NORTH CAROLINA POLICE CHIEF
Immediate Past President
Lt. Henry King
Winston Salem State University kingha@wssu.edu
President
Director Roger “Chip” Hawley State Bureau of Investigation chip.hawley@ncdps.gov
First Vice President
Chief Toby Harrison Haw River tharrison@townofhawriver.com
Second Vice President
Chief Paul Burdette, Jr. Beaufort P.D. p.burdette@beaufortnc.org
Secretary
Chief Jeremy Dixon Holden Beach P.D. jeremy.dixon@hbtownhall.com
Sgt.-At-Arms
Chief Chris Beddingfield Biltmore P.D. cbeddingfield@biltmoreforest.org
Regional Directors
Region I
Chief David Adams Waynesville P.D. dadams@waynesvillenc.gov
Region II
Chief Reed Baer Hickory P.D. rbaer@hickorync.gov
Region III
Chief Gerald Childress Kings Mountain P.D. gerald.childress@cityofkm.com
Region IV
Chief Bobby Rummage Lexington P.D. rdrummage@lexingtonnc.gov
Region V
Chief Mitch McKinney Mebane P.D. mmckinney@mebanepd.com
Region VI
Chief Ken Klamar Sunset Beach P.D. kklamar@sunsetbeachnc.gov
Region VII
Chief Lawrence Capps Knightdale P.D. lawrence.capps@knightdalenc.gov
Region VIII
Chief Jimmy Crayton Wallace P.D. jcrayton@wallacenc.gov
Region IX
Chief David LaFon Edenton P.D. david.lafon@edenton.nc.gov
Region X
Chief Jeff Ackerman Duck P.D. jackerman@townofduck.com
At-Large Regional Directors
Region I
Chief Steve Parker Black Mountain P.D. steve.parker@tobm.org
Region II
Chief Andrew Deal China Grove P.D. adeal@chinagrovenc.gov
Region III
Chief Brian James UNC P.D. brian.james@unc.edu
Region IV
Chief Roberto Bryan, Jr. Fayetteville P.D. robertoebryan@fayettevillenc.gov
Past NCACP Presidents
Chief B. L. Porter Mecklenburg Co PD, 1976-77
Chief Robert F. Goodwin Raleigh PD, 1978
Chief Darryl L. Bruesti Wilmington PD, 1979
Chief C.M. Gilstrap Goldsboro PD, 1980
Chief John A. Faircloth High Point PD, 1981
Chief B.J. Hamrick Morganton PD, 1982
Chief Floyd Lucas Hickory PD, 1983
Chief Roger Halbert Jacksonville PD, 1984
Chief C.C. “Buck” Elmore Gastonia PD, 1985
Chief Larry Hesser Hendersonville PD, 1986
Chief James K. Festerman Reidsville PD, 1993
Chief Vic Orr Mecklenburg Co PD, 1994
Chief Gerald Galloway Southern Pines PD, 1995
Chief John Crone Washington PD, 1996
Chief Jack Conner Spindale PD, 1997
Chief Bob Cansler Concord PD, 1998
Chief Tom Moss Garner PD, 1999
Chief Randall Aragon Lumberton PD, 2000
Chief Greg Harrington Wake Forest PD, 2001
Chief Robert Williams Morganton PD, 2002
Chief Merl Hamilton Concord PD, 2009
Chief Tim Ledford Mint Hill PD, 2010
Chief Pat Norris Winston Salem State Univ, 2011
Chief Tim Hayworth Zebulon PD, 2012
Chief John Letteney Apex PD, 2013
Chief Tom Adkins Hickory PD, 2014
Chief Bence Hoyle Cornelius PD, 2015
Chief Robert Hassell Reidsville PD, 2016
Chief Mike Yaniero Jacksonville PD, 2017
Chief Brandon Zuidema Garner PD, 2018
Chief Raymond Shelton Burlington PD, 1987
Chief Jerry H. Welch Madison PD, 1988
Chief David Fortson Cary PD, 1989
Chief Joe Puett Mooresville PD, 1990
Chief John Stevens Indian Beach PD, 1991
Chief Ronald Hansen Fayetteville PD, 1992
Chief Frank Palombo New Bern PD,2003
Chief Larry Murdock Thomasville PD, 2004
Chief Glen Allen Henderson PD, 2005
Chief Tom Younce NC State University PD, 2006
Chief Don Fisher Laurel Park PD, 2007
Chief John Hodges Hope Mills PD, 2008
Chief Dan House Wrightsville Beach PD, 2019
Chief David Hess Roxboro P.D.
Chief Damon Williams N.C. Central P.D.
Chief Henry King Edenton P.D.
On behalf of this Association, it is my honor to serve as President and to represent the dedicated men and women who lead law enforcement agencies across our communities.
Our mission remains clear: To strengthen public safety, uphold the highest standards of integrity, and foster trust between law enforcement and the people we serve. We recognize that today’s challenges require innovation, collaboration, and accountability.
Together, we are commit -
PRESIDENT
ted to advancing professional development, sharing best practices, and supporting one another in the difficult work of protecting our communities.
As chiefs of police, we are entrusted not only with the responsibility of leading our agencies, but also with setting an example of fairness, compassion, and justice.
The Association will continue to advocate for resources, policies, and training that enable our officers to serve effectively, while ensuring transparency and community
partnership remain at the forefront.
I am grateful for the opportunity to serve alongside each of you. Together, we can shape the future of policing with courage, wisdom, and integrity.
Respectfully,
Chip Hawley President, NCACP Director, NCSBI
Chip Hawley
2025 began with our 49th Annual Training Conference in Cherokee. We had a record number of attendees, with 365 registered Chiefs, staff members, and guests. Also, over 125 individual companies and businesses had booths in our Exhibit Hall.
We received great feedback on the training topics and the opportunity to again meet, network, and train together. Our Conference training agenda touched on a number of topics, but focused on our response to Hurricane Helene and its aftermath. In September 2024, the western region of our state was hit with one of the deadliest storms of the century, with more than 100 confirmed deaths in North Carolina alone. Damages are estimated at over $60 billion in the hardest hit areas.
We examined our response and readiness of law enforcement agencies in our state. A Discussion Panel of “Lessons Learned During Hurricane Helene” was presented by affected Chiefs, NC Emergency Management, and agencies that responded to assist through Mutual Aid. The NCACP will continue to examine the areas of readiness and response to major disasters and incidents that may affect the state in the future to increase our preparedness and the agencies we support.
The Association continues to focus on Officer Wellness and
EXECUTIVE DIRECTOR Bill Hollingsed
NCACP Executive Director’s Report
Performance. We participated in the NCLM City Vision Conference to discuss how Officer Wellness and taking care of our people plays a key role in retaining good Officers. Our second year of funding the Wellness and Performance Grant is under way. “The wellness and safety of law enforcement officers is critical not only to themselves, their colleagues, and their agencies but also to public safety.”
The NCACP is committed to providing resources and information to our Chiefs to help meet the needs of our Officers into the future.
I also want to remember those law enforcement officers in North Carolina that have made the ultimate sacrifice. 2024 was a tough year in our state regarding the murder of law enforcement officers. In April, we lost 4 officers in one incident in Charlotte. In December, the Greensboro Police Department had an Officer shot and killed, their second in a year. Several other Officers have been shot throughout North Carolina as well. We have also lost Officers due to suicide. Ensuring that officers return home safely at the end of each shift is a paramount concern for all law enforcement leaders.
The NCACP recognizes that one of the tougher challenges facing any police executive is handling a line-of-duty death within a department. In addition to pro-
viding training in this area, the Association works closely with COPS and other organizations to assist our Chiefs throughout the state when the unthinkable happens. We are also committed to analyzing trends and continually providing updated training to prevent future line-of-duty deaths and to address Officer wellness.
We are also grateful to RANC, who has provided funding for our Officer Assistance Fund. In 2024, we provided over $20,000 to Officers and their families to assist them in their time of need. We truly appreciate our partnership with RANC to allow us to do this.
We’re excited for the 2026 NCACP Conference, which will be the 50th Anniversary of the Association. We have a great training agenda planned. and we look forward to seeing you in Cherokee Jan. 19-21.
I am proud of the work of your Board of Directors and for the leadership shown to represent our profession throughout the state. I am also appreciative of Fred Baggett, our Legislative Liaison, for his efforts on behalf of the Association. I also thank each of you, as police leaders, for your commitment and dedication to advancing the ideals and high standards of law enforcement to your respective communities. I look forward to working with each of you
Gratitude in the Face of Hurricane Helene: A 6-Month Reflection
In the aftermath of Hurricane Helene — a catastrophe that tested every ounce of resilience and strength within us — I find myself compelled to express my deepest gratitude to those who stood in the gap, bringing hope when all seemed lost.
Who could truly prepare for the unimaginable? Two months without water. A month without power. Weeks without cell service or internet. Even a week when radio communications went silent. With infrastructure in total collapse — no way to travel, no way to call for help — one truth emerged: We could count on our Police Chiefs, Sheriffs, Agency Directors, and emergency personnel.
These leaders and their teams came through in ways that defied comprehension, demonstrating extraordinary courage, selflessness, and solidarity. They reminded us that in the darkest of times, the strength of our communities — and those who serve them — shines brightest.
A Storm Unlike Any Other
I reflect on moments that shook us to our core:
• The looming threats of the Bee Tree Dam and North Fork Reservoir failing —d isasters that could have devastated everything within a 20-mile radius.
• A 1.5-mile-long warehouse filled with anhydrous ammonia, teetering on the brink of critical failure, with no means of communication to warn or respond.
• The staggering realization that, in a matter of moments, thousands of lives could be at risk. And yet, amid the chaos, our first
responders, firefighters, paramedics, and law enforcement officers stood firm.
The North Carolina Police Chiefs Association, alongside heroes from across the nation, answered the call. You gave everything—your time, your energy, your very safety—to ensure that our communities survived.
A Debt of Gratitude
To every first responder, Chief, Sheriff, and emergency personnel who gave selflessly, I offer my deepest thanks. To God be the glory for your service, for the brotherhood and sisterhood that carried us through, and for the unwavering commitment that turned devastation into resilience. Every day, I ask myself: How does one begin to thank so many people? The truth is, I never can fully repay the debt of gratitude I owe. But I promise this—I will carry forward the legacy of support, unity, and service that you
all exemplified.
To everyone in North Carolina: if you ever find yourself in need, overwhelmed by challenges, know this — help is always within reach. The North Carolina Police Chiefs Association and our incredible network of first responders are here for you, ready to serve. No matter the storm, we rise together.
With boundless gratitude, Chief Steve R. Parker FBINA #242
Chiefs Day at the
General Assembly
718G Leonard Ave Albemarle (980) 581-8202
Armed Security on Premises of Establishments that Serve Alcohol, Sweepstakes and ‘Fish
Table’
Parlors
The regulatory board that governs security guard and patrol companies in North Carolina, as well as law enforcement, is having increasing issues with armed persons serving as security guards in establishments where alcohol is sold and consumed and in sweepstakes businesses and “fish table” parlors.
Pursuant to Chapter 74C of the General Statutes, the North Carolina Private Protective Services Board, an agency of the State of North Carolina and staffed by the Department of Public Safety, is tasked with licensing security guard and patrol businesses and registering armed and unarmed security guards.
Any person, firm, corporation or individual engaged in private security activities is required by Chapter 74C to be licensed and registered with the Board.
“Security” means that the person an ABC establishment owner or sweepstakes parlor owner hires or employs is on the premises to: 1) prevent, observe, or detect unauthorized activity; 2) protect patrons and persons lawfully on the premises; 3) escort patrons and persons lawfully on the premises to and from the premises; or 4) control, regulate, or direct the flow or movement of persons or vehicles. “Bouncers”, “doormen” or persons who check IDs or search patrons are performing security guard duties.
Any security employed or hired by the owner, including bouncers, doormen, or persons who check IDs or search patrons, who carry or possesses a firearm on the permitted premises must be registered with the North Carolina Private Protective Services Board pursuant to N.C.
Gen. Stat § 74C-13 as an armed security guard. There are no exceptions. The owner may employ or hire unarmed security, including “bouncers” or “doormen,” without taking any further action.
If uregistered, it is highly unlikely that the armed security has received any firearms training. (The Board’s course is substantially similar to the CJ Commission’s.)
Unless employed directly by the establishment as an employee, no person may perform duties defined as security guard and patrol services unless licensed or registered by the Board. This licensure and registration also allows a non-law enforcement officer to lawfully carry a fireaim in some otherwise prohibited places in the performance of his or her duties.
North Carolina law prohibits a
person from possessing a weapon in an establishment that serves alcoholic beverages, but with a few exceptions.
An exemption has always existed in the weapons laws of North Carolina that allows the owner, lessee, or person or organization sponsoring an event or a person hired by the owner, lessee, person or organization sponsoring an event to provide security services in an establishment where alcoholic beverages are sold and consumed.
(N.C.G.S. § 14-269.3(b)(2) and (4).*) Prior to December 1, 2022, subsection (4) of N.C.G.S. 269.3 recognized that the “person” could be a registered armed security guard pursuant to Chapter 74C, but due to the wording questions persisted as to the legal status of a person hired by the owner, lessee, or person or organization sponsoring an event to be on the premises and serve as armed security, e.g. a guard or “bouncer.” These questions were resolved by the General Assembly with the passage of Senate Bill 424; (S.L. 2022-66).
Effective December 1, 2022, in order for a person to exercise the exemptions found in N.C.G.S. § 14-269.3, the person must meet the following criteria:
1. The person must be the owner or lessee of the permitted establishment, or person or organization sponsoring the event; or
2. The person must be an employee of the owner registered with the Private Protective Services Board as an armed proprietary security guard. (The person must be directly hired by
Armed Security (continued)
the owner, lessee, or person or organization sponsoring an event. Proof of this hiring can be found in check stubs, W-2 statements or other evidence demonstrating that the person is a direct employee of the establishment that serves alcoholic beverages.); or
3. The person must be employed and registered by a business licensed pursuant to N.C.G.S. § 74C-2 (i.e. a security guard and patrol business) who is hired by the owner, lessee, or person or organization sponsoring an event.
These criteria are essential to the exemption, and the exemption is only as to possession of a weapon in certain areas. Again, it is not an exemption to Chapter 74C, the Private Protective Services Act. Therefore, if the person is
providing security services in the establishment and is armed with a firearm, that person must be registered 1) as a proprietary aimed security guard as set forth in N.C.G.S. § 74C-3(b)(13) and defined in 14B NCAC 16 .0103(13) or, 2) as a registered armed security guard in North Carolina and working for a licensed security guard and patrol business.
For owners, lessees and sponsors, or a person employed by the business, the person possessing the weapon can only do so lawfully exclusively on the permitted premises. The exemption only exists within the permitted premises of the establishment. All establishments that serve alcohol in North Carolina have limitations on their pennits and these permits only apply to a given geographical area, usually just the interior
of the building where the bar or restaurant is located.
In light of that fact, the exemption would not apply to the sidewalk, a parking lot, an alleyway or any other area where the establishment could not lawfully serve alcoholic beverages. Even though a lease may say the owner has rights to the parking lot, if the owner cannot sell alcohol there, the owner or person hired cannot possess a weapon there.
This is specific only to application of N.C.G.S. § 14-269.3. There are no similar statutes governing sweepstakes businesses and “fish table” parlors; the general law governing weapons, concealed carry of a handgun, and Chapter 74C apply in those areas.
A properly registered armed guard — whether working directly for the owner, lessee or sponsor or working for a contract licensed security guard and patrol company — must have in his or her possession a current pocket card issued by the Board identifying the proprietary organization or the contract security company employing the guard. (N.C.G.S. § 74C-13(d).) (Note: In a very limited circumstance the guard may only possess a copy of his or her application and be in compliance. This will occur only when the guard has completed the required training, then applied for registration.)
Dependent upon the facts, the charges against a person who does not meet any of the above criteria and is therefore unlawfully possessing a firearm include a violation of:
1. N.C.G.S. § 14-269.3, posses-
Armed Security (continued)
sion of a weapon in a prohibited area;
2. N.C.G.S. § 14-415.11, carrying a concealed handgun without a permit; and/or
3. N.C.G.S. §§ 74C 1 l(a) and 13(a), engaging in a private protective service (armed security) without first obtaining the proper license and/or registration.
N.C.G.S. § 14-269.3, N.C.G.S. § 74C-3 and N.C.G.S. § 74C13 are reprinted below as well as suggested procedures and questions when approaching an apparent armed guard or making inquiry of the owner or lessee of the permitted establishment, sponsor of the event, or owner of a sweepstakes business or fish
This article is the sole opinion of the Private Protective Services Board and should not be construed to overrule or circumvent the opinion of your agency’s legal counsel or directives from your supervisor, but if you or your agency’s legal counsel have a question, please feel free to call Jeff Gray, Legal Counsel, Private Protective Services Board, at (919) 828-0731 or e-mail him at igray@bdixon.com.
table parlor.
Training and Standards: An Officer’s Perspective
by David Langdon Corporal
Cary Police Department
In March 2024 I was presented with the opportunity to take an assignment with “Training and Standards” in Raleigh. Until this point, I had spent the entirety of my 12-year career on the road in one assignment or another.
Cary Police Chief Terry Sult and Criminal Justice Education and Training Standards Commission Director Jeff Smythe had formed a partnership to loan an employee to the State to help reduce the backlog of officer applications.
The position was advertised as a temporary fellowship, like that of a doctor who has finished medical school but is receiving
extra training in their field of specialty.
Although the details of this newly created position were fuzzy, I accepted in the hopes of learning a new set of skills and aiding agencies across the state.
Before starting I secretly told myself that if I was assigned to a windowless basement and given a stack of papers and a staple remover, I was going to request a transfer back to night shift.
When I arrived, I was expecting to see what I had always expected of state government, the shuffling papers from one desk to another just to be stamped repeatedly and shuffled again.
What I actually saw was a very small group of people working diligently on a momentous number of responsibilities. I quickly
learned that law enforcement applications were only a small fraction of the tasks assigned to the division, overshadowing other programs such as Probation and Parole, Juvenile Justice, Company and Campus Police, Adult Corrections, Retired LEO, BLET program development, SMI, General and Specialty Instructors, and CJ Fellows to name a few.
The Challenges
When I began with CJ Division the average delay in certifying an officer was 12 weeks. This was a compounding result from state government staffing challenges, the shift to Acadis as a new electronic record management system, large influxes of officer applications as agencies push to fill vacancies, and the fallout of
resignations that “Raise The Age” legislation pushed onto the Division of Juvenile Justice.
Each of these issues, paired with a higher than 40% error rate in law enforcement applications, all but guaranteed the wellknown wait times.
As I spent more time wading through the oceans of administrative code and general statutes, it became clear that the task assigned was too heavy a lift. I was soon joined by other donated employees; officers from the Chapel Hill Police Department and the Graham Police Department were added to the team in similar roles.
The Director also began to flex his ability to hire temporary staff to fill vacant positions or voids in understaffed programs that state government would not allocate funding for. As summer approached, law enforcement processing times were reduced to 3-4 weeks statewide.
Behind the scenes, staff were diligently working to make improvements both within CJ Division and at agencies who often submitted error filled applications.
The certification workshops for agency leaders were pared down from two days to less than one day (5 hours) in the hopes of increasing attendance. A reference guide of common questions and mistakes was published to the DOJ website and pushed to agency authorized representatives. And staff now had more availability to engage with recruiters about the issues most important to them.
Additionally, revisions to administrative code were recommended to meet some of the com-
Officer’s Perspective
mission’s long-term goals and requests from the field. Proposals were made to streamline the process for officers who laterally transfer between agencies, to reduce redundant training requirements for out of state and federal transfers, and pre-application reviews of those with prior criminal charges.
The Future
At the end of August my sixmonth assignment was complete. Processing times had been reduced to one week and new systems had been instituted for further improvements. I returned to patrol having learned the most out of any experience in my law enforcement career. I handed off my duties to the next Fellow walking in the door for their sixmonth assignment.
Despite the short-term successes, I felt as if I were a bandaid trying to prevent a ship from sinking. Is the policing profession in North Carolina destined to rely on agencies donating personnel to act as short-term band-aids? We should all want a committed long-term subject matter expert that understands the complexities of this profession on the other end of the phone.
These employees aren’t just the staff of the Criminal Justice Division, they are the staff of each of our police departments.
So how do our agency leaders convince the legislature to provide the resources needed? Perhaps that is the question I pose to each of you.
What I do know is that everyone in those offices deserves our respect and appreciation. Most officers would shudder at the idea of working under the administra-
tive pressures and deadlines that CJ Division faces. Every police officer’s career starts in the office of a Criminal Justice Division staff member, and we must support them for our collective success.
New Basic Law Enforcement Training Goes Live in 2025!
By Jeffrey Smythe, Trevor Allen, and Peggy Schaefer
For the past 25 years, the Basic Law Enforcement Training (BLET) curriculum has been a model for other states to follow for professional training development and delivery.
In keeping with best practices, the North Carolina Criminal Justice Education and Training Standards Commission in 2018 mandated a new job task analysis for entry-level law enforcement, which resulted in the Criminal Justice Standards Division and the North Carolina Justice Academy creating an all-new state-of-theart BLET 2025 curriculum and accompanying set of new administrative rules that comply with national training standards and grounded in Constitutional policing.
This five-year development process, a testament to our commitment to inclusivity, has involved hundreds of trainers, agency heads, subject matter experts, and stakeholders throughout the state who reviewed these materials and provided feedback.
End-of-block tests and a bank of over 1,000 state exam questions have been developed, reflecting the training objectives and content. The result has been the development of what we objectively believe is the BEST law enforcement training curriculum in the country!
BLET 2025 Development Process
During the curriculum development phase, Division and Academy staff heavily relied on the published recommendations of the North Carolina Association
of Chiefs of Police and the North Carolina Sheriffs’ Association. Further, we sought the guidance and feedback of various other stakeholders, such as the North Carolina State Crime Lab, the North Carolina Human Trafficking Commission, the North Carolina School of Government, our DOJ legal team, and 38 separate subject matter expert groups.
Moreover, 14 academies volunteered to pilot test the curriculum and provide feedback on adjusting hours, fine-tuning practical exercises, and recommending additional source videos and references. We estimate this curriculum has been reviewed hundreds of times in various parts throughout the development process, receiving essential feedback each time.
Academy staff thoroughly discussed and reviewed all the revi-
sion suggestions. The BLET 2025 curriculum is available now for review electronically and ready for full distribution in November 2024. All School Directors and Commission members have access to the lesson plans through a secure link that can also be shared with our police chiefs and sheriffs or other staff wanting to review the materials.
Another critical component of the new BLET curriculum involves using an “integrated” approach to help students retain essential information. Law enforcement training research supports the reinforcement of key points throughout the curriculum.
In the Legacy materials, the lesson plans included ethical scenarios in every block. This was the beginning of fusing professional values-driven concepts throughout the academy. Our expanded integrated approach means we have purposefully repeated crucial concepts in almost every block.
For example, the new Critical Decision-Making model is woven into every instruction block. We also included criminal investigation and patrol response
acronyms to aid student retention. These acronyms are used throughout the academy and form foundational concepts that will “stick” with the new officers throughout their careers. For more information on integrating academy training, click here and here.
BLET 2025 Significant Changes
In addition to the integrated approach outlined above, the BLET 2025 includes several major changes:
1. The course hours have increased from 640 to 868. This was due, in part, to discussions with stakeholders, instructors, and SMEs who requested recruits practice additional patrol tasks and functions during the academy to be more prepared when they come to an agency and start their FTO or on-the-job training.
In response to this request and the research on integration, our development team added more hours of practical exercises. Scenario exercises, guided discussions, and in-class role-playing were added to almost every block, making the new curriculum
more engaging, meaningful, and memorable.
2. The Reading Grade Level for all lesson plans combined in BLET 2025 averages 11.6. We see similarities comparing this to the legacy lesson plans, which average 11.2. However, the information appears to be more comprehensive because it is! Our development team added over a thousand new reference articles, making the new content current, evidence-based, and legally defensible.
3. The lesson plans are now available in an enhanced electronic delivery. The new eLAD version enables students to highlight, click on training objective content, and click on hyperlinks for additional information. Students, the Community College system, and agencies also experience cost savings using the electronic version. Instructors and students have relayed many positive comments about the ease of using the electronic lesson plan version. A younger generation of officers prefer an electronic version over a paper copy.
4. As part of the integration, we merged the Elements of Criminal Law block into stand-alone investigative blocks. Instead of the students trying to memorize all NC law at one time, they learn the statutes as they cover specific blocks.
For example, a new topic area, Sexual Assaults, comprises the specific laws related to these offenses, and then applying the law is reinforced through practical exercises. The guided exercises help ensure student retention. Other new blocks include Persons Crimes, Property Crimes, and Missing Persons.
5. The Firearms block of instruction increased from 48 to 96 hours. The block is broken into specific segments so students can revisit the range and practice drawing and handling their weapons. The Firearms curriculum committee also designed several tactical combat courses that are now mandatory in the new curriculum involving a moving target.
The Commission authorized a one-day update for Commissioncertified Specialized Firearms instructors to learn the new content, practice the drills, and set up the courses. Moreover, a one-day mandatory update is also required for the new Compliance & Control Tactics (CCT) content, previously titled Subject Control & Arrest Techniques.
Final Exam Validation and End of Block Testing
Last year, the CJ Commission voted to change from the 6-unit testing model with a retest option when recruits failed up to two
units to a new model of a single 70% passing score. This was consistent with student retest data and has simplified the administration and scoring of the State Final Exam. Using the Acadis testing platform, the State’s Comprehensive Written Exam scores will be available the same day. Students scoring above 60% and below 70% will be eligible for a single retest option.
A notable issue with the pilot deliveries of the BLET 2025 curriculum has been with the end-ofblock (EOB) testing. In the past, Academy Directors were responsible for developing each end-ofblock test.
This created 68 different tests for each topic with no consistency in testing across BLET programs or throughout the state. Moreover, over time, specific instructors
Training (continued)
would focus on the test questions when they were teaching instead of the content supporting the training objectives.
NCJA staff developed questions directly related to the training objectives, and students took the new tests using the Acadis online platform. Each student received the same test, but the questions and answers were scrambled to reduce cheating opportunities.
Pilot School Directors and instructors did not know any test questions or answers before the test, so the content had to be thoroughly covered during the class sessions.
This “not knowing the test questions” caused much confusion throughout the pilot deliveries due to the newness of the content and the volume of reading the highperforming students encompassed before taking their tests. There
were many failures.
However, the Acadis system provided critical information to the students after every test, indicating which objectives the students missed. This normative feedback helped the students focus on the specific pages in their lesson plans to prepare for their re-tests.
In addition, three School Directors volunteered to assist with an in-depth review of each test question to determine validity and relevance to the learning objectives. Based on their feedback, test questions were revised and tested with other academies.
We currently have EOB tests that measure the objectives, have content validity, and distinguish between those students who understand the content and those who do not.
The result of this comprehen-
sive process includes detailed EOB testing and a state certification exam with excellent results. As of the end of August, 167 students have taken the exam, and 100% have passed. There have been no retests and no failures.
Interestingly, we did notice a direct correlation between students’ average EOB test scores and their final exam test scores. Our vendor is currently analyzing and validating the state certification exam. We expect those results soon.
Communication With the Field
The Criminal Justice Standards Division regularly distributes information to Academy Directors, Chiefs, and Sheriffs via email, TEAMS, and Commission meetings. In addition, Deputy Director Michelle Schilling meets monthly
with the School Director Advisory Group and the Qualified Assistant Advisory Group. Moreover, NCJA meets quarterly with the BLET Advisory Group. During these meetings, curriculum changes, potential rule changes and other training issues are discussed and addressed.
Further, the Division started the BLET 2025 Webinars last June, an 18-part training series covering, in detail, instructional strategies in each of the new BLET topic areas. The moderated webinars showcase instructors throughout the state who gained valuable perspectives while teaching in the pilot deliveries.
These webinars have been well received by School Directors in the field, who have encouraged their respective instructors to view the webinars available on the Justice Academy’s online portal.
These webinars are also available to police Chiefs and their staff members, especially Field Training Officers (FTOs), as a way for them to learn the new tactics and content the recruits learned.
On October 1, 2024, a secure link will be provided to all law enforcement agency heads, certified BLET School Directors, and In-service Training Coordinators to review the approved 2025 BLET lesson plans.
The more familiar everyone becomes with the content, the easier the transitions will be for the recruits through their FTO experience and directly to the field. Contact the Justice Academy for access.
NCJA staff have collaborated with each pilot delivery site to answer questions, observe course delivery, and provide additional support and explanations to ensure consistent deliveries. Our
liaisons have been instrumental in sharing information about testing, content changes, and practical exercise design considerations.
Ongoing Revision
The Basic Law Enforcement Training curriculum stays in a state of revision. From statutory changes, new research studies, officer videos, and news articles, there is ALWAYS information to consider for addition or deletion to this foundational course. As we complete the pilot delivery phase this year and begin statewide implementation in 2025, we look forward to receiving continuous feedback on the new content.
Lesson plan revisions, the production of new training videos, and the involvement of new advisory group members are steps we have undertaken to ensure our BLET program remains at the tip of the spear. e strive for con-
tinuous improvement, and your participation in the feedback loop is critical to that process.
Conclusion
The BLET 2025 has been a tremendous endeavor for the entire Division and the many in our criminal justice system who provided critical and professional feedback. We are proud of our efforts and know with certainty that each recruit-focused BLET 2025 block of instruction is current, based on U.S. best practices, and legally defensible for our agencies and the State.
We aim to create a training program that prepares individuals to serve as confident and capable entry-level law enforcement officers in North Carolina. With your full support, this begins at the academy level with BLET 2025.
From left: Brian Mote, Maddie Jones, and David Langdon.
Embracing Diversity Through Service and Technology
by Chief Pete Acosta Morrisville Police Department
Since the year 2000, the population of Morrisville has surged from 5,000 to an estimated 32,000 residents as of July 2022. The demographic composition of the Town consists of approximately 46% Asian, 35% White, 10% African American, and 9% identifying as other or belonging to two or more races.
Among the Asian demographic, Asian Indians constitute the largest group, accounting for roughly 36% of the total population in 2020, a significant rise from 20% in 2010. More than 41% of the residents communicate in languages other than English, with at least 9% of the population reporting limited proficiency in English.
In light of these distinctive characteristics, the Town is dedicated to implementing language access goals and objectives as a vital component of its commitment to fostering an inclusive environment through effective communication with the entire community.
Given the diverse nature of our population, we found it to be crucial for the police department to establish effective communication with all community members.
This focus fosters greater trust and legitimacy, thereby bridging the divide between the community and law enforcement. Furthermore, prioritizing communication ensures that no group within our Town faces disadvantages when communicating with our agency. Our commitment to providing exceptional services allowed us to prioritize this initiative, as it
was apparent how we could offer meaningful improvements in the quality of relationships, thereby cultivating a more robust sense of community.
The Town of Morrisville prioritizes cultural awareness and the celebration of its community’s diversity. Acknowledging the necessity for enhanced cultural programming and services, the Town surveyed the 13 internal departments to identify areas that experience the most opportunities to engage with residents and visitors with Limited English Proficiency (LEP). This survey identified and prioritized strategic languages aimed at ensuring meaningful access to LEP residents and visitors.
According to the data Hindi, Chinese, and Spanish were identi-
fied as the strategic languages most frequently encountered by the police department.
As the police department aimed to improve communication by identifying resources to enhance language access, it was determined that engaging in direct conversations, without the involvement of a mediator, significantly strengthened relationships, and investigative efficiency despite the inherent value of the various resources available.
In collaboration with the Town of Morrisville Communications Department, we began researching technology that not only aids officers in their communication efforts but also fosters a sense of connection for our residents and visitors to the community.
Though we prioritized strategic
languages, it remained a priority to have access to unexpected languages officers may encounter.
Furthermore, a preferred device would be one that is compact and cost-effective. After exploring multiple options, we landed on the Pocketalk.
“Pocketalk was specifically chosen for its alignment with Morrisville’s Public Safety priorities.” Says Anu Mishra, the Town of Morrisville’s Language Access Plan Coordinator. “The Town of Morrisville’s diversity and unique demographics allow police officers to interact with residents from a variety of cultural backgrounds. With nearly 40% of the population being Asian, officers needed a way to communicate directly with residents.”
“The Pocketalk device, currently being tested by the police department, allows officers to communicate with residents during traffic stops, emergencies, or criminal investigations. It is HIPAA-compliant and meets the Town’s data security requirements, providing a technological solution to communication challenges. While many police
Diversity and Technology (continued)
departments use traditional over-the-phone interpretation services, the Morrisville Police Department recognized the need for direct communication with residents. This approach helps officers build trust while also being time- and cost-effective for the department.”
Though this device specifically met the needs of our agency, it is recommended that thorough research is applied to determine what device may meet the needs of your agency or organization. Affordable translation technology solutions offer an attractive alternative. These devices are user-friendly and efficient without the necessity of enduring lengthy waits for a remote provider to locate an interpreter and connect them.
With a translation device such as Pocketalk, public safety personnel can achieve accurate communication immediately upon identifying a language barrier. This technology is proving to be a crucial asset in emergency situations.
As communities experience increased LEP individuals relo-
cating across the nation, public safety will undergo heightened challenges related to language access. As these interactions increase between public safety officials and LEP community members, technology solutions can bridge the gap.
By embracing advancements in translation technology, agencies can enhance their effectiveness, remain fiscally responsible, and, most importantly, improve the quality of service delivered to all community members. This approach guarantees that every public safety official can provide an equal level of service to everyone residing, working, or visiting their jurisdiction.
In an effort to heighten the level of service provided to a community through language access, communication is paramount. Leveraging technology to bridge language gaps is not only a practical approach, it is also an essential measure to ensure safety and cultivate trust within our increasingly diverse communities. This conveys a significant message for agencies striving to establish genuine relationships of trust and maintain open communication with those they are committed to protecting and serving, irrespective of the language spoken.
North Carolina State Capitol Police Canine Team
The North Carolina State Capitol Police department is charged with the protection of State government properties within Wake County through the utilization of patrol teams as well as an explosive detection canine team.
The canines involved on this team are K-9 Cap, and the recent addition K-9 Pyres. Both canines and handlers have completed an explosive detection canine program and have undergone hundreds of hours of training in both controlled environments and legitimate threats to schools and State property around North Carolina. The team is responsible for consistent training and maintains a minimum of sixteen hours of training every month to ensure cohesiveness as a team.
Moreover, the canine team MUST certify yearly with the canines, and this is completed through the U.S. Police Canine Association, a national organization with over 50 years of service.
K-9 Pyres is currently training to become North Carolina State Capitol Police’s first tracking dog that will be used to assist in finding missing persons and trained to detect explosives on individuals
during large gatherings through “person-borne” detection.
K-9 Cap has been serving for over five years and has completed hundreds of protective sweeps around Raleigh/State Governmental Complex and has responded to countless suspicious packages and bomb threats.
The North Carolina State Capitol Police Canine handlers are K-9 Officer J. K. Johnson, and K-9 Officer C. M. Olson. Officer Johnson has a wide array of accomplishments and has been a canine handler for over 30 years and has handled both single-purpose and multi-purpose canines. He is a member of the US Police Canine Association, USPCA Level 3 Trainer, USPCA National Certified Evaluator for Detector and Patrol Dogs, and Past National President of USPCA (2 terms).
Officer Olson has been a canine handler for three years and has attended numerous different canine programs and explosive classes hosted by the Department of Homeland Security.
The North Carolina State Capitol Police department canine team has assisted numerous other agencies and taken part in major
national and statewide events such as the PGA U.S. Open, the North Carolina State Fair, and the North Carolina General Election.
Furthermore, the canines have also been utilized for the deterrence of crime and protection of several public officials through protective sweeps to include the Japanese prime minister, the North Carolina State Governor, State legislators, and State Judges and Justices. Also, local, State and federal agencies can request our K-9 services 24/7, 365 days a year, at no cost to them.
Last year, the Canine Team conducted over 142 protective sweeps for over a dozen different locations and assisted universities, public schools, and religious congregations around the state.
The mission of the North Carolina State Capitol Police canine team is to continuously strive for excellency and professionalism through specialized training and real-world scenarios and aid in the protection and security of State properties and officials. For K-9 Requests, please contact: Officer Kevin Johnson and Cap at 919-623-6751; Officer Cole Olson and Pyres at 984-292-9583.
Community Policing and Trust Building: Strengthening Ties Between Law Enforcement and Communi ties
Community policing is a culture that enhances trust and legitimacy through collaborative, sustainable relationships with the police and the public to address solutions to crime and improve quality of life. Traditional policing models use reactive policing to address quality of life concerns.
Community policing encourages officers to proactively engage with residents, build relationships, and address the underlying causes of crime. This approach creates safer communities, fostering a sense of shared responsibility, and building trust between officers and community members.
One of the key elements of community policing is establishing trust. Trust is foundational to the relationship between law enforcement and communities, as it enables open communication, mutual respect, and cooperation.
Without trust, people are less likely to report crimes, share information, or work alongside police to resolve issues affecting their neighborhood. Conversely, when trust is present, people feel safer, more connected to the police, and more willing to collaborate on community initiatives.
Trust grows when police departments operate transparently and hold themselves accountable. Regular communication about policies, practices, and decision-making helps residents feel informed and included in law enforcement processes. This includes being transparent about data, investigations, and department actions, especially in instances of officer misconduct.
Every interaction between police officers and community members is an opportunity to build or erode
trust. By making routine interactions friendly, respectful, and informative, officers can establish a rapport with community members. Community policing encourages officers to view each interaction as a chance to serve and connect, rather than simply enforce laws.
Building Trust through the lens of community policing leads to numerous benefits for the agency and the community, that can be viewed as the “CEO” impact:
Crime Reduction
Community policing can lead to lower crime rates, as trust fosters greater cooperation in reporting crimes and providing tips that help solve cases. By focusing on crime prevention and addressing the root causes of crime, community policing can reduce the overall incidence of criminal activity.
Enhanced Community Relations
When officers actively engage with residents and work to meet their needs, it builds goodwill and respect. Over time, this relationship can reduce tensions and create a more positive perception of law enforcement within the community.
Officer Morale
Officers who feel appreciated and supported by the community are more likely to have high morale and job satisfaction. This positive relationship between officers and community members can reduce the risk of burnout and improve officer retention rates.
So, what can your agency do toward this goal? Join the IACP Trust Building Campaign. The IACP Trust Building Campaign seeks to
enhance trust between police agencies and the communities they serve by ensuring positive communitypolice partnerships that promote safe, effective interactions; create strategies to prevent and reduce crime; and improve the well-being and quality of life for all .
The campaign provides six pillars to building trust. When your agency joins the campaign, you are pledging to implement 25 key policies and practices within a 36-month period. In your agency self-assessment, you will likely discover your agency is already practicing many of the 25 key components of the pledge. Agencies who complete the Trust Building campaign receive official recognition from IACP.
Ultimately, community policing and trust-building efforts are ongoing. By focusing on relationships, transparency, and shared responsibility, police and communities can work together to create safer, more harmonious neighborhoods.
About the Author
David Hess is the Chief of Police in Roxboro, North Carolina. He serves in a variety of statewide and international leadership roles, including chairperson of the IACP Community Policing committee. Chief Hess is an IACP 40 Under Forty recipient. He holds a Master’s degree in Executive Leadership from Liberty University, a graduate of the 264th Session of the FBI National Academy, and past president of the NCACP.
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Winston-Salem P.D. Night Out Event Surges in Popularity
For years, law enforcement officers at the Winston-Salem Police Department (WSPD) have faced the same challenge: missing out on major employee appreciation events due to demanding schedules.
While past efforts — such as the traditional drive-through barbecue — were valued, they often lacked the camaraderie and engagement officers truly needed. Recognizing this, Chief William Penn and his leadership team decided it was time for a change.
Last year marked the beginning of a new tradition with the first-ever WSPD Night Out, an initiative made possible through a partnership with the Winston-Salem Police Foundation (WSPF).
The goal? To create a larger, more inclusive appreciation event that allowed officers and their families to unwind, connect, and celebrate their hard work in a meaningful way.
Planning an event of this scale was no small feat. A dedicated group of employees worked alongside the WSPF to design an evening filled with fun and relaxation.
Partnering with ROAR, a local entertainment venue, the department provided free food, adult beverages, bowling, golf simulators, arcade games, DJs, and an awards ceremony. Most importantly, WSPD Night Out fostered a relaxed, neutral environment where officers could build relationships with colleagues and their families outside the pressures of the job.
With historically low participation in past appreciation events, expectations were cautious. However, the response
was overwhelming — over 600 officers and family members attended, making it an undeniable success.
The turnout was a testament to several key factors: the unique nature of the event, enthusiastic encouragement from leadership, and the deep respect and admiration for Chief Penn among WSPD staff.
Building on this momentum, the second annual WSPD Night Out is poised to be even bigger. This year, interest has surged to over 900 attendees, a remarkable feat considering WSPD has fewer than 600 employees — proving that officers are eager to bring their loved ones along.
serve a night dedicated to them. Please let me know if you have any questions or concerns.
Thank you for your consideration,
While some officers will be on duty during the event, the vast majority will be in attendance. To make the evening even more family-friendly, new activities have been added, including inflatables, a puppet show, an ice cream truck, and face painting.
What began as an experiment in appreciation has quickly become one of the most anticipated events of the year.
WSPD Night Out is more than just a celebration; it’s a testament to the power of leadership, community support, and the value of bringing officers together outside the line of duty. As this tradition continues to grow, it reinforces a simple but profound message: those who protect and serve de-
Annie Sims Public Information Officer Winston-Salem P.D.
Enhancing Law Enforcement Agencies Through Comprehensive Risk Reviews and Strategic Partnerships
By Joseph Graziano, Public Safety Risk Management Consultant for the North Carolina League of Municipalities
Maintaining high professionalism and operational excellence standards is crucial in today’s complex and evolving law enforcement landscape. One of the many offerings that the North Carolina League of Municipalities offers through its Shield Services program is the Law Enforcement Risk Review.
This comprehensive process and critical initiative enhance an agency’s operational efficiency and significantly lowers its risk profile, promoting best practices and fostering a safer community environment.
Benefits of Completing the Risk Review
The law enforcement risk review thoroughly examines an agency’s policies, procedures, and practices. This process identifies potential risks and provides actionable recommendations to mitigate them. By addressing vulnerabilities proactively, agencies can prevent incidents that might lead to liability. Additionally, aligning with the latest industry standards and best practices improves overall performance and professionalism.
The risk review also helps identify and mitigate risks and reduces the likelihood of incidents that could result in liability claims. This not only protects the agency but also safeguards public funds. Lastly, undergoing a risk review can lead to tangible financial benefits. Agencies that
complete the process may be eligible for discounts on their police professional liability coverage. This reduction in insurance costs demonstrates a commitment to accountability and excellence, enhancing public trust and support.
State Accreditation Program
The North Carolina State Accreditation (NCLEA) program was launched recently, and the NCLM Shield Services Risk Review process has been designed to seamlessly complement the state accreditation program.
Accreditation ensures that agencies meet established standards of excellence, and the risk review provides the necessary insights to maintain and exceed these standards. Together, they create a robust framework for continuous improvement and operational excellence for all our law enforcement agencies across the state.
Strong Alliances and Support
Our organization is committed to advancing law enforcement in North Carolina through our training programs and strong alliances with the North Carolina Criminal Justice Education & Training Standards Division and the North Carolina Association of Chiefs of Police.
These strategic partnerships ensure that law enforcement agencies have access to the necessary resources to succeed and collaboratively enhance policing standards across the state. The support from these esteemed bodies underscores the significance
and credibility of our services, instilling confidence in the agencies we serve regarding the process and its outcomes.
Participating in a comprehensive law enforcement risk review offers numerous benefits, from operational improvements and risk reduction to financial incentives and enhanced professional standards. By engaging in this process, agencies protect themselves and their communities and contribute to promoting excellence in law enforcement. We encourage all agencies to take advantage of this valuable opportunity and join us in our commitment to safety, professionalism, and continuous improvement.
For more information or to get started, contact the author Joseph Graziano, the Public Safety Risk Management Consultant for the North Carolina League of Municipalities. jgraziano@nclm.org or Tom Anderson, the Director of Risk Control & Public Safety Risk management for the North Carolina League of Municipalities.
The Parallels of Law Enforcement and Motorcycle Riding
I’ve spent most of my life in two different circles — emergency services and racing motorcycles. As I was describing motorcycle racing to a police colleague, I realized how unbelievably similar the two are.
So, the story goes I started racing before I was even born. My parents were semi-professional drag racers. Against everyone’s opinion my mother was racing well into her pregnancy and because I was a premmie she was racing just a few weeks before I was born. Then, there I was racing to come into the world six weeks early. I began riding a motorcycle about the same time as a bicycle around (age 4).
My emergency services experience started early as well, joining the fire department as a junior fireman at age 15. That training and experience led me to start a law enforcement career at age 21.
My motorcycle riding progressed to practicing on a closed motocross track for several years before racing at age 10. For the next 20 years I raced motocross around the Eastern U.S. I began to dabble in street sportbikes shortly after getting my license. I learned quickly the safest environment to utilize all the performance that sportbikes offer is on a racetrack. This led to organized track days where you race against the clock on a closed circuit. After working with several top race teams as a mechanic, I was traveling the country racing street bikes.
So enough about how I got myself into these circles; let me tell you how similar they are. The first similarity is the danger. Law enforcement and motorcycle racing are both inherently danger-
ous. Injuries and even death are all too common in both worlds.
To combat this element of danger both professions utilize top-notch safety equipment and specialized training. I think the danger and the sacrifices that both racing and law enforcement experience create the next similarity.
The family environment. Both of these groups are a tight-knit bunch that support each other through thick and thin. Just as only law enforcement and their families actually know the challenges that we face only a true racer, and their family understands the challenges associated with such a high risk undertaking as racing a motorcycle. This makes each group more like a supportive family than a group of individuals with similar interests.
Both groups can be somewhat thrill seekers. Just as officers feel the adrenaline rush of kicking a door, stopping a car, or saving a life, racers feel tons of adrenaline riding at over 100 mph while your knee skips along on the asphalt with another bike leaning into you at the same speed.
Razor focus is another common trait. Just as officers must remain focused on a suspect’s actions or the front site on a standard pistol, racers must focus on braking markers, corner entry, apex and exit. Failure to focus in either of these situations can get you injured or killed.
Lastly, the similar feeling you get when it’s time to go to work. When that visor is
fastened down your mind begins to operate on a totally different level. It’s all business now, no turning back. Multi-tasking with many things going through your mind all coming together to complete the task at hand. The only other feeling that matches this is when the blue lights come on, or the door closes behind you on a call for service. It’s time to go to work, to do business. Multi-tasking to the end goal. Both circles seem to be a young person’s element. Razor focus, physical fitness, recovering from injury all seem to favor youth. But there is also no substitute for wisdom, experience and knowledge so some of us old dogs are still hanging around. The key to success in both is to prepare, put in your work, use top equipment and surround yourself with high quality people. And under no circumstance do we ever quit or give up.
About the Author Chief Chris Beddingfield has been in emergency services for over 40 years. He is currently the police chief for the Town of Biltmore Forest and on the NCACP Executive Board as Sergeant at Arms. Chief Beddingfield is also a National and multitime Regional Motorcycle Racing Champion.
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Achieving Accreditation: A Better Way
by Chief Blair Myhand, Rachelle Babin, and karen Ashley
Changing culture and creating vision for an organization can be challenging for any leader. If buy-in, at all levels in the organization, is not achieved, lasting change will never happen. Only the successful leader ensures that any change takes root and endures long after the leader is gone. So, how then can leaders change culture within an agency, create vision, and implement best practices?
In early 2021, the Hendersonville Police Department set about to fundamentally improve department culture. Accreditation was used as an essential first step in the culture change process. More important than accreditation though was making the adherence to industry best practices part of every employee’s DNA.
Employees had to first know the agency’s purpose and then agree upon a shared vision for the future. Collective understanding was crucial before any additional steps could be taken.
For leaders in any job, accreditation is simply a management tool. It ensures that the agency follows an agreed upon set of industry-specific standards regardless of who its leaders are. Accreditation is ultimately about ensuring that the agency is current and responsive to changing societal expectations.
No longer can law enforcement leaders’ police tomorrow as was done yesterday. And while policing is done locally, there are so many elements of law enforcement that are applicable to every department, regardless of locale.
The Hendersonville Police De-
partment implemented a change management strategy to help usher in a new culture of policing. Change management experts believe it is easier to create an entirely new organization rather than implementing change in an existing one.
However, starting over in law enforcement is unrealistic. Agencies applying changemanagement principles are more engaged, have increased buy-in at the frontlines, and are more agile than their counterparts. Accreditation becomes a way of doing business rather than a certificate on the wall.
Rarely are people excited by the prospect of change; therefore, it is critical to begin any largescale initiative with an organizational assessment to determine readiness for change.
These assessments frequently reveal limitations with the traditional approach to accreditation, such as frustration from leaders and accreditation managers, lack of interest from staff, and lengthy accreditation preparation. Developing common goals is vital to the success of the organization. Leaders walked through these five phases throughout the change management process:
1. Close the Information Gap
Every employee must understand the reason accreditation is being sought and what it does for the agency. They must learn how accreditation applies to their daily lives and how it influences their performance. Employees will fill in the blanks when information is not available. Effective communication must flow in all directions.
2. Be Proactive
The traditional “ramp-up” to accreditation is often ineffective. Accreditation is not an event or moment in time. Instead, it is how the organization operates continuously. Utilizing a proactive approach is the difference between getting ready and being ready.
3. Create Accountability and Shared Responsibility
Accreditation is not the responsibility of a single individual or role; it requires an all-hands-on deck approach, fostering shared responsibility across the organization. Peer accountability plays a crucial role in this, encouraging people to hold each other accountable for their actions.
Individuals, regardless of title, are empowered to call out practices that do not align with policy or standards. Peer accountability is personal responsibility for doing things right.
4. Align Policy and Practice
A common issue in organizations is the presence of outdated policies that are misaligned with current processes and standards of practice. Policies are not all encompassing.
Rather, they are designed to be living documents that should evolve with changing standards. They provide the framework for daily operations and are based on best practice, not personal preference.
5. Hardwire Knowledge at the Frontline
Frontline employees are an agency’s greatest asset. There-
fore, leaders must empower staff to perform in a manner consistent with agency mission and vision. This includes involving employees in decision-making, communicating changes, and ensuring everyone is aware of and follows standard operating procedures. Train your employees and trust them to make good decisions.
In the absence of information, people create their own. To prevent this, leaders must communicate expectations clearly and frequently. Leaders must be aligned, be fully engaged, and must provide accurate and up-todate information throughout the accreditation process.
A well-defined communication plan covering policy changes, processes, and project milestones is hugely beneficial. Additionally, consider reframing the language used when discussing accreditation.
For instance, rather than following NCLEA or CALEA guidelines because they are required; consider how standardized processes and policies protect officers, the department, and the public. Accreditation is not just about standards; it is about best practices.
Creating sustainable change requires involving those who do the work. Establishing an Accreditation Steering Committee (ASC) early in the process is invaluable. This team should be comprised of front-line staff who will play a crucial role in successfully implementing best practices, policies, and processes. This team will identify gaps, provide education and training, and influence their peers in ways that leaders may not. The team must have a voice to share their concerns
Accreditation
when policy and practice do not align. An effective ASC will be instrumental in helping achieve goals and hardwire changes at the frontline.
While being accredited does not guarantee employees will not make mistakes, it will ensure that the agency has carefully considered critical issues and developed sound policies and procedures to reduce risk. Accredited agencies have well-established systems and processes to identify deficiencies and make necessary adjustments.
Accreditation benefits everyone, from the law enforcement agency, the community, and the employees. The training, policies, and procedures associated with accreditation are the foundation for the organization and model current best practices within the law enforcement profession. Accreditation increases transparency, improves community relationships, and leads to improved agency performance.
The approach Hendersonville Police used is not all inclusive, but rather a glimpse into how change management can work in your organization and help you achieve and maintain lasting change.
However, only competent, and secure leaders can withstand the rigors of change management. It requires openness, patience, and commitment to doing what is right for the whole organization. A “top-down” approach will never work. The rewards are invaluable though, extending well beyond accreditation and ultimately creating a more agile, engaged, and aligned organization.
Recently, the State of North Carolina adopted its own state
accreditation program. The North Carolina Law Enforcement Accreditation (NCLEA) program is a voluntary, no cost opportunity for all North Carolina law enforcement agencies to demonstrate their compliance with current best practices and standards. Law enforcement leaders and subject matter experts developed standards to assist agencies in the efficient and effective delivery of professional law enforcement services.
If you are interested in learning more about how the Hendersonville Police Department became a leader in 21st century policing, please contact Chief Blair Myhand at bmyhand@hvlnc.gov or Rachelle Babin at rachelle@rbleadership.com. If you want to know more about how the change management process applies to your efforts to achieve North Carolina Law Enforcement Accreditation, please contact Karen Ashley at kashley@ncdoj. gov.
About the Authors
Blair Myhand is the Chief of Police for the Hendersonville Police Department. He is the immediate past president of the NCACP and NCFBIAA. He is a member of the IACP executive committee.
Rachelle Babin is a certified executive coach specializing in organizational change management, accreditation, and leadership effectiveness. She is a member of the IOC and a member of the Accreditation and Quality Compliance Center (AQCC) advisory board.
Karen Ashley is a career law enforcement leader. She has over 30 years of accreditation experience and currently works for the NCDOJ, serving as the NCLEA Program Manager.
North Carolina Law Enforcement Accreditation Program Update
by Karen Ashley NCLEA Program Manager
The North Carolina Law Enforcement Accreditation (NCLEA) program will celebrate its twoyear anniversary this summer, after the first edition standards manual was approved by both Commissions in 2023.
Over 80 law enforcement agencies have submitted their application for enrollment, with four agencies completing the program in 2024/2025.
The Black Mountain Police Department and Lincolnton Police Department have received their first NCLEA awards, with additional agencies concluding the self-assessment phase of the two-year program.
The Knightdale Police Department and Aberdeen Police Department are scheduled to receive their first NCLEA awards at the May 9, 2025, CJ Commission meeting.
Following these agencies are the Kings Mountain Police Department, the Hickory Police Department, the Fuquay-Varina Police Department, and the Cleveland County Sheriff’s Of-
fice.
All of these agencies, their leadership, and their accreditation managers are to be commended for their commitment to professionalism in their pursuit of accredited status.
Agencies interested in accreditation are encouraged to join the North Carolina Law Enforcement Accreditation Network (NCLEAN). NCLEAN members are actively engaged as a collaborative community of professionals and are a phenomenal resource. NCLEAN hosts quarterly and annual training conferences and meetings to assist agencies pursuing accreditation.
The summer conference is planned for Wrightsville Beach, October 26-30, 2025, at the Holiday Inn Lumina Resort.
Accreditation is expanding in North Carolina, into telecommunications and detention. The North Carolina Telecommunications Accreditation Program (NCTAP) will be rolling out soon, once the standards manual has been approved.
In addition, an Advisory Group
comprised of detention professionals has been stood up to draft state accreditation standards for detention. Like the state’s law enforcement accreditation program, the telecommunications and detention programs, once approved, will be offered to client agencies free of charge. Enrollment is voluntary.
Copies of the NCLEA Standards Manual and Program Guide are available on the NCLEA webpage for immediate download. There is no cost for the documents and there is no cost for the program.
If you would like additional information please reach out to the NCLEA Program Manager.
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