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I. CALEA History and Purpose

The Commission on Accreditation for Law Enforcement Agencies (CALEA) was initially created in 1979 to develop a set of management and operational standards designed to promote increased professionalism within the law enforcement community. This effort was led and supported by the International Association of Chiefs' of Police (IACP), the National Organization of Black Law Enforcement Executives, the Police Executive Research Forum, and the National Sheriffs' Association.

II. Benefits of Accreditation

Specific and general benefits that may be derived from the accreditation process are:

  1. Departmental Status in Law Enforcement Community
    As one of the leading municipal police agencies in St. Louis County, it is incumbent upon the department to maintain its historical status in the region by adhering to the highest possible standards. This is particularly apt when other first tier municipal police agencies have elected to follow our lead.
  2. Legal Liability
    The adoption and maintenance of stringent operational standards, such as "Use of Force, Pursuits, Racial Profiling, Grievance Procedures, etc.", coupled with currently established analysis reports, audits and inspections, greatly lessen the department's exposure to public criticism and potential civil liability. 
  3. Improved Public Service and Image
    By establishing a variety of community service programs, a comprehensive code of conduct, and a standardized, well documented citizen complaint process, the department not only illustrates its desire to be responsive to public needs and concerns, but also to identify potential personnel problems and training issues.
  4. Supervisory Accountability
    The various CALEA mandated inspections, reports, and reviews serve to ensure that commanders and supervisors are held accountable for those activities for which they are responsible, and that they have a duty not only to the organization but to their personnel as well.
  5. Consistency in Department Operations
    Well-defined policies and procedures, coupled with supervisory accountability, are designed to ensure that the application of enforcement, disciplinary, and regulatory power are effective, while being fair and equitable to both the general public and department staff. 
  6. Improved Management
    The time-sensitive inspections, reports, audits, and analysis required by CALEA provide management with a useful tool to review facilities, equipment, personnel, training, and operational procedures. This allows for an evaluation of the department's current state of readiness, the identification and correction of deficiencies, and as a foundation for budget planning.

III. Department Accreditation Program

Dedicated to the concept of excellence in public service, the Clayton Police Department initially committed itself to accreditation in 1998. Following an extensive self-assessment process and on-site examination by a team of CALEA assessors, the department was accorded its initial accreditation on July 29, 2000. Since that time, department personnel have maintained full compliance with CALEA standards and successfully undergone re-accreditation reviews. Our last reaccreditation, which is our 5th, marks a highlight for the Clayton Police Department, as we achieved Meritorious Accreditation under a Gold Standard Assessment process.

IV. 2017 Annual Report Synopsis

 ANNUAL USE OF FORCE REVIEW:  In 2017, there were five reported uses of force, two less than in 2016.  Four of the use of force incidents involved hands-on force, while the fifth incident involved the use of hands-on force as well as the use of the Taser.  The Use of Force Committee, comprised of the two Bureau Commanders and Chief, reviewed each incident for compliance with internal policy and determined the actions of all participating officers to be within department policy.  The low number of incidents is the result of our ongoing training in defensive tactics, that our officers have all received 40 hours of Crisis Intervention Team (CIT) training, which emphasizes calming techniques, and annual practical use of force training in which we collaborate with Washington University PD.  Part of our discussion is the use of time and space during tense situations.  In 2016, both agencies sent a representative to Philadelphia to monitor their Use of Force training for incorporation in our program.

ANNUAL TRAFFIC ACCIDENT REVIEW:  In 2017, there were 642 auto accidents reported, involving 1288 vehicles.  There were 185 people injured in 131 injury accidents, so 20% of auto accidents involved injury.  Fortunately, there were no deaths.  There were 12 accidents involving pedestrians and there were 177 accidents that involved at least one party leaving the scene without providing information to the other party and/or police.  This is a rate of 27.5%.  The top five reasons for accidents are following too closely; failure to yield; improper lane use; improper backing; and inattention.  The overwhelming number of accidents occur on dry roadways (89 %) and the highest number of accidents involve people ages 26-30 (13.71%) and 31-35 (10.81%).  Also of note, five roadways accounted for nearly 50% of all accidents (315) as follows.  I-170 (117 accidents), Hanley (70 accidents), Clayton Road (48 accidents), Forsyth (45 accidents), and Maryland (35 accidents).  The Clayton Police Department has received Hazardous Moving Violation Grant money to address driving tendencies that cause accidents and we assign details to minimize accidents in congested areas.  We also coordinate with our Public Works Department, St Louis County and MoDOT to enhance sign visibility, etc., to assist in crash reduction efforts.

ANNUAL TRAINING NEEDS ASSESSMENT:  Our police officers receive a variety of training opportunities throughout the year.  These include in-house offerings by our own certified trainers and external training from the St. Louis County and Municipal Academy and other vendors.  Training is received in each of the following areas, with the 2017 total listed.  Legal Studies-281 hours; Interpersonal Communications-748 hours; Skill Development-584 hours; Technical Studies-730 hours; Racial Profiling-54 hours.  In addition, officers received 266 hours that were unclassified, for a total of 2663 hours. 

ANNUAL VEHICLE/FOOT PURSUIT REVIEW:  In 2017, there were no vehicle pursuits, while there were 2 pursuits in 2016.  In 2017, there were four foot pursuits, all found to be within policy.  In 2016 there were three foot pursuits, also within policy.  Officers review and acknowledge the Pursuit General Order four times each year, as part of our review of the various high risk/low frequency policies in place.