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Bringing the “A-Word” to Your Agency
Chief Silva is a 25-year veteran of policing and has been the Police Chief of the Cumberland (RI) Police Department for the past 7 years. Cumberland has 55 full-time personnel and has been CALEA Accredited since December 2002. Chief Silva is Chair of the Rhode Island Police Officer’s Commission on Standards and Training, a Past President of the Rhode Island Police Chiefs’ Association, and serves on numerous educational advisory boards. He is an advocate of accreditation and is committed to dispelling the myths surrounding the accreditation process. “We can’t afford it. It costs too much. It’s not worth the expense. We can’t get ‘buy-in’ from the rank and file…” These and many other excuses are exactly what I hear from my fellow chiefs of police when the “A- word” enters a conversation. Yes, I’m talking about Accreditation, that unmistakable and profoundly professional 13-letter word.
I believe the approach taken by the Cumberland (RI) Police Department in seeking CALEA Accreditation is an example of how a motivated agency can creatively overcome obstacles to reach their goal. Our department began investigating the possibility of accreditation in early 1999. We took a giant step toward soliciting ‘buy-in’ from within the department when we wrote and implemented our first multi-year strategic plan that included accreditation as one of eight major goals. At the same time, we asked our insurance carrier to conduct a liability audit of the department. The audit report provided us with a roadmap that identified our liability weaknesses and other areas for improvement. The insurance auditors also told us that any deficiencies would be addressed by the CALEA standards!
The benefits of accreditation were discussed at monthly staff meetings and a colorful brochure was created and circulated throughout the department and the community. Personnel were continually reminded that the CALEA standards tell us “what” needs to be addressed and we decide “how” to address the standard. Department members were invited and encouraged to participate in a discussion to learn more about accreditation. Approximately one quarter of our 47 sworn officers would eventually become members of a team that would provide the endorsement voice for each of the department’s three patrol shifts. I invited the entire team and members of the union leadership to join me at a nearby state accreditation conference for further training. Having so many officers involved and knowledgeable about the accreditation process, dispelled rumors and promoted our pursuit of professional excellence.
After a careful review of the accreditation standards manual to assess what changes we would have to make, our town Mayor and members of our local government were provided tours of the department. This was accompanied by a presentation on accreditation, emphasizing how it would also solve the deficiencies identified in the insurance audit. The benefits of accreditation and required improvements to our building’s infrastructure were also outlined and explained. A resolution was prepared and presented to our local community council and was unanimously passed as an endorsement to our quest. To ensure ongoing community involvement and support, we continued to attend monthly council meetings to “talk” about the progress we were making. The council meetings are aired on local cablevision and the press regularly attends. This was a very simple and successful method to gain community support. We also made sure every press event, grant application, publication, media advisory, etc., referenced accreditation. It didn’t take very long for the “A” word to become a common household term in our community. We knew this because the public would routinely ask officers how the accreditation process was progressing.
As we moved through self-assessment, our existing line item police budget would not support the funding we were seeking, and our capital improvement account was depleted. Our team identified several likely funding sources. Byrne Memorial Grants and local law enforcement block grants were utilized for major purchases of equipment and materials. Municipal Sharing, provided by our local public works department in the form of carpenters and laborers, supplied the labor force for much of the building renovations and improvements required. Conservatively, this single aspect saved us thousands of dollars. Eventually, when these municipal employees learned about our quest to become nationally accredited, they too became enthusiastic supporters.
So what recommendations can we make based on our experiences? We strongly recommend that you purchase the standards manual early in the process (even before making formal application), to identify any major expenses that will be needed in order to comply with certain standards, and plan accordingly. We also recommend that you avoid reinventing the wheel and ask other accredited agencies how they were able to meet standards. Don’t forget, there is more than one way to comply with a standard. The question is, are you looking to purchase a Cadillac or will you settle for a Chevrolet? Compliance with a professional standard does not have to be an expensive proposition. We found that creativity and innovation were the keys to our success.
How much does getting accredited really cost? Aside from the established accreditation fees and on-site costs, the quick answer is, “It depends!” Every department will have its own particular areas of weakness to address in terms of meeting the standards. Some factors that might influence the cost involved are: the age of the police building, facility improvements or the lack thereof, does the department have an up-to-date policy manual to begin with, and does it include tracking procedures for evidence and other property. The commitment of assigned personnel to the process, i.e., the accreditation manager, is a static expense that must also be calculated.
Garnering and maintaining community support can be the easy part, if properly planned. Begin with the most important stakeholders—the members of the department. Establish an accreditation team and take your objective to the community. Talk about accreditation every time the opportunity presents itself. Establish it as a top priority of the department and strive to involve everyone! Finally, remember that financing accreditation is possible, if you build a roadmap and stay the course.
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