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Accreditation WorksCase Number 38Can Small or Mid-Size Agencies Afford National Accreditation?
As the former (retired) Chief of the City of Fairfax (VA), also nationally accredited, and now Chief of the City of Manassas (VA), I believe that small or mid-size agencies can afford national accreditation. In fact, it might be more accurate to say that small or mid-size agencies cannot afford not to be accredited – either at the state or national level. Certainly, contract costs of both state and national accreditation vary and must be carefully weighed by the individual agency in context with real-time economic and fiscal constraints.
As Chief of Police of a mid-size agency of 120 personnel, I have had the full and complete support of my City Manager, Mayor, and Council to pursue national accreditation status. They have a clear understanding of the direct and indirect accreditation benefits which include: Controlled liability insurance costs, stronger defense against lawsuits and citizen complaints, greater agency accountability, increased community advocacy, recognition for excellence, and professional standing. However, the intangible benefits go far beyond this. Manassas’ leadership views the city as a “world class competitor” as evidenced by the many international corporations that find Manassas an “enviable mix of tradition and innovation.” Dominion Semiconductor, Micron, Lockheed Martin, Moses Lake Industries, and many others spawn thousands of technological upscale jobs and generate significant revenue that helps support law enforcement services, including costs associated with national accreditation.
From an economic development perspective, our leadership has high expectations of its police department, including a desire to ensure only the highest professional standing, which is attained through national and international accreditation. It is important to the City’s image and business reputation for providing and sustaining a high quality of life for current and prospective residents and businesses. As a result, the decision to pursue national accreditation status makes the best sense.
Every chief has to establish clear priorities with regard to agency workload. In many instances, small or mid-size agencies will need to shift resources to accomplish the task. It may be easier in larger departments, but it still remains an issue of priorities. Without question, the National Accreditation Process is demanding on the agency and its personnel. I believe it should be! It should not be easy to attain, quick, or non-challenging. In part, the challenges presented during the process are what cause improvement in the agency’s organization, policy and procedure, and overall operations. High expectations and improving upon the level and types of police services we provide is what each chief of police strives to achieve through leadership and vision. National accreditation is a blue print and vehicle to accomplish this goal. Says Chief Skinner, “The bar of excellence has been raised…the standard and expectations of the department have been elevated to a new level.”
It is the next level of excellence and foundation for the agency and personnel to achieve their full potential as well as position the agency to be regionally and nationally competitive in the future. Most communities in Virginia and across the United States are represented by small and mid-size agencies. If we truly desire to elevate law enforcement’s professional standing, how can we not afford to pursue national accreditation?
Colonel John J. Skinner, Chief of PoliceManassas (VA) Police Department
This article was first published in the Virginia Police Chief Magazine (May 2002) and is reprinted with permission.
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Often we hear Chiefs of small or mid-size police
departments say they cannot afford to participate in the CALEA National
Accreditation Program. Others say the process would be too demanding on their
agency and personnel – I disagree.