Page 6 - CALEA 2016 Annual Report

FOUR YEAR ACCREDITATION CYCLE PROGRAM
In 2016, agencies began participation in the newly released four year accreditation cycle program, which includes annual web- based assessments, and a site-based assessment. This new approach provides for better client service and focused efforts during the site-based efforts.
Through the year, the Law Enforcement Standards Review Committee worked to revise the CALEA® Standards for Law Enforcement Agencies Manual. This document, which will be in its sixth edition when released, was developed with regard to comments from active public safety leaders and other subject matter experts to ensure a contemporary resource for client agencies and other interested entities.
CALEA began the transition of over three-hundred assessors from independent contractor status to per diem employees in scal year 2016. This action has provided greater accounting for this group as organizational resources and ensured ongoing compliance with tax reporting and other administrative requirements.
2016 saw the employment of Compliance Service Members (CSM) as a part of the broader CALEA services team.
During the scal year, staff completed the development and release of the web-based CALEA Information Management and Reporting System. This software solution has positioned the organization to provide greater services to client agencies and streamline information sharing between agencies and the Commission.
• Transition of the accreditation model from a three to four year cycle, thereby providing all agencies access to the PowerDMSTM platform with little to no increase in costs. This provided greater ef ciency tools for accreditation managers and options for web-based assessments.
• Developed the incorporation of the Compliance Services Member strategy to conduct annual reviews of accreditation candidates, thereby providing greater customer support.
• Negotiated a reduced physical of ce space agreement that will result in reductions in business rent of nearly $90,000 annually. This was an early out strategy that also saved costs associated with the term of the agreement.
• Created an opportunity for impacting the organization’s market position through a possible partnership with representatives from Lexipol, a quasi-competing public safety services vendor with an appreciable footprint in the western United States.
• Worked collectively with the CALEA International Committee to ensure the current foreign agency business engagement policy met de ned business objectives.
• Appointment of ve new CALEA Commissions that retained highly quali ed individuals to support program integrity among clients and other stakeholders.
• Staff participation in nearly all state and regional level accreditation coalition meetings to provide support to clients on important matters regarding the Commission’s programming. This was accomplished with a focus on client relations, access to staff as a resource, and a sensitivity to cost control.
• Updated the CALEA Assessor testing components with staff to improve the identi cation of quality assessors capable
of delivering requisite assessment services. Transitioned assessor updates and general training to a web-based format for cost control and contemporary accessibility.
• Leveraging the power of remote of ce applications, CALEA was able to reduce its physical of ce footprint in 2016, thereby reducing operational costs and associated overhead.
• The transition to greater of ce automation tools in 2016 enhanced productivity and ensure ongoing compliance with accounting and general business protocols. These activities included upgraded payroll systems and human resource management tools. staff
6 CALEA® THE GOLD STANDARD IN PUBLIC SAFETY