|
|
|
|
|
|
|
|
|
|
|
Case Number 30
On March 1, 2000, I took command of the Little Rock Police Department after retiring as Deputy Chief of the Oklahoma City (OK) Police Department. One of the first tasks that I faced as the new chief was to ensure that the capital city’s police department was prepared to face the challenge of reaccreditation. This challenge was significant considering accreditation had not played a role in my 28 years of law enforcement experience. While in Oklahoma, I entertained the idea of pursuing accreditation but perceived it as an exhaustive program that allowed an outside, independent organization to dictate the management of a police agency. This perception might be commonly shared among other law enforcement officials who have not been adequately exposed to the widespread benefits of accreditation. My first contact with the accreditation process came just two short months after assuming my new position. The department’s accreditation staff had scheduled two (2) mock inspections to assist in the preparation of the official CALEA on-site which was to occur in November of 2000. I found myself welcoming outside law enforcement officials to conduct an in-depth audit and provide me with a “report card” depicting the department’s current compliance status with CALEA standards. The mock assessors were professional law enforcement executives with extensive knowledge in the areas of policy and management as well as the CALEA process. My perception of the value of this program changed after experiencing the mock inspections that included meeting with the assessors to discuss the department’s “report card”. The mock assessors provided me with the current condition of the department’s compliance with standards, identified areas needing additional attention and concluded with an overview of managing an accredited agency. The mock assessors were very professional as they responded to my questions and concerns. Coincidentally, their findings highlighted some issues I had previously identified as areas deserving my attention as the newly appointed Chief of Police. This elevated my confidence in CALEA accreditation and provided me with assurance that the Little Rock Police Department was truly benefiting from its participation in the accreditation process. Accreditation is not an easy process; it requires the dedication and support of the agency leadership and governmental body. While it is not an easy process, it is attainable for any agency that has the desire to meet the best possible professional practices. Law enforcement agencies are charged with providing the highest quality of public safety services and being accountable to their citizens. Effective law enforcement should demand the implementation of internationally accepted standards of operation that ensures professionalism and citizen confidence. I encourage other law enforcement leaders to utilize accreditation as an essential management and evaluation tool. I urge all law enforcement officials to pursue accreditation; the process is critical to an agency’s ability to progress and confront the many challenges we face in today’s law enforcement. Agencies currently in the accreditation process should take maximum advantage of a mock assessment. Our mock assessors helped ensure the Little Rock Police Department was well prepared for the CALEA assessment. Very little time was spent during our CALEA assessment making changes, adjustments or rectifying deficiencies. This gave the men and women of the Little Rock Police Department more time during the assessment to interact with the CALEA assessment team and show that team how much quality and dedication has been assimilated into their daily delivery of law enforcement services. Chief Lawrence Johnson
|
|
|
The Little Rock
(AR) Police Department is the largest law enforcement agency in the State of
Arkansas and serves a community of more than 185,000.
