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The Role of the Chief Law Enforcement Officer
in the Accreditation or Certification Process
Introduction
The Chief Law Enforcement Officer (CLEO) of the agency seeking accreditation or certification has a critical role in the process. Their support and enthusiasm are essential if the agency is to become accredited.
Preparing for the Accreditation Process
Prior to submitting an application, the CLEO should review the entire program carefully. Specifically, the CLEO should:
Become thoroughly informed about program standards, policies, and requirements. This information should be shared with all agency personnel in written form and briefings.
Estimate the impact that the implementation of the standards will have on agency administration, training and operations. This can be accomplished by comparing program requirements with existing policies and procedures.
Generate the necessary political interest and support.
Calculate the expenses and budget accordingly. Potential costs including printing new policy/procedure manuals, purchasing a file cabinet or other office equipment, and purchasing items needed to comply with program standards (e.g., high visibility clothing for directing traffic), and in-service training, etc.
Typically, agency employees are skeptical and distrusting of programs with which they have limited or no knowledge. Therefore, it is imperative that good two way communication be established to address program concerns. This step is critical to generate interest and support among the rank and file.
Keep the process on track (i.e., set and enforce deadlines).
Explain the benefits of accreditation or certification to your staff and direct them to cooperate with the agency accreditation manager in developing new or revised written directives.
Keep command staff advised on the program manager's progress.
Selecting the Agency Accreditation Manager
A good agency accreditation manager is essential and can greatly facilitate the agency's efforts to become accredited or certified. The CLEO should select an agency accreditation manager who has:
A genuine commitment to the accreditation or certification process.
Several years of experience in the agency. He/she should have a broad understanding of agency practices and capabilities.
Excellent writing and communication skills.
Good rapport with the CLEO and staff.
A sufficiently high rank so that he/she can delegate assignments and enforce deadlines.
Larger agencies may prefer to assign several officers to work on the process. One person should still be designated to serve as the overall agency accreditation manager.
Coordinating the process and drafting the necessary written directives (policies, procedures, etc.) is a very time consuming task. The CLEO should relieve the manager of at least some of his/her other responsibilities whenever possible.
The CLEOs Relationship with the Agency Accreditation Manager
The CLEO should:
Provide direct supervision of the program manager on all matters pertaining to accreditation.
Meet with the agency accreditation manager frequently to discuss his/her progress
Provide the agency accreditation manager with timely feedback on draft written directives.
Intervene if necessary to help the agency accreditation manager when he/she is requesting feedback from officers of a higher rank.
Provide access to technical and secretarial support where necessary.
The CLEOs Relationship with Bargaining Unit Representatives
The CLEO should:
Seek bargaining unit support for the accreditation or certification process. Consider assigning a member of the bargaining unit to assist the agency accreditation manager.
Assure members of the bargaining unit that agreements are binding and accreditation/certification standards and other requirements will not be in conflict.
Remind members that a State of Oklahoma Fraternal Order of Police Officer was a member of the commission that developed the standards.
Procedural Duties
The CLEO must:
Co-sign the Accreditation/Certification Participation Agreement with the appropriate city manager, mayor, county commissioner, clerk or other individual authorized to sign document for the entity, and submit the form to OACP.
Ensure that all written directives developed to meet program requirements are fully implemented prior to the on-site assessment. All agency personnel must have access to written directives in a timely manner. Roll call or other methods of disseminating new or revised written directives is essential.
Ensure that assessors have adequate working space and access to all necessary files and personnel during the on-site visit.
Ensure that a formal mechanism to monitor compliance with all program standards is in place following accreditation.
Submit Annual Compliance Report to the OACP on the first and second anniversary following accreditation/certification or renewal.
in the Accreditation or Certification Process
Introduction
The Chief Law Enforcement Officer (CLEO) of the agency seeking accreditation or certification has a critical role in the process. Their support and enthusiasm are essential if the agency is to become accredited.
Preparing for the Accreditation Process
Prior to submitting an application, the CLEO should review the entire program carefully. Specifically, the CLEO should:
Become thoroughly informed about program standards, policies, and requirements. This information should be shared with all agency personnel in written form and briefings.
Estimate the impact that the implementation of the standards will have on agency administration, training and operations. This can be accomplished by comparing program requirements with existing policies and procedures.
Generate the necessary political interest and support.
Calculate the expenses and budget accordingly. Potential costs including printing new policy/procedure manuals, purchasing a file cabinet or other office equipment, and purchasing items needed to comply with program standards (e.g., high visibility clothing for directing traffic), and in-service training, etc.
Typically, agency employees are skeptical and distrusting of programs with which they have limited or no knowledge. Therefore, it is imperative that good two way communication be established to address program concerns. This step is critical to generate interest and support among the rank and file.
Keep the process on track (i.e., set and enforce deadlines).
Explain the benefits of accreditation or certification to your staff and direct them to cooperate with the agency accreditation manager in developing new or revised written directives.
Keep command staff advised on the program manager's progress.
Selecting the Agency Accreditation Manager
A good agency accreditation manager is essential and can greatly facilitate the agency's efforts to become accredited or certified. The CLEO should select an agency accreditation manager who has:
A genuine commitment to the accreditation or certification process.
Several years of experience in the agency. He/she should have a broad understanding of agency practices and capabilities.
Excellent writing and communication skills.
Good rapport with the CLEO and staff.
A sufficiently high rank so that he/she can delegate assignments and enforce deadlines.
Larger agencies may prefer to assign several officers to work on the process. One person should still be designated to serve as the overall agency accreditation manager.
Coordinating the process and drafting the necessary written directives (policies, procedures, etc.) is a very time consuming task. The CLEO should relieve the manager of at least some of his/her other responsibilities whenever possible.
The CLEOs Relationship with the Agency Accreditation Manager
The CLEO should:
Provide direct supervision of the program manager on all matters pertaining to accreditation.
Meet with the agency accreditation manager frequently to discuss his/her progress
Provide the agency accreditation manager with timely feedback on draft written directives.
Intervene if necessary to help the agency accreditation manager when he/she is requesting feedback from officers of a higher rank.
Provide access to technical and secretarial support where necessary.
The CLEOs Relationship with Bargaining Unit Representatives
The CLEO should:
Seek bargaining unit support for the accreditation or certification process. Consider assigning a member of the bargaining unit to assist the agency accreditation manager.
Assure members of the bargaining unit that agreements are binding and accreditation/certification standards and other requirements will not be in conflict.
Remind members that a State of Oklahoma Fraternal Order of Police Officer was a member of the commission that developed the standards.
Procedural Duties
The CLEO must:
Co-sign the Accreditation/Certification Participation Agreement with the appropriate city manager, mayor, county commissioner, clerk or other individual authorized to sign document for the entity, and submit the form to OACP.
Ensure that all written directives developed to meet program requirements are fully implemented prior to the on-site assessment. All agency personnel must have access to written directives in a timely manner. Roll call or other methods of disseminating new or revised written directives is essential.
Ensure that assessors have adequate working space and access to all necessary files and personnel during the on-site visit.
Ensure that a formal mechanism to monitor compliance with all program standards is in place following accreditation.
Submit Annual Compliance Report to the OACP on the first and second anniversary following accreditation/certification or renewal.
This site serves Oklahoma law enforcement agencies interested in pursuing accredited or certified status through the Oklahoma Law Enforcement Agency Accreditation and Professional Standards Program. The program is governed by the Oklahoma Association of Chiefs of Police.
