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4 ASSESSIVIENT TEAM'S FINAL REPORT University of Missouri S1. Louis Police Department PAGE: 4 The University of Missouri-St. Louis was the first campus police department in the State of Missouri to be accredited. 5. Future issues facing this agency and its service environment Chief Roeseler advised that his biggest challenge will be replacing personnel that will be retiring over the next three to five years. The agency's personnel are approximately 85-90% retired officers from other agencies. The agency has difficulty competing with other police departments when recruiting officers due to the low pay of the agency. The campus continues to grow and expand increasing the work load for the department. E. Agency Demographics: The agency currently has an authorized strength of twenty-one (21) sworn and four (4) civilian personnel. Currently the actual strength of the agency is twenty (20) sworn and four (4) civilian. The sworn staff is currently comprised of seventeen (17) Caucasian males, two (2) African American males, and one (1) African American female. The civilian staff is comprised of two (2) Caucasian males and five (5) Caucasian females, which three are part-time personnel. The Fall 2005 census reports that the community makeup breaks down as 76% Caucasian, 17.5% African-American, 2% Hispanic, and 4.5% as other. The current agency workforce breaks down as 85% Caucasian, 15% African-American, 0% Hispanic, and 0% as other. The current available workforce data for females can be estimated to be between 10-14%, with the current workforce data for the agency being 5%. The agency does a very good job in trying to recruit minority employees and females. The agency has trouble getting female and minority applicants to apply. The majority of this is being attributed to the low pay of the agency. There currently is one sworn position vacant. F. CALEA Agency Annual Report: Each accredited or recognized agency submits an accreditation Annual Report to CALEA on the first and second anniversary of their accredited status. The annual report is a statement by the agency outlining its compliance status and significant events for the previous year. This section reviews, compliance and or non-compliance issues reported by the agency. The Annual Reports submitted in December 2004 and 2005 by Chief Robert Roeseler indicated that the agency was in compliance with all mandatory standards and all applicable other than mandatory standards since the last accreditation. The agency had come into compliance with two new standards in the 2004 report. The agency has not had any administrative or accreditation manager changes since the last accreditation. There have been no lawsuits filed against the agency during this

5 PAGE: 5 period. There were no grievances filed during this period. The agency reported four complaints filed against the agency in each report. Three of these were unfounded and one founded for each year. The agency reported only one use of force incident during each annual report. G. Pre-assessment Planning: The agency conducted a mock assessment on May 8-9,2006. This process was completed by four members of the Missouri Law Enforcement Committee (MOLEAC) which is the state accreditation police accreditation coalition. It was evident that this process was beneficial for the agency. The accreditation manager sends out monthly reminders to all personnel for reports that are due. This system has worked effectively for the agency. The agency uses the CALEA Accreditation Compliance Express (CACE-L) software for file maintenance and tracking. H. Previous Assessment Issues: This section identifies areas that were reported as problematic during the previous onsite assessment to facilitate review and comparison with the current assessment. This includes the number of file maintenance, applied discretion, and non-compliance issues indicated in the previous final report. The previous on-site assessment was conducted in December The agency had sixteen applied discretion issues in the previous assessment; there were no issues with any of these standards during this on-site assessment, however, there were nine applied discretion issues during this assessment. Of these applied discretion issues the agency had the same issue with one of them as they did in the previous on-site. This was due to the fact that all the policies had not been changed to reflect the change of the Captain position to the rank of Lieutenant. There were several files that still had policies in them with reference to Captain. The Team only counted one of these against the agency for applied discretion. Lt. Wirt did a search on his computer of all policies and made the corrections during the on-site. This is something that should have been completed for all policies after the previous on-site was completed. There were a total of thirty-five (35) files returned during the previous assessment for file maintenance issues. During this on-site there were fourteen (15) file maintenance issues. The number of file maintenance issues could have been higher had the. assessment team not had the time to go interview people and observe documentation that was not in the file. The agency needs to work on improving the files with proofs of compliance using the guide put out by CALEA in October I. On-site Assessment Summary: 1. Offsite standards review The assessors received the mail off standards from the agency approximately five weeks before the on-site assessment. There were 79 files reviewed during the off-site

6 University of Missouri S1. Louis Police Department PAGE: 6 review process. All of the time sensitive standards were included in this review as it gave the assessment team a good idea where the agency stood on the critical reporting standards. The files were well organized and the assessment team had little trouble reviewing these files. There were some minor recommendations that were addressed and completed by the time the team when they arrived for the on-site assessment. 2. Assessor and agency orientation On August 26,2006 the on-site assessment process began with the assessment team being greeted at the Lambert International Airport by Lt. AI Wirt and Detective Tony Griemel. Lt. Wirt took Team Leader Howard Niemeier to pick up the rental vehicle and then to the hotel. Assessor Johnson was met and taken to the hotel and dropped off. Assessor Dave Senior drove in and arrived at the hotel later in the evening. The team met that evening for dinner and to go over our strategy for completing the on-site assessment. The team leader reviewed some housekeeping issues with the assessors and guidelines for conducting the assessment and then we adjourned for the evening. On Monday morning the team met with the Chief and went over the assessment process with him and his staff. It was stressed that the team was there to examine compliance with the standards and to assist agency where needed with reasonable accommodations. 3. Agency tours and displays On Sunday August 27,2006 the assessment team was met by Lt. Wirt at the hotel. The assessment team was then given a tour of the campus by Lt. Wirt. The team was then escorted to the police facility for a tour of the facility. Chief Roeseler met the team at the department for introductions. The agency did not conduct a static display for the assessment. The team was taken to the training room which we would use for the file review. The Chief and Lt. Wirt then gave us a tour of there facility. This was a single story facility that houses all of the administrative offices of the police department, the communications center, temporary holding facility, all other divisions of the department, and there were other offices for the University operations. During the tour the assessors had the opportunity to meet several officers and employees of the agency. This facility was laid out well to meet the needs of the agency. The team was able to proof several standards during this tour that were observable. 4. On-site standards review Following the agency tour, the assessors were taken back to the desjgnated work area for file review at approximately 10:00 a.m. The work area was very spacious and had everything needed for the assessors to complete the file review. The team reviewed individual responsibilities and began with the files where questions were raised during the off site review that needed to be answered. As the assessors progressed through the files it was evident that the files were well laid out, easy to follow. The files were very well highlighted which made for quick reviewing of the files. Several files were a

7 PAGE: 7 little light on documentation and the team had time to get up and observe documentation for these files rather then send all of them back for file maintenance issues. The number of files returned was minimal and the assessment team retired for the evening at 5:30 p.m. and returned to the hotel. On Monday, August 28 the team arrived at the agency at approximately 8:00 a.m. to prepare for the days activities. The team met with the command staff at 8:30 a.m. in the chiefs conference room for introductions. Each assessor introduced themselves and explained what would be occurring over the next couple of days. A photo session was conducted immediately following the introductions. The team then returned to the file room to prepare for the upcoming phone in session at 9:00 a.m. to 4:30 p.m. The Public information session was also scheduled beginning at 1:00 p.m. Due to these two activities overlapping only two members of the assessment team attended the public hearing as one stayed in the room to answer phones. Lt. Wirt was advised not to overlap these in the future and that four hours was sufficient for a call in session. The rest of the day on Monday was spent conducting file review, interviews, ride alongs and observations. On Tuesday, August 29 the team arrived at the agency at approximately 8:30 a.m. to conduct file review. The panel review session started at 10:00 a.m. and lasted one hour. There were two officers that presented during the panel reviews. The rest of the day was dedicated to completing file review, ride-alongs, interviews and completing all necessary paperwork for the final exit review. 5. Panel standards review The panel reviews were scheduled from 9:00 a.m. to 10:00 a.m. on Tuesday morning. The agency only had two officers present during the panel review process. Detective Tony Griemel covered Chapter 42 Criminal Investigations and Officer Greg Bingham covered Chapter 83 Collection and Preservation of Evidence. Both officers were very informative and did an excellent job presenting their material covering the standards. It was recommended to Lt. Wirt to try and get more officers involved in the process and to have them just cover a couple of standards instead of a whole chapter of standards, as the purpose of the panel interviews is to get more interaction with officers and to get them involved in the accreditation process. 6. Key activities The assessors interviewed or had contact with nineteen of the agency's twenty-seven employees. All the employees that the assessors had contact with were very helpful, polite and went out of their way to give us whatever we needed. The assessors rode with three officers during the assessment with no issues encountered. The assessment team met with the Chancellor of the University on Tuesday afternoon. The Chancellor is very supportive of the police department and is very committed to the accreditation process. Being an accredited university the Chancellor is very aware of the benefits of being accredited.

8 PAGE: 8 Three letters was received during the On-site assessment, all of which were very positive about the agency's ability to maintain accreditation. On Tuesday, August 29 the agency was actually presented with a plague from the Crisis Intervention Team Coordinating Council honoring the department for its valuable contributions to improve access to vital mental health services for students of the University experiencing a mental health crisis, through its participation in the St. Louis Area Crisis Intervention Team Project. This was the second time the team had heard about the agency's efforts in addressing people with mental issues. 7. Public information The public call in session was conducted on Monday from 9:00 a.m. to 4:30 p.m. A dedicated phone line was provided for the phone in session and the number had been published prior to the assessment. There were seven callers during this period and all but one was very complementary and supportive of the agency obtaining accredited status. The one caller wanted them to consider a neighborhood watch program for the staff and for officers to be friendlier and to take the time to speak. The public information session was scheduled for 1:00 p.m. on Monday in the Gallery 210 Community Center of the police department. There were 'flve people that signed in for the public information session but only three wanted to speak. All three speakers were very complimentary and spoke highly of the agency. 8. Team/agency conflicts There were no issues that came up during the assessment that rose to the level of a conflict between the agency and team. 9. Exit interview On Wednesday, August 30, the assessment team arrived at the agency at approximately 8:30 a.m. to prepare for the exit interview. The team assembled all written materials and necessary information and made final preparations before leaving the agency. The team met with the Chief Roeseler and his command staff at approximately 10:00 a.m. for the exit interview. The team leader presented the results of the on-site assessment and then went over the files that he was responsible for. Each assessor was then given the opportunity to go over their files with the agency. The Chief was reminded that this was a verbal reporting process of the assessment and that the final decision as to the accredited status of the agency would be made by the commission. The exit interview concluded at approximately 11 :15 a.m. Lt. Wirt transported Team Leader Niemeier and Assessor Johnson to the Lambert International Airport at approximately 11 :30 a.m. Assessor Senior left from the agency to begin his drive home.

9 PAGE: 9 J. Table: Standards Summary: TOTAL Mandatory (M) Compliance 254 (M) Noncompliance 0 Waiver 0 Other-Than-Mandatory Compliance 65 (0) Noncompliance 0 (0) Elect 20% 11 Not Applicable 116 TOTAL 446 K. File Maintenance: This section reports on the condition of the agency's files presented to verify proof of compliance with accreditation standards. This includes organizing and marking files for review, clerical issues, the adequacy, correctness, and currency of proofs used for compliance. Generally, this section indicates preparation and understanding of the accreditation process. This section does not indicate compliance with standards or report on agency practices. The agency only had fourteen file maintenance issues during this assessment compared to 35 the previous assessment. Two of these file maintenance issues involved placing a memo in the file stating that there were no incidents or documentation generated during this assessment period. One lacked the policy covering the standard and was added to file. The remaining eleven files was adding documentation that the agency had on hand. The agency accreditation files were well formatted and highlighted which made for an easy review process. Because of the file setup the assessors were able to get through the files very quick. This allowed the assessors to take the time to get up and go look at documentation that was not in some files but in the possession of the agency. By doing this it reduced the number of files that were returned for "Ale maintenance. The biggest issue found was that there were not proofs for each year in these files. The team advised the Accreditation Manager on how to reduce the occurrence of files lacking documents in the future. It was very evident that the Accreditation Manager followed some of the recommendations of the previous on-site team. There were no blank forms found in the files. The agency was advised to follow Appendix G, implemented by CALEA October 2005 to make future file review even more user friendly and to reduce file maintenance issues. The Accreditation Manager Lt. Wirt and Detective Griemel were very diligent in answering and getting any information that the assessment team requested. They remained on-site with the assessment team throughout the assessment process. Their dedication and hard work throughout this process was definitely noticed by the assessment team.

10 University of Missouri S1. Louis Police Department PAGE: 10 L. Performance Activities: The accreditation process has 54 time sensitive issues that require some type of agency action within specific time frames. Included are reports, analysis, reviews, inspections ranging in a time frame from weekly to periodically, or once in three years. These activities are important to agency operations, public safety, and liability concerns. This section reports on, summarizes the quality of the reports, and describes impact on the agency. There are 18 time sensitive standards that are N/A by size or function for this agency b Training in bias based profiling issues- The agency conducts annual training covering bias based profiling with agency personnel each year which is mandated by state law. The training of agency personnel was well documented d Annual administrative review- There were well documented annual reviews of bias based profiling for each year. There has been no evidence that profiling has occurred by agency personnel Use of force occurrence reporting- Use of force reports are completed for every use of force incident. This was well documented on an agency use of force form. The agency had only two use of force incidents during this assessment period Review of use of force reports (1.3.6) - Each use of force report is reviewed by a supervisor. Annually all use of force reports are reviewed and an analysis conducted to determine training needs, etc. Analysis was conducted even though there is not enough use of force incidents to conduct an effective analysis Use of force policies and lethal weapon pro'f1ciency- The department conducts annual firearm training sessions. Use of force training was well documented on training records In-service training for less than lethal weapons- The agency conducts annual training on the less than lethal weapons. This exceeds the timeframe in the standard and the training was well documented Documented analysis of use of force incidents (1.3.6) - The agency conducts an annual review of use of force incidents to determine trends, training issues, policy or equipment needs. This was completed even though there were only two incidents during this assessment period System for ensuring that periodic reports, reviews and other activities mandated by applicable standards are accomplished - Lt. Wirt sends out monthly notices to personnel for accreditation reports and activities that are due for reporting. This has been very effective for his agency.

11 University of Missouri S1. Louis Police Department PAGE: Updating agency goals and objectives- The agency goals and objectives in file were only goals and not all organizational components had goals and objectives. This was an applied discretion- new goals and objectives were written during on-site for all components Crime analysis procedures to include; a analysis of crime data- Even though this standard was N/A by size for agency they elected to comply with it. Reports were well documented and distributed throughout agency Accounting system, monthly status reports - This budget is well documented with weekly and monthly progress reports showing the status of the budget process Annual analysis of grievances- There have been no grievances filed during this accreditation period, so no analysis needed Annual retraining program for sworn personnel with legal updates- The department directive requires annual in-service training for all sworn officers to include legal updates. The training for legal updates was well documented Annual employee performance evaluation- The agency evaluates employees twice a year exceeding the standard. The agency utilizes a form that measures all aspects of the employee's performance. Career development is included in the annual evaluation Quarterly evaluations of entry level probationary employees- Quarterly evaluations are completed by the Field Training Officers or Supervisor and sent through the chain of command. Evaluations were well documented c Evaluation of personnel early warning system- Lt. Wirt is in charge of reporting for the Personnel Early Warning System, reports are completed for each year with recommendations sent to the Chief for improvements. This process was well documented for each year j Vehicle pursuit; reporting and administrative review- The agency has a well written directive. Reports are required to be completed and submitted to Lt. Wirt. No pursuits occurred during this accreditation period Annual analysis of reports from (42.2.2)- Lt. Wirt reviews all pursuits and makes recommendations to the Chief. No pursuits occurred during this assessment period Training for dealing with persons suffering from mental illness- The agency is involved in annual regional training program covering these issues e Documented mental illness refresher training of agency personnel- The agency conducted training in July 2005, however, policy did not go into affect until May of This is an applied discretion wet ink issue, as policy was to be completed and in affect by March 2005.

12 PAGE: Hostage/barricaded person incident, after action report- Chief designates person to complete after action reports. There have been no incidents during this assessment period Inspection of unusual occurrence equipment readiness- The agency does not own any special equipment for unusual occurrences. All other equipment is inspected daily at roll call Internal affairs statistical summary- There were three instances reported between 2003 and All of these were reported in the Annual Campus Crime Act report. There were no patterns or issues identified b Escaped prisoner reporting- Policy requires the officer to file report describing events leading up to escape and officer actions. There was one escape from the holding facility area. Report was completed and corrective measures taken to prevent this from occurring in the future Communications center alternate power source inspection and test- The monthly inspection is conducted by maintenance personnel and inspection log is kept in the communications center. This was well documented Audit of central records computer system- The day shift dispatcher and Sergeant assigned to dispatch conduct an audit annually and report any problems with system. There have been no problems during this assessment period Crime scene processing report- Officers involved in the processing of a crime scene are required to document it in a supplemental report. Reports were well written c Report on property coming into possession of agency- Officers complete a computerized supplemental report how they came into possession of the property a Inspection of property control procedures- Semi-annual audits are conducted twice a year typically in February and September. Audits were completed and documented b Inventory of property upon custodian change- There have been no changes in property officers during this assessment period c Audit by supervisor not directly connected to the property function- The Lieutenant regularly conducts a 100% audit of the property room. This was well documented d Random unannounced inspections of property areas- The Chief causes an unannounced spot inspection of property/evidence storage areas at least annually. Reports were in the file for these audits.

13 PAGE: 13 M. Applied Discretion Compliance Discussion: This section provides specific information on standards found to be in compliance after on-site "adjustments" were made. Adjustments may include modifying agency policies and directives, creating documentation, alteration of the physical plant, deficiencies in performance activities, and "wet ink" issues, where the written directive is newly issued. The agency had nine (9) standards in applied discretion Written directive governing bias based profiling, a, b, c, d. (M) ISSUE: Bullet (a) Policy did not address asset seizures. ACTION: Policy was revised to include asset seizures Removal from line of duty assignment, pending administrative review. ISSUE: Policy did not address standard, only stated whenever a officer uses a weapon that results in death or serious physical injury, officer shall be placed on ad ministrative detachment. ACTION: Policy was revised to state when officer actions or use of force results in death or serious physical injury, o"fficer shall be placed on administrative detachment Formulation and annual updating of written goals and objectives for the agency. (M) ISSUE: Goals and objectives in the file were only goals and were not issued by Chief according to the agency policy. Agency did not have them for operational components of department. ACTION: The goals and objectives were revised on-site and written for each Operational component within the agency for 2007 and were issued by the Chief Procedures for an independent audit.(m) ISSUE: Annual audits were not being conducted audit document in file was not an audit. Policy written in June 2006 stated audit would be conducted every three years, standard recommends annual audit. ACTION: An audit of the cash funds was completed on site covering all receipts since January Policy was revised to state an annual audit would be completed and also a quarterly audits of funds by the administrative associate Written directive for interaction with persons suffering from mental illness, a thru e. (M) ISSUE: Agency was required to comply with this standard in March Directive didn't require agency personnel to abide by the requirements set forth in the mental illness standard until May 11, ACTION: Personnel received initial mental illness training in 2005 and will receive refresher training pursuant to written directive annually. First refresher training scheduled for September Policy is new thus creating a wet ink applied discretion.

14 PAGE: Security measures for the communications center, a thru d. (M) ISSUE: Policy states that the Dispatch Center is located inside the Police Department which is a secure facility, however the Police Department does not lock its front lobby door therefore it is accessible during the day this compromises the security of dispatch. The dispatch center is located just inside the lobby door of the agency ACTION: The Department published an internal memo and trained Dispatch personnel to begin locking the front door to the Department which ultimately secures Dispatch Records retention schedule. (M) ISSUE: Policy stated that Field Interview Reports (FIR) would be retained for two years. There were no proofs of where the reports went after two years. Interviews revealed that the policy was not being adhered to. ACTION: Policy was rewritten stating the FIRs would be maintained by the Department Detective and would be destroyed after three years Standard requires a procedure for maintaining a wanted file. (1\11) ISSUE: Policy states each wanted entry will be approved by a supervisor. The majority of wanted entries were not approved by a supervisor. ACTION: The policy was reviewed and determined to be the best way to handle wanted entries. The Department separated persons wanted information from stolen information. All active wanted entries were reviewed and signed off on by a supervisor. A directive was placed in the Dispatch "Desk book" and dispatchers have been trained not to enter wanted entry information unless it has been reviewed and singed off by a Department Supervisor. This is something they will do in the future to remain in compliance with policy and standards Access to areas used by the agency for storage of in-custody or evidentiary property is restricted. (M) ISSUE: The storage cabinet used for recovered property is located in the squad room area and is accessible by a key that is located in Dispatch. Any Officer that recovers property can access stored recovered property. ACTION: Department changed policy which will cause them to handle property like evidence which will resolve this issue. N. Standards Noncompliance Discussion: This section does not apply. O. Waiver Concurrence/Non-concurrence Discussion and Recommendation: In unusual situations the Commission may grant the agency a waiver from complying with a standard or parts of a standard. Assessors must verify all Commission approved waivers. No Waivers granted by the Commission.

15 University of Missouri S1. Louis Police Department PAGE: 15 P. Standards Status Changed by Assessors: This is primarily a CALEA administrative section that indicates changes to standards applicable to the agency. Changes result from modi'f1cations of agency responsibilities and operations, assessor reevaluation of a situation, and revisions of standards by the Commission. A total of eight (8) standards were changed by the assessment team. Two standards were changed from nonmandatory in compliance to N/A by size Role of the agency in the development and maintenance of class specifications. The agency does not have class specifications Plan for handling special events, a thru g. This standard is N/A by Size. One standard was changed from 20% to N/A by Function Directive governs the use of speed measuring devices in traffic law enforcement, a thru f. The agency does not use radar. Five standards were changed from mandatory in compliance to N/A by Function by the assessors during on-site. These functions are handled by sheriff department Information regarding each item of legal process, civil and/or criminal, is recorded, a thru i Record on the execution or attempted service of legal process documents Service of civil process documents Directives govern the execution of criminal process Arrest warrants are executed by sworn law enforcement officers. Q. 20 Percent Standards: CALEA agencies must be in compliance with at least 80% of applicable other than mandatory (0) standards. The agency is free to choose which standards it will meet based on their unique situation. This section administratively clarifies the standards for the agency, assessors, and CALEA Commissioners. The agency was in compliance with 84% of applicable other-than-mandatory (0) standards. The following nine (9) standards were placed in the 20 percent category by the ag,ency before the assessment began: Temporary or rotating assignment of sworn personnel Task analysis of every class of sworn employee in the agency, a thru c.

16 University of Missouri S1. Louis Police Department PAGE: Training requirements for career development personnel Raters to be evaluated by their supervisors regarding the quality of ratings Organizing crime prevention groups in residential and business areas Community involvement function provides, a thru h Survey of citizen attitudes and opinions is conducted at a minimum of every three years Use of Incident Command System. The agency elected to place the following three (3) standards in the 20 percent category during the assessment Review and comment by other elements of the juvenile justice system in the development of the agency's policies Policies and procedures relating to the public information function The agency participation in criminal justice coordinating and/or local or regional transportation system management. R. Public Information Activities: Public notice and input are a corner stone of democracy and CALEA accreditation. This section reports on the community's opportunity to comment on their law enforcement agency and to bring matters to the attention of the Commission that otherwise may be overlooked. 1. Public Information Session The Public Information Session was 1:00 p.m. on Monday afternoon August 28, 2006 in the Gallery 210 Community Center of the police department. There were five people that signed in for the public information session but only three wanted to speak. All three speakers were very complimentary and spoke highly of the agency. 2. Telephone Contacts The telephone session was from 9:00 a.m. - 4:30 p.m. on Monday August 28, A dedicated phone line was provided for the phone in session and the number had been published prior to the assessment. There were seven callers during this period and all but one was very complementary and supportive of the agency obtaining accredited status. The one caller wanted them to consider a neighborhood watch program for the university staff and for officers to be friendlier and to take the time to speak. 3. Correspondence The assessment team received three written correspondences during the on-site

17 PAGE: 17 assessment. All of these letters were very supportive and spoke of the high caliber of professionalism within the University of Missouri-St. Louis Police Department. 4. Media Interest Mr. Paul Hackbarth (University newspaper the Current) attended the public information session and conducted interview of team leader after the meeting. No other media coverage was received. 5. Public Information Material Prior to the on-site assessment a press release was placed in the August 21 st and 28 th issues of the Current announcing the On-site Assessment process. The press release contained information relative to the assessment dates, public hearing, phone in session, and reviewing the CALEA standards manual. S. Exemplary Policies/Projects/Procedures: An exemplary project is a unique or extraordinary program, practice, or procedure that enhances some aspect of law enforcement professionalism, or service, or impacts positively on the community. Exemplary projects do not have to address specific GALEA accreditation standards but they must meet established guidelines with measurable results. Exemplary projects are voluntary and the lack of exemplary projects does not affect an agency's ability to become accredited nor suggest the agency is somehow deficient. The agency presented no exemplary programs for review at this on-site. T. Quality of Law Enforcement Service: Based on chapters in GALEA's standards manual, this section presents a comprehensive view of the agency and indicates the quality of service provided. When appropriate, agency and individual strengths are emphasized and areas of needed improvement discussed. Chapter 1 Law Enforcement Role and Authority The UMSL does a very good job documenting searches and arrests with or without a warrant. The agency has well defined policies covering use of weapons and training for the weapons. Training is conducted annually on firearms, less lethal weapons and use of force. The agency only had two instances during this accreditation period in which use of force occurred. The agency exceeds GALEA's standard by training annually on less lethal weapons instead of biennially. The agency conducts a thorough analysis of the use of force incidents annually to determine policy changes or training needs. The legal authority of officers is well

18 PAGE: 18 defined in general orders, job description and state statute. Agency officers are very experienced with average service time being approximately 25 years and they are well versed on their discretionary powers. Chapter 2 Agency Jurisdiction and Mutual Aid The UMSL jurisdictional boundaries were clearly stated in policy and depicted at various locations throughout the facility on maps. The agency has a clearly written concurrent jurisdiction agreement with Normandy Police Department. Missouri State law governs mutual aid agreements for agencies. All requests for aid are made through the S1. Louis County Emergency Operations Center. The agency utilizes the Code 1000 system for mutual aid. This is a team of approximately forty agencies that respond to emergencies whenever requested. This is a huge asset for the agency due to their limited manpower. The agency has well written policy in place covering procedures for requesting aid from federal law enforcement agencies and the state national guard during emergency situations. Chapter 3 Contractual Agreements This chapter is N/A by function, as the agency does not provide contractual law enforcement services to any other municipality of government entity. Chapter 11 Organization and Administration The agency organizational structure was well defined and clearly delineated the chain of command. The chart is reviewed and updated as needed and the organizational structure of the agency has not changed since The agency CEO is the chief of police. Agency policy clearly states that each employee is accountable to one supervisor. Each supervisor is responsible and held accountable for the performance of the personnel under their supervision. All officers have responsibility commensurate with their authority and are accountable for the use of delegated authority. The agency forms are reviewed and updated on an annual basis. Lt. Wirt is the accreditation manager and is responsible for accreditation maintenance. On a monthly basis he sends requests for reports out to the responsible agency members. The annual goals and objectives are submitted annually during the budget process and the Chief determines what goals will be achieved. An annual evaluation is conducted toward the progress of the goals. The planning and research officer reports directly to the Chief of Police and has access to department and internet resources. Chapter 12 Direction The Chief executive responsibilities are spelled out in general order, Missouri State Statute and job description. All agency personnel are provided access to the agency

19 PAGE: 19 policy and procedures through the department computer server.. The agency policy covering lawful and conflicting orders was well written and clear as to the responsibility of officers when they receive them. The agency does a very good job of communicating, coordinating and cooperating among agency functions. This was witnessed during the on-site with roll call information and from conversations with the different platoons and detective. Chapter 15 Crime Analysis The agency chose to be in compliance with crime analysis even though it is N/A by size. The detective completes the crime analysis reports for the agency. These reports are very thorough and informative which includes locations, time frames, and details of crimes. Reports are distributed throughout the agency for personnel to utilize. Chapter 16 Allocation and Distribution of Personnel The UMSL Police Department's position management system was well defined by policy and procedure. The agency sends out announcements for specialized assignment to each bureau. These announcements contain the criteria necessary to be considered for the position. The agency does not have any reserve police officers or civilian auxiliaries. Due to the size of the agency officers fill multiple roles throughout the agency. This has worked very well for the agency with the experienced officers they have. All the officers appeared to work very well with each other and the knowledge of the officers is immense due to their collective experience Chapter 17 Fiscal Management and Agency-Owned Property The chief of police is responsible for the fiscal management of the UMSL Police Department. Each division submits annual budget requests to the chief who makes the final decisions as to what goes into the budget. The agency receives weekly and monthly status reports on the current budget. The agency purchasing process was well documented and maintained by Debbie Black the administrative associate. The agency has a well documented cash funds system that is electronically tabulated and then checked manually. An annual audit of funds had not been completed prior to the on-site for this period but was completed during the on-site. The agency only maintains an inventory of property valued at $5,000 or more. The issue and reissue of property to employees was well documented. Chapter 21 Classification, Duties and Responsibilities The agency elected to take job task analysis as 20% and has no classification plan as this is N/A by Size. The agency has well written job descriptions that cover all positions in the agency. The agency makes these available to all personnel.

20 PAGE: 20 Chapter 22 Compensation, Benefits, and Conditions of Work The agency salary program was well defined and covered all positions. The benefits program addresses the employee leave programs, retirement, health insurance, disability and death benefits, victim/witness services available in line of duty deaths, and the agency education benefits program. Agency members receive a 75% discount toward college tuition and family members receive a 50% discount in fees. The agency has a Memorandum of Understanding with Psychological Services who provide counseling services for employees. Physical exams for employees are at no expense to the employee. Agency officers may use up to three hours each week to work out. The agency does not have a mandatory physical fitness program. The agency policies clearly outline off-duty and extra duty employment guidelines and only the Chief can approve this employment. Chapter 24 Collective Bargaining The current law of the state of Missouri prohibits police officers from forming or joining any labor unions. This chapter is N/A by Function. Chapter 25 Grievance Procedures The agency grievance procedures were well written and can cover disagreements over working relationships, conditions, employment practices, or differences in interpretation of policy. There are four levels of appeal for grievances. Lt. Wirt is responsible for the grievance records for the agency. There have been no grievances filed during this accreditation period. Chapter 26 Disciplinary Procedures The agency rules and regulations are spelled out in the agency policy and procedure manual. This also includes the procedures for disciplinary action against employees. Supervisors' have the capability of applying discipline up to a written reprimand and in extreme situations can suspend an officer with immediate notification of the Chief. All other disciplinary action is the responsibility of the Chief. The agency process for appealing disciplinary action is clearly stated in policy. The agency had no appeals of disciplinary action during this period. All disciplinary files are kept secured by Lt. Wirt. The agency has well written policies covering all forms of employee harassment, including sexual, ethnic, racial and religious and they are strictly prohibited. Policy clearly states procedures for reporting harassment in house and by using outside agencies. The agency has a well documented awards program for employees. The agency's code of conduct and appearance is available to all officers on the department computer. Chapter 31 Recruitment

21 PAGE: 21 The agency has a rough time recruiting personnel, especially minorities. The agency works with the Human Resources Department in the recruitment of employees. Recruitment ads are placed in various publications, universities, and locations throughout the area to aid in the recruitment process. The agency's African American representation is only slightly lower than community. The female, Hispanic and other representation are under the community population. The agency has worked hard to try to attract more minorities to the agency. The agency has a recruitment plan that meets all the standard criteria and is reviewed and updated annually. The agency does a good job of keeping candidates apprised of their status throughout the recruitment process. This is accomplished by sending out letters to the candidates. Chapter 32 Selection The agency has a well established selection process designed to select the most qualified applicants for their agency. All elements of the selection process are established and governed by University regulations and department policy. The selection process includes: interviews with applicants, background investigations, medical examinations, psychological examinations, and a drug screening. All elements of the agency's selection process are job related. The criteria used to evaluate applicants address areas specific to police applicants. Applicants for law enforcement positions are notified in writing of all the elements and requirements of the selection process. Included in this notification is an estimate of the duration of the process. The agency actively recruits applicants with law enforcement certifications. Background investigations as well as medical and psychological evaluations are provided to all applicants. Agency does not require applicants to submit to a polygraph examination as part of the selection process. Screening for psychological evaluations is completed by written agreement with a licensed qualified psychologist. The department's Lieutenant maintains selection materials in a locked cabinet until process is completed. Agency's written directive as well as University policy require a six month probationary period for all new hires. Once a member has completed the probationary period, the department's Lieutenant prepares and submits a recommendation to the Chief of Police recommending the officer be removed from probationary status. New hires with no experience complete a twenty-six (26) week field training program. New hires with considerable experience complete an abbreviated four (4) week field training program. Chapter 33 Training and Career Development The agency's written directive regarding their field training program exceeds the four (4) week standard requirement for new hires with no law enforcement experience. Recruit training is regulated by Chapter 590 of the Missouri Statutes. Experienced new hires receive a four (4) week "field training requirement. The field training program for the University Missouri at St. Louis consist of a 26 week program. The agency has

22 PAGE: 22 selection criteria that ensure their field training officers are very knowledgeable in the practices, policies, rules, and procedures. Missouri statutes and agency policy require that all sworn officers complete a Peace Officer Standards and Training (POST) certified recruit training program. The agency provides recruit training as well as in-service and other specialized training through agreement with the St. Louis County Police Training Academy. Training records are maintained within the agency and are updated regularly. Agency's annual retraining program ensures high liability areas such as use of force, firearms qualification, and legal up-date training are provided to their members. All civilian personnel receive training commensurate with their duties. Civilian dispatchers receive training in the area of computer record processing and telecommunications network for criminal justice agencies. The agency also conducts roll call training utilizing video tapes and written updates. Chapter 34 Promotion The Chief of Police has exclusive authority over the department's promotion process and seeks promotions based on ability, skills, and training. Sergeants are the only positions that utilize a promotional process. Lieutenants are appointed by the Chief of Police. Elements of promotional process were developed internally by the agency. The agency's written directive places emphasis on a non-discriminatory process that includes job related criteria regarding promotional opportunities. All questions are related to the duties and responsibilities of a sergeant. Selection components include a written test, oral interview board by outside assessors, and a final interview with the Chief of Police. To ensure consistency within the process each candidate is given the same written examination and oral interview questions. At this point the instruments used for promotional purposes have not been validated by an outside review. The agency requires a six month probationary period for promotion. The Chief of Police maintains all promotional material, which is secured and stored in the Chiefs safe. The agency does not currently utilize assessment centers. The agency advertises announcement of promotional opportunities through Human Resources. Written announcement of the promotional process is posted and available to agency personnel. Each element of the promotional process is described in policy. Chapter 35 Performance Evaluation The agency has a well established performance evaluation system with clear measurement definitions and procedures regarding rater responsibilities and completion of the performance evaluation. The agency evaluation system places an emphasis on the importance of providing an objective and fair measurement of the member's performance. A comprehensive performance evaluation system is given to each employee semi-annually as an assessment tool to identify strengths and weaknesses. Evaluations are specific to the position held by the employee and are based upon criteria applicable to their positions and duties. Performance evaluations are based solely upon

23 PAGE: 23 work during the rating period. The ratings period is recorded with the beginning and end dates marked clearly on the forms. Whenever the overall evaluation of an employee is projected to be unsatisfactory, he or she must be notified in writing at least 90 days prior to the end of the rating period. The supervisor preparing the form and the department Lieutenant review and sign all evaluations. Employees receive copies of the evaluations including counseling on strengths and weaknesses, goals, and training, etc. Employees are given the opportunity to sign the completed form and allowed to make comments concerning the evaluation. Employees are then offered a copy of the completed evaluation. Employees contesting an evaluation are required to submit a request for command review to their supervisor within 24 hours of the appraisal review. Agency's personnel early warning system places importance on early detection by supervisors of poor performance patterns that may be part of more serious personal issues such as alcohol use, family conflict or financial problems. The department's early warning system procedures are written with the department's interest as well as the well being of their personnel in mind. The department provides a psychological support program and employee assistance program to its members. Chapter 41 Patrol Agency provides continuous patrol coverage for the campus community. Day shift provides coverage from 7:00 a.m. until 3:00 p.m., afternoon shift provides coverage from 3:00 p.m. until 11 :00 p.m., and night shift provides coverage from 11 :00 p.m. until 7:00 a.m. Officers reporting to the department for roll call are available to respond to calls for service as soon as they report to the police station. The Chief of Police makes all assignments for officers and watch supervisors and has the authority to make transfers as needed. Two squads (A and B Squads) rotate between day and evening shifts on a 28 day cycle. C Squad is assigned to a permanent night shift. Beat assignments are left to the discretion of the watch supervisor. Days off are specific to shifts and rotation of squads. Shift briefings are conducted each day for each shift. Duty assignments, inspections of personnel, unusual situations, special assignments, reviews of current investigations, training, and other activities are addressed at shift briefings. Written directive requires that officers evaluate the conditions of the pursuit, such as the speed of the violator, area of the pursuit, pedestrian and other vehicle traffic to determine continuance of the pursuit. The agency's written directive limits the conditions of when an officer can engage in a pursuit. The police department did not experience a vehicle pursuit during that past three years. To ensure the safety of both officers and detainees the agency requires all occupants of police vehicles to wear safety belts. The agency has a very comprehensive policy on uniforms and equipment for patrol officers, and bicycle patrol. In-car audio/visual

24 University of lviissouri St. Louis Police Department PAGE: 24 equipment and mobile data computers are not utilized by the agency and is therefore N/A by function. The agency's "special purpose" vehicle consists of a bicycle patrol. The use of bicycles ensures a high visibility patrol on the campus. Bicycle patrol is responsible for other duties including crime prevention activities, selective enforcement, and directed patrols. The UMSL Police Department has effective procedures in place regarding the investigation of missing persons. Missing/at risk children are viewed as critical incidents to the agency requiring immediate notification of supervisors and command staff to ensure immediate mobilization of resources including the "Amber Alert System" are addressed. Written directive provides guidance in terms of mental illness recognition and procedures in dealing with persons suffering from mental illness. Ms. Sharon Biegen (Director of Counseling Services) on campus praised officers regarding their sensitivity in dealing with students in crisis situations. Several officers have received crisis intervention training which has aided omcers regarding interaction with mental illness situations. Agency received recognition (certificate/plaque) from the Crisis Intervention Team Coordinating Council for its valuable contributions to improving access to vital mental health services for the students of the University of Missouri of St. Louis experiencing a mental health crisis through its participation in the St. Louis Area Crisis Intervention Team Project. Chapter 42 Criminal Investigation The agency's case control system is maintained by the department's detective. Preliminary investigations are completed by responding officers. The detective maintains a log of all criminal cases that includes case status/designators for each case. The agency's detective reviews all cases and considers solvability factors to determine what follow-up efforts are needed. The Chief of Police is briefed monthly on all felony cases. Agency's directive provides excellent guidance regarding the steps to be followed during follow-up investigations. Emphasis is place on documenting observations and conditions of the scene, locating and interviewing potential witnesses, and protecting the scene. Agency maintains and makes good use of investigative checklist. The department's detective frequently attends roll call briefings. The detective uses roll call briefing as a venue of sharing information on wanted persons, communication, and case information. The UMSL Police Department participates in the "Major Case Squad of Greater St. Louis." The department detective is designated as a member of this task force.

25 University of Missouri S1. Louis Police Department PAGE: 25 The University Police Department does not own or operate deception equipment. The agency relies on the Missouri State Highway Patrol or St. Louis County Police Department for this service. Department's detective is responsible for maintaining the department's informant files. Informant files if any are maintained in the safe located inside the office of the Chief of Police. Chapter 43 Vice Drugs and Organized Crime The University Missouri at St. Louis Police Department places control of tracking vice, drug, and organized crime with the agency detective. The agency seeks assistance from the St. Louis County Police Department for assistance on vice, drug, and organized crime complaints. All records of this type are securely and separately kept in the detective's office. Agency has well established written directive that governs surveillance operations. The agency's detective is responsible for all surveillance, undercover and decoy operations. Raids will only be conducted with the assistance of the St. Louis County Tactical Operations Unit. The agency has documented proof of their capability to conduct surveillance operations based upon sufficient cause. The agency's detective is responsible for briefing the Chief of Police on vice, drug, and organized crime activities. Chapter 44 Juvenile Operations The agency's directive regarding juvenile offenders is written with an emphasis on alternatives other than arrest, there are provisions for the outright release of the juvenile. For criminal violations juveniles are referred to Family Court. Agency has written procedures regarding the custody of juveniles. Officers attempt to determine if the juvenile is involved in non-criminal behavior, in harm or danger. Provisions for the protection of juvenile detainees and their rights are thorough and comprehensive. If juvenile offenders are suspected of committing a criminal offense, officers must contact a Deputy Juvenile Officer or the Detention Supervisor for approval of the interrogation. The juvenile's parents and the Deputy Juvenile Officer with Juvenile Court are present during interrogations. Normally interrogation sessions will only last for one hour. The agency has no primary or secondary schools; therefore there is no juvenile population base on campus. As a result, there is little involvement in community recreational youth programs. Chapter 45 Crime Prevention and Community Involvement Although the agency has no crime prevention function, the agency is committed to proactive crime prevention in order to maintain a safe environment for its students and staff. The agency is committed to a proactive community policing philosophy. All members of the agency are responsible for crime prevention. They interact with the university community to address crime patterns on campus through foot patrols, bicycle

26 PAGE: 26 patrols and other activities such as defensive awareness training. The biggest challenge facing the university in terms of crime patterns is theft. The agency also has to address the issue of a change in their population base every year. Each year one quarter of their population base changes with the incoming freshman class. The agency keeps the university community aware of crime problems via a daily crime report. These reports are available on the university police department's website. The agency's bicycle patrol has been an effective tool in the department's crime prevention efforts. Chapter 46 Unusual Occurrences and Special Operations The Chief of Police pursuant to written directive has delegated the responsibility of coordinating all unusual occurrences with the department's Lieutenant. The agency does not own, store, or maintain special equipment for unusual events. In the event an unusual event occurs, the watch supervisor is tasked with selecting a field command post near the disaster to facilitate management of the incident. Agency uses the Incident Command System in response to unusual occurrences. Agency relies on the St. Louis County Police Department for Tactical Team support and hostage negotiators. In the event a hostage or barricaded incident occurs agency directive prefers the watch supervisor to contain the area and avoid contact with the hostage taker. Command of these incidents transfers with the ranking officer of the Tactical Unit with the St. Louis County Police Department. The multi-area 1V10bile Response Team will be activated for civil disturbance. Watch supervisors are required to notify the Chief of Police and implement the agency's call back system for additional personnel and resources. The Director of Communications for the university serves as the agency's Public Information Officer and Community Relations Person. Military support is coordinated through the St. Louis County Police Communications in accordance with their Emergency Operations Plan (EOP). Martial law can only be implemented by the Governor. University buses, trucks, and other vehicles are available for use in the event of a disaster. Disaster planning is governed by Missouri state statute and serves as the legal authority for these types of operations within the state. The agency has access to Code 1000 which is a group with members from forty different agencies that can respond to assist in unusual occurrences. Chapter 51 Criminal Intelligence The agency has intelligence procedures governing the collection, maintenance, and security of intelligence information. Intelligence activities are directed toward information that presents a direct threat to the campus community. Intelligence developed regarding crime activity outside the campus environment is referred to the appropriate law enforcement agency. If the Chief of Police determines intelligence is credible assistance is requested from the St. Louis County Police Department. This type of information is communicated to all operational components of the agency with

27 University of Missouri S1. Louis Police Department PAGE: 27 the sole purpose of preventing criminal activity. Criminal intelligence files when created are maintained in the detective's office in a secured cabinet. Chapter 52 Internal Affairs The department Lieutenant serves as the agency's internal affairs manager and reports directly to the Chief of Police on internal investigations. Agency has a policy that they will receive all complaints logged against members of the agency. Written directive requires immediate notification to the chief of police of serious allegations of misconduct and notification the next duty day of minor allegations of misconduct. Agency provides the complainant a receipt of complaint when complaints are filed with the police department. The Lieutenant is responsible for keeping the complainant informed throughout the process and of final results. Internal affair files are maintained in a secured cabinet inside the Lieutenant's office. Summaries of the statistical reports are made available to the public in the annual campus crime act report. Chapter 53 Inspectional Services Line inspections are an integral part of the leadership responsibilities of supervisors. The line inspection process includes daily, weekly, and others as needed by the agency. Deficiencies noted during line inspections are addressed by the department Lieutenant. The Lieutenant keeps the Chief of Police informed on any systemic or repetitive issues. Supervisors are required to conduct follow-up inspections to ensure deficiencies are corrected. Due to agency size, the agency was not involved in a comprehensive staff inspection of the agency. Chapter 54 Public Information The University's Director of University Communications serves as the agency's Public Information Officer. The Chief of Police is responsible for coordinating and releasing information related to criminal incidents and operational activities. In the absence of the Chief, the supervisor at the scene will coordinate the release of information. No media representative is allowed into an incident scene unless consent is provided by the Chief of Police and after investigative steps have been completed. News releases are made available to all news media. The agency's directive controls media access to major events and crime scenes. The agency permits media representatives to remain at the media command post where the Chief of Police or other department representative provides information regarding the event or crime scene. With the consent of the Chief of Police the media is allowed to enter crime scenes once the scene has been processed for evidence and investigative steps have been completed. The agency has had no incidents over the past three years that generated media interest.

28 PAGE: 28 Chapter 55 Victim/Witness Assistance By function, the St. Louis County Victim Service Council provides victim/witness assistance to all departments within the County. The agency victim/witness assistance program is designed to comply with state requirements and all CALEA standards. The policies clearly state the purpose, are well written and easily understood. Pre-printed information is provided in a standard format on cards and given to victim/witnesses by officers. The agency also has information available on the department web site. Social resource information is available from the officers and from the dispatchers. The detective contacts victims and witnesses with information and to check on their needs. Officers provide information to victim/witnesses at the time of contact. The agency works closely with a variety of agencies to provide related services to the citizens. Chapter 61 Traffic The agency allocates a small amount of resources to traffic enforcement. Statistics reveal that the majority of accidents are parking lot type accidents. Analysis of the accidents indicates that no special enforcement is needed. The agency's policy provides guidance to officers addressing traffic enforcement. The majority of Officers are experienced and well trained in traffic related functions. St. Louis County is a resource for accident investigation as well as reconstruction. The Chief of Police provides input to Campus engineering in regards to traffic related concerns. Recommendations have been acted upon by the engineering department. Officers use their traffic stops as educational opportunities in the community. The department has safety material available in the lobby. Department does not use radar for speed enforcement but do anticipate getting it in the future. Department provides security type escorts with guidelines, traffic escorts, HAZMAT escorts and escorts for sick persons with appropriate restrictions. Chapter 71 Prisoner Transportation Only one of the agency's four police cruisers is equipped with a prisoner shield. Policy clearly dictates how and where prisoners will be located in the squad car to be transported. If a prisoner exhibits violent behavior the car with the shield will be summoned. Because of the service orientation of the Department clearly cars are used more often to transport persons in a service mode than to transport arrestees. The Department does not have a vehicle that is dedicated to primarily transporting prisoners. Policy requires the car and arrestees to be searched prior to transport. The Department requires that prisoners are handcuffed prior to transport. No other restraints are used

29 PAGE: 29 by the agency. No arrestees have escaped during transport in this assessment period, however there was an escape from the holding facility. The agency has well written reporting procedures in these instances. The agency has a temporary detention facility and only holds prisoners here for up to two hours. For detention longer than two hours prisoners are transported to the St. Louis County detention facility. The Department uses a "Fitness for Confinement evaluation" when in doubt about the fitness of the prisoner. Medical staff is either available at St. Louis County or a local hospital. Chapter 72 Holding Facility The Department has a two cell temporary detention facility equipped with a manual fingerprint station and mug shot capabilities. Prisoners are only held in this area for up to two hours. The area is equipped with Closed Circuit TV (CCTV) that feeds into dispatch. Anytime a prisoner is temporarily detained Dispatch is notified and the camera and VCR is turned on and the prisoner is also monitored and recorded. Appropriate warnings are posted notifying prisoners that they are being recorded. Gun lock boxes are available and Officers are required to secure their weapons. The agency has an evacuation plan for the detention area. There was one prisoner escape from the detention area during this assessment period. Evaluation of the escape caused the agency to change the locking configuration of the entry door to the temporary detention area to prevent a similar escape in the future. Chapter 73 Court Security There is no court within the department's jurisdiction, therefore there is no security function. This chapter is N/A by function. Chapter 74 Legal Process It was determined during the on-site that the agency does not perform any civil process. These duties are completed by the Sheriff's department. This chapter is N/A by Function Chapter 81 Communications The UMSL Police Department has its own E911 Communications Center. The Center is equipped well and staffed with well trained dispatchers. The Center has struggled as has the rest of the Department with personnel challenges. Communications have recently been upgraded by adding a repeater (communications voting system) to enhance reception and transmission quality in all areas of campus. The Communications Center has redundancy capabilities with a remote antenna at the "Tower" and a back-up radio and antenna at the Department Headquarters. Lt. Wirt advises that recently the Communications back-up generator endured a weeklong use

30 PAGE: 30 during a power outage due to a severe storm that took out local electricity. The Department has procured another generator to serve the needs of the rest of the Department in the event of another electrical interruption. During the assessment one of the back-up generators lacked security, however the loss of this generator would not affect operation of communications as it is backed up at the department. The team is making a Recommendation that the agency place a fence around the back-up generator at the remote antenna site to provide a minimal level of security. Chapter 82 Records The agency endeavors to have an effective and efficient records section that will serve the community well. The agency had changed from a handwritten report system to a computerized system called AllERS. A short time later S1. Louis County offered the opportunity for the agency to switch to a very advanced computerized report writing and information storage system called CARE. CARE also provides data base and information retrieval involving many area agencies. The metropolitan reach of the combined intelligence capabilities of the system has already paid dividends solving recent theft and burglary cases and will only increase in value as Officers learn to rely on the systems capabilities. All Officers can access data on a suspect and learn his or her activities that have been entered into the system by over 70 area Departments. The detective can access pawn activities from all participating communities. Hard copy files are kept in the Administrative section and managed by an administrative associate. This associate is the only person that will dispense a report to the public. Files are kept under lock and key, these files are only accessible to the administrative associate and agency supervisors. All adult files and juvenile files are kept in the same area however juvenile file folders are marked with a highlighter identifying them as juvenile files. Adult files and Juvenile files are maintained in the CARE system. Juvenile files are marked differently in several different ways to clearly indicate to any user. The CARE data is backed up daily by the agency and kept in a lock box in the communications center. Information for National Crime Reporting / National Incident Based Reporting System (NCR/NIBRS) is automatically collected via the CARE system the reports are put together by Administrative Associate Debbie Black. Chapter 83 Collection and Preservation of Evidence The agency takes pride in the experience level and success that designated evidence technicians possess. The agency can boast about several cases on campus that have been solved due to the good work from this function. The agency has designated evidence technicians that are specially trained, assigned to work on each shift and techs are on call 24/7/365 to cover for off days and vacations. A quality supplement

31 University of Missouri S1. Louis Police Department PAGE: 31 and resource to UMSL Police Department is the St. Louis County Police Evidence Unit. St. Louis County P.D. would be called in to assist with large crime scenes and large volume evidence storage and high tech evidence processing needs. Department policy and evidence guidelines provide direction needed to provide consistent service and reliability to the UMSL community. Evidence processing and collection equipment and resources are stored and readily accessible within the Department. Agency personnel are required to complete an electronic supplemental report detailing all information pertaining to incident and collection and preservation of evidence. Chapter 84 Property and Evidence Control The agency is proud of the evidence function as it is well run, efficient and effective. There have been no questionable issues during this accreditation cycle. The agency has a designated primary Evidence and Property Control Officer and a back-up person to provide this service 24/7/365. The agency has temporary evidence lockers (two lockable two drawer file cabinets) in the detention cell area that are monitored by the Evidence and Property Control Officer. The lockers are secured with locks that only the Property and Control Officers possess keys to. Evidence and property is then logged in and transferred to the primary evidence room which is located in a building several blocks away at the Daughters of Charity facility. This evidence room is a secure, locked and alarmed. If breached the alarm reports to the agency communications center. All audits and inspections were completed and well documented by agency personnel. Property can be disposed of sixty days after legal requirements have been satisfied. The agency had a found property area that all officers had access to and did not have proper security measures in place. Access to this area was changed on site and property to be submitted like evidence. U. SummarY and Recommendations: The is committed to the accreditation process. The On-Site Team has conducted a thorough assessment of the University of Missouri 8t. Louis Police Department and its compliance with applicable accreditation standards. It is very evident that the agency has the support of all of its employees. All were very informative and went out of their way to assist the assessors. The team did not encounter any major issues with the agency during the assessment. The agency had at total of twenty-two (23) files returned by the assessment team, fourteen (14) of these were file maintenance issues and nine (9) were applied discretion. The files were very well formatted and highlighted.