (vehicle and station), expect to be purchasing them. In the quest of transparency, it is going to force your hand.

New training demands will come about. ​There will be m​ore mandated training with no financial assistance. Whether it be bias training, use of force, de-escalation, or whatever; you will need to insert this in the budget. Problem is the ​f​ederal ​government ​or ​the s​tate will manda​​te this midstream of next fiscal year without warning, so you will have sticker shock.​

In closing, with the ‘defund the police’ movement some missions may be reassigned to another agency. Mental health calls have been discussed in the past. Have the data of the number of mental health calls from the past and calculate the percentage they were from calls for service.  We have been through something like this in the past. It created social experiments in the 1980s and other times where draconian backlashes have occurred for political changes and motives. We will get through this, but it will be hard, tedious work. If a chief or sheriff expects this year or next year for that matter to be a budget process as usual, you are sadly mistaken. You will earn your salary on this one. Good luck and keep up the good work.

By William L. Harvey |
Photo by Sharon McCutcheon

Coronavirus: Guidance for Better Mental Health

The Community Outreach department at Rehab 4 Addiction, which serves as an online resource to individuals and families dealing with substance abuse, created a guide to increase awareness and understanding of all aspects of coping with the stress of the lock-down and bereavement.

​​With the current COVID-19 pandemic, many who live with depression are struggling to stay afloat during mandated or self isolation.

The aim is that this informational guide can be one of many stepping stones for those struggling and their loved ones to better understand their situation and lead them to find a supportive and safe environment, especially during the pandemic.

You can access the guide by visiting

Benefiting From Crisis Lessons Learned

COMMENTARY | Elected and appointed officials must anticipate a broad range of possible catastrophes and put effective plans in place now to meet challenges like Covid-19 and future disasters.

From hurricanes to pandemics, all disasters share a common set of characteristics. They are sudden, unexpected, carry severe life-threatening consequences and won’t abate until there is a satisfactory resolution of the underlying situation.

The key to successfully navigating crisis is recognizing the six distinct phases of emotional reaction that come before, during and after a disaster. They start with the pre-disaster phase, when people are gripped with fear about what is to come; next is impact, as everybody juggles different emotions and begins to comprehend the damage toll; and then heroic, when people can act to address the immediate challenges they face. Subsequently, there is the honeymoon phase, when people feel optimistic about how things will work out, which is then followed by disillusionment as individuals confront the totality of the tasks ahead of them. Finally, there is reconstruction, where people come to grips with what they lost and accept the need and timetable for rebuilding.

Viewed through this prism, the re-emergence of Covid-19 and the resulting seesaw between openings and closings is understandable as optimism morphs into disillusionment. For government, that means calibrating its ongoing engagement accordingly.

As the city manager of Panama City, Florida, where Hurricane Michael made landfall in October 2018 as the first Category 5 storm to strike the U.S. since 1992 and the strongest storm to ever hit the Florida Panhandle—our community knows the evolution of people’s reactions well. To that end, the successful four-part template that guided our recovery can, with some necessary customization, can help communities across the country manage the impact of, and recovery from, the Covid-19 pandemic. The key elements of that template are:

Outline Specific Lines of Effort: There is no question that disasters are complex operating environments. Therefore, the first step is to develop a strategy aligned to each specific function of the recovery effort that is overseen and staffed by the professionals best suited to those tasks and articulate defined goals and success metrics. In response to Hurricane Michael, we identified safety and security, economy, key and vital infrastructure and quality of life as the key lines of effort. This format could serve as an effective coronavirus response framework. For example, communities could focus their coronavirus strategy around health and medical care/personnel, economic continuity, equipment supply chain, community changes, and education. Without this division of responsibilities, the enormity of the crisis leads to confusion of roles and an inability to achieve sustainable progress.

Communicate: There is no such thing as over​-​communicating in a disaster. Officials should communicate as often as possible to the widest possible breadth to both internal and external stakeholders through the crisis and its aftermath. Within government that means setting expectations for city employees, like first responders, involved in the response so that they can rise to the occasion. Externally, regular communication to the affected community will foster trust and help reduce anxiety and displace rumor and speculation. Harnessing every communications tool available and driving a reliable cadence of information will earn the trust of citizens that their leaders are acting decisively on their behalf.

Document Work and Accomplishments: The need to prove that work was accomplished through a workflow is crucial. Given the sums of direct and reimbursed federal assistance at stake, and the urgency of the situation, audit trails and transparency play a key role in demonstrating that the assistance was used properly. Moreover, this careful tracking makes it possible for communities to tangibly demonstrate the value the assistance provided.

Prepare Proactively: Simply put, the time to prepare is before the crisis arrives. Start with conducting a candid vulnerability assessment and then map each major threat to a specific plan of action. Once those are in place, holding tabletop drills that further identify areas of improvement will make the difference between a successful response and one that falls flat. Working through these exercises will help teams make necessary changes that will preserve life and infrastructure. This process also presents opportunities for government leaders to recognize the specific types of relief it can provide like waiving taxes and fees before the crisis occurs.

In Panama City, we are working to ​​become the premier city in the Florida Panhandle. We are doing that by developing a strong bond with our resilient and resolute community and marshaling all of our available government resources to set overall objectives. Never is this more important than in crisis recovery. No challenge is too large or complex, to keep us from fulfilling our duties, not even one as omnipresent as the Covid-19 pandemic.

​By ​Mark McQueen ​| Route 50

Mark McQueen ​is the ​c​ity ​manager of Panama City, FL., and a ​m​ajor ​g​eneral (retired), United States Army.