Accreditation Works 42

In recent years, law enforcement, in general, has been subjected to public scrutiny and media sensationalism, while many agencies have faced increased civil litigation and in some cases, forced oversight. In response, the federal government has awarded over 33.8 million dollars in grant awards through incentive programs to help build trust between law enforcement professionals and the communities in which they serve. In December 2002, sixty law enforcement agencies were awarded funds to create a culture of integrity through programs and processes that other agencies can replicate. The program strategies included use of force policies and training; developing early intervention systems; self-assessment techniques; recruiting quality recruits from local communities; and ensuring accountability to communities. Of the sixty award recipients, twenty-seven were CALEA accredited agencies. The Jefferson County Sheriff’s Office, Golden, Colorado was one of the agencies chosen to participate in the category of ‘ensuring accountability to the community’ and was invited to attend training seminars in Washington, DC.

During one breakout session the participants were asked to compile a list of issues facing law enforcement agencies that may contribute to public mistrust and diminished officer morale. The following issues were listed as potential contributing factors:

unrealistic promotional processes and subsequent supervisor training; field training officer selection and training;

At another breakout session the moderator identified systems that may increase accountability to the community. The guest speaker encouraged the participating agencies to require officers to take an oath of office, conduct periodic surveys of the community regarding the quality of service and perception of crime and fear of crime, and carefully select and train field training officers. Lastly the speaker discussed the importance of conducting annual analysis of high liability areas and incidents such as pursuits, use of force, biased policing allegations, officer complaints/commendations and civil litigation. The participating agencies were strongly encouraged to develop networks to assist in replicating successful programs, while sharing learning experiences, where the results were less than expected.

In reviewing the issues brought to the forefront, these agencies were being encouraged to participate in programs and develop policies and procedures familiar to any law enforcement agency in the CALEA process. All the major issues being discussed at the grant training sessions as factors that may contribute to public mistrust and poor employee morale are addressed in mandatory compliance standards, regardless of the agency size. In addition, reviewing policies, conducting proper self-evaluations, analyzing high liability incidents, evaluating goals, and the importance of utilizing support networks all parallels the CALEA process.

What the federal government is attempting to accomplish is remarkably similar to the founding purpose of the institution developed by law enforcement professionals, known as CALEA, and does not end there. The intent of the grant processes is to provide law enforcement agencies “an opportunity to voluntarily demonstrate that they meet an established set of professional standards”[1] in order to ensure accountability to the community. In 1979, the Commission on Accreditation for Law Enforcement Agencies was formed to “(1) increase law enforcement capabilities to prevent and control crime; (2) increase agency effectiveness and efficiency in the delivery of law enforcement services; (3) increase cooperation and coordination with other law enforcement agencies and other agencies of the criminal justice system; and (4) increase citizen and employee confidence in goals, objectives, policies, and practices of the agency.”[2]

When the sixty law enforcement agencies were brought together in Washington, DC in December of 2002, twenty-seven had the opportunity to reflect in the knowledge that their agency personnel have already addressed the issues being raised as the current factors that contribute to mistrust. CEOs and policy makers in CALEA accredited agencies have already accepted the challenge and responsibility of ensuring accountability to the community in which they have given an oath to serve. Such a forum strengthens the realization that accreditation works. It is reassuring (and satisfying) to know that since May 1982, CALEA accredited agencies have been following ‘accountability processes’ in the form of CALEA Standards, just now being encouraged by the federal government.

Not every agency is in the position or willing to undertake the thorough self-evaluation the CALEA accreditation process demands. The agencies that have been successful in the process are indeed the leaders on the cutting edge of issues facing law enforcement. With grant awards like the one mentioned above, some agencies are testing the waters and eventually the leaders of those agencies will make a lasting commitment to accountability to the community and join the ranks of CALEA.

[1] Standards For Law Enforcement Agencies 4^th Edition, March 2001, page xiii, Commission on Accreditation for Law Enforcement Agencies. Fairfax, VA

[2] ibid.

Accreditation Works

Case Number 42