On November 20, 1999, the U.S. Marshals Service (USMS), America’s oldest law enforcement agency, became the first major federal law enforcement agency to be accredited by the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). The accreditation process was particularly challenging for the Marshals Service, as we are a national agency with over 4,400 employees, located in 94 major field offices from Maine to Guam.

Beginning in February 1998, with the approval of Attorney General Janet Reno, the Marshals Service began its accreditation project. We sought CALEA accreditation because it represents the experience and best practices of many law enforcement agencies which have worked very hard to improve themselves over the years. Our tradition of close ties with non-federal law enforcement agencies also attracted us to the concept of accreditation, as many of the best state and local agencies have become accredited. The CALEA accreditation project provided a ready-made means to test our existing procedures, policies, and processes, as well as to identify those needing strengthening. Because the standards are written for traditional law enforcement agencies, i.e., "first responders," our task of complying with many of the standards was somewhat difficult. Nonetheless, we were determined to embrace the spirit of accreditation and to meet the intent of all the applicable standards.

During the self-assessment phase of the accreditation project, we produced a new written directive system for the Marshals Service, one that would fully comply with the two CALEA standards on directives. Forty-seven policy directives were issued under the new system to comply with various standards. All told, 150 revisions or additions were made to existing policies and procedures to meet the 325 CALEA standards, which were applicable to the Marshals Service. Many of these revisions were due to CALEA’s requirement that agencies forge accountability into every aspect of their day-to-day activities, at all levels of their organizations. The accreditation project caused changes in nearly every aspect of our administration and operations, including the recruitment and selection of Deputy U.S. Marshals, operational readiness, communications, holding cell operations, and control of evidence and other in-custody property.

In the federal service, the determination of a candidate’s general fitness for the position of a federal law enforcement officer is based mainly on the results of an extensive and comprehensive background investigation, coupled with interviews. Now, as a direct result of the accreditation project, all new Deputy U.S. Marshal candidates will also be tested for emotional stability and psychological fitness. Clearly, this requirement is appropriate to a position of authority that grants the power to enforce the law and to apply lawful force, including the use of deadly force, when justified. Another sample of the improvements that resulted from the accreditation project is a revised policy directive concerning vehicle pursuits. To meet the CALEA standard, the directive was rewritten to better explain key procedures and to firmly establish supervisory accountability and control, both of which are critical to minimizing the possibility of injury or death to USMS personnel, the general public, and the subjects being pursued.

We were fortunate to steer our way through accreditation in relatively good time. CALEA’s normal two-to-three year schedule was pared down to just 20 months by our Accreditation Team. Those who have done well with accreditation emphasize the importance of two factors: knowledge of the agency and experience with the accreditation process. Individuals who understood the Service’s operations and administration were selected for the Accreditation Team and were assigned for the duration of the project. We were also fortunate to have been able to contract with a consultant who was well versed with the accreditation process, and to work with an experienced CALEA staff. Because we did not change managers or staff midstream, and took advantage of expert advice, we shortened what typically is a very steep and long learning curve in interpreting and applying the several hundred CALEA standards.

When we began the accreditation project, it was not easy to gauge its full benefits in advance, but as we worked through the process, we came to believe that it offered a real opportunity to build on the professionalism of the Service. We are very proud that we are now part of the family of accredited law enforcement agencies and we are committed to maintaining its high standards.